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Amusement Park Business Plan

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Wasatch Family Fun Center

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

I&B Investments is a new limited liability company formed under the laws of the state of Utah.

This document has been prepared to provide the reader with information about our company, including business structure, company goals, projected growth, venture capital requirements, start-up costs, an investment analysis and the industry trends.

I&B Investments has identified the family entertainment industry as its primary interest and to that end the company has focused its efforts on the development of one or more family entertainment centers (FEC) to provide quality family entertainment activities to the communities in the Weber County, Utah area.

Focused on family entertainment in a family-oriented community, I&B Investments is a company primed to take advantage of an expanding and profitable industry.

Entertainment has become a buzzword of the new millennium. David L. Malmuth, senior vice president of the TrizenHahn Development Corp. has observed, “People are not just interested in buying things. They want an experience, adding that the keys to providing successful experiences are authenticity, fun and participation. Americans have money to spend and will spend it on entertaining themselves. In fact, statistics show that people in the United States spend more on entertainment than on health care or clothing.”

Quality family entertainment is the focus of I&B Investments. The construction and commercialization of one initial FEC is factored into the initial development phase detailed within. The company’s proposed FECs will be designed to provide the type of family entertainment and adventure the current market demands.

The first proposed site is a ten-acre parcel in Weber County, with a second site to follow within five years.

In addition to other funding and capitalization efforts detailed herein, the Company anticipates that it will seek funds from the Government Redevelopment Agency which may assist in the purchasing of land for development of the proposed sites.

A recent census conducted by the U.S. Census Bureau found that from 1990 to 1998, personal consumption and expenditures for amusement and recreation increased by $31.5 billion, with an overall industry gross of $56.2 billion. Source: U.S. Census Bureau, Statistical Abstract of the U.S: 2000 – The National Income and Product Accounts of the U.S., 1929-94, Vol.1.

Based on the current entertainment prices and cost of revenue structure in the local amusement and recreation industries, we believe that our anticipated FEC’s will have the potential of several million dollars in gross sales in the first year of operations.

With our strong management team and our aggressive marketing plan, we project a consistent and minimum annual growth of five percent.

Amusement park business plan, executive summary chart image

1.1 Objectives

The company’s objective is to build quality, full-service FECs that will command the approval of the predominantly LDS community which it serves.

Our goals include:

  • A 10% market share in our first year.
  • An modest increase in our gross margins within the second year of operation
  • An increase in our market share by a minimum of 10% for each of our first five years.

Currently, there ARE no quality FECs in Weber County, or the surrounding areas (for a radius of 50 miles).  The company believes that by entering the marketplace first and by establishing quality facilities, it will become, and remain, a leader in the FEC industry in the Northern Wasatch Front.

Our fundamental objective is to realize how we impact the community that we do business in, knowing that we will stand the test of time if the local residents approve and support our center.

1.2 Mission

I&B Investments sole purpose is to establish a profitable and well managed company while at the same time creating an atmosphere of fun and excitement for the entire family, with activities designed to please the local residents, as well as the substantial tourist base of the Northern Wasatch Front.

1.3 Keys to Success

Based on our research, our primary targeted market is parents and their children (ages 5-15 to 54).  With that in mind, we intend to design our facilities to address this primary market, while keeping in mind the secondary markets such a teens and young adults.

We believe that our main keys to success include:

  • Providing popular and wide-ranging entertainment activities
  • Ample and secure parking
  • Indoor activities for year round entertainment
  • The use of state-of-the-art technology
  • Easy access
  • Target high traffic areas for maximum public exposure
  • Design facilities to curb overcrowding
  • Seasoned management team

We believe that we can minimize certain risk factors by:

  • Initial capitalization of the company to sustain operations through year one
  • Low overhead through the use of multi-skilled employees and continual training
  • Strong customer base through aggressive marketing
  • Strong community ties and involvement
  • Eliminate collection costs by establishing cash/credit/debit card only facilities

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

The company anticipates that its first FEC will be located in Weber County, Utah facing the Majestic Wasatch Front Mountains. The company’s FEC will be the most modern in the Northern Wasatch area.

Initially named the Wasatch Family Fun Center, the company anticipates that its facility will have a positive impact on the local environment and economy.

Mr. Bill Rameson, CEO of Palace Entertainment, the largest FEC chain in the world, has observed, “With most family entertainment centers having a 15 to 20 mile reach and in today’s climate, you’ve got to understand what you’re trying to accomplish. You’ve got to understand your market. You’ve got to understand construction. The attractions have to be both interactive and competitive.” 

I&B Investments proposes to choose its locations after thoughtful and detailed research and demographic profiling.

2.1 Company Ownership

  • Managing Partner – Mark D. Bergman 

Limited Partners:

  • Acting C.F.O.- Val R. Iverson
  • Operations Manager & Public Relations – Senator Joseph L. Hull
  • Retail Space Leasing Agent Gift Shop Manager.- Laura Strebel
  • Director of Sales and Marketing – Roger Smout
  • Manager of Treasury and General Accounting – Rod Schaffer
  • Manager of Promotions & Customer Service – Darren Strebel

Consultants / Non-Partners (retained):

  • General Entertainment Manager / Consultant – Harold Skripsky
  • Redevelopment (RDA) Specialist – Randy Sant

2.2 Start-up Summary

For Phase 1 the Start-up table reflects the cost of the center, activities and 8.5 +/- acres.

All Construction cost are included in the gross loan, but not detailed in the “Start-up Cost table” because these costs happen before the projected pro forma begins.

In the Start-Up Funding table there are two forms/types of investors listed:

The Seed Investors/Partners that come under #1-11 , are considered the seed funding group and company management team.  Their investment is not secure and carries a greater risk of loss.  Therefore, the percentage of the company that this group receives for their investment equals a much greater company ownership than the secure partners do for their investment (these partners are also earning sweat equity shares for their involvement/efforts rather than wages during development). 

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The Use of Funds table details many of the Start-up Expenses.

Amusement park business plan, company summary chart image

2.3 Company Locations and Facilities

The first proposed site / property has two different aspects to it:

  • We purchase a 10 acre parcel on the site and construct our center.
  • We incorporate a Government Redevelopment Agency (RDA).  Which can provide our company with a government grant (funds) that can help us purchase the entire 44.6 acres.  This involves more risk but offers higher profits because we will need to resell 20 acres +/- once they are developed.

Therefore, within this business plan we will present a primary look at both possibilities, including the basic business structure, the start-up cost, the company’s projected growth, the market, the local demographics, the economic impact, the industry trends, the construction costs, the development of the land, the oversight of operations during the development of the infrastructure and the companies future management and marketing team.

Our proposed site is the 44.6 +/- acres running along the west side of the Interstate, with three planned future (roads) accesses/easements.

The entire property is zoned commercial and the owner has stated that he supports our project and will carry a contract. Phase 1 would place our FEC just north of the other existing commercial establishments. 

The latest traffic figures report an average daily traffic count of 30,685 cars exiting and entering the interstate at this junction and the interstate (north and south bound) carries an average daily traffic count of 56,490 cars. Source: Utah Department of Transportation.

Our FEC’s will provide customers with a wholesome environment that provides amusement, entertainment, excitement, competition, year round activities, souvenirs and great food all while forming lasting memories at affordable prices.

Although there is currently no competition in the immediate area in which we plan to establish our FECs, we believe that because the FEC industry is expanding exponentially, sooner or later competition will encroach.

To that end, the company plans to become profitable and retain a solid leadership position in the marketplace by providing:

  • Indoor facilities – Cold weather will close the outdoor competition.
  • Year round play with a wide variety of activities – Our season never stops.
  • Seasoned, successful management team .
  • Contracting top FEC consultants – To counsel on key attraction layout and design.
  • Working with USU Extension Program – Determining tourism impact.
  • Working with Utah Department of Tourism – National and international exposure.
  • Family-oriented – Partnership-operated center gives the company local insight.
  • Aggressive marketing .
  • Customer Incentive Program – Reward frequent visitors/customers.
  • Easy access and exposure .

3.1 Service Description

The ability of I&B Investments to accomplish its goals and lead the local family entertainment industry, depends upon the expertise and social conscience of the management team. Our management team understands these facts and several members of our management team have been recognized in the past for their outstanding community service and involvement. 

Several local surveys have been reviewed and provide valuable information about a vast list of requirements that need to be met for an FEC to attract the local residents. We will strive to meet these desires and we will take future surveys with our customers to make sure that we are ahead of the curve. Source: USU Extension Program.  

The Story of Dave & Busters – Family Entertainment Centers “In 1982, Dave Corriveau and Buster Corley brought an idea to life. Create a place where adults can enjoy great food, terrific drinks and the latest interactive games – all in one place.  They discovered a winning formula. Over the past 18 years, Dave & Buster’s has grown from one location in Dallas, Texas, to a nationwide organization. And with the help of our creative and dedicated employees, we’re able to keep growing and providing our guests with a unique experience.” Source: Dave & Busters.

I&B Investments intends on building an FEC with a 15,000 to 20,000 square-foot main building located in the Northern Utah area and provide such activities and services as: go-carts, miniature golf, climbing walls, batting cages, skycoaster or tower swing, air hockey, foosball, paint ball, laser and phazer tag, skateboard arena, outdoor bumper boats, gaming & redemption center, chess/backgammon playing areas, souvenir/gift shop, ice cream, pizza, pretzels, drinks, private party rooms (birthday & corporate), massage therapy center and a coffee shop.

I&B Investments anticipates entering into an agreement with Harris Miniature Golf Company (HMGC) to construct the course at its facility. The mini-golf course landscaping will depict the Wasatch Mountains area. The environment is casual and the design will capture the romantic era of a visit to the Olde West. The casual ambiance will be enhanced with mellow beat music and the sound of rushing water created by the falls and streams on the golf course. The quality of play and excellent service will ensure a large loyal following of customers.

“It’s an icon of the American landscape. It gives people a sense of other worldliness. And it’s non-gender and non-age biased,” says Steven W. Rix, executive director of San Antonio, Texas-based Miniature Golf Association of the United States.

“Miniature golf’s relatively low start-up cost – compared with theme parks, for example – have made it one of the most lucrative entertainment businesses around.  Our latest figures show courses can return as much as 38 percent on an investment each year,” states Dave & Paul of the Professional Miniature Golf Association of Salt Lake City, Utah.

3.2 Future Services

In addition I&B Investments is already working on contingency plans for adding more facilities along the Wasatch Front.

To further increase revenues and public attraction, I&B Investments is working to establish several other entertainment (outdoor) activities that will be put in place using revenue-sharing programs, such as the Skycoaster.

Market Analysis Summary how to do a market analysis for your business plan.">

Research has indicated that the prime market for a FEC is in urban areas close to neighborhoods with large concentrations of upper- to middle-income bracket population.  Ease of access is important, but street frontage is not a crucial requirement. 

Mr. Randy White, president of White Hutchinson Leisure & Learning Group, one of the leading FEC project developers in the United States has observed, “Just as entertainment is becoming an essential component of shopping centers, entertainment is the backbone of today’s urban redevelopment. Often referred to as urban or location-based entertainment centers, these projects integrate entertainment with retail, dining and cultural facilities to create a resident and tourist destination.”

A seven to ten mile radius is considered the radial market area of a FEC.  However, depending on competition (or lack thereof) a market area can grow to a fifteen mile radius and with easy highway access to a radius of twenty miles from the FEC.

The U.S. Census Bureau, Census 2000, and the Weber County Economic Development provides us with the following demographic information about our area (15 mile radius).

  • Average household size is 3.5 persons
  • Average household adjusted gross income is $39,250

4.1 Market Segmentation

I&B Investments’ primary targeted market consists of three main groups. These categories are: 15 to 24 year old, 25 to 34 and 35 to 54 years old. To better understand the size and breakdown of the local population see the following table and chart.

Amusement park business plan, market analysis summary chart image

4.2 Target Market Segment Strategy

A full-time public relations coordinator is a vital part of I & B INVESTMENTS’ management team.  The job will require this person to be responsible for assuring customer satisfaction, generating public awareness for the types of entertainment offered at our “FEC,” and attractively promoting the various activities to the public.

Even though, our customers can be considered all age groups, both sexes, all races, all income levels, local residents or tourist to the area.  The most important factor behind our success is simply, THAT A PERSON CAN ENJOY THEMSELVES , while participating in the activity they choose.

4.2.1 Market Needs

Upon reviewing the local demographics of businesses in the Weber & Davis County area, we discovered that our proposed service will be filling a void that has existed for years in the local entertainment market. 

Our primary targeted counties are Weber and Davis. These counties represent two of Utah’s top three counties with the highest personal income levels in Utah (Davis county being #1) which relates to more money available for entertainment.

1999 Average Household Adjusted Gross Income

4.2.2 Market Trends

Historically if a market becomes controlled by a corporate entity, services are cut, prices are raised and core business is driven away as a result of the companies indifference to local customers concerns.  To avoid this happening locally, I&B Investment’s desire is to create their niche in the Utah market before the national chains move in.

The Business Journal of Kansas City -1996.  “During the past five years, large chains like The Blue Eagle Golf Centers Inc., and The Golden Bear Centers, have been buying up various FECs attempting to control the market.”

Parks & Attractions – January 29, 2001, Amusement (newsletter). “Right now we have 20 locations.  They are all the typical FEC: batting cages, bumper boats, miniature golf, indoor arcades. There have been a lot of things tried and we’ve seen some things fail.  We’ve seen Disney come and go with its Disney Club, their birthday-party type concept, and Discovery Zone has come and gone.” Taken from an interview with Mr. Bill Rameson, a FEC Pioneer and CEO of Palace Entertainment, the largest FEC chain in the world.

Utah’s Amusement and Recreation Industry is projected to employ an increase of 33,080 employees by 2030.  This equals an average of 788 more employees per year being hired by Utah’s growing Amusement Industry.  Source: State of Utah Economic and Demographic Research Database.  

Page 11, of the 2001-2002 industry report complied by the International Association for the Leisure & Entertainment Industry, states that even after years of exponential growth, FECs are still a strong growing segment of the amusement industry.  In 1990, there were only about 250 centers and today the count is around 10,000 to 12,000 with 19% of the establishments earning $1,000,000 to $3,000,000 and 16% making over $3,000,000 annually.

For more great information about the amusement industry and the positive upward tread, there are two main industry magazines that provide current industry statistics.  They are Play Meter Magazine and Vending Times.  The 2001 census of the Industry, by Vending Times is the 54th in a series that dates back to the dawn of the modern era in vending.  It is based on a mailing to 12,000 operating entities that yielded 1,206 usable replies.

Fun Center Sector Remains Robust as Operators Pace Expansion Strategies – Vending Times,  January 2002.  “A complex but promising growth opportunity confronts the fun center market in 2002.  Family entertainment centers, location-based entertainment sites, arcades, and game rooms all stand to create larger customer bases and have a solid chance to cement greater customer loyalty if they invest wisely to create the kinds of experiences that players actually want to have.”

4.2.3 Market Growth

As the population ages the potential market size increases and with the type of entertainment offered at our facilities, we are confident that our customer base will continue to grow and remain stable for the foreseeable years to come.

The market for a modern FEC center in the Weber/Davis County area is superior to most, partly due to the tremendous population growth which has occurred during the past five years. With the overwhelming majority of the population living and working within 15 miles of our first selected site. Additionally, there is not an FEC of this type within 50 +/- miles.

Utah’s Resident Population

4.3 Service Business Analysis

We requested Dr. DeeVon Bailey, of Utah State University, Professor of Economics to study our area and industry, then report and publish his findings.  We requested Dr. DeeVon Bailey to publish his finding because, we wanted his non-bias review and we felt that informing the competition about his findings was a good thing.  Here is an exact copy of that report,

Preliminary Assessment of the Economic Multipliers for

Amusement Companies in Weber County, Utah State University

By DeeVon Bailey, Ph. D. Department of Economics Utah State University February 1, 2002

This document provides you information on the various economic multipliers you can use to assess the impact of your proposed business.  The multipliers I am giving you were generated based on information from Weber County during 1998 (this is the latest information we had). 

We were able to get information on two types of amusement companies – 1) Amusement and Recreation Services (ARS) and Membership Sports and Recreation Clubs (MSRC).  I suspect that the first category, ARS, more closely fits your situation than the second. 

The economic information and the economic multipliers were generated by IMPLAN, an internationally recognized input-output model that is widely used.  Dr. Donald L. Snyder generated the information for us.  The following table presents some of the base economic information for ARS and MSRC in Weber County in 1998:

Let me interpret this table for you.  In 1998, ARS had $17.111 million in total sales in Weber County and employed 830 people.  The employment number is a person count and not full-time equivalents.  You need to divide the employment number by perhaps “4” to get the full-time equivalents (jobs).  Total compensation is employee income plus proprietor income plus rental income plus interest income generated by the business type. 

So, in the case of ARS total compensation was $5.128 million of which $1.820 went to employees (wages and salaries) and $3.552 million went to owners (proprietors) as net profit.  Indirect business taxes are basically sales taxes generated by the business types according to Don Snyder.  So, ARS generated about $866,000 in sales taxes during in Weber County in 1998.  Total value added is basically total sales less what would be equivalent to the cost of goods sold. 

So, in 1998 ARS generated $17.111 million in sales of which $11.366 million could be attributed to the value added by labor, management, etc. by persons in Weber County.  This suggests that ARS made purchases of about $5.745 million (17.111 – 11.366) from sources outside of the county to be able to generate $17.111 million in sales.

Economic Multipliers for Weber County Amusement Industries

The following are some of the key economic multipliers you should use to judge the impact of your proposed business.

Type and Value of Multiplier

The interpretation on these would be as follows:  The output multiplier of 1.50 for ARS would indicate that for each $1 in sales for this industry that an additional $0.50 is generated in sales in the County.  For example, if your business generates $1 million in sales then that $1 and an additional $500,000 would be generated in sales for the County each year for a total of $1.5 million after the multiplier effect.

The indirect business taxes multiplier for ARS is 1.57.  This means that for every $1 in sales taxes generated by your business that an additional $0.57 in sales taxes will be generated in Weber County.  For example,  if your company generates $10,000 in sales taxes an additional $5,700 in sales taxes will be generated by other economic activity in Weber County as a result of the economic multiplier effect (57% * $10,000).

