David
03-28-2006, 07:12 PM
OK, here it is again.
Executive Summary
The purpose of this venture is to build a one-of-a-kind entertainment complex in the City of XXXXX. This venue will be larger, offer more options, and provide more quality entertainment than any other single venue in the (Your City) market or, the State of (Your State).
The XXXXX Entertainment Group has compiled a core group of key personnel and identified a location that will allow it to build a state-of-the-art entertainment complex the likes of which have yet to be seen or experienced in XXXXX.
The XXXXX Entertainment Group intends to assure the success of this venue by deft attention to detail in all phases of the operation. The unit will offer unparalleled service and entertainment in a safe and unique atmosphere and will encompass a myriad of entertainment offerings from dancing to concerts and special events.
The subject MSA (Metro Survey Area) has limited competition and features many aspects and laws that lend toward the successful operation of a club this size. In addition, the subject property is located on the ?????????, the fastest growing Retail and Industrial area in XXXXX.
The particulars of this venture will be explained in detail in the pages to follow. It is the firm belief of the management of The XXXXX Entertainment Group that this venture will be unique in presentation and success.
Location
The chosen site for this venture is located in the “West End” of (Your City) and is strategically located adjacent to Interstate XX and the XXX Avenue Interchange. The subject property is in the heart of the most rapidly growing and expanding city within a 600-mile radius. XXXXX is a dynamic regional center serving a five-state area of the Rocky Mountain west and southwestern Canada. The XXX Primary Trade Market Area (TMA) contains a population of ~250,000 and a Secondary TMA population of ~140,000. Thus giving a total TMA population for the XXXX market of ~390,000. The XXXX market enjoys a high percentage of a young married/single, upwardly mobile population within a fifty-mile radius. The target demographics of the 25 to 54 age groups represent the highest percentage of the total population in the TMA. These demographic groups make up approximately 49 percent of the TMA population, and of that percentage, 51.5% are female and 48.5% are male.
The site that The XXXXXX Entertainment Group has chosen is currently available and the current owners are ready to begin final purchase negotiations. The subject property (vacant land) is over 88,000 square feet in size. It is in a medium/upscale, developed, yet still growing part of the West End of XXXX and is highly visible from Interstate 90 and XXXX Avenue West. The closest major intersections to the property are South XXXXXXX and XXXX Avenue West, which sees an average daily traffic count of 48,000 vehicles and XXXX Avenue West and South XXXXXXX Street West which sees an average daily traffic count of 30,000 vehicles . This property has been vacant for some time and will meet or exceed our future growth expectations for the life of the venture.
Further considerations for choosing this property/location are the businesses that are located in the immediate vicinity that will aid in the patronage of the club, the ease of access to the property and the openness of the area around it.
Concept and Design
The primary difference of an XXXXX Entertainment Group operation from most any other is the entertainment. It appears these days that most nightclubs may build a very appealing space; they may have a superior music presentation and usually offer a first-rate sound and lighting system. Yet, when opening time arrives each evening, they simply open the doors, play music and serve drinks. There is virtually nothing offered for entertainment. Of course there are concerts in the larger venues and the occasional, gratuitous, bikini or tight fitting jeans contest, but that’s it. However these contests, by nature, limit the winners to a very selective group of elite participants. The bread and butter of any nightclub operation is actually John and Jane Doe, the average person, who would never have a chance at winning that type of competition. Eventually, John and Jane will grow weary of the watching and thus weary of the club. Promotions and Entertainment must cater to the average person and be in good taste in order to ensure the long-term success of any club.
No matter the atmospheric concept of the nightclub, be it rock or country & western, The XXXXX Entertainment Group concentrates highly on entertainment. There will be nightly promotions and/or events designed to not only entertain, but to involve the average patron. The average customer will always leave an XXXXXX Entertainment Group property with the memories of a wonderful time and quite often some prizes not made available to them from any other establishment. Beyond that, the staff is highly trained in entertaining the customers. Be it choreographed skits or dance routines, to elaborate stage performances or merely bar tricks, The XXXXX Entertainment Group attempts to always leave the public thinking, “What will they do next”? When designing a club, The XXXXXX Entertainment Group incorporates a theatrical approach. Special lighting and other features will be implemented to add to the impact of the dynamics and also to create special effects for promotions to be presented in the future. This aspect of club design is rarely used or even thought of, yet it is an inexpensive path to creating a tremendously effective promotional venue.