The total value added multiplier for ARS is 1.48.  This indicates that for each $1 in economic value generated by the business above the costs of inputs purchased from outside of the County would generate an additional $0.48 in value added for the County economy.  This roughly means that if gross profit for the company is $1 then gross profit in the entire county will increase by $1.48 million (this figure includes the $1 in gross profit for your business and the $480,000 that would be generated for other businesses in the County)

The employment multiplier for ARS is 1.17.  This suggests that for every person you employ in your business that another 0.17 jobs will be created in the county.  So, if you employ 50 people then, besides your 50 jobs, another 8.5 jobs will be created in the County (0.17 * 50).  Remember that these are jobs and not full-time equivalents since many of these people will be part timers.

4.3.1 Competition and Buying Patterns

The Amusement Industry is unique in that it has little inventory.  Yet, should the need arise there exists a large network of suppliers for everything in the facility.  All of these sources ship overnight which reduces the requirement for a large on-hand inventory.

“Being locally owned, you can design and operate your facility to be connected with the community and fine-tune to meet their needs.  You have to be part of the community to be successful.” – Economy Affects FEC Biz – October 01, 2001 Amusement

I&B Investments is a business focusing on family entertainment where there will be sports and activities that all ages can participate in and enjoy as individuals or as a group.  It is where grandparents can take grandchildren of all ages (it makes a great date night or family outing).

The simplicity of the activities enables anyone to experience excitement without having to know how to play like a pro. Miniature golf and other related activities (that require minimum strength and athletic ability) are some of the highest-rated family participation sports in the United States. 

By far, the most significant factor to affect the FEC business in the forthcoming decade is the dramatic growth of the 25 to 44 year old segment of the population. This age group represents the prime segment of the population that enjoys playing in tournaments.  Our FEC will be high-tech, totally computerized centers.  Pro play will be offered in the facility year round, increasing the profits for the center.

Competition in the amusement industry in Weber County is considered mild at best and most venues are remotely located.  Our first choice of locations is superior and offers us an edge against future FECs or similar services.  We will create our niche in the market place by being the first FEC in the surrounding area, but to keep our competitive edge we know we have to choose the right location. 

Experts say, “If you require a big grand opening or spend a ton on advertising your center, then you are not in the right location.  The public just needs to be able to see your location, make it look fun and they will know where you are and when to come.”

4.3.2 Main Competitors

Page 7 of the 2001-2002 annual industry report, complied by the International Association for the Leisure & Entertainment Industry, points out that there are NO TRUE FEC’s registered in the Rocky Mountain area and our research confirms this. This provides a prime awaiting customer base and helps assure that our facilities will be in command. We will be entering the market place as the leading company for amusement and entertainment to the area.

The other local, single activity establishments will not have much of an impact on our potential customer base, especially in the winter months when most of the local amusement businesses are closed.

None the less our facility will be competing with other established recreation and amusement activities for the consumer’s dollars. These venues are: movie theaters, bowling centers, roller skating, sports venues, theme parks, golf courses, fitness centers, night clubs, ski resorts and etc. Yet, none of these amusement activities truly compete with our facilities, because at our proposed facility we will offer more entertainment options custom-fit to the community and tourist.

Locally there are only two miniature golf courses (both built in the 1980s) and about ten golf courses. Many items like upgrades, new equipment, new attractions, websites or even having a fax machine, have not been a priority to some of these establishments. In others words, because there isn’t much competition, the existing venues do not see any reason to make customer satisfaction a priority.

I&B Investments will be the first of its kind in the area to address our underserved market, understanding that price is not the public’s only buying criterion. We at I&B Investments believes that customers want to feel a holistic process of having fun and they expect prompt service. Combine that with a clean environment and properly working equipment and we are ensured that our customers will come back again and again.

Strategy and Implementation Summary

Our services will be positioned to provide our customers with a premium amusement and entertainment experience.

Thus our pricing strategy will be to charge a premium price as per industry standards.

The following subtopics will present our sales strategy, marketing strategy, pricing strategy, daily customer projections and promotion strategy. To see comparison FECs and their current pricing refer to financials topics for projections and pro forma comparisons.

I & B INVESTMENTS will also work toward establishing community involvement programs that will demonstrate how the business can contribute to a better quality of community life.  Such as: Community projects using the “FEC’s” facilities to help civic groups obtain their financial goals (by offering fund raising events).  Schools, churches, and other groups will be welcomed for tours of the facilities and will be shown how the facility can be used to help raise funds for their needs.

5.1 Competitive Edge

The high standards set by our company and our location are going to make it very difficult for competitors to enter and survive in the market area.

I&B Investments research shows that the opportunity exists to provide a high-quality service in a family-oriented environment, where we can offer competitive pricing to our customers and still make an outstanding profit in this demanding market.

The keys to our competitive edge There are several critical issues based on the lifestyles of the area for our business to be accepted and survive.

  • Produce maximum profits, but still able to offer affordable entertainment
  • Provide the best games/family sports
  • Little or no educational curve
  • Repeat customers/tournaments/enjoyment
  • Allow space for other retail tenants (reduce overhead)
  • Do not compete with our tenants for the same dollar
  • Provide activities for a large range of age groups
  • Unique in design with comfortable ambience
  • Exciting work environment

5.2 Marketing Strategy

Our customers can come from all age groups, male and female, all races, every income level and can be local residents or tourists to the area.  That is why our marketing plan started at the construction phase; by keeping in mind, if it looks fun people will come.  Thus the main factor to our success is simply that a person can enjoy themselves at our center while participating in an activity they choose.

Our full-time public relations manager is a vital part of our management team, by assuring that customer satisfaction is provided and gathering information from the public about the types of entertainment most desired.  This can provide our company with the means to stay in touch with the community and ready to meet their desires. 

5.2.1 Pricing Strategy

To establish the following detailed chart, we referred to several factory-pricing recommendations and the local competition. 

The following details our pricing and the # of customers per month that we used for our cash flow projections.  These projected numbers are 35% +/- of daily operation capacity and being open for business 26 days a month, closed on Sundays.  It should also be noted, there maybe activities planned that are not included in our projections.

All business expenses are detailed in the financials topics.  All other direct cost were pre-calculated and added into the Sales Forecast table.

5.2.2 Promotion Strategy

I&B Investments’ first objective in promoting our center will be to capitalize on the power of the WORD OF MOUTH.

In every business it is a well-known fact that word-of-mouth advertising is any businesses’ best friend or worst enemy. Yet, this does not preclude the fact that announcements, placing advertisements in the local newspapers and our future planned website are not just as important in reaching new customers and will be employed as follows:

Advertising Getting our positioning message to the public, “family recreation,” where fun and customer service is paramount.

Utah’s State Tourist Dept Keeping them aware of our center and all current promotions.

Go-cart Track Signs Local businesses can buy sign footage and have their signs placed around the track like you would see around any race track.

Freeway & Site Signs Self explanatory.

Sales Brochure Informing the public of all the activities found and offered at the center.

Player Rewards Rewarding customers for spending money through establishing frequent player programs and sponsoring up to $50,000 a year towards prize money awarded through tournament playoff prizes.

Community Involvement The activities of the center will be promoted as a place to bring your group to participate in events and raise funds for “project name here.” These types of fund raising events can request that a portion of each players expenses be donated to their organization (a standard amount will be established).

5.3 Sales Strategy

I&B Investments intends on providing a venue in which the entire family can really enjoy their leisure time by participating in fun and competitive activities that require minimum strength and athletic ability.  Supported with great service and offered at competitive prices we have the winning combination.

At our facilities the value of entertainment experience that our customers receives would be considered high compared to per dollar spent (“Biggest bang for your buck” or “You get your moneys worth”), and by providing the best in the area, our management team expects to reach an even broader market than used for our cash flow projections.

Our sales strategy is set on the very basics of business, please our customers and they will return again and again.

5.3.1 Sales Forecast

Sales as per population (exclude tourist) Using our minimal targeted market population of 418,399 people, we will detail how easily we can reach our projected income goals.

  • 10% of 418,399 people = 41,839 customers per year, each spending $81.26 per year, or $8.50 per visit and visiting 9.5 times a year.
  • Or, using our projected average per person expenditures = $8.50 x 1,225 customers daily = $10,412 x 313 days a year = $3,259,112 per year.

This means that we can meet or exceed our projected income if approximately one out of three possible customers visits our center once a year and spends a minimum of $8.50 on that visit.

2006 shows increase in sales caused by the opening of Phase 2.

The following chart shows I&B Investments Projected Sales Forecast and the annual projections for the next five years. Monthly figures are detailed in the appendix. To see activities pricing break down & projected numbers used see topic 4.2.

Amusement park business plan, strategy and implementation summary chart image

5.4 Milestones

Set forth below are the main milestones in the schedule of proposed development. We have carefully reviewed the timelines for start-up and firmly believe that once we are completely funded we can construct and open our initial FEC within less than one year of breaking ground.

  • Purchase of property for FEC site by October 2002
  • Preliminary architectural drawings
  • Secure construction loan
  • Approval of final architectural drawing
  • Obtain all required permits
  • Site preparation
  • Order long lead items (i.e. go-carts, boats, skycoaster, etc.)
  • Construction of center (construction phases are three and five-month timelines)
  • Develop operations and employee manual
  • Hire personnel
  • Prepare and finalize marketing campaign
  • Train staff
  • Order inventory
  • Soft open (training period 30 to 45 days)
  • Grand Opening/Mothers Day weekend 2003
  • Construction on Phase 2 Starts in 2005.

Amusement park business plan, strategy and implementation summary chart image

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

Our company philosophy is based on mutual respect for all contributions made by our participating or limited partners, investors, consultants, and employees without regard to the position held in the company.  Those who work with I&B Investments will learn to enjoy and trust our partnership environment, because we all strive to create an environment that enables us to work smarter-not harder and suggestions are valued, appreciated and rewarded.

I&B Investments will also work toward establishing community involvement programs that will demonstrate how our business can contribute to a better quality of community life.  Projects such as using the FEC facilities to help civic groups obtain their financial goals (by offering fundraising events); working with schools, churches, and other groups on programs for mutual benefit.

6.1 Management Team

Mark D. Bergman, Managing Partner Mr. Bergman is a self starter and natural leader, he has been self employed in several different trades.  He is an accomplished carpenter, strip mining operation director, welder, college-trained auto mechanic, structural architectural consultant, computer operator, human resource officer, safety director, patented inventor, proven business manager and started his training under his Father who was an engineer and a successful entrepreneur. During Mr. Bergman’s career he has received numerous state and community commendations for his involvement in community improvement and youth development programs. He is also bilingual with Spanish as a second language.

Mr. Bergman has had a successful career in the construction industry, is trained in a wide range of executive level positions and has served in a number of capacities including project management, construction site OSHA safety director, manufacturing start-up, and national marketing and promotions. Mr. Bergman’s strongest personality trait is his natural leadership ability.

Responsibilities : Design and manage the construction phase and serve as the operations director.  Develop and implement the operation, safety, maintenance and training programs for the center.

Joseph L. Hull, Manager Operations (GM) & Public Relations Officer Mr. Hull has degrees in chemistry, german and a masters degree in education. He is bilingual with German as a second language. He is also highly skilled in the art of negotiations, public relations, oversight of complex budgets, business management and problem solving.  He was elected and served as a Utah State Representative for six years and as a Utah State Senator for eight years.  He has served on several Federal & State Legislative committees and task-forces.  He has been recognized and received awards from various Universities, School Districts, Highway Patrol Associations, the National Guard, State Parks Department, Utah’s Foreign Language Teacher of the Year, Utah’s Public Safety Department, Utah’s Legislative Award of Excellence, Friend Of Agriculture from Utah’s Farm Bureau and is on Utah’s Educations Honor Roll.

Responsibilities : Participate in the company’s strategic business plan; coordinate training and operation programs; act as opening (mornings to midday) operations director; customer service director and public relations consultant once the center is open.

Darren B. Strebel, Manager of Promotions and Media Mr. Strebel has served on the board of directors on housing associations and has over six years of experience with developing and operating his own businesses, which include performing the services of an investment consultant and financial planner.  His skills also encompass developing programs for company marketing, advertising, distribution and client fulfillment.  Mr. Strebel has over thirteen years experience of working for the IRS and US Postal Service, where he acquired skills that included accounting, auditing, labor negotiations, customer service and office management.

Responsibilities : Implement the direction of the marketing with day-to-day management responsibility towards designing of art and graphics work and promoting of the company’s FECs.

Rod  Schaffer, Treasurer/Comptroller Mr. Schaffer is a certified public accountant (CPA) and has a B.S. degree in accounting as well as a B.S. in Music Education. He has worked as an independent public accountant and taxation consultant for over ten years and has extensive experience with tax filings of all types as well as budgeting and financial matters. Mr. Schaffer has also provided various corporate services including the preparation of corporate bylaws for various structures including LLCs, DBAs and both S and C corporations.

Responsibilities :  Will serve as the company’s comptroller whose duties will include daily journal entries,  corporate bookkeeping duties, revenue review, statements reconciliation, monthly P/L schedules, accounts payable and other related matters; is the point-of-contact for external payroll service contractor and independent CPA services.

Laura Strebel, Retail Space Agent and Gift Shop Manager Ms. Strebel has owned and operated Laura Strebel Engraving & Gifts, a successful business of custom gifts and crafts, for over twenty years.  In addition, she holds a Utah State Real Estate Brokers License and has been an active real estate agent for 12 years. Ms. Strebel has also been a notary public for over two decades and was a founding member and past board member of the influential Ogden Anti-Graffiti Task Force.  She has worked with the local government on several youth outreach programs and she has sat on Utah State Legislative task forces that implemented new state laws.

Responsibilities : Seek, review and qualify tenants for leased spaces.  List and sell any property that becomes available caused by our development, manage and operate the gift and souvenir shop, assist in oversight of company’s daily accounting.

Senior Staff Consultants

Harold D. Skripsky, Entertainment and Activities Consultant Mr. Skripsky was the founding director and past president of International Association for the Leisure and Entertainment Industry (IALEI) and is the chairman of the board of Leisure and Entertainment Trade Show (LETS), a joint venture by three industry associations which own the Fun Expo.

Mr. Skripsky began his career with the McDonald Corporation, where he quickly rose to operations manager, overseeing 110 franchise operations.  He was one of the partners who developed and opened Enchanted Castle in 1982 (a single FEC that grew to earn over $5,000,000 gross income a year).  Originally developed as a 10,000 square foot theme-oriented restaurant and game room, Enchanted Castle was expanded to 40,000 square feet in 1989.  In 1997 he sold Enchanted Castle to Ogden Entertainment, and now serves as a consultant to their entertainment division.

Responsibilities :  Ongoing review of the company’s business plan and advise/consult on all aspects of entertainment activities, assist in building design, floor layout of activities, assist with training and explaining the general functions of our FEC.

Val R. Iverson, Financial Consultant/Advisor Mr. Iverson has degrees in distributive education and sales technology and is a licensed real estate broker.  He is highly skilled in business start-up, management, sales, marketing and fulfillment.  He is the vice president of All American Playground Equipment and a partner of American Trampoline, and thus is very experienced with sports and playground equipment manufacturing and marketing.  He is also highly skilled in subdivision-style construction.

Responsibilities :  Participate and actively consult in all phases of the company’s strategic plans. Coordinate the purchase of properties, oversee business management setup, review and consult over inventory control, review and pursue investment capital and profit oversight.

Roger Smout, Marketing and Sales Consultant Mr. Smout is currently employed as a midwestern district sales manager for I.B.S and was voted salesman of the year for 2001-2002.  He is bilingual with Korean as a second language.  He has a bachelors degree in technical sales and has completed several focus group courses on employee management, product presentation and placement, with direct customer service experience both in-house and out in the field.  Mr. Smout has extensive hands-on experience in advertising production, graphic design layout and multimedia publishing.

Responsibilities : Consult and advise as to the company’s marketing, sales and advertising.

Steven Eames, General Contractor and Construction Consultant Mr. Eames has been actively licensed by the State of Utah’s Contractor Licensing department for over twenty years.

Responsibilities : Be the acting general contractor for building permits, consult on construction schedule and the like.

Randy Sant, Government Redevelopment Consultant/Advisor Mr. Sant has overseen and organized almost every redevelopment agency that has been established in the state of Utah.  To discover more about Mr. Sant and his abilities in RDA funding please type his name into your Web browser and do a search.

Responsibilities : Consult and actively setup any redevelopment agency and contracts between the company and city government.

Other Executive Support Agencies : Legal services; Auditing services; Insurance company; Banking services; Architectural, planning and design services.

6.2 Organizational Structure

The company’s structure is as follows:

This group represents 41% of the company ownership, with the remaining percentage of the company’s ownership under the control of the managing partner, but is considered to be held in the company’s treasury and all taxes that are assessed against this percentage are paid from the general fund. 

All partners are considered to have equal voting rights as per ownership and if a vote is called, each partner is allotted one vote per percentage of ownership.  The managing partner is elected by votes and is to remain as such unless a vote is requested and the majority votes change.

The managing partner is responsible to oversee all operations and is required to inform and report to all other partners of progress.  By no means is the managing partner obligated to perform any requested function unless he is convinced that it is for the betterment of the company or if a majority of the partners request that there be a vote, or that the object in question is voted to be put before arbitration (as explained in the partnership agreement).

6.3 Personnel Plan

Customer service is paramount in our business and our business plan.  The management team will accomplish this goal by targeting employees who are willing to be trained and by providing encouragement and employee incentive programs.  I&B Investments will contract with an employee leasing program to help provide the full-time staff with such things as:

  • Health care insurance
  • Dental care insurance
  • Life insurance
  • Vacation time
  • Up sell incentive programs
  • Discount passes for staff family members
  • 401k retirement plans

Our Personnel Plan reflects how we intend to utilize our peoples’ assets. Most of them will be cross trained and the management team of I&B Investments believes that an employee who is happy at work will enjoy working.  It is always easier to please customers with a staff that cares, a facility that is clean and equipment that is kept in proper working order.

Financial Plan investor-ready personnel plan .">

It is anticipated that the multi-million dollar loan that the company will seek to secure will cover the business start-up costs and provide funds for operating expenses for the first year.  Management projects that it will need to obtain additional  investment capital to fund the loan and long-term assets. 

The Highlights chart that accompanies the Executive Summary sets forth the company’s anticipated profitability analysis.  Management believes that even minimal revenues should be sufficient to offer investors an acceptable return on investment.

7.1 Important Assumptions

NOTES FOR PROJECTIONS All sales projections/assumptions are based on operating at 35% +/- of capacity. Refer to the Sales Forecast topic for demographic break down and average cost per person.