Additionally, the staff will be highly trained in the art of selling, not merely serving, drinks. It is our belief that a staff trained to sell will produce approximately 20% to 30% more gross volume than a staff that simply takes orders and serves drinks. To this end, many of the promotions and events offered during the evening are designed to encourage sales as well.
The entire complex/club will be known as The XXXXX Entertainment Complex. From a conceptual standpoint this project will be extremely diverse. The exterior of the building will have the appearance of a 14th Century English Castle complete with drum towers and a drawbridge. This will add a very unique “must see” feature to the venue and will help generate sales. This feature will also excite one’s curiosity enough that it would beckon them to explore the interior of the club itself. The complex will be two stories in height, encompass a total of 16,728 square feet and have an occupancy load of 900 patrons. Upon entering, the patron will be ushered into a whole New World of entertainment. The main foyer will be an open well-lighted area with separate access to each of the venues within the building. Virtually any type of entertainment desired will be available all under one roof and for one cover charge. Patrons will be able to dance to a totally different format of music in one of the most unique clubs in XXXX, listen to live music on special occasions, play billiards and numerous other types of games of skill, relax in the lounge areas of each of the separate clubs and have a intimate conversation in our martini and cigar lounge.
Located throughout The XXXXX Entertainment Complex will be a state-of-the-art video system. This system will be used to broadcast the activities that are taking place in the various clubs and of the patrons themselves. This will create excitement, draw patrons into the different venues and allows significant in-house advertising. This system will allow everyone, no matter which part of the complex that they’re in, to view the festivities in the other venues. This type of video coverage also offers an unprecedented amount of security, allowing management to watch individual customers or employees as needed.
The different individual elements of the The XXXXX Entertainment Complex will be as follows:
Middle Ages: This venue will be the anchor of The XXXXX Entertainment Complex. Once you enter, you will experience an unrestricted view of the first floor seating area, to the dance floor and to the extreme rear of the club. Patrons will have immediate access to one of the two main bars or one of the satellite bars and the restrooms from this point. The clubs total of 6,724 square feet and occupancy load of 450 people will give the patron a sense of openness and spark their sense of adventure to start exploring the rest of the club. The open design of the entrance will help eliminate crowding in this area. Once they have entered, the patrons will find ample seating and standing areas, a private party room, a uniquely designed Casino and quiet areas for intimate conversation. The Middle Ages will feature a Retro/Oldies music format along with Old School and high charting Top 40 singles spiced with songs from the 80’s and 90’s. This music format will appeal mainly to the target demographics of the 25 to 54 year old age group, the most populous in our market . The décor will be vibrant and casual and will encourage people to have fun and enjoy themselves. The Retro/Oldies music format is one that has been missing from the XXXX market for quite some years. When this music format was active, it was one of the most popular in town. The Retro/Oldies music format is one of the most popular formats in the United States today and the industry shows an upward growth potential for many years to come. This music format and club design will be unique to XXXXX and the surrounding area. People will be able to dance to the music that they grew up with, participate in very unique games and skits, sing their favorite karaoke songs and have a good time doing it. The patrons will win prizes and other items for their participation. The staff will be highly trained in dynamic entertainment such as dance routines, skits, and comedy and bar tricks. The layout of the club is constructed so that the dance floor and the DJ will be the center of attention. The dance floor will be one of the most unique in our area. The club will incorporate a high-tech state-of-the-art computerized light show with a dynamic high-end sound system.