  • The figure of $890,000 shown in the Start-up Funding table under Current Borrowing, is the start-up investment, amortized with a 19% interest rate and paid off in five years.
  • Our long-term commercial loan is amortized at 10% interest over 20 years.
  • All pricing has been set by industry standards and the local market.
  • Revenues are strictly a projection based on gross possible players per venue and then using 35% +/- of that capacity for our base calculation.
  • Contract services include: payroll, pest control, trash removal, cable TV.
  • Employees needed and wages have been projected for full time and eight hour shifts.  All payroll will be done through a payroll company, therefore giving a flatter rate and making it easier to project.
  • Weber County tax rates are:
  • Real Estate tax $10.00 per $1,000 of assessed value.
  • Personal Property tax base is .009% of cost of equipment.
  • Business License is $50.00 for first 10,000 sq ft & $5.00 per every additional 1,000 sq. ft. of building space.
  • The income tax rate is estimated before deductions and overhead assumptions are included.

7.2 Valuation

In the following Investment Analysis Table, one should note that the entire (gross loan + points) amount of our long-term liabilities ($4,542,500) is the figure we used to determine the Net Present Value (NPV) and the Internal Rate of Return (IRR) of our company’s projected values.

7.3 Key Financial Indicators

These benchmark indicators give I&B Investments a sense of relative comparison for five years of projections.

Amusement park business plan, financial plan chart image

7.4 Break-even Analysis

Important notice concerning Break-even Analysis

The figures represented in this analysis are connected to the costs presented in the Start-up, Start-up Funding, and Use of Funds tables.

The following chart shows what we need to produce from sales per month to break-even (according to the assumptions).  That is less than 1/2 of our planned 2003 sales level and less than 1/3 +/- for the years beyond.  We strongly believe we can succeed and provide handsome returns for our owners/investors.

For the Break-even Analysis, we assume our per month fixed costs include most of management’s payroll, loan payments, investor repayments and an estimation of other basic expenses. 

Margins are harder to assume. Our overall average of $8.50 (goods/services sold to each person) is based on the local market average number of sales and with an average cost of 20% ($8.50 – $1.70 = $6.80 gross profit per each good/services sold). 

We believe that not only will we entertain a much higher number of customers monthly than required by this break-even chart, we believe that we are going to possibly double the amount projected in our cash flow charts in this business plan, because we are going to be the only facilities of its kind within a 50 mile radius. 

Amusement park business plan, financial plan chart image

7.5 Projected Profit and Loss

Important notes regarding Depreciation & Payroll Burden

  • The depreciation of assets was calculated separately from this Profit and Loss statement. Due to the fact of some accounting issues pertaining to our industry and this program. It appeared to be deducting our depreciation as hard cash expenses and not soft money (tax deduction). Therefore the cash tables did not appear to be reflecting a true statement of cash flow as per our industry (see further explanation below).
  • Payroll Burden (overhead/taxes) has been excluded from the Profit and Loss table based on the fact that payroll cost and taxes were pre-calculated and included in the personnel plan table. The basic reason for us doing this is, we plan on using a payroll company. Thus all employee payroll fees, taxes, insurances and other payroll burdens are charged as a flat fee (our industry average fee is: wages + 15% +/- .5%).

As per depreciation figures, our preliminary assessment using a standard 200% declining balance on equipment and assets gives us a first year figure of $190,000 +/-. This figure is considered our income tax deductible base and will adjust each year depending on taxable items, gross income, actual values and depreciation of assets.

Upon reviewing the next table (Profit & Loss), one should note that the company is making a profit in the first month of operation. The yearly analysis is indicated in the table below. The monthly analyses can be found in the appendix.

Amusement park business plan, financial plan chart image

7.6 Projected Cash Flow

The company’s estimated cash flow analysis is outlined in the following table, including the cost and increase in sales and profits made from Phase 2. I&B Investments low overhead will ensure positive cash balance.

Amusement park business plan, financial plan chart image

7.7 Projected Balance Sheet

Estimated balance sheets for the years 2003-2008 including Phase 2 in the year 2006 are provided below.

7.8 Business Ratios

The company’s projected business ratios are provided in the table below.  The final column, Industry Profile, shows significant ratios for the Amusement and Entertainment Industry, as determined by the Standard Industry Classification (SIC) Index code 7999.

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Amusement Park Business Plan Sample

FEB.26, 2021

Amusement Park Business Plan Sample

Amusement Park Business Plan for Starting Your Own Theme Park

Do you want to build an amusement park? Well, amusement park is a large facility that contain gardens, play areas, amusement rides, games and other entertainments. The amusement park business can be extremely profitable and enjoyable to run. If you possess the ability to manage the park activities and maintain the technical structure, you must not delay planning about opening it.

Like all other businesses, the first step would be to create a detailed business plan. Before launching your business, you’ll have to develop accurate amusement park marketing plan, personnel plan and financial plan.

In this guide on how to start a theme park business we’re providing business plan of Holiday Ventures. Through this, you can know the important details that must be included while making business plan for your startup.

Amusement Park Business Plan Summary

2.1 the business.

Holiday Ventures will be a registered and licensed family amusement park based in Charlotte. The business will provide amusement rides, slides, magic shows, themed events, games, picnic areas, and entertainment for people of all ages.

Under the supervision of experienced managers and with the collaboration of responsible employees, the business will provide people with unforgettable joyful experience.

2.2 Management of Amusement Park

Managing an amusement park requires is not so easy. You will need highly responsible personnel who have the required technical skills, and efficient supervisors who would adhere to your business values. To ensure a structured and organized management, you must first make a theme park business model.

To manage your finances, you should also analyze how much does it cost to run an amusement park in your business model. If you don’t have a clear idea of startup costs, you should explore some amusement park business plan examples like this one to get an analogous idea of your finances.

2.3 Customers of Theme Park

The customers of a theme park can be categorized in the following groups:

  • Youngsters & Adults
  • Senior Citizens

2.4 Business Target

The business target of Holiday Ventures is to establish a name in amusement park business domain. The startup aims to include more activities and entertainment opportunities by the end of first five years. Financially, the company’s profitability targets can be seen from the following graph.

Amusement Park Business Plan Sample - 3 Years Profit Forecast

Company Summary

3.1 company owner.

Holiday Ventures will be owned by Adam Redford. Adam completed his MBA from Harvard University and proceeded to work in notable institutes as senior manager. After serving as an operation manager in Herschend Family Entertainment for seven years, Adam has decided to launch his own business.

3.2 Why the amusement park business is being started

Adam always wanted to start his own business. Due to his inclination towards recreation and entertainment industry, he decided to build a theme park. He had several ideas to bring innovation in amusement parks. As without innovation it would be very difficult to earn fame in a field so saturated.

3.3 How the amusement park business will be started

Step1: Create amusement park business plan template

The first step is to explore how to create an amusement park. After detailed research, you would have to prepare an accurate business plan for your startup. Ideally, the business plan must contain accurate resources, expenses, management system, and financial projections of your business.

Step2: Risk Analysis

Before launching your startup, you must carry out a detailed marketing and risk analysis. Your critical risks problems and assumptions business plan amusement park must study

  • Positive and negative risks involved in starting this business.
  • Proper strategies to avoid, deflect, or resolve risks.

The risks may range from unexpected injuries, mechanical hazards, technical issues, financial ups and downs, and more.

Step3: Define the Brand/ Establish Physical Presence

After planning all the aspects of your business you should start establishing a physical presence. It is the time when you acquire licenses and registrations – while also hiring staff for running your business. Procuring the inventory and installation of rides, games, and other entertainment staff must also be started side-by side.

Step4: Web & Social Media Presence

Through using online tools, you can run cost-effective campaigns to let your target customers know about you. Moreover, establishing online presence can help you in managing large scale operations such as ticketing systems etc. in a much efficient way.

Step5: Promote and market

Lastly, you have to start executing your advertisement and sales strategy to gain more and more customers.

Amusement Park Business Plan - Startup Cost

Services of Amusement Park

Amusement parks may contain many types of entertainment and services. Since it takes a lot of planning and management in organizing each activity, you must decide your offerings as early as possible. Before you make an amusement park business plan, you should decide the services you want to provide.

In this amusement park project report sample we’re listing the services of Holiday Ventures. So that you can get an idea of what type of entertainment is in demand these days.

Amusement Rides & Fun Game Challenges

At us our customers will find a huge variety of amusement rides and games. Our major offerings in amusement rides and family fun activities will include:

  • Roller Coaster Ride
  • Train Rides
  • Pendulum Ride
  • Frisbee Ride
  • Pirate Ship Ride
  • Drop Tower Ride
  • Amusement Slides

Our fun game challenges will include:

  • Skipping Stones
  • Ball Cupping
  • Bridge Ball
  • Bridge the gap
  • High Rollers
  • Mud Skipping
  • Ride the Wave
  • Slippery Wall Climbing

Gardens & Picnic Services

For families who would want to arrange reunion and picnics, we’ll offer immersive and natural garden areas. We’ll also facilitate them by arranging peaceful and recreational outdoor space for them.

Themed Events, Shows & Nights

We’ll also organize themed shows, magic shows and musical nights. Through our website and social media accounts, we’ll keep our customers’ updated about the incoming activities.

High Quality Food

To provide our visitors with one-in-all recreation, we’ll offer high quality local food and some international cuisines.

Marketing Analysis of Amusement Parks Business

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excellent work, competent advice. Alex is very friendly, great communication. 100% I recommend CGS capital. Thank you so much for your hard work!

After having an in-depth knowledge of how to start amusement park you must start doing marketing analysis. Marketing analysis studies the current and forecasted market stats to analyze whether a business can succeed in a marketplace or not.

Moreover, this analysis explores the interest and expectations of potential customers. Knowing your customers will help you in predicting their buying trends and estimating monthly and yearly sales. Through a rough idea of expected, optimistic and pessimistic sales, you can define amusement park feasibility study pdf. Overall, the information will help you in setting pricing policies that can enable to earn profit while also drawing more and more people to your site.

In this business plan small amusement park we’re providing the marketing analysis done for Holiday Ventures. It is recommended to do marketing analysis according to your specific location, if you are starting this business. The stats will also be different in case you’re looking for indoor amusement park business plan.

5.1 Market Trends

Hundreds of amusement park businesses are running in the United States. However, only a few of them are well-known and profitable. According to IBISWorld, amusement parks all over the U.S. collectively holds a market size of $13 billion. The business is expected to grow and earn more annual revenue in the coming years. This growth and profitability is forecasted on the basis of newer trends that business owners are incorporating in their amusement parks.

5.2 Marketing Segmentation

Our potential customers are divided into the following groups:

Amusement Park Business Plan - Marketing Segmentation

5.2.1 Youngsters & Adults

Youngsters and adults living in our city will be our primary customers. Young people are enthusiastic to take thrill rides and participate in physical activities. Thus, they are expected to avail all of our services.

5.2.2 Teenagers

Secondly thrill-seeking teens will also be our target customers. As people of this age group are usually careless, we will ensure strict supervision by our guides and instructors. This will be done to ensure their safety and protection.

5.2.3 Senior Citizens

Senior citizens are not likely to take part in our amusement activities. However, we believe that they will avail our space for reunions and picnics. They are also expected to roam around in the facility to explore our beautiful gardens.

5.2.4 Tourists

Tourists who will be looking for thrilling and joyful break will also be our potential customers.

5.2.5 Children

Though we are not providing any entertainment specifically for kids. Still, we believe them to enjoy our simple rides and slides.

5.3 Business Target

  • To earn a net profit margin of $32k per month by the end of the third year.
  • To expand our offerings and also include water sports by the end of the first five years.
  • To achieve an average rating above 4.75 within 6 months of our launch.
  • To achieve a Net Promoter Score above 75% within a year of our launch.
  • To maintain a Customer Satisfaction Score above 90% throughout our service years.

5.4 Product Pricing

Our prices are almost in the same range as that of our competitors. However, the prices of food items are a little higher due to the supreme quality we’re providing.

Marketing Strategy of Amusement Park Business

After you know everything about how to build an amusement park, you should start exploring ways to promote it. In this sales strategy, you can see the competitive aspects and advertisement plan of Holiday Ventures.

6.1 Competitive Analysis

Our first competitive advantage is that we are providing an all-in-one recreation. At a single place, our customers will be able to enjoy thrilling rides, arrange friends’ and family reunions, and enjoy high quality food and drinks.

Secondly, we’ll develop an overall schedule business plan for amusement park to update our customers about the upcoming themed events.

Lastly, we’ll make the best possible use of technology. Through our website, our customers will be able to book area and time for their reunions. And issue any guidelines or requirements regarding their picnic/ event.

6.2 Sales Strategy

  • We’ll advertise us through Google Local ads Services, social media, and local newspapers.
  • We’ll offer a 60% discount on our amusement rides and fun outdoor games for the first two months of the launch.
  • We’ll keep track of our repeat customers through online transactions, to offer them exclusive benefits.
  • After every $140 transaction, we’ll gift $30 to our customers. The gifted amount will be valid for one month.

6.3 Sales Monthly

Amusement Park Business Plan - Sales Monthly

6.4 Sales Yearly

Amusement Park Business Plan - Sales Yearly

6.5 Sales Forecast

Amusement Park Business Plan - Unit Sales

Personnel plan

Since there are a lot of risks involved in running an amusement park, you’ll need highly responsible and efficient staff to help you manage it. In this free sample amusement park business plan, we’re listing the staff recruited by Holiday Ventures along with their expected salaries.

7.1 Company Staff

  • 1 Operation Manager
  • 1 Sales Manager
  • 5 Lifeguards and Instructors
  • 8 Recreation Workers
  • 1 Amusement Ride Engineer to assure technical assistance
  • 2 Technicians to help maintain mechanical infrastructure
  • 3 General Amusement Park Attendants
  • 1 Web Developer to develop and maintain company’s sites
  • 1 Sales Executive to execute the marketing business strategy
  • 2 Parking Attendants
  • 4 Cooks & Waiters

7.2 Average Salary of Employees

Financial plan.

Starting an amusement park requires a lot of investment. First, you’ll need to purchase or rent a large space for amusement rides and games. Second, the cost of amusement rides, their installation and maintenance are also high. Therefore, it is essential to make a detailed financial plan to realize accurate amusement park construction costs.

Your financial plan should state major strategies to balance your investment with the earned profits. Moreover, by analyzing break-even, profit and loss projections, balance sheets, and gross margins, your plan should figure out a financial trajectory to prevent you from running into loss.

To give you an idea of how to develop an accurate financial plan, we’re providing the financial plan of Holiday Ventures here.

8.1 Important Assumptions

8.2 break-even analysis.

Amusement Park Business Plan - Break-even Analysis

8.3 Projected Profit and Loss

8.3.1 profit monthly.

Amusement Park Business Plan - Profit Monthly

8.3.2 Profit Yearly

Amusement Park Business Plan - Profit Yearly

8.3.3 Gross Margin Monthly

Amusement Park Business Plan - Gross Margin Monthly

8.3.4 Gross Margin Yearly

Amusement Park Business Plan - Gross Margin Yearly

8.4 Projected Cash Flow

Amusement Park Business Plan - Projected Cash Flow

8.5 Projected Balance Sheet

8.6 business ratios.

Download Amusement Park Business Plan Sample in pdf

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Amusement Park Business Plan

amusement park business plan sample

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How to Write An Amusement Park Business Plan?

Writing an amusement park business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan:

1. Executive Summary

An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready and summarizes each section of your plan.

Here are a few key components to include in your executive summary:

Introduce your Business:

Start your executive summary by briefly introducing your business to your readers.

Market Opportunity:

Products and services:.

Highlight the amusement park facilities or attractions you offer your clients. The USPs and differentiators you offer are always a plus.

Marketing & Sales Strategies:

Financial highlights:, call to action:.

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amusement park business plan sample

2. Business Overview

The business overview section of your business plan offers detailed information about your business. The details you add will depend on how important they are to your business. Yet, business name, location, business history, and future goals are some of the foundational elements you must consider adding to this section:

Business Description:

Describe your business in this section by providing all the basic information:

Describe what kind of amusement park you run and the name of it. You may specialize in one of the following amusement park businesses:

  • Theme parks
  • Water parks
  • Adventure parks
  • Animal theme parks and zoos
  • Adventure resorts
  • Edutainment parks
  • Regional and local parks
  • Describe the legal structure of your amusement park, whether it is a sole proprietorship, LLC, partnership, or others.
  • Explain where your business is located and why you selected the place.

Mission Statement:

Business history:.

If you’re an established amusement park, briefly describe your business history, like—when it was founded, how it evolved over time, etc.

Additionally, If you have received any awards or recognition for excellent work, describe them.

Future Goals

This section should provide a thorough understanding of your business, its history, and its future plans. Keep this section engaging, precise, and to the point.

3. Market Analysis

The market analysis section of your business plan should offer a thorough understanding of the industry with the target market, competitors, and growth opportunities. You should include the following components in this section.

Target market:

Start this section by describing your target market. Define your ideal customer and explain what types of services they prefer. Creating a buyer persona will help you easily define your target market to your readers.

Market size and growth potential:

Describe your market size and growth potential and whether you will target a niche or a much broader market.

Competitive Analysis:

Market trends:.

Analyze emerging trends in the industry, such as technology disruptions, changes in customer behavior or preferences, etc. Explain how your business will cope with all the trends.

Regulatory Environment:

Here are a few tips for writing the market analysis section of your amusement park business plan:

  • Conduct market research, industry reports, and surveys to gather data.
  • Provide specific and detailed information whenever possible.
  • Illustrate your points with charts and graphs.
  • Write your business plan keeping your target audience in mind.

4. Products And Services

The product and services section should describe the specific services and products that will be offered to customers. To write this section should include the following:

Describe your main attractions:

Mention the amusement park attractions your business will offer. This list may include,

  • Roller coasters
  • High-height water slides
  • Interactive experiences
  • Ferris Wheel
  • Themed areas

Entertainment & shows:

Safety & security measures.

: Discuss the park’s dedication to security and safety in brief. Describe the steps taken to assure visitor safety, including ride inspections, employee training, emergency response methods, and security measures.

Additional facilities

In short, this section of your amusement park plan must be informative, precise, and client-focused. By providing a clear and compelling description of your offerings, you can help potential investors and readers understand the value of your business.

5. Sales And Marketing Strategies

Writing the sales and marketing strategies section means a list of strategies you will use to attract and retain your clients. Here are some key elements to include in your sales & marketing plan:

Unique Selling Proposition (USP):

Define your business’s USPs depending on the market you serve, the equipment you use, and the unique services you provide. Identifying USPs will help you plan your marketing strategies.

Pricing Strategy:

Marketing strategies:, sales strategies:, customer retention:.

Overall, this section of your amusement park business plan should focus on customer acquisition and retention.

Have a specific, realistic, and data-driven approach while planning sales and marketing strategies for your amusement park business, and be prepared to adapt or make strategic changes in your strategies based on feedback and results.