The Game Room: This venue will feature the most up-to-date arcade and adult video games available. It will also include high-end billiard tables, darts, and foosball and air hockey tables. We have aligned ourselves with the most respected and diverse gaming company in XXXXX and have penned an agreement that will allow us to have the most popular and “Newest” products available. This venue will occupy 3360 square feet and has a total occupancy load of 225 people. The Game Room will be an area that patrons can come and relax, play the latest in high tech games available, watch what is going on in the other areas of The XXXXX Entertainment Complex via closed circuit television and spend time in a relaxed and friendly atmosphere. The Game Room will have ample seating areas with a full bar and a separate wait staff dedicated to this area of the complex.
The Dragons Lair : In the beginning, this area of the complex will be used for private functions and special events. In the future, this area will become our most affluent and plush offering within The XXXXX Entertainment Complex. This venue will occupy 3360 square feet and has a total occupancy load of 225 people. It will be filled with overstuffed, plush sofas and chairs. A fireplace will act as a main focal point of the room and will complement the warm and cozy atmosphere that we tend to project. This venue will offer a high-end menu of malt Scotches, single barrel Bourbons, as well as a fine selection of wines and cigars. The Dragons Lair will be a throw back to the days of the infamous “Rat Pack” and should attract a very upscale and affluent clientele. The staff will be trained in the presentation and selection of the higher end liquors as well as cigars. We plan to capitalize on the current trend of “Cigar Bars” and the affluent patrons desire to be “spoiled”. It will be an intimate little room with soft lighting and pleasing music and is expected to be a very popular area within The XXXXX Entertainment Complex. From time to time we will feature local musicians and varieties of music for our clienteles listening pleasure.
The Viper Room: This very private room will have a sultry décor with soft ambient lighting, overstuffed chairs and sofas. It will also have its own private and unique music format that will enhance the mood of the room. The Viper Room will be an area where couples and others can get away from the rest of the crowd. The preverbal “Quiet Room”. They will be able to relax and converse in an intimate and calming setting. Most of the larger clubs in major cities offers this type of area and it has been very beneficial to the overall success of the establishment. It allows people to take a break and catch their breath without leaving the club. Beverages of all types will be available from the well stocked bar, along with its own bartender, within the confines of the room. This will allow the occupants to remain in the room and receive the special treatment that you would expect from this type of venue.
Design
The two foremost aspects of space design are:
1) Flow. The room must have an easy flow, one that invites guests to move around and mingle. Any type of room that entices a customer to stay in the corner or in one spot will not allow the patrons to mingle and meet. If they don’t mingle and meet, they will not have a good time, and if they don’t have a good time, they will not return. The flow must also allow for employees to be able to move through and service the crowd as well. While some “bottlenecks” are by design, if the floor space gets too crowded, not only will customers not be able to get to the product, but employees will not be able to get the product to the customers.
2) Availability of the Product. This is by far the greatest mistake made by most operators today. They design a room so that the patron has to go looking for a beverage. By addressing the flow around points of sale, and by adding satellite points of sale, you will generate more sales with less energy expended by the customer and your staff. The general rule of thumb should be at least one point of sale for every fifteen hundred to two thousand square feet of floor space. It is imperative that the product is easily available to the patron or their time in your establishment will not be enjoyable and they will not return.
Design continued:
The XXXXXXX Management Group has the ability to design its own blue prints up to the point of having an architect re-draw the prints. The architect will incorporate the State and Local Building Codes to receive the proper permits from the City of XXXX-Building Department. This saves a great deal in time and design costs and allows the group the ability to do a compressive walkthrough and punch list prior to committing to a design.
The XXXXX Management Group takes a highly scientific approach to a space design and this is all tied to one thing…generating sales. For instance, standard height tables will be used close to the dance floor and high top tables will be used on the outer perimeter to allow customers to see the entire club. The mainstay of the tables will be of the high top design. The reason is that when sitting on a high barstool, a patron cannot really get comfortable. Therefore, this creates a situation where the patron will move around more, rather than sitting in one place and drinking. It is commonly known that a person can consume more if they are moving, than if they are sitting in a low comfortable chair. The high top table also makes conversation and mingling easier since the seated patron is at the same approximate height as a standing patron, thus removing the need to bend over to converse. We will also have approximately 8 to 10 multi-seat island or buddy bar tables through out the main club. One of two bars on the main floor of The Middle Ages will be round in design. (This design is meant to simulate the round table in the Knights of the Round Table fable and to add to the character of the club). The round bar design will allow customers to make eye contact across the bar and this makes a chance meeting that much more possible. The space in front of the round bar is free of obstructions so that walk up patrons will be able to get quicker service and allow the patrons sitting at the bar an unobstructed view of the dance floor and the rest of the club.
This may sound trite, but it’s these little things that make the difference in a successful club. Above each bar there will be some type of decoration or signage denoting the area as a bar. The reason for this is that through a crowd, one cannot tell where the bar is located. If there is something notable above the bar, a patron will notice it. “How can I get the most people in here?” If you can’t get drinks to the people, what does it matter? The XXXXX Entertainment Group looks very closely at design to be sure that service areas and avenues are easily accessible to the patron and employee. There are millions of little things that go into creating a successful nightclub, many more than can be explained in a business plan. Unfortunately most operators do not take all of them into consideration. The philosophy adopted by The XXXXX Entertainment Group is that if a customer walks out of your establishment and you ask him or her if they had a good time and they say ”YES”, and you ask them why, the usual reply will be “It was Fun”. If they say “NO” and you ask them why, they will say something to the effect of “It was too cold/hot, the music was too soft/loud, the bartender was rude, the drinks were too strong/weak, and so on. The theory being if something is wrong, the public will know, yet, if everything is right, no one notices.
It is the task of making everything right that The XXXXX Entertainment Group as well as its managers and employees go to great lengths to accomplish, and that is what will make this corporation the new “Force” in the industry.
Construction
Once a lender has been secured and the design and engineering have been approved by the city, the purchase of the land and the construction can begin. At this time, the administration team will begin making applications and obtaining all necessary licenses and permits. The design team will work on the final blueprint with the architect and procure the delivery of all fixtures and equipment that is on the FF&E material list.
It will take approximately two to four months to secure all licenses and permits needed for construction. Construction will take approximately five to six months.
At the time the actual construction begins, the administration team will arrange for the advertising for employees, preliminary media advertising as well as establishing the needed bank accounts, local counsel and purveyor contracts.
The bulk of the actual construction will be contracted out to local contractors, with The XXXXX Entertainment Group overseeing the day to day operation until its completion.
To avoid any delays or overruns, each contractor will be required to define an exact schedule as to which tasks will be completed when. Then, only when tasks are completed on time, will the scheduled draws be dispersed.
Time line
The time line in which these and other tasks should be completed is as follows:
• Approach lending institutions to secure loan
• Architect to draw plan to code and specifications
• Complete final drawings and submit for building permits
• Apply for all pertinent licenses with the State of xxxxxxx and the City of xxxxx
• Purchase the land
• Establish local banking
• Establish local counsel and incorporate under the corporate name of XXXXX Entertainment Group d.b.a. The XXXXX Entertainment Complex
• Establish local accounting firm
• Solicit bids from local General Contractors
• Order all equipment necessary
• Secure hotel meeting room for auditions and training
• Begin purchasing music library
• Begin preliminary marketing
• Conduct an up-to-date market survey
• Secure advertising time on pertinent radio stations and other mediums
• Order all print materials (invitations, specialty glassware, boutique goods, etc)
• Order all bar supplies and glassware to insure on time delivery and to avoid backorders
• Determine and secure relationships with purveyors (liquor, beer, wine, etc)
• Determine and secure relationships with venders (games, poker and keno machines, payphones, etc)
• Establish strategic alliances with local businesses and charities
• Begin compiling a mailing list for the Grand Opening
• Begin advertising for staff and begin interviews and auditions
• Finalize advertising media schedule
• Make final staff hiring decisions
• Begin staff training and orientation
• Complete all administrative duties concerning staff
• Begin advertising and media blitz 10 to 15 days prior to Grand Opening
• Initial distribution of VIP Grand Opening invitations
• Conduct complete “visual and POS” in house advertising
Grand Opening
The target date for the Grand Opening will be on a Wednesday. It is wise to host a VIP/Media Preview Party on Wednesday night, and then hold the public Grand Opening on Thursday. This strategy gives you a tremendously strong mid-week flowing into a Grand Opening Weekend. In other words, your Grand Opening actually lasts four to five days. The Grand Opening Weekend will be the closest thing to a New Year’s Eve type party that can be created. The staff will be incredibly motivated, Grand Opening souvenirs will be given away and the VIP Promotion begins in earnest. A properly conducted Grand Opening will insure the success of the club and compel those that have visited to tell their friends.