6. Operations Plan

The operations plan section of your business plan should outline the processes and procedures involved in your business operations, such as staffing requirements and operational processes. Here are a few components to add to your operations plan:

Staffing & Training:

Operational process:, equipment & machinery:.

Include the list of equipment and machinery required for the amusement park, such as rides & attractions, safety equipment, audio & visual equipment, maintenance & repair tools, lighting & electrical system, etc.

Adding these components to your operations plan will help you lay out your business operations, which will eventually help you manage your business effectively.

7. Management Team

The management team section provides an overview of your amusement park business’s management team. This section should provide a detailed description of each manager’s experience and qualifications, as well as their responsibilities and roles.


Key managers:.

Introduce your management and key members of your team, and explain their roles and responsibilities.

Organizational structure:

Compensation plan:, advisors/consultants:.

Mentioning advisors or consultants in your business plans adds credibility to your business idea.

This section should describe the key personnel for your amusement park, highlighting how you have the perfect team to succeed.

8. Financial Plan

Your financial plan section should provide a summary of your business’s financial projections for the first few years. Here are some key elements to include in your financial plan:

Profit & loss statement:

Cash flow statement:, balance sheet:, break-even point:.

Determine and mention your business’s break-even point—the point at which your business costs and revenue will be equal.

Financing Needs:

Be realistic with your financial projections, and make sure you offer relevant information and evidence to support your estimates.

9. Appendix

The appendix section of your plan should include any additional information supporting your business plan’s main content, such as market research, legal documentation, financial statements, and other relevant information.

  • Add a table of contents for the appendix section to help readers easily find specific information or sections.
  • In addition to your financial statements, provide additional financial documents like tax returns, a list of assets within the business, credit history, and more. These statements must be the latest and offer financial projections for at least the first three or five years of business operations.
  • Provide data derived from market research, including stats about the industry, user demographics, and industry trends.
  • Include any legal documents such as permits, licenses, and contracts.
  • Include any additional documentation related to your business plan, such as product brochures, marketing materials, operational procedures, etc.

Use clear headings and labels for each section of the appendix so that readers can easily find the necessary information.

Remember, the appendix section of your amusement park business plan should only include relevant and important information supporting your plan’s main content.

The Quickest Way to turn a Business Idea into a Business Plan

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This sample amusement park business plan will provide an idea for writing a successful amusement park plan, including all the essential components of your business.

After this, if you still need clarification about writing an investment-ready business plan to impress your audience, download our amusement park business plan pdf .

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Frequently asked questions, why do you need an amusement park business plan.

A business plan is an essential tool for anyone looking to start or run a successful amusement park business. It helps to get clarity in your business, secures funding, and identifies potential challenges while starting and growing your business.

Overall, a well-written plan can help you make informed decisions, which can contribute to the long-term success of your amusement park.

How to get funding for your amusement park business?

There are several ways to get funding for your amusement park business, but self-funding is one of the most efficient and speedy funding options. Other options for funding are:

  • Bank loan – You may apply for a loan in government or private banks.
  • Small Business Administration (SBA) loan – SBA loans and schemes are available at affordable interest rates, so check the eligibility criteria before applying for it.
  • Crowdfunding – The process of supporting a project or business by getting a lot of people to invest in your business, usually online.
  • Angel investors – Getting funds from angel investors is one of the most sought startup options.

Apart from all these options, there are small business grants available, check for the same in your location and you can apply for it.

Where to find business plan writers for your amusement park business?

There are many business plan writers available, but no one knows your business and ideas better than you, so we recommend you write your amusement park business plan and outline your vision as you have in your mind.

What is the easiest way to write your amusement park business plan?

A lot of research is necessary for writing a business plan, but you can write your plan most efficiently with the help of any amusement park business plan example and edit it as per your need. You can also quickly finish your plan in just a few hours or less with the help of our business plan software .

How do I write a good market analysis in an amusement park business plan?

Market analysis is one of the key components of your business plan that requires deep research and a thorough understanding of your industry. We can categorize the process of writing a good market analysis section into the following steps:

  • Stating the objective of your market analysis—e.g., investor funding.
  • Industry study—market size, growth potential, market trends, etc.
  • Identifying target market—based on user behavior and demographics.
  • Analyzing direct and indirect competitors.
  • Calculating market share—understanding TAM, SAM, and SOM.
  • Knowing regulations and restrictions
  • Organizing data and writing the first draft.

Writing a marketing analysis section can be overwhelming, but using ChatGPT for market research can make things easier.

How detailed should the financial projections be in my amusement park business plan?

The level of detail of the financial projections of your amusement park business may vary considering various business aspects like direct and indirect competition, pricing, and operational efficiency. However, your financial projections must be comprehensive enough to demonstrate a comprehensive view of your financial performance.

Generally, the statements included in a business plan offer financial projections for at least the first three or five years of business operations.

What key components should an amusement park business plan include?

The following are the key components your amusement park business plan must include:

  • Executive summary
  • Business Overview
  • Market Analysis
  • Products and services
  • Sales and marketing strategies
  • Operations plan
  • Management team
  • Financial plan

Can a good amusement park business plan help me secure funding?

Indeed. A well-crafted amusement park business will help your investors better understand your business domain, market trends, strategies, business financials, and growth potential—helping them make better financial decisions.

So, if you have a profitable and investable business, a comprehensive business plan can certainly help you secure your business funding.

What's the importance of a marketing strategy in an amusement park business plan?

Marketing strategy is a key component of your amusement park business plan. Whether it is about achieving certain business goals or helping your investors understand your plan to maximize their return on investment—an impactful marketing strategy is the way to do it!

Here are a few pointers to help you understand the importance of having an impactful marketing strategy:

  • It provides your business an edge over your competitors.
  • It helps investors better understand your business and growth potential.
  • It helps you develop products with the best profit potential.
  • It helps you set accurate pricing for your products or services.

About the Author

amusement park business plan sample

Upmetrics Team

Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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How to write a business plan for a theme park?

theme park business plan

Putting together a business plan for a theme park can be daunting - especially if you're creating a business for the first time - but with this comprehensive guide, you'll have the necessary tools to do it confidently.

We will explore why writing one is so important in both starting up and growing an existing theme park, as well as what should go into making an effective plan - from its structure to content - and what tools can be used to streamline the process and avoid errors.

Without further ado, let us begin!

In this guide:

Why write a business plan for a theme park?

  • What information is needed to create a business plan for a theme park?
  • How do I build a financial forecast for a theme park?

The written part of a theme park business plan

  • What tool should I use to write my theme park business plan?

Understanding the document's scope and goals will help you easily grasp its structure and content. Before diving into the specifics of the plan, let's take a moment to explore the key reasons why having a theme park business plan is so crucial.

To have a clear roadmap to grow the business

Small businesses rarely experience a constant and predictable environment. Economic cycles go up and down, while the business landscape is mutating constantly with new regulations, technologies, competitors, and consumer behaviours emerging when we least expect it.

In this dynamic context, it's essential to have a clear roadmap for your theme park. Otherwise, you are navigating in the dark which is dangerous given that - as a business owner - your capital is at risk.

That's why crafting a well-thought-out business plan is crucial to ensure the long-term success and sustainability of your venture.

To create an effective business plan, you'll need to take a step-by-step approach. First, you'll have to assess your current position (if you're already in business), and then identify where you'd like your theme park to be in the next three to five years.

Once you have a clear destination for your theme park, you'll focus on three key areas:

  • Resources: you'll determine the human, equipment, and capital resources needed to reach your goals successfully.
  • Speed: you'll establish the optimal pace at which your business needs to grow if it is to meet its objectives within the desired timeframe.
  • Risks: you'll identify and address potential risks you might encounter along the way.

By going through this process regularly, you'll be able to make informed decisions about resource allocation, paving the way for the long-term success of your business.

To get visibility on future cash flows

If your small theme park runs out of cash: it's game over. That's why we often say "cash is king", and it's crucial to have a clear view of your theme park's future cash flows.

So, how can you achieve this? It's simple - you need to have an up-to-date financial forecast.

The good news is that your theme park business plan already includes a financial forecast (which we'll discuss further in this guide). Your task is to ensure it stays current.

To accomplish this, it's essential to regularly compare your actual financial performance with what was planned in your financial forecast. Based on your business's current trajectory, you can make adjustments to the forecast.

By diligently monitoring your theme park's financial health, you'll be able to spot potential financial issues, like unexpected cash shortfalls, early on and take corrective actions. Moreover, this practice will enable you to recognize and capitalize on growth opportunities, such as excess cash flow enabling you to expand to new locations.

To secure financing

A detailed business plan becomes a crucial tool when seeking financing from banks or investors for your theme park.

Investing and lending to small businesses are very risky activities given how fragile they are. Therefore, financiers have to take extra precautions before putting their capital at risk.

At a minimum, financiers will want to ensure that you have a clear roadmap and a solid understanding of your future cash flows (like we just explained above). But they will also want to ensure that your business plan fits the risk/reward profile they seek.

This will off-course vary from bank to bank and investor to investor, but as a rule of thumb. Banks will want to see a conservative financial management style (low risk), and they will use the information in your business plan to assess your borrowing capacity — the level of debt they think your business can comfortably handle — and your ability to repay the loan. This evaluation will determine whether they'll provide credit to your theme park and the terms of the agreement.

Whereas investors will carefully analyze your business plan to gauge the potential return on their investment. Their focus lies on evidence indicating your theme park's potential for high growth, profitability, and consistent cash flow generation over time.

Now that you recognize the importance of creating a business plan for your theme park, let's explore what information is required to create a compelling plan.

Information needed to create a business plan for a theme park

Drafting a theme park business plan requires research so that you can project sales, investments and cost accurately in your financial forecast, and convince the reader that there is a viable commercial opportunity to be seized.

Below, we'll focus on three critical pieces of information you should gather before starting to write your plan.

Carrying out market research for a theme park

As you consider writing your business plan for a theme park, conducting market research becomes a vital step to ensure accurate and realistic financial projections.

Market research provides valuable insights into your target customer base, competitors, pricing strategies, and other key factors that can significantly impact the commercial success of your business.

Through this research, you may uncover trends that could influence your theme park.

You could find that families with children may be more likely to visit your theme park than other demographics. Additionally, market research might show that people may be drawn to your theme park due to its unique attractions and experiences, such as its rollercoasters and other rides.

Such market trends play a significant role in forecasting revenue, as they offer valuable data about potential customers' spending habits and preferences.

By incorporating these findings into your financial projections, you can present investors with more accurate information, helping them make informed decisions about investing in your theme park.

Developing the marketing plan for a theme park

Before delving into your theme park business plan, it's imperative to budget for sales and marketing expenses.

To achieve this, a comprehensive sales and marketing plan is essential. This plan should provide an accurate projection of the necessary actions to acquire and retain customers.

Additionally, it will outline the required workforce to carry out these initiatives and the corresponding budget for promotions, advertising, and other marketing endeavours.

By budgeting accordingly, you can ensure that the right resources are allocated to these vital activities, aligning them with the sales and growth objectives outlined in your business plan.

The staffing and equipment needs of a theme park

As you embark on starting or expanding your theme park, having a clear plan for recruitment and capital expenditures (investment in equipment and real estate) is essential for ensuring your business's success.

Both the recruitment and investment plans must align with the timing and level of growth projected in your forecast, and they require appropriate funding.

Staffing costs for a theme park might include wages for ride attendants, customer service staff, food service staff, and security personnel. Equipment costs could include the cost of buying or leasing amusement park rides, audio and visual equipment, restaurant supplies, and other necessary items.

To create a realistic financial forecast, you also need to consider other operating expenses associated with the day-to-day running of your business, such as insurance and bookkeeping.

With all the necessary information at hand, you are ready to begin crafting your business plan and developing your financial forecast.

What goes into your theme park's financial forecast?

The financial forecast of your theme park's business plan will enable you to assess the growth, profitability, funding requirements, and cash generation potential of your business in the coming years.

The four key outputs of a financial forecast for a theme park are:

  • The profit and loss (P&L) statement ,
  • The projected balance sheet ,
  • The cash flow forecast ,
  • And the sources and uses table .

Let's look at each of these in a bit more detail.

The projected P&L statement

Your theme park forecasted P&L statement enables the reader of your business plan to get an idea of how much revenue and profits your business is expected to make in the near future.

forecasted profit and loss statement in a theme park business plan

Ideally, your reader will want to see:

  • Growth above the inflation level
  • Expanding profit margins
  • Positive net profit throughout the plan

Expectations for an established theme park will of course be different than for a startup. Existing businesses which have reached their cruising altitude might have slower growth and higher margins than ventures just being started.

The forecasted balance sheet of your theme park

The projected balance sheet of your theme park will enable the reader of your business plan to assess the overall financial health of your business.

It shows three elements: assets, liabilities and equity:

  • Assets: are productive resources owned by the business, such as equipment, cash, and accounts receivable (money owed by clients).
  • Liabilities: are debts owed to creditors, lenders, and other entities, such as accounts payable (money owed to suppliers).
  • Equity: includes the sums invested by the shareholders or business owners and the profits and losses accumulated by the business to date (which are called retained earnings). It is a proxy for the value of the owner's stake in the business.

projected balance sheet in a theme park business plan example

Analysing your theme park projected balance sheet provides an understanding of your theme park's working capital structure, investment and financing policies.

In particular, the readers of your plan can compare the level of financial debt on the balance sheet to the equity value to measure the level of financial risk (equity doesn't need to be reimbursed, while financial debt must be repaid, making it riskier).

They can also use your balance sheet to assess your theme park's liquidity and solvency:

  • A liquidity analysis: focuses on whether or not your business has sufficient cash and short-term assets to cover its liabilities due in the next 12 months.
  • A solvency analysis: takes and longer view to assess whether or not your business has the capacity to repay its debts over the medium-term.

The cash flow forecast

A projected cash flow statement for a theme park is used to show how much cash the business is generating or consuming.

cash flow forecast in a theme park business plan example

The cash flow forecast is usually organized by nature to show three key metrics:

  • The operating cash flow: do the core business activities generate or consume cash?
  • The investing cash flow: how much is the business investing in long-term assets (this is usually compared to the level of fixed assets on the balance sheet to assess whether the business is regularly maintaining and renewing its equipment)?
  • The financing cash flow: is the business raising new financing or repaying financiers (debt repayment, dividends)?

As we discussed earlier, cash is king and keeping an eye on future cash flows an imperative for running a successful business. Therefore, you can expect the reader of your theme park business plan to pay close attention to your cash flow forecast.

Also, note that it is customary to provide both yearly and monthly cash flow forecasts in a business plan - so that the reader can analyze seasonal variation and ensure the theme park is appropriately funded.

The initial financing plan

The sources and uses table or initial financing plan is a key component of your business plan when starting a theme park.

It shows where the capital needed to set up the business will come from (sources) and how it will be spent (uses).

sources and uses table in a theme park business plan

This table helps size the investment required to set up the theme park, and understand how risks will be distributed between the business owners, and the financiers.

The sources and uses table also highlights what the starting cash position will be. This is key for startups as the business needs to have sufficient funding to sustain operations until the break-even point is reached.

Now that you have a clear understanding of what will go into the financial forecast of your theme park business plan, let's have a look at the written part of the plan.

The written part of a theme park business plan is composed of 7 main sections:

  • The executive summary
  • The presentation of the company
  • The products and services
  • The market analysis
  • The strategy
  • The operations
  • The financial plan

Throughout these sections, you will seek to provide the reader with the details and context needed for them to form a view on whether or not your business plan is achievable and your forecast a realistic possibility.

Let's go through the content of each section in more detail!

1. The executive summary

The first section of your theme park's business plan is the executive summary which provides, as its name suggests, an enticing summary of your plan which should hook the reader and make them want to know more about your business.

When writing the executive summary, it is important to provide an overview of the business, the market, the key financials, and what you are asking from the reader.

Start with a brief introduction of the business, its name, concept, location, how long it has been in operation, and what makes it unique. Mention any services or products you plan to offer and who you sell to.

Then you should follow with an overview of the addressable market for your theme park, current trends, and potential growth opportunities.

You should then include a summary of your key financial figures such as projected revenues, profits, and cash flows.

Finally, you should detail any funding requirements in the ask section.

2. The presentation of the company

In your theme park business plan, the second section should focus on the structure and ownership, location, and management team of your company.

In the structure and ownership part, you'll provide an overview of the business's legal structure, details about the owners, and their respective investments and ownership shares. This clarity is crucial, especially if you're seeking financing, as it helps the reader understand which legal entity will receive the funds and who controls the business.

Moving on to the location part, you'll offer an overview of the company's premises and their surroundings. Explain why this particular location is of interest, highlighting factors like catchment area, accessibility, and nearby amenities.

When describing the location of your theme park, you could emphasize its accessibility. It may be situated in a central location that is well-connected to major roadways, airports, and public transportation. Furthermore, it may be close to a variety of attractions and amenities that could draw in more visitors. Additionally, you could point out its potential for increased tourism due to its proximity to a variety of cultural, historical, and recreational opportunities. Finally, you could emphasize its unique features, such as its natural beauty and its diverse range of activities and attractions.

Finally, you should introduce your management team. Describe each member's role, background, and experience.

Don't forget to emphasize any past successes achieved by the management team and how long they've been working together. Demonstrating their track record and teamwork will help potential lenders or investors gain confidence in their leadership and ability to execute the business plan.

3. The products and services section

The products and services section of your business plan should include a detailed description of the offerings that your company provides to its customers. 

For example, your theme park could offer a variety of rides such as roller coasters, bumper cars, and water slides for thrill seekers. You could also provide a wide selection of food and beverage stands to keep guests energized and hydrated. Furthermore, the park could offer interactive activities such as escape rooms and virtual reality experiences to give visitors an immersive experience. These products and services offer something for everyone and will help create a unique and memorable experience.

When drafting this section, you should be precise about the categories of products or services you sell, the types of customers you are targeting and how customers can buy them.

4. The market analysis

When you present your market analysis in your theme park business plan, it's crucial to include detailed information about customers' demographics and segmentation, target market, competition, barriers to entry, and any relevant regulations.

The main objective of this section is to help the reader understand the size and attractiveness of the market while demonstrating your solid understanding of the industry.

Begin with the demographics and segmentation subsection, providing an overview of the addressable market for your theme park, the key trends in the marketplace, and introducing different customer segments along with their preferences in terms of purchasing habits and budgets.

Next, focus on your target market, zooming in on the specific customer segments your theme park aims to serve and explaining how your products and services fulfil their distinct needs.