Personnel and Training
Personnel
Just as a sports team is only as good as its players, a nightclub organization is only as good as its personnel. For a club to be successful, all staff members must understand that they are “on stage” anytime that they are on duty. It is the staff and their ability to entertain that will cause the patrons to enjoy themselves. It is the staff and their ability to entertain that will set The XXXXXX Entertainment Complex apart from any other club in the market. It is the staff and their ability to entertain that will cause The XXXXXXX Entertainment Complex to be successful. It is the management and their ability to identify and train these individuals that will make the corporation successful.
Since so much value is placed upon the personnel that will staff The XXXXXX, we have adopted a unique system to identify these individuals. It is the opinion of The XXXXXXX Entertainment Group that it is not possible to determine a person’s “on stage” personality or how they respond in a social setting strictly from an interview. It is a fact that no director would hire an actor without an audition or seeing their work. It is also a fact that no record producer would award a band a record contract without hearing the band live or at least a demo tape first. Therefore, The XXXXXX Entertainment Group wonders why nightclub operators who depend on their staff to entertain the patrons and make them feel welcome, usually depend solely upon an interview.
Staffing will begin by advertising in local, state and out of state newspapers. However, it will be taken one step farther. The applicants will be videotaped for future reference by The XXXXXXX management and the management will review and discuss all interviewed applicants for qualifications, references and displayed personality. The total group of applicants will be narrowed down to those that display the desired qualities during their interview. These applicants will be called back for an audition. These auditions will be conducted in-groups of 10 to 20 in a hotel meeting room. During the audition, applicants will be asked to answer questions, create characters, act out skits, do impressions and generally display their imagination both individually and in-groups. Once all of the auditions have been conducted, the management staff will make the final decisions on the applicants that will have the privilege of joining the opening team. This is a very unique concept that is only being used very rarely in the industry, yet for those who have adopted this process, it has proven extremely successful.
Training
Once the opening staff has been identified, training will begin. Training classes will start approximately five to ten days prior to opening. The first class will be for the entire staff and will primarily pertain to orientation. At this class, Employee Manuals and Department Manuals will be issued. Senior Management will always attend and conduct these meetings. The Employee Manual will be discussed in detail, making sure that all employees know and understand what is expected of them as well as what they can expect from the company. It is at this meeting where the motivation begins. The motivation actually begins at the auditions where the applicants realize they have a chance to be involved with something very special. However, at this orientation meeting the staff begins to see how special their new company really is.
Beginning with the company and management history it is learned that this is a serious endeavor not a one-shot situation. This is a professional operation and will be conducted as such. It is stressed that we are all professionals, even though our job includes being silly and entertaining, we are still professionals and will conduct ourselves as professionals. The new employees are assured that the company will stand behind them as long as they demonstrate that they are worthy of the privilege.
After orientation, there will be several classes conducted by department. The Unit Managers will conduct these classes. At these classes the staff will learn precisely what the duties of their positions are. The XXXXXX Entertainment Group believes that cross training will enhance advancement; therefore much of this will start from the beginning.
Personnel and Training continued:
All employees will be trained in pricing and specials with no exceptions for non-servers. It is our belief that a well-informed employee is a walking advertisement for the club. Testing will be conducted approximately three days prior to opening and any employee that needs more training will get it.