For example, your target market might include families with young children. This market segment is likely to be open to trying new attractions and spending money on activities at the park. They may also be interested in family friendly activities, such as games and shows, and may be willing to come back again and again.

Then proceed to the competition subsection, where you introduce your main competitors and highlight what sets you apart from them.

Finally, conclude your market analysis with an overview of the key regulations applicable to your theme park.

5. The strategy section

When writing the strategy section of a business plan for your theme park, it is essential to include information about your competitive edge, pricing strategy, sales & marketing plan, milestones, and risks and mitigants.

The competitive edge subsection should explain what sets your company apart from its competitors. This part is especially key if you are writing the business plan of a startup, as you have to make a name for yourself in the marketplace against established players.

The pricing strategy subsection should demonstrate how you intend to remain profitable while still offering competitive prices to your customers.

The sales & marketing plan should outline how you intend to reach out and acquire new customers, as well as retain existing ones with loyalty programs or special offers. 

The milestones subsection should outline what your company has achieved to date, and its main objectives for the years to come - along with dates so that everyone involved has clear expectations of when progress can be expected.

The risks and mitigants subsection should list the main risks that jeopardize the execution of your plan and explain what measures you have taken to minimize these. This is essential in order for investors or lenders to feel secure in investing in your venture.

Your theme park faces a variety of risks, some of which may be more dangerous than others. For example, your park may be exposed to natural disasters such as floods, hurricanes, and earthquakes, which could lead to significant property damage and closure of your park. Additionally, your park could be subject to potential risks from theft or vandalism, which could lead to financial losses and a decrease in customer satisfaction.

6. The operations section

The operations of your theme park must be presented in detail in your business plan.

The first thing you should cover in this section is your staffing team, the main roles, and the overall recruitment plan to support the growth expected in your business plan. You should also outline the qualifications and experience necessary to fulfil each role, and how you intend to recruit (using job boards, referrals, or headhunters).

You should then state the operating hours of your theme park - so that the reader can check the adequacy of your staffing levels - and any plans for varying opening times during peak season. Additionally, the plan should include details on how you will handle customer queries outside of normal operating hours.

The next part of this section should focus on the key assets and IP required to operate your business. If you depend on any licenses or trademarks, physical structures (equipment or property) or lease agreements, these should all go in there.

You might have key assets such as physical rides and attractions, as well as intellectual property (IP) such as the park's logo or mascot. These are important for the theme park as they may help to create a unique identity and draw in customers. Additionally, the park could have IP related to its marketing campaigns or any stories or characters that exist within the park. These may be used to create a memorable experience for visitors.

Finally, you should include a list of suppliers that you plan to work with and a breakdown of their services and main commercial terms (price, payment terms, contract duration, etc.). Investors are always keen to know if there is a particular reason why you have chosen to work with a specific supplier (higher-quality products or past relationships for example).

7. The presentation of the financial plan

The financial plan section is where we will include the financial forecast we discussed earlier in this guide.

Now that you have a clear idea of what goes into a theme park business plan, let's look at some of the tools you can use to create yours efficiently.

What tool should I use to write my theme park's business plan?

There are two main ways of creating your theme park business plan:

  • Using specialized business planning software,
  • Hiring a business plan writer.

Using an online business plan software for your theme park's business plan

The modern and most efficient way to write a theme park business plan is to use business plan software .

There are several advantages to using specialized software:

  • You can easily create your financial forecast by letting the software take care of the financial calculations for you without errors
  • You are guided through the writing process by detailed instructions and examples for each part of the plan
  • You can access a library of dozens of complete business plan samples and templates for inspiration
  • You get a professional business plan, formatted and ready to be sent to your bank or investors
  • You can easily track your actual financial performance against your financial forecast
  • You can create scenarios to stress test your forecast's main assumptions
  • You can easily update your forecast as time goes by to maintain visibility on future cash flows
  • You have a friendly support team on standby to assist you when you are stuck

If you're interested in using this type of solution, you can try The Business Plan Shop for free by signing up here .

Hiring a business plan writer to write your theme park's business plan

Outsourcing your theme park business plan to a business plan writer can also be a viable option.

Business plan writers are experienced in writing business plans and adept at creating financial forecasts without errors. Furthermore, hiring a consultant can save you time and allow you to focus on the day-to-day operations of your business.

However, hiring business plan writers is expensive as you are paying for the software used by the consultant, plus their time, and their profit margin of course.

From experience, you need to budget at least £1.5k ($2.0k) excluding tax for a complete business plan, more if you need to make changes after the initial version (which happens frequently after the initial meetings with lenders or investors).

You also need to be careful when seeking investment. Investors want their money to be used to grow the business, not spent on consulting fees. Therefore, the amount you spend on business plan writing services (and other consulting services such as legal services) needs to be negligible relative to the amount raised.

The other drawback is that you usually don't own the business plan itself: you just get the output, while the actual document is saved in the consultant's business plan software - which makes it difficult to maintain the document up to date without hiring the consultant on a retainer.

For these reasons, outsourcing the theme park business plan to a business plan writer should be considered carefully, weighing both the advantages and disadvantages of hiring outside help.

Ultimately, it may be the right decision for some businesses, while others may find it beneficial to write their business plan using online software.

Why not create your theme park's business plan using Word or Excel?

I must advise against using Microsoft Excel and Word (or their Google, Apple, or open-source equivalents) to write your theme park business plan. Let me explain why.

Firstly, creating an accurate and error-free financial forecast on Excel (or any spreadsheet) is highly technical and requires a strong grasp of accounting principles and financial modelling skills. It is, therefore, unlikely that anyone will fully trust your numbers unless you have both a degree in finance and accounting and significant financial modelling experience, like us at The Business Plan Shop.

Secondly, relying on spreadsheets is inefficient. While it may have been the only option in the past, technology has advanced significantly, and software can now perform these tasks much faster and with greater accuracy. With the rise of AI, software can even help us detect mistakes in forecasts and analyze the numbers for better decision-making.

And with the rise of AI, software is also becoming smarter at helping us detect mistakes in our forecasts and helping us analyse the numbers to make better decisions.

Moreover, software makes it easier to compare actuals versus forecasts and maintain up-to-date forecasts to keep visibility on future cash flows, as we discussed earlier in this guide. This task is cumbersome when using spreadsheets.

Now, let's talk about the written part of your theme park business plan. While it may be less error-prone, using software can bring tremendous gains in productivity. Word processors, for example, lack instructions and examples for each part of your business plan. They also won't automatically update your numbers when changes occur in your forecast, and they don't handle formatting for you.

Overall, while Word or Excel may seem viable for some entrepreneurs to create a business plan, it's by far becoming an antiquated way of doing things.

  • Having an up-to-date business plan is key to maintaining visibility on your future cash flows.
  • A business plan has 2 parts: a financial forecast highlighting the expected growth, profitability and cash generation of the business; and a written part which provides the context needed to interpret and assess the quality of the forecast.
  • Using business plan software is the modern way of writing and maintaining business plans.

We hope that this guide helped you to better understand how to write the business plan for a theme park. If you still have questions, do not hesitate to contact us.

Also on The Business Plan Shop

  • How to write a 5 years business plan
  • Business plan myths

Know someone who owns or wants to start a theme park? Share this article with them!

Guillaume Le Brouster

Founder & CEO at The Business Plan Shop Ltd

Guillaume Le Brouster is a seasoned entrepreneur and financier.

Guillaume has been an entrepreneur for more than a decade and has first-hand experience of starting, running, and growing a successful business.

Prior to being a business owner, Guillaume worked in investment banking and private equity, where he spent most of his time creating complex financial forecasts, writing business plans, and analysing financial statements to make financing and investment decisions.

Guillaume holds a Master's Degree in Finance from ESCP Business School and a Bachelor of Science in Business & Management from Paris Dauphine University.

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amusement park business plan sample

  • Business & the Community
  • February 4, 2023

How to Start an Amusement Park Business: A Guide for Entrepreneurs

a view of ferris wheel in the amusement park

  • Creating a comprehensive business plan is critical to getting your amusement park off the ground.
  • Work with industry experts to ensure everything is up to code and running smoothly.
  • Secure funding through grants, loans, investors, or crowdfunding platforms.
  • Choose a location that is accessible and allows for the type of attractions you plan to build.

If you’re an entrepreneur looking for your next big business venture, you might want to consider opening an amusement park. It’s a great opportunity to bring joy and entertainment to people of all ages while also providing yourself with a profitable business. But before you start building rollercoasters and hiring staff, there are some key steps you should take in order to ensure the success of your amusement park. Let’s look at a few essential tips for starting up your amusement park business.

Create a Business Plan

Creating a comprehensive business plan is the first and most important step in getting your amusement park off the ground. Your plan should include market analysis, financial statements, potential funding sources, operations plans, staffing strategies, and marketing strategies , outlining every aspect of how you plan to run your business. Having a clear plan from the start will help keep you on track as your project progresses.

Work with the Right People

a team of construction professionals meeting

Your business venture will never be complete if you don’t partner with the experts in the industry. This could include amusement park designers, equipment suppliers, contractors, etc. Having the right people in your corner will help you make sure that everything is up to code and running smoothly.

This may also include engineers who have the experience and knowledge to design custom attractions for your park. In that case, you might consider working with Alpine Engineering for their quality and attention to detail. Alpine Engineering has been manufacturing custom amusement rides for a variety of parks around the world since 1971, so you can be sure that your project is in good hands.

Secure Funding

Once you have a business plan, it’s time to secure funding for your project. Depending on the scope of what you intend to build and the size of your budget, securing funds can be one of the biggest challenges when starting up an amusement park business. Researching potential grants or loans that may be available to entrepreneurs can help make this process less daunting—but even then, it can still take some time and effort before any money comes through. There are many ways to secure funding for your business, such as:

Applying for grants

Grants are the most common method of funding an amusement park business. Many organizations offer grants specifically for those looking to start up a small business or new venture, so it’s worth researching which ones may be available in your area and how you can apply.

Getting a Bank Loan

Banks are also a great source of capital when starting up an amusement park business. You can take out a loan with a bank to help you pay for the costs associated with your project. The amount of the loan, its terms, and its interest rate will depend on the size and scope of your business plan.

Find Investors

business man handshake in the lobby

If you’re looking for more financial support, you might consider looking for investors willing to invest in your business . This can be a great way to get the capital you need in exchange for a percentage of ownership in your company.


Crowdfunding is the process of raising money through online platforms such as Kickstarter or GoFundMe. You can create a campaign outlining your project and the amount of money you’re looking to raise, then let people donate small amounts towards funding your amusement park business.

Choose a Location

Choosing the right location is one of the most important factors when opening any business—especially when setting up an amusement park! You want to pick somewhere with plenty of space that is also easily accessible by car or public transportation so customers won’t have trouble getting there. You also want to look into zoning laws to ensure that what you want to build is allowed in that particular area (or if there are any other restrictions).

Starting an amusement park business can be exciting and intimidating for entrepreneurs looking for their next big venture! By following these steps—creating a business plan, securing funding, choosing a location—you can help ensure that your project gets off on the right foot from day one and sets itself up for success down the line. Good luck as you embark on this new adventure!

About the Author

Jessica reynolds, recent posts.

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How To Write a Business Plan for Theme Park in 9 Steps: Checklist

By alex ryzhkov, resources on theme park.

  • Financial Model
  • Business Plan
  • Value Proposition
  • One-Page Business Plan
  • SWOT Analysis
  • Business Model
  • Marketing Plan

Are you considering opening a theme park? According to the International Association of Amusement Parks and Attractions, the global theme park industry generated $50 billion in revenue in 2019, with a projected growth rate of 4.1% annually over the next five years.

Creating a successful theme park requires careful planning and execution, and a solid business plan is essential. Here are 9 steps to follow when writing a business plan for a theme park:

  • Conduct market research to determine feasibility.
  • Identify target market segments and create customer profiles.
  • Assess competition and identify unique selling points.
  • Gather and analyze financial data to determine revenue potential and costs.
  • Decide on a theme and develop a conceptual plan.
  • Choose a location and acquire necessary permits and licenses.
  • Hire a team of experts including designers, architects, and engineers.
  • Secure financing and create a detailed budget plan.
  • Develop a marketing strategy and promotional plan.

By following these steps and crafting a comprehensive business plan, you can increase your chances of success when opening a theme park that combines education and entertainment.

Conduct Market Research To Determine The Feasibility Of A Theme Park In The Desired Location

The first step in creating a successful theme park is determining if it is feasible to create one in the desired location. This requires conducting thorough market research to understand the current trends in the industry, the demand for theme parks in the area, and the competition.

The market research should cover a range of topics, including:

  • The demographics of the target audience (such as age, gender, and income) and their preferences for theme park experiences
  • The current and projected attendance and revenue of existing theme parks in the area
  • The economic conditions and trends of the area in which the theme park will be located
  • The accessibility and transportation options to the prospective location of the park
  • Use online tools and resources to gather information about the target audience, such as forums, surveys, and social media groups.
  • Collaborate with local businesses and tourism organizations to gain insight into the tourist industry and the unique characteristics of the area.
  • Interview potential customers to understand their needs and preferences, and use this information to develop a more customer-focused business plan.

Once the research is completed, the data collected should be analyzed to determine if there is a demand for a new theme park in the area, and if the location is viable for a successful business venture.

If the research shows that there is a feasible market for a new theme park, it is important to develop a clear understanding of the target audience and their preferences. This can be achieved by creating customer profiles and identifying the unique characteristics that make this particular audience group interested in theme parks.

Overall, conducting market research is an essential step in creating a successful theme park and ensuring its long-term sustainability. This information will be critical in shaping the conceptual plan for the park, deciding on its location, securing financing, and developing a marketing strategy.

Identify Target Market Segments And Create Customer Profiles

Identifying target market segments and creating customer profiles is essential in creating a successful theme park business plan. Different groups of people have different interests and behaviors, and therefore, they have different needs and wants.

The target market for a theme park includes families, teens, young adults, and tourists. Additionally, it is important to identify the geographical location of the target market as it can affect the theme park's marketing strategy and pricing plan. Therefore, conducting thorough market research is crucial in understanding the target market segments.

  • Consider conducting surveys and focus groups to gather information about the target market's preferences and behaviors.
  • Use social media platforms to engage with potential customers and gather feedback.
  • Do not overlook the potential of local residents as they can become loyal customers.

Creating customer profiles is a crucial step as it helps in understanding the target market segments. Each customer profile should include information such as age, gender, income level, education, occupation, hobbies, and interests. The profiles can help in developing marketing strategies that target specific groups of people effectively.

  • Use data analytics tools to understand customer behavior patterns and preferences.
  • Identify the pain points of the target market and create solutions that address those needs.
  • Consider creating interactive activities and educational exhibits that cater to children, as they are a significant segment of the theme park's target market.

After identifying target market segments and creating customer profiles, it is important to conduct a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis that considers both the internal and external factors affecting the theme park business. The SWOT analysis can help in creating strategies that leverage the strengths, minimize the weaknesses, capitalize on the opportunities, and mitigate the threats.

In conclusion, understanding the target market segments and creating customer profiles is crucial in developing a successful theme park business plan. By doing so, the business can create marketing strategies that target specific groups of people effectively, and provide experiences that cater to the needs and preferences of the customers.

Assess The Competition And Identify Unique Selling Points For The New Theme Park

Before starting a new business venture like a theme park, it is crucial to understand the competition in the industry and identify the unique selling points (USPs) of the new theme park. Assessing the competition will help in identifying gaps in the market and working on the areas to stand out from the competitors. Here are some ways to assess competition and identify USPs for a new theme park:

  • Study existing theme parks: Visit existing theme parks and understand their strengths and weaknesses. Analyze their marketing strategies, prices, and customer feedback to get insights into what works and what does not.
  • Fulfill market gaps: Identify gaps in the market that other theme parks do not cater to. Develop unique and innovative ideas to fill these gaps and create a niche market for the new theme park.
  • Offer diverse experiences: Offer a wide range of experiences that cater to different segments of the market. For example, offering both educational and entertaining experiences can cater to families and school trips.
  • Find the areas left unexplored by other theme parks, and target them with unique experiences, such as water rides, skydiving simulator, etc.
  • Offer competitive pricing to attract customers, but also ensure the pricing is profitable for the business in the long run.
  • Collaborate with local organizations or businesses to offer diverse experiences that differentiate the theme park and offer something unique to the market.

In conclusion, assessing the competition is a vital step in creating a business plan for a new theme park. Identifying unique selling points and filling gaps in the market will help the theme park stand out from competitors and create a niche for itself in the industry.

Gather And Analyze Financial Data To Determine Potential Revenue And Costs.

One of the most crucial steps in starting a theme park business is to determine the financial feasibility of the venture. Gathering and analyzing financial data to determine potential revenue and costs is essential to determining whether your business idea is viable. Here are some important factors to consider while gathering and analyzing financial data.

  • Estimate operating costs: A theme park requires significant investment, and it is important to have an accurate estimation of the costs required to get the park up and running. This includes the cost of land acquisition, construction, ride installation, salaries of employees, utility costs, insurance, and maintenance expenses.
  • Conduct detailed market analysis: Market research is required to identify potential customers and to determine how much they are willing to pay for access to the park's attractions. It would be best if you also considered the travel costs of visitors and how competitive pricing can affect your profits.
  • Determine revenue streams: The revenue generated from the theme park comes from several sources such as admission tickets, merchandise sales, food and beverage sales, and rental fees. It is important to project your revenue streams accurately and realistically.
  • Forecast cash flow: Once you have an idea of the operating costs, revenue streams, and opening schedule of your theme park, create a cash flow forecast to understand the park's financial viability. Estimate how much funding is required to cover the park's operational and overhead expenses until it turns a profit.

Best Practices for Conducting Financial Analysis:

  • Use popular industry benchmarks and ratios to evaluate your estimates against similar amusement parks in the market.
  • Involve experienced financial consultants to analyze and interpret the data to minimize errors and increase accuracy.
  • Consider the possibility of extreme weather conditions and its impact on your revenue stream, in case the park closing is necessary due to adverse weather.

Gathering and analyzing financial data is a critical aspect of establishing a theme park. It helps to evaluate the viability of the project and to decide whether or not it's worth investing additional resources. By following best practice procedures, investors can safeguard their investment and improve their chances of success.

Decide On A Theme For The Park And Develop A Conceptual Plan.

Once you have identified the potential locations for your theme park and assessed the competition, the next step is to decide on the theme for your park and develop a conceptual plan. This is an essential step in the business planning process as your theme and conceptual plan will inform many of your decisions moving forward, from the rides and attractions you offer to the marketing strategies you implement.

Choosing a theme is a crucial step in creating a successful theme park. A strong, cohesive theme can help you differentiate your park from the competition and attract the right target market segments. To determine the theme of your park, consider your target audience and what would appeal to them. Think about what sets your park apart from others and what unique selling points you can offer.

  • Choose a theme that resonates with your target market segments.
  • Think about what sets your theme park apart from competitors and how you can differentiate your offering from others in the market.
  • Consider the space and location you have chosen for your park and how your theme can be incorporated into the design and layout.

Once you have chosen your theme, it is time to develop a conceptual plan for your park. This plan will serve as a guiding document for all aspects of park development, from ride design to marketing strategies. At this stage, work with a team of experts including designers, architects, and engineers to bring your conceptual plan to life.

Your conceptual plan should include your park's layout, rides and attractions, guest services, and amenities. Make sure to pay attention to even the smallest details, from the color scheme to the music played throughout the park. Your goal is to create an immersive experience that is consistent with your chosen theme.

  • Make sure your rides and attractions are well-themed and consistent with your chosen theme.
  • Consider incorporating interactive experiences that allow your guests to become immersed in the park's theme.
  • Think about how you can incorporate educational experiences into your theme park to offer a well-rounded experience for your guests.

As you develop your park's conceptual plan, it is important to keep your target market segments in mind and ensure that your park's theme and attractions will appeal to them. Be open to feedback and iterate on your plan as needed to create a theme park that will stand out from the competition and attract the right guests.

Choose A Location And Acquire Necessary Permits And Licenses

The location of your theme park plays a crucial role in attracting visitors, generating revenue and shaping brand identity. You need to choose a location that is accessible, visible and has good proximity to public transportation. As you choose a location, prioritize the availability of necessary permits and licenses. This is because theme parks require numerous permits and licenses, and it is important to secure them early on to avoid any delays in the construction process.

Consequently, you need to conduct thorough research on the regulations governing the establishment of theme parks in your desired location. Check with your local authorities about the building codes, zoning laws, fire codes and safety regulations applicable in the area. You also need to check with the local authorities about the permit application process and the documents required to complete the application.

  • Research the regulations governing theme parks in your desired location
  • Check the building codes, zoning laws, fire codes and safety regulations applicable in the area
  • Check with the local authorities about the permit application process and the documents required

Tips for choosing a location:

  • Choose a location that is easily accessible and visible. This will help attract visitors.
  • Consider the proximity of public transportation. This will make it easy for visitors to reach your park.
  • Do thorough research on the regulations governing the establishment of theme parks in your desired location. This will help you avoid any delays in the construction process.

Once you have identified a suitable location, the next step is to acquire the necessary permits and licenses. Apply for all necessary permits and licenses, which may include building permits, land use permits, health department permits, fire department permits, operational licenses, and zoning permits. The application process may involve submitting documentation such as architectural designs, safety plans, environmental impact studies, and financial statements.

  • Apply for building permits, land use permits, health department permits, fire department permits, operational licenses, and zoning permits
  • Submit documentation such as architectural designs, safety plans, environmental impact studies, and financial statements

Keep in mind that the process of acquiring permits and licenses can be time-consuming and complex. Therefore, it is important to start the process as early as possible. It is also advisable to work with an experienced attorney who understands the regulations and can help you navigate the process smoothly.

Tips for acquiring necessary permits and licenses:

  • Do not delay in starting the process of acquiring permits and licenses. This will ensure that you secure them early on and avoid any delays in the construction process.
  • Work with an experienced attorney who understands the regulations and can help you navigate the process smoothly.

Hire A Team Of Experts Including Designers, Architects, And Engineers To Develop The Park

Developing a theme park requires a lot of expertise in different areas. You need to hire a team of people who will help you realize your vision. The people you hire should have experience in designing and building theme parks. They should be able to understand your vision and work collaboratively with you to bring it to life. Here are some important factors to consider when hiring your team of experts.

  • Experience: Look for experts with experience in designing and building theme parks. They should have a portfolio of similar projects they have worked on before. You can also check their website or social media profiles to see their previous works and the feedback from clients.
  • Specific Expertise: Different experts have specific expertise. Architects and designers specialize in developing the layout and aesthetics of the park. Engineers are responsible for ensuring the park's safety and designing the rides. You need to hire professionals with the specific expertise you need to ensure that the park is built to the best standards.
  • Communication Skills: Look for professionals who have excellent communication skills. They should be able to communicate with you and other team members effectively. This will help in translating your vision into reality.
  • Compatibility: It is essential to ensure that the professionals you hire are compatible with your vision and mission. They should be able to work together efficiently and contribute to the success of the project. Compatibility can be checked during the interview process.
  • Check the credentials of the professionals you hire. They should have valid licenses and certifications.
  • Ask for references and contact them to get an idea of their experience working with the professionals.
  • Get a signed contract to specify the roles, responsibilities, deadlines, and payment terms of the professionals.

Building a theme park requires a lot of money, effort, and time. Hiring a team of experts who can contribute their knowledge, skills, and experience is critical to the success of the project. Take your time to select the right team of professionals who can bring your vision to life and create a memorable experience for visitors.

Secure Financing and Create a Detailed Budget Plan

Creating a theme park requires significant financial investment to develop the park, purchase equipment, hire staff, and market the park to attract visitors. Therefore, securing financing is a critical step in the business plan for the theme park. The following are some essential considerations when securing financing and creating a detailed budget plan.

  • Assess the estimated costs associated with financing such as interest rates, loan or lease payments, and collateral requirements. These costs will impact the overall budget and profitability of the park.
  • Consider funding options such as venture capital, angel investors, crowdfunding campaigns, and traditional loans from banks and financial institutions. Each funding option has its own benefits and drawbacks, and the selection should align with the company's goals and objectives.
  • Develop a comprehensive budget plan that includes all aspects of the theme park such as construction, equipment, staffing, marketing, and operational costs.
  • It is essential to allocate sufficient funds for unexpected expenses that may arise during the development and operation of the park.
  • Consider seeking the guidance of a financial advisor or an expert in theme park financing to ensure that the budget plan aligns with the company's goals and objectives and is realistic.
  • Include a contingency fund to deal with unexpected expenses that could occur during the development and operation of the park.
  • Review the budget plan regularly to ensure that the costs align with the projected revenue.
  • Consider implementing a strict financial process to ensure that funds are appropriately managed and that spending aligns with the budget plan.

Securing financing and creating a detailed budget plan can be an overwhelming task. It is vital to prioritize this step of the business plan to ensure that the park's development and operation align with the company's goals and objectives. The success of the theme park depends significantly on the careful planning and execution of the budget plan.

Develop A Marketing Strategy And Promotional Plan.

Your marketing strategy and promotional plan are critical components in achieving the success of your theme park business. Developing an effective marketing strategy will help you to attract customers, maximize your revenue potential and build a loyal customer base. In this step, you will develop a comprehensive plan that outlines the key marketing activities and tactics that you will use to reach your target market.

Define Your Target Market: The first step in developing an effective marketing strategy is to understand your target market. Define your target market by conducting market research, analyzing your competition, and identifying the characteristics of your ideal customer. Develop customer profiles based on demographics, psychographics, and consumer behavior.

Create A Unique Value Proposition: Your unique selling point is what sets you apart from your competition. Define your unique value proposition by identifying the key benefits that your target market will receive from visiting your theme park. This statement should be clear and concise and communicate what makes your theme park unique.

Develop A Brand Identity: Your brand identity is how customers perceive you and the characteristics that they associate with your theme park. Develop a brand identity by creating a logo, selecting a color scheme, and developing a visual style guide.

Marketing Channels: Develop a list of marketing channels that you will use to reach your target market. These channels can include social media, print advertising, email marketing, influencer marketing, and more. Identify which channels will be most effective for reaching your target market.

Set Advertising And Promotion Budget: Setting a budget for advertising and promotion is important to ensure that you have enough funds to effectively market your theme park. Develop a budget by identifying the costs associated with each marketing channel and determine how much you can afford to spend per channel.

Marketing Strategy Tips:

  • Focus on developing a strong online presence through social media and online advertising channels.
  • Partner with local hotels and travel agencies to promote your theme park as a top tourist destination.
  • Create special promotions and discounts for repeat customers and groups to encourage repeat visits.
  • Provide high-quality customer service to build customer loyalty and positive word-of-mouth advertising.

By following these steps, you will be able to develop an effective marketing strategy and promotional plan that will help you to achieve your business goals. Remember that your marketing activities should be ongoing and continually evaluated to ensure that they are effective in reaching your target market.

Creating a successful theme park requires a solid business plan that includes market research, financial analysis, and a strong marketing strategy. By following the nine steps in this checklist, you can increase your chances of success and ensure that your theme park stands out from the competition.

Remember to gather data on the target market, competition, and potential revenue and costs. Develop a conceptual plan, choose a location, and acquire necessary permits and licenses. Hire a team of experts to help you design and build the park. Finally, secure financing, create a budget plan, and develop a marketing strategy that will attract visitors.

  • Conduct market research
  • Identify target market segments
  • Assess the competition
  • Gather and analyze financial data
  • Decide on a theme for the park
  • Choose a location and acquire necessary permits and licenses
  • Hire a team of experts
  • Secure financing and create a detailed budget plan
  • Develop a marketing strategy and promotional plan

By following these steps, you can create a theme park that not only offers thrilling rides and attractions but also provides educational experiences for visitors.

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Sample Amusement Park Business Plan

Amusement park business plan sample.

An amusement park is a fun place. It is a place of trills, entertainment, and obviously amusement. It is a place of fun, adventure, and relaxation. You have such attractions as roller coasters (the favorite of many), game spots, water parks , Bazaars, shops, eateries, and even cinemas.

There’s almost nothing that you can’t find in an amusement park as long as it has got to do with entertainment. Not all parks have these features though. It would depend on the size and the theme of the amusement park.

In this article, you’ll be seeing an amusement park business plan sample. This is supposed to serve as a guide for whoever is interested in opening an amusement park.

Here is a sample business plan for starting an entertainment park.

Business Name: Ozone Amusement Parks

Executive Summary

Our Products and Services

Vision Statement

Mission Statement

Business Structure

Market Analysis

Sales and Marketing Strategy

Financial Plan

Competitive Advantage

Ozone parks is a nature-based Amusement park situated in Beverly Hills California. It is dedicated to the memory of Sir Robert Hooke, the great biologist, and naturalist. Our world is being destroyed by man’s activities.

With this park though we hope to instill into children and parents also the importance of nature (Greenery and Wildlife) to us and the generations unborn. These we intend to do in a very fun and interactive manner.

Shirley Akpatason who is also a naturalist is the CEO. She spent a good deal of her time in the Amazon of South American and the Forest of West Africa, trying to help the conservation of endangered species. The 45-year-old lady has run her family’s campground in Colorado Springs since she came back 7 years ago.

This however is her new project and she has moved to California for this reason alone. The park is just in the beginning phase and funds will be needed to see it to fruition.

Ozone parks is an entertainment-based business. The park offers scenic views of nature, beautiful gardens, flowers, and lots of animals. For those who love animals. There is also a game spot, a restaurant, and of course a roller coaster ride.

This is to teach the importance of nature to the children and adults alike, in a fun environment while entertaining them yet in the process.

Our mission statement is to be the biggest supporter of conservation efforts for the Amazon and in the Savannahs of Africa.

This is a profit-based organization, with 10% of the yearly profit being donated to a wildlife charity of the board of directors choosing. The park will be run by the CEO, with various other staff to help her. Since we are in the entertainment business we will make sure we have trained staff who can always respond in the best way to clients.

In Beverly Hills and the surrounding environments, there are a lot of well-to-do people. Therefore, they can afford to pay for this service. They also work very hard; therefore, they’ll welcome distractions. And one of the trending words around is green. Therefore, whatever helps the environment in any way people will naturally gravitate towards it.

Ozone Nature park is bringing something new to the table in the amusement parks. It is the only nature park in Beverly Hills and its environs, therefore nature lovers will gravitate towards the park.

This park gives the best of both worlds. Apart from the scenic beauty of the planned gardens, there’s also a place for games, also a roller coaster and of course a place for food.

Billboard ads are also going to be invested in, these billboards will be around Malibu and Beverly Hills area. We will be giving talks in schools on the importance of keeping nature and the environment safe, and the dangers of pollution and greenhouse gases.

We’ll also be setting up an advert for Google and Facebook.

A large piece of land has been acquired in Beverly Hills, though structures have not been put up yet. An initial investment of $50 million will be needed for this project $20 million has been put up already. The remaining $30 million is expected to be gotten from banks and of course other investors.

Being the only nature-themed amusement park in Beverly Hills, Malibu and entire California is something great for this park. Our park is not only nature-themed but has other side attractions such as a roller coaster and a games shop for our customers.

The C.E.O has run a camping site for 7 years therefore she has experience running a business and dealing with all kinds of people.

The Amusement park is strategically located in the heart of town; therefore, it is not hard to find.

Amusement parks are great places to be in, especially for the young. Though in this Amusement Park Business plan sample we focused on making a nature-themed amusement park, this sample can be used for any kind of amusement park.

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How to Start an Amusement Park

Last Updated: March 20, 2024 Approved

wikiHow is a “wiki,” similar to Wikipedia, which means that many of our articles are co-written by multiple authors. To create this article, 28 people, some anonymous, worked to edit and improve it over time. wikiHow marks an article as reader-approved once it receives enough positive feedback. This article received 22 testimonials and 81% of readers who voted found it helpful, earning it our reader-approved status. This article has been viewed 284,390 times. Learn more...

The amusement park industry has shown steady attendance and revenue growth over the past twenty years. But not all parks are a success. While a well-planned amusement park can generate steady revenues and enormous amounts of capital, a poorly planned one can be a money-pit. To make sure your amusement park is a success, both with your guests and your investors, you will need to plan carefully, gather an experienced team to oversee the design and construction, and carefully train your staff to ensure a smooth opening.

Planning Your Park and Attracting Capital

Step 1 Pick the type of amusement park you will open.

  • Adventure – Thrill rides, mystery, action.
  • Futurism – Discovery, exploration, science, robotics, science fiction.
  • International – Flavors of the world, areas with national themes.
  • Nature – Animals, gardens, natural wonders.
  • Fantasy – Cartoon characters, magic, myths and legends.
  • History and Culture – Historical ambiance, areas with period themes.
  • Movies – Rides based on films, stunt shows, behind the scenes.

Step 2 Decide between franchising or starting a new park.

  • Your business concept: what sort of park you are creating, your strengths and weaknesses, long term goals, and performance indicators, beyond the bottom line, which will let you know you are succeeding or failing.
  • Market research: the nature of the amusement park industry, the size of the market and how much of it you must capture to show a profit, who are your customers, who are your local competitors, how will you advertise your park.
  • A marketing plan: how you will communicate with customers and grow your customer base.
  • An operations plan: identify the individual projects that will lead to completing your larger goals. To begin with, these might include steps to build the park like finding a favorable location, deciding the type of park to build, and hiring an architect, or steps to run the park like hiring experienced managers, deciding on the number of staff needed and their pay, placing ads, and hiring staff.
  • Financial projections: the first thing potential investors will look at, they include: start-up costs such as purchasing land, construction and equipment; operating costs including staff, insurance, utilities, and supplies; marketing costs; and revenue projections from ticket sales, concession sales, games, gift shops, and other sources. Project costs and revenues for at least the first five years.
  • You can find a sample business plans for an amusement park here .

Step 5 Hire an experienced firm to design your amusement park.

  • A one minute “elevator pitch” – This pitch should be practiced until you have it down cold. It tells a story that explains the opportunity in the marketplace and how you intend to exploit it, and should make investors want to know more. You will use it both at chance meetings – cocktail parties, elevators – and to start off formal pitches.
  • A compelling PowerPoint presentation – The key here is to keep it short and simple. A good presentation should take less than 15 minutes, meaning 12 to 15 slides that summarize the content of your business plan.
  • An exit strategy – Make sure your PowerPoint presentation discusses how investments will be monetized, whether that means paying dividends, recapitalizing (borrowing money to buy out investors), going public, or selling to another operator. [5] X Research source

Step 7 Pitch your park to potential investors.

  • In addition to your business plan and design, you will need to write an investor proposal letter . Send it out very judiciously, usually after you have already attracted some investment. [7] X Research source
  • Amusement parks can be a tough sell. To improve your odds, start with people who have invested in amusement parks or entertainment in the past. [8] X Research source
  • Investors receive hundreds of unsolicited proposals, most of which never go read. Your best bet is to use connections who can recommend you to potential investors. [9] X Research source

Building Your Amusement Park

Step 1 Build your team.

  • Ease of access for local residence and tourists.
  • Surrounding neighborhood and businesses.
  • Potential for expansion.
  • Zoning rules for the proposed site and the surrounding area.

Step 3 Finalize the park’s design.

  • You will likely need state and or local food/alcohol service licenses, public entertainment licenses, amusement park licenses, and more.
  • All states except for Alabama, Mississippi, Wyoming, Utah, Nevada, and South Dakota regulate amusement parks, so you will need to be sure your park conforms to their regulations.
  • You will also want to make sure your park conforms to the standards of the ASTM International F-24 Committee on Amusement Ride and Devices.

Step 5 Put the elements of your project out for bidding and create a schedule for completion.

Opening Your Amusement Park

Step 1 Purchase insurance.

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About This Article

To start an amusement park, decide what type of park you want to open, such as an adventure park with rides or an international park with flavors of different cultures. If you're unsure about going it alone, opt for a franchise so you have support from a larger organization. Next, draft a business plan containing details about your concept, marketing plan, and how your park will operate. Use this plan to attract investors for your project, then hire architects and construction professionals to build your park. For tips on how to design your park and acquire the necessary licenses to open, keep reading! Did this summary help you? Yes No

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amusement park business plan sample


Amusement Park Business Plan

Business plans for amusement parks creating a roadmap to success.

If you are planning to start an Amusement Park or Family Entertainment Center, having a comprehensive business plan is crucial for success. A business plan serves as a roadmap that outlines your objectives and strategies, and helps you make informed decisions about resource allocation, operations and organization. At ParkProfs, we understand the importance of a well-crafted business plan for amusement park operators. Our team of experts can help you develop a customized plan that addresses your unique needs, challenges, and goals. Whether you are starting a new venture or want to enhance your existing park, our business plan services can provide you with the insights that are needed to operate a profitable business.

Business Plan Sochi Park

Amusement Park Business Model Defining your Strategy and Operations

A successful Amusement Park business model requires a clear understanding of your target audience, competitive landscape, and value propositions. At ParkProfs, we work closely with you to identify your market niche, analyze industry trends, and develop a winning strategy that differentiates you from the competition. We help you define your operations model, including staffing, equipment, safety protocols, and guest experience. By leveraging our industry expertise and best practices, we can help you create a seamless and efficient operational framework that maximizes guest satisfaction and profitability.

A tailord Business Plan by ParkProfs

At ParkProfs, we recognize that every Park executive has unique goals and challenges, which is why our business plans are tailored to your specific needs. The topics that we always cover in our plans include: * Financial analysis and projections: We help you develop a comprehensive financial model that forecasts revenue, expenses, cash flow, and helps you make informed decisions about pricing, investment, and cost management. We also assist you in identifying potential funding sources and preparing investor presentations. *Operational planning and resource allocation: We work with you to develop an efficient and effective operational plan that includes staffing, equipment and inventory management. We also help you identify key performance indicators and metrics to measure operational efficiency and effectiveness. *Human Resources Management: We assist you in developing a robust HR strategy that aligns with your business objectives and values. This includes recruitment, onboarding, training, management traning and employee engagement.  *Risk Management and Safety Protocols: We help you establish clear policies and procedures that minimize the risk of accidents and incidents, to ensure safety of your guests and employees and to protect the business from potential liability or reputational harm. Partner with ParkProfs for a profitable and succesful business plan for your Entertainment Park or Concept.

Rollercoaster Sochi Park

Entertainment Concepts for whom ParkProfs has developed a Business Plan:

The Chocolate Factory

Leisure Management Amusement Park Business Plan

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Business Plan | Financial Model Templates | Pro forma | Financial Projection

From Dream to Reality: How to Open a Profitable Amusement Park

Related blogs.

  • From Dream to Reality: Launching Your Own Thrilling Amusement Park Business
  • 7 Essential KPIs for Amusement Parks: How to Track Your Success
  • Thrills and Profits: Unveiling the Surprising Success of Amusement Parks
  • - Startup Costs
  • - Construction and renovation costs for the indoor space
  • - - Purchasing and installing rides and attractions
  • - - Acquisition of necessary safety equipment
  • - - Inventory and setup costs for the gift shop
  • - - Hiring and training of staff
  • - - Obtaining necessary permits and licenses
  • - - Marketing and advertising expenses

Startup Costs

Opening an amusement park can be an exciting venture, but it requires a significant amount of money. The startup costs can range from hundreds of thousands to millions of dollars, depending on the size and scale of the amusement park.

The construction and renovation costs for the indoor space can vary depending on the size and condition of the building. Purchasing and installing rides and attractions can be one of the biggest expenses for an amusement park, as it requires significant capital investment. Acquiring the necessary safety equipment to ensure the safety of both staff and customers is also a crucial startup cost.

Inventory and setup costs for the gift shop should also be taken into consideration, as well as the costs of hiring and training staff. Obtaining necessary permits and licenses is also a significant expense that cannot be overlooked, as running an amusement park requires compliance with numerous regulations and safety standards.

Lastly, marketing and advertising expenses should also be considered as a crucial aspect of opening an amusement park. Building a strong online presence and marketing campaign can help attract more customers and increase revenue.

Construction and Renovation Costs for the Indoor Space

Tips & tricks.

  • Set a realistic budget while starting a business. Do extensive research and create an expense sheet listing all costs to account for all possible scenarios.
  • Create a comprehensive business plan that includes your finances and projections, marketing strategies, schedules, timeline, and contingencies while preparing to open your amusement park.
  • Hire the best employees possible after thorough research and interviews so that you can build a great team that takes your park to the next level.

Purchasing and Installing Rides and Attractions

Amusement parks are a source of revenue and entertainment for both the entrepreneurs who own them and the customers who visit them. If you've been thinking about building an amusement park, this blog is for you. Here, we will discuss the costs associated with buying and installing rides and attractions.

According to industry experts, the average cost to purchase and install rides and attractions in a small to the medium-sized park falls between $10– $20 million. While small parks typically cost between $5 million– $10 million, medium parks can cost up to $50 million or more. These costs depend on several factors, including the park's size, the types of rides purchased, and overall quality.

It is important to note that buying and installing rides and attractions only account for around 25% of the total cost of starting an amusement park. The remaining expenses include land acquisition, construction costs, permits and licenses, marketing, insurance, and payroll, among others.

In addition to the costs mentioned above, parks have to bear expenses like maintenance, operational costs, and other charges. For instance, the theme park ride Lynton V. Harris' first coaster installation, The Big Dipper, cost $12 million and annual maintenance costs run over $1 million.

Tips and Tricks:

  • Consider leasing: leasing can save you money initially and enable you to invest in higher-quality rides that would have otherwise been too expensive for you.
  • Buy used rides: Used rides can be significantly cheaper than new ones and often include delivery, installation, and maintenance. Be sure to purchase only from reputable sellers and have a certified inspector conduct a review before making a purchase.
  • Partner with other park owners: This will enable you to share the costs of buying and maintaining rides. You can join industry organizations to find like-minded colleagues who can help you during the starting phase.

In conclusion, opening an amusement park can be an expensive venture. But with proper planning and a well-thought-out business model, you can maximize profits and create an exceptional experience for visitors.

Acquisition of necessary safety equipment

When opening an amusement park, safety should always be your top priority. The acquisition of necessary safety equipment can be a significant startup cost, but it's a crucial investment that you can't afford to overlook. According to the latest statistical information, the average cost to acquire safety equipment for an amusement park is around $200,000.

  • Safety fencing and barriers: $10,000 - $20,000
  • Protective gear for employees: $5,000 - $10,000
  • Fire suppression system: $20,000 - $30,000
  • Emergency lighting system: $5,000 - $10,000
  • Security cameras: $5,000 - $15,000
  • First aid supplies and equipment: $5,000 - $10,000

Keep in mind that the specific types and amount of safety equipment needed will vary depending on the size and scope of your amusement park. The above costs are only meant to provide a general idea of what to expect.

There are a few tips and tricks to help you save money when acquiring safety equipment for your amusement park.

  • Conduct thorough research before making any purchases to ensure you get the best value for your money
  • Consider leasing safety equipment rather than purchasing outright to save on upfront costs
  • Look for grants and funding opportunities from organizations that support safety initiatives to offset costs

Remember, investing in high-quality safety equipment is essential to ensure your amusement park is safe for visitors and employees alike. Don't skimp on this crucial aspect of your business, as the costs of accidents and injuries can be far greater than the expense of acquiring proper safety equipment.

Inventory and setup costs for the gift shop:

Starting an amusement park can be an expensive endeavor, and inventory and setup costs can quickly add up. The gift shop is an essential component of an amusement park, and it is essential to budget accordingly when starting one.

The inventory costs for a typical gift shop can range from $20,000 to $100,000 or more, depending on the size of the shop and the type of merchandise sold. This includes the cost of purchasing products such as toys, keychains, t-shirts, hats, and other souvenirs for the customers.

Setup costs are another essential expense when starting a gift shop. These costs can include setting up displays, shelving, cash registers, and other important equipment. The cost for setting up a gift shop can range from $5,000 to $20,000 or more.

As a pro business consultant who has helped to start thousands of businesses, I recommend that you work with a professional designer to create your gift shop's layout. This will help ensure that your gift shop is set up to maximize sales and to create an enjoyable shopping experience for customers.

Tips & Trics for handling Inventory and setup costs for the gift shop:

  • Create a detailed budget: Before starting your gift shop, create a detailed budget outlining all expenses, including inventory and setup costs.
  • Consider using consignment: You can save on inventory costs by working with vendors who offer consignment sales, allowing you to only pay for merchandise that sells.
  • Invest in a point of sale (POS) system: A POS system can help you track your inventory, sales, and customer data more efficiently, helping you make informed decisions.

In conclusion, starting a gift shop in an amusement park can be costly, but proper budgeting and planning can help ensure that your gift shop is successful. Working with professionals to help with layout and inventory management can also help ensure success. Remember to create a detailed budget, consider consignment options, and invest in a POS system to help you manage sales and inventory. With proper planning and execution, your gift shop can be a significant revenue stream for your amusement park.

Hiring and Training of Staff Startup Costs/Expenses

Opening a successful amusement park requires careful planning and consideration of all costs involved, including the hiring and training of staff. Typically, the staff required for an amusement park includes ride operators, ticket sales representatives, maintenance personnel, food vendors, and customer service representatives.

The cost of hiring and training staff for an amusement park depends on various factors, such as the number of staff needed, the complexity of job responsibilities, the duration of training, and the availability of qualified candidates in the area. According to recent statistical information, the estimated cost of hiring and training staff for an amusement park ranges from $100,000 to $500,000.

  • Consider the experience and qualifications of your staff before hiring them. Experienced staff may require higher salaries, but they can help ensure the safety and efficiency of your park operations.
  • Invest in comprehensive and ongoing training programs to ensure that your staff is adequately trained to handle various job responsibilities and emergencies.
  • Provide your staff with competitive compensation, benefits, and incentives to keep them motivated, loyal and dedicated to their work.

To manage the cost of hiring and training staff for your amusement park, you may consider various cost-saving options, such as outsourcing certain job responsibilities, cross-training your staff to handle multiple tasks, and implementing flexible work schedules. Additionally, you should conduct thorough background checks, drug tests, and reference checks before hiring staff to ensure their reliability and compatibility with your work culture.

Overall, the hiring and training of staff for an amusement park is a significant investment but is crucial to the success of your park. With proper planning, preparation, and implementation of cost-saving strategies, you can ensure that your staff is adequately trained, motivated, and efficient in their job responsibilities, resulting in a positive experience for your customers and a profitable venture for you.

Obtaining Necessary Permits and Licenses: Startup Costs/Expenses

As a seasoned business consultant with experience in starting thousands of businesses in various industries, I can say that opening an amusement park can be an exciting but daunting task. There are several aspects that business owners should consider when starting this type of business. One of the most important aspects is obtaining necessary permits and licenses.

According to the International Association of Amusement Parks and Attractions, the cost of permits and licenses for amusement park startups can range from $50,000 to $100,000. These may include federal and state permits, amusement ride inspections, zoning and building permits, and various licenses such as food and beverage, parking, and music.

  • Tip 1: Research the specific permits and licenses required by your state and county.
  • Tip 2: Estimate the approximate cost of each permit and license as part of your overall startup budget.
  • Tip 3: Consult with an experienced amusement park attorney who can assist in navigating the legal requirements and save time and money in the long run.

Additionally, keep in mind that the costs may vary depending on the location of the amusement park, size of the park, types of rides and attractions, and the nature of the business entity, whether it is a single-owner LLC or a corporation with multiple stakeholders.

In summary, obtaining necessary permits and licenses for an amusement park can be a costly undertaking, but it is an essential step in ensuring compliance with local laws and regulations and the safety of customers. It is advisable to seek the guidance of experienced professionals in the industry to make the process smoother and more efficient.

Tips & Tricks:

  • Research the specific permits and licenses required by your state and county.
  • Estimate the approximate cost of each permit and license as part of your overall startup budget.
  • Consult with an experienced amusement park attorney who can assist in navigating the legal requirements and save time and money in the long run.

Marketing and Advertising Expenses

Starting an amusement park can be an exciting venture, but it can also be a costly one. The first expense that you'll likely encounter is marketing and advertising. It's essential to promote your establishment to attract potential customers, but it can be pricey.

On average, marketing and advertising expenses for amusement parks can range from $50,000 to $100,000 depending on location, size, and other factors. However, some parks can spend up to $1 million in marketing and advertising to ensure that they reach their desired target audience and stand out in a highly competitive market.

  • TIP: It's essential to have a well-defined target audience so that your marketing efforts are directed towards those who are most likely to visit your park. This helps avoid spending money on marketing strategies that won't work and helps make the most of your marketing budget.
  • TRICK: Utilize digital marketing strategies such as social media marketing, email marketing, and search engine optimization to reach a wider audience at a lower cost than traditional advertising methods.
  • TIP: Consider partnering with local businesses and organizations in your area to spread the word about your park. Word of mouth marketing can be highly effective and cost-efficient.

Overall, set aside a budget for marketing and advertising expenses before opening your amusement park. The budget should be based on your target audience and size of the park. Allocating sufficient funds can make all the difference in the success and outreach of your park.

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Amusement Park Business Plan

Amusement park business plan presentation, premium google slides theme and powerpoint template.

Looking for investors for your amusement park? The first thing you need to do is to create a business plan. The design is up to us. Download this editable template from Slidesgo. It features pastel-colored illustrations of rides, mixed with photos that convey realism and visual icons to contextualize the information. Make an introduction of your business, analyze the market and competitors and present your sales and marketing strategy, with this presentation you have everything to succeed!

Features of this template

  • 100% editable and easy to modify
  • 39 different slides to impress your audience
  • Contains easy-to-edit graphics such as graphs, maps, tables, timelines and mockups
  • Includes 500+ icons and Flaticon’s extension for customizing your slides
  • Designed to be used in Google Slides and Microsoft PowerPoint
  • 16:9 widescreen format suitable for all types of screens
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Water Park Business Plan [Sample Template]

By: Author Tony Martins Ajaero

Home » Business ideas » Hospitality, Travel & Tourism » Water Park

Water Park Business

Are you about starting a water park business ? If YES, here is a complete sample water park business plan template & feasibility report you can use for FREE .

Creating a business that targets children and adults is one sure way of making money especially if the business is laced with all that is required for them to have fun. The real deal in starting a water park business is securing a facility that is large enough to contain water play facilities and other outdoor games for children, and also a place where parents/guardians can hangout while their wards play.

It should be in a location that can attract the kind of clients that would pay to make use of your water park. It might take you months to get an ideal facility, so it is better you inform your real estate agent well in advance to help you with the search.

Starting a standard water park is akin to starting a family entertainment center and it can be expensive, but you can be rest assured that you will make your money within few years of launching the business. If your water park facility is of high standard and it is located close to a residential estate with loads of growing families, you will attract loads of children especially on weekends and special holidays.

You should be able to convince parents and school managements to make use of your water park facility on a regular basis. Below is a sample water park business plan template that can help you to successfully write your own with little or no difficulty.

A Sample Water Park Business Plan Template

1. industry overview.

The water parks industry consists of amusement parks that feature water – play areas, such as waterslides, splash pads, spray – grounds (water playgrounds), lazy rivers or other recreational bathing, swimming and barefooting environments. Please note that these parks may be indoors, outdoors or a combination of both.

The Water Parks industry has made a big splash over the five years to 2017, as industry revenue was bolstered by rising per capita disposable incomes, falling unemployment rates and a generally improving economy. Increased consumer spending has played into the industry’s growth as consumers splurged on discretionary items such as water park tickets.

The industry’s biggest water parks are owned and operated by global players such as Walt Disney Co. and Six Flags Entertainment Corporation. The Water Parks industry’s recent growth is set to continue during the next five years. The strengthening macroeconomic climate will boost discretionary spending, which will help the domestic tourism sector.

The Water Parks industry is indeed a very large industry and pretty much thriving in all parts of the world especially in developed countries such as united states of America, Canada, United Kingdom , Germany, Australia, Switzerland and Italy.

Statistics has it that in the United States of America alone, there are about 156 licensed and registered water parks  who are into franchising responsible for employing about 49,982 employees and the industry rakes in a whooping sum of $3 billion annually with an annual growth rate projected at 10.0 percent between 2011 and 2016.

A recent report published by IBISWORLD shows that due to the seasonality of the Water Parks industry, industry operators concentrate themselves in regions where there is favorable weather. Therefore, the largest water parks are located in states like Texas and Florida.

The colder climates of the Rocky Mountains and New England regions attract only 3.8 percent and 6.0 percent of industry establishments, respectively. The report shows that the Southeast region has the most industry establishments of any geographic area in the United States.

In 2017, this region is expected to contain 27.7 percent of industry establishments, with Florida having the most establishments of any state with 11.5 percent. The largest industry operators are located in Florida because of the favorable weather and vacation destination appeal of the state.

In recent time, the Water Parks industry has experienced revenue growth despite many families being time – strapped. While the industry contended with mounting competition from alternative leisure activities such as bouncing castle, fitness centers and cinemas, many operators generated industry revenue growth on the basis of convenience.

In the coming years, the industry revenue is forecast to grow as family entertainment centers such as water parks will continue to enhance their product portfolios to attract families, despite their reduced leisure time.

In summary, starting a water park business in the United States of America can be stressful, it requires enough cash to acquire land large enough to accommodate the kind of facility that can comfortably attract families and also cash required to equip the facility to meet the standard expected by potential users.

2. Executive Summary

Rainbow Ruby® Water Parks, Inc. is a standard amusement cum water park business that will be located in a growing community in Tampa-St. Petersburg-Clearwater – Florida. Our basic aim of setting up the business is to contribute our quota in ensuring that children cum families who live in Tampa-St. Petersburg-Clearwater and neighboring cities have a facility for their children to catch fun to the maximum.

We have been able to secure a standard facility in a central and easy to locate area in Tampa-St. Petersburg-Clearwater. We will be engaged in operating water – play areas, such as waterslides, splash pads, spray – grounds (water playgrounds), lazy rivers or other recreational bathing, swimming and barefooting environments et al.

Rainbow Ruby® Water Parks, Inc. is going to become the number one family focused recreation facility in the whole of Tampa-St. Petersburg-Clearwater – Florida and we will work hard to build our facility to match the needs of the average family in the community.

We conducted a thorough research and feasibility studies and we were able to come to the conclusion that Tampa-St. Petersburg-Clearwater is the right place to open our water park. As a matter of fact, our major aim of starting Rainbow Ruby® Water Parks, Inc. is to encourage families in the community to cultivate the habit of going out for recreational activities.

Our water park facility is specifically designed to take care of children as well as parents. We have active childcare services for toddlers and we have membership packages that are highly discounted for families or churches and schools who would want to regularly make use of our facility for camping.

Rainbow Ruby® Water Parks, Inc. will at all times demonstrate her commitment to sustainability, both individually and as a business, by actively participating in our communities and integrating sustainable business practices wherever possible.

We will ensure that we hold ourselves accountable to the highest standards by meeting our client’s needs precisely and completely.

Rainbow Ruby® Water Parks, Inc. is owned and managed by Reginald Sawyer. Reginald Sawyer has a degree in Business Management coupled with 10 years’ hands on experience in the water parks industry working for some of the leading brands in the United States of America.

3. Our Products and Services

Rainbow Ruby® Water Parks, Inc. will provide recreational facility for residents of Tampa-St. Petersburg-Clearwater – Florida which is why we have been able to put up a facility that can help us achieve the goal. We are optimistic that everyone who makes use of our water park facility will definitely derive fun and have value for their money. These are the services and amenities that will be made available to our clients in our facility;

  • Operating water – play areas such as waterslides, splash pads, spray – grounds (water playgrounds), lazy rivers or other recreational bathing, swimming and barefooting environments et al
  • Operating water attractions
  • Operating recreational bathing facilities
  • Selling merchandise
  • Selling food and beverages

4. Our Mission and Vision Statement

  • Our Vision of starting Rainbow Ruby® Water Parks, Inc. is to build a world – class water park recreational facility and also to contribute our quota in encouraging families and residents in Tampa-St. Petersburg-Clearwater to actively engage in recreational activities.
  • Our mission for establishing Rainbow Ruby® Water Parks, Inc. is to create a movement in the community that supports total engagement of family in fun filled recreational activities.
  • We want to contribute our quota towards ensuring that Tampa-St. Petersburg-Clearwater communities produce some of the happiest children and families in the whole of the United States of America.

Our Business Structure

Rainbow Ruby® Water Parks, Inc. is in business to become the leading outdoor water park facility in the whole of Florida and we are fully aware that it will take the right facility, management and organizational structure to achieve our goal.

We will ensure that we hire people that are qualified, honest, customer centric and are ready to work to help us build a prosperous business that will benefit all the stakeholders. As a matter of fact, profit-sharing arrangement will be made available to all our senior management staff and it will be based on their performance for a period of ten years or more.

Our business will not be built only for the purpose of giving our customers value for their money, but also we will ensure that we make our work environment highly conducive for all our employees. In view of that, we have made provisions for the following positions to be occupied by highly qualified and experienced staff;

  • Chief Executive Office – CEO

Facility Manager

  • Accountant/Cashier
  • Marketing and Sales Officer
  • Water Park Safety Instructor/Assistant (5)
  • Customer Care Executive/Front Desk Officer

5. Job Roles and Responsibilities

Chief Executive Officer – CEO:

  • Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; communicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, appraising job results and developing incentives
  • Responsible for fixing prices and signing business deals
  • Responsible for providing direction for the business
  • Creates, communicates, and implements the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
  • Responsible for signing checks and documents on behalf of the company
  • Evaluates the success of the organization
  • Responsible for operating and managing the water park facility
  • Ensures that the facility is in tip top condition at all times
  • Responsible for managing food and beverage services
  • Manages membership and registration services
  • Handles other relevant facility operation

Water Park Safety Instructors/Assistant (5)

  • Responsible for operating water – play areas, such as waterslides, splash pads, spray – grounds (water playgrounds), lazy rivers or other recreational bathing, swimming and barefooting environments et al
  • Ensures that children and adults alike follow laid down safety measures when they make use of our water park

Marketing and Sales Officer (2)

  • Identifies and reaches out to new clients, and business opportunities et al
  • Writes winning proposal documents, negotiate fees and rates in line with organizations’ policy
  • Documents all customer contact and information
  • Represents the organization in strategic meetings
  • Helps to increase sales and growth for the organization.


  • Responsible for preparing financial reports, budgets, and financial statements for the organization
  • Provides managements with financial analyses, development budgets, and accounting reports
  • Responsible for financial forecasting and risks analysis
  • Performs cash management, general ledger accounting, and financial reporting for the organization
  • Responsible for developing and managing financial systems and policies
  • Responsible for administering payrolls
  • Ensures compliance with taxation legislation
  • Handles all financial transactions for Rainbow Ruby® Water Parks, Inc.
  • Serves as internal auditor for Rainbow Ruby® Water Parks, Inc.

Client Service Executive

  • Welcomes members by greeting them in person or on the telephone; answering or directing inquiries.
  • Ensures that all contacts with clients (e-mail, walk-In center, SMS or phone) provides the client with a personalized customer service experience of the highest level
  • Through interaction with clients on the phone, uses every opportunity to build client’s interest in the organization’s products and services
  • Manages administrative duties assigned by the management in an effective and timely manner
  • Consistently stays abreast of any new information on the organizations’ products, promotional campaigns etc. to ensure accurate and helpful information is supplied to clients when they make enquiries

Cleaners (3):

  • Responsible for cleaning in and around the facility
  • Cleans up after customers
  • Maintains a clean working area by sweeping, vacuuming, dusting, cleaning of glass doors and windows, etc. if required.
  • Ensures that toiletries and supplies don’t run out of stock
  • Handles any other duty as assigned by the facility center manager.

6. SWOT Analysis

Rainbow Ruby® Water Parks, Inc. provides water play recreational facility for families in Tampa-St. Petersburg-Clearwater – Florida. We are aware that there are competitions in the water parks industry which is why we took out time to conduct an effective SWOT Analysis before investing our hard earned money into the business.

We know that if we get things right before starting our water park, we will not have to struggle before attract loyal clients and building our membership base to a level where we can easily breakeven in record time.

We hired the services a HR and Business consultant with bias in business structuring to help us conduct SWOT analysis for our company and he did a pretty good job for us. Here is a of the result we got from the SWOT analysis that was conducted on behalf of Rainbow Ruby® Water Parks, Inc.;

One of the obvious strength that will definitely stand as a plus for Rainbow Ruby® Water Parks, Inc. is the fact that our facility is centrally located in a densely populated – residential area in Tampa-St. Petersburg-Clearwater – Florida; our location is in fact one of our major strengths.

We equally have a team of highly qualified professionals who will work with our clients to achieve their aims making use of our water park facility and lastly our gate fee/membership package is one of the best that anybody living in Tampa-St. Petersburg-Clearwater – Florida can get; it is affordable.

We looked into our Business model and we were able to identify two major weakness. One is the fact that we are a new business.

The second is the fact that we may not have the financial resources required to match up with existing water parks as well as family entertainment and recreation facilities and even government own entertainment and recreation facilities in Florida when it comes to acquiring latest recreational vehicles and generating the needed hype that can drive traffic towards our facility.

  • Opportunities:

We are centrally located in one of the busiest and densely populated area in Tampa-St. Petersburg-Clearwater – Florida and we are open to all the available opportunities that the city has to offer.

Some of the threats that are likely going to confront Rainbow Ruby® Water Parks, Inc. are unfavorable government policies , inclement weather, demographic / social factors, downturn in the economy which is likely going to affect consumer spending and lastly, the emergence of new competitors within the same location where our water park facility is located.


  • Market Trends

The Water parks industry has indeed benefited from recent marketing campaigns which are targeted towards encouraging people to participate in recreation activities, as well as consumer trends toward healthy living.

Going forward,  people who are part of the baby boomer generation are expected to sign up for recreational club memberships or make use of recreation facilities in their communities, as they become more family cum health – conscious as they grow older.

However, patrons of water park recreation centers are anticipated to increasingly pick up membership from less expensive camping and recreational centers as against expensive all – inclusive clubs.

The trend in the industry is such that if a facility is well – equipped and positioned close to a residential area or a place where people can easily access without much stress, there is the likelihood that the facility will enjoy high patronage. External factors such as domestic trips by US residents and consumer spending will definitely impact industry’s performance.

Just like in other business ventures, the owners of water parks are always looking for ways to increase their market share; they go as far as signing deals with high schools and religious organizations et al to make use of their facility. In an increasingly saturated market, water park operators will try to bring in revenue year-round.

Large, destination water parks dominate the industry, attracting international visitors and operators are expected to continue trying to attract nontraditional markets by providing extra services

Lastly, it is a common trend that as water parks grow, it becomes necessary for them to develop new service offerings or install new facilities that will help them attract more people. Little wonder some water parks now have other facilities targeted towards adults / parents. So, it is very important for water park facilities to continue to improvise if they want to grow their business.

8. Our Target Market

The target market for water parks cuts across people from different backgrounds. The fact that people visit or register in water park recreational facilities makes marketing the business interesting. The target market for water parks can be categorized into three various groups.

The first group are the families who are looking towards creating time for children cum family hangouts and bonding. The other group of people are schools who would want an ideal place to take students / children to during excursions or playtime et al.  The last group of people are religious organizations and clubs.

Rainbow Ruby® Water Parks, Inc. will work towards providing services, facilities and environment that will help us reach out to our target market. These are the category of people that we intend marketing our family entertainment center to;

  • Households and families in an around Tampa-St. Petersburg-Clearwater – Florida
  • Churches and Religious centers
  • Corporate organizations
  • Travelers/Tourists

Our competitive advantage

The Water parks industry is indeed a highly competitive industry. Clients will only make use of your facility if they know that you can provide the enabling environment and facility for them to catch maximum fun. We can boast of having access to multi – skilled and flexible workforce, proximity to key markets and carrying out regular maintenance to keep facilities in a good condition.

Rainbow Ruby® Water Parks, Inc. is located close to a densely populated residential area in Tampa-St. Petersburg-Clearwater – Florida; this is obviously going to give us an edge amongst our competitors.

We equally have a team of highly qualified professionals who will work with all our clients to achieve their aims of making use of our water park facility and lastly our gate fee cum membership package is going to be one of the best that anybody living around Tampa-St. Petersburg-Clearwater – Florida can get; it is affordable.

Lastly, our employees will be well taken care of, and their welfare package will be among the best within our category in the industry. It will enable them to be more than willing to build the business with us and help deliver our set goals and achieve all our business aims and objectives.


  • Sources of Income

Rainbow Ruby® Water Parks, Inc. is established with the aim of maximizing profits in the Water Parks industry and we are going to go all the way to ensure that we do all it takes to attract customers on a regular basis. Rainbow Ruby® Water Parks, Inc. will generate income by offering the following services;

  • Operating water – play areas, such as waterslides, splash pads, spray – grounds (water playgrounds), lazy rivers or other recreational bathing, swimming and barefooting environments et al

10. Sales Forecast

It is important to state that our sales forecast is based on the data gathered during our feasibility studies and also some of the assumptions readily available on the field. It would be hard to create a sales forecast with a newly opened business like water park because the statistics that will be provided will be on a short term basis.

Experts say that usually a business should be in operation for at least one year before they can generate the statistics that will be accurate in forecasting; statistics should be at least one-year-old in order to show the trends and patterns in consumer spending.

We expect to welcome a minimum of 12,000 customers i.e. 0ne thousand customers per month within our first year of operations and then in subsequent years, we will grow by 25 percent on more. Below are the sales projection for Rainbow Ruby® Water Parks, Inc., it is based on the location of our water park facility and the services we will be offering to our members;

  • First Fiscal Year: $240,000
  • Second Fiscal Year: $450,000
  • Third Fiscal Year: $750,000

N.B : This projection was done based on what is obtainable in the industry and with the assumption that there won’t be any major competitor offering same services as we do within 4.5 miles’ radius.

  • Marketing Strategy and Sales Strategy

Our marketing strategies will be directed towards achieving specific objectives that support the strategic goals of the organization. The truth is that all that we do will be geared towards creating new market channels, increasing sales and our market share.

We will leverage on improving on our services and facility to ensure that we win new clients and retain old members. As part of our sales and marketing strategies, we will pay attention to the promotion of our water park facility so as to attract families to enroll.

Our unique selling proposition is that we are well positioned and people can easily access our facility, our prices are affordable and we have a complete package for families, clubs, schools and religious organizations. Parts of the marketing and sales strategies that we will adopt are;

  • Open our water park facility with a big party for all and sundry
  • Advertise our water park facility on national dailies, local TV and radio stations
  • Promote our water park facility online via our official website and all available social media platforms
  • Introduce our water park facility by sending introductory letters alongside our brochure to religious organizations, schools, households and key stake holders in Tampa-St. Petersburg-Clearwater – Florida
  • Print out fliers and business cards and strategically drop them in offices, libraries, public facilities and train stations et al.
  • Make use of attractive hand bills to create awareness and also to give direction to our water park facility
  • Adopt direct mailing coupon marketing approach
  • Position our signage / flexi banners at strategic places in and around Tampa-St. Petersburg-Clearwater – Florida
  • Create a loyalty plan that will enable us reward our consistent members especially those that registered as a family or groups
  • Engage in roadshows within our neighborhood to create awareness for our water park facility.

11. Publicity and Advertising Strategy

We have been able to work with our branding and publicity consultants to help us map out publicity and advertising strategies that will help us walk our way into the heart of our target market.

We are set to become the number one choice in the whole of Tampa-St. Petersburg-Clearwater – Florida which is why we have made provisions for effective publicity and advertisement of our water park facility. Below are the platforms we intend to leverage on to promote and advertise Rainbow Ruby® Water Parks, Inc.;

  • Place adverts on both print (community based newspapers and magazines) and electronic media platforms
  • Sponsor relevant community based sport events and competitions
  • Leverage on the internet and social media platforms like; Instagram, Facebook, twitter, YouTube, Google + et al to promote our brand
  • Install our billboards in strategic locations all around Tampa-St. Petersburg-Clearwater – Florida
  • Engage in roadshow from time to time in targeted neighborhoods
  • Distribute our fliers and handbills in target areas
  • List Rainbow Ruby® Water Parks, Inc. on local directories / yellow pages
  • Advertise our water park in our official website and employ strategies that will help us pull traffic to the site.
  • Ensure that all our staff members wear our branded shirts and vehicles are well branded with our corporate logo.

12. Our Pricing Strategy

Our pricing system is going to be based on what is obtainable in the industry, we don’t intend to charge more and we don’t intend to charge less than what our competitors are charging as gate or members fees.

Be that as it may, we have put plans in place to offer discount services once in a while and also to reward our loyal customers especially when they refer clients to us or when they register as a family, group or a religious organization and schools. The prices of our services will be same as what is obtainable in the United States’ open market.

  • Payment Options

The payment policy adopted by Rainbow Ruby® Water Parks, Inc. is all inclusive because we are quite aware that different customers prefer different payment options as it suits them but at the same time, we will ensure that we abide by the financial rules and regulation of the United States of America.

Here are the payment options that Rainbow Ruby® Water Parks, Inc. will make available to her clients;

  • Payment via bank transfer
  • Payment with cash
  • Payment via credit cards / Point of Sale Machines (POS Machines)
  • Payment via online bank transfer
  • Payment via check
  • Payment via mobile money transfer

In view of the above, we have chosen banking platforms that will enable our client make payment for admission into our water park facility without any stress on their part. Our bank account numbers will be made available on our website and promotional materials.

13. Startup Expenditure (Budget)

This is what it would cost us to set up Rainbow Ruby® Water Parks, Inc. in the United of America;

  • The total fee for registering the business in the United States of America – $750.
  • The cost for legal expenses for obtaining licenses and permits – $1,500.
  • Marketing promotion expenses (8,000 flyers at $0.04 per copy) for the total amount of $10,000.
  • The cost for hiring Business Consultant – $5,000.
  • Insurance (general liability, workers’ compensation and property casualty) coverage at a total premium – $30,800.
  • The cost of accounting software, CRM software and Payroll Software – $3,000
  • The cost for leasing facility for the water park – $250,000.
  • The cost for facility remodeling and equipping the facility with various water play facility – $250,000.
  • Other start-up expenses including stationery – $1000
  • Phone and utility deposits – $3,500
  • Operational cost for the first 3 months (salaries of employees, payments of bills et al) – $100,000
  • The cost for Start-up inventory – $15,000
  • The cost for the purchase of furniture and gadgets (Computers, Printers, Telephone, TVs, Sound System, video games, snooker board, tables and chairs et al) – $10,000.
  • The cost of launching a website – $600
  • The cost for our grand opening party – $15,000
  • Miscellaneous – $15,000

We would need an estimate of $750,000 to successfully launch a small but standard water park park in Tampa-St. Petersburg-Clearwater – Florida.

Generating Startup Capital for Rainbow Ruby® Water Parks, Inc.

Rainbow Ruby® Water Parks, Inc. is owned and managed by Reginald Sawyer. He decided to restrict the sourcing of the startup capital for the business to just three major sources. These are the areas we intend generating our startup capital;

  • Generate part of the startup capital from personal savings and sale of his stocks
  • Generate part of the startup capital from friends and other extended family members
  • Generate a larger chunk of the startup capital from the bank (loan facility).

N.B: We have been able to generate about $250,000 ( Personal savings $200,000 and soft loan from family members $50,000 ) and we are at the final stages of obtaining a loan facility of $500,000 from our bank. All the papers and document have been duly signed and submitted, the loan has been approved and any moment from now our account will be credited.

14. Sustainability and Expansion Strategy

The future of a business lies in the number of loyal customers that they have, the capacity and competence of their employees, their investment strategy and the business structure. If all of these factors are missing from a business (company), then it won’t be too long before the business closes shop.

One of our major goals of starting Rainbow Ruby® Water Parks, Inc. is to build a business that will survive off its own cash flow without injecting finance from external sources once the business is officially running. We know that one of the ways of gaining approval and winning customers over to pick up membership in our water park parks is to equip our facility with state of the entertainment equipment and make our services affordable.

Rainbow Ruby® Water Parks, Inc. will make sure that the right foundation, structures and processes are put in place to ensure that our staff welfare are well taken of. Our company’s corporate culture is designed to drive our business to greater heights and training and retraining of our workforce is at the top burner.

As a matter of fact, profit-sharing arrangement will be made available to all our management staff and it will be based on their performance for a period of ten years or more. We know that if that is put in place, we will be able to successfully hire and retain the best hands we can get in the industry; they will be more committed to help us build the business of our dreams.

Check List/Milestone

  • Business Name Availability Check:>Completed
  • Business Registration: Completed
  • Opening of Corporate Bank Accounts: Completed
  • Securing Point of Sales (POS) Machines: Completed
  • Opening Mobile Money Accounts: Completed
  • Opening Online Payment Platforms: Completed
  • Application and Obtaining Tax Payer’s ID : In Progress
  • Application for business license and permit: Completed
  • Purchase of Insurance for the Business : Completed
  • Acquiring facility and remodeling the facility (construction of water play spots inclusive): In Progress
  • Conducting Feasibility Studies: Completed
  • Generating capital from family members: Completed
  • Applications for Loan from the bank: In Progress
  • Writing of Business Plan: Completed
  • Drafting of Employee’s Handbook: Completed
  • Drafting of Contract Documents and other relevant Legal Documents: In Progress
  • Design of The Company’s Logo: Completed
  • Printing of Packaging, Marketing/Promotional Materials: In Progress
  • Recruitment of employees: In Progress
  • Purchase of the needed family entertainment equipment, gym and fitness equipment , electronic appliances, office appliances and suppliers: In progress
  • Creating Official Website for the Company: Completed
  • Creating Awareness for the business both online and in the neighborhood: In Progress
  • Health and Safety and Fire Safety Arrangement (License): Secured
  • Opening party planning: In Progress
  • Establishing business relationship with vendors and key stakeholders in the industry: In Progress

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