Beginning at the end of the orientation class as well as the end of each department class, dynamics training will begin. It is during these classes that the staff will learn their dance routines, skits and even choreograph their own personal dynamics. There will also be classes held strictly for dynamics. Since it is these performances that contribute a great deal to our success, it is critical that all staff members know their routines prior to opening.
One of The XXXXXX Entertainment Groups greatest assets is its management’s ability to motivate and train. Our staff is expert at getting the most out of any employee. There will be constant contests run to increase sales. Contests ranging from employees competing against each other to the entire staff competing against a previous staff record. It is through these types of incentives that ever increasing sales can and will be both achieved and maintained.
Advertising and Marketing
Probably the most effective advertising for The XXXXX Entertainment Complex begins the minute construction does. From that time forward, the opening management team will make it a point to be seen around town “flying their colors”. In other words, the management team will frequent the other clubs in the market wearing their logo emblazoned jackets and/or shirts. While doing this they will also be collecting valuable information as to what specials and promotions each club in the market is offering. With this information, management will be able to generate an exact “game plan” as to how to compete with anything else offered in the market.
It is very important at this time that the staff is very careful not to seem too pushy or offer jobs to employees while they are on duty in another establishment. It is important not to make enemies before opening, and the quickest way to do that is to hire employees while they are working, or pass out VIP cards or “Free Drink” cards in another establishment. This type of behavior will not be tolerated in our club and we will not tolerate our employees doing it in the other clubs. The mere presence of a “new” club logo will generate enough conversation to get the job done.
Another form of free advertising that will prove invaluable is the audition process which applicants will be put through. It is a known fact that the most effective way to spread the word about a new club in town is to get the hospitality industry employees talking about it. They are the people who talk nightly to the patrons that are the exact target market of our club. It is highly probable that none of the applicants have been through an audition process before; therefore it will be a new experience that they will want to talk about. The general talk that goes around is about a new club coming to town that does things differently than anyone else, cries of “you have to try this place,” come and see me at my new job,” should be heard throughout the xxxxxxxxx market. This type of advertising cannot be bought; people who are proud and excited about their new job and place of business do it. This type of excitement cannot be re-created in any type of commercial, advertisement or billboard. This is one of the strongest reasons behind the way in which we conduct our hiring and training.
Initial Advertising Blitz
Part of the creation of an absolute frenzy in the marketplace prior to opening is a well planned and executed advertising campaign. The very first opportunity to advertise to the public is usually overlooked by most operators, and that is signage. The main sign for the club should be up as soon as possible so patrons will begin to become accustomed to seeing it at the location. The rest of the campaign should be an advertising blitz designed to flood the radio airwaves and print mediums with the word that a new and innovative entertainment venue is coming. The budget for the ten days prior to opening will roughly equal that of two to three regular months advertising. With this amount of coverage, we will be able to completely blanket the schedule taking advantage of “freebies” due to the purchase.
We will also advertise on stations that might not be part of our regular schedule, but this will assist in getting the word out and could prove a valuable source if an unexpected station produces well. The XXXXXXX Entertainment Group and an out of market voice will produce the commercials that will be distributed to the local stations. This will give us individuality in a market that is already saturated with a few local radio personality voice-overs.
In addition to the advance radio blitz, there will also be a paper blizzard upon the market. The initial target of this campaign will be the entertainment or weekend section of the xxxxxxx Gazette. Additional ads will also be run in any entertainment weeklies that are published in the area. Finally, “The xxxxx Party Squad” will be chosen from the opening staff. This group will be responsible for distributing flyers at all surrounding apartment complexes, health clubs, aerobics studios, singles clubs, salons, tanning centers, record stores, restaurants, hotels etc. It should be evident that by the time for the Grand Opening, the market will definitely know that something big is coming.
The final phase of the initial advertising will be the invitations to both the VIP/Media Preview Party and the Grand Opening. The invitee list for the VIP/Media Party will be primarily media personnel, vendors and purveyors, local business owners that The XXXXXX Entertainment Group seeks a strategic alliance with, and all local club managers and/or owners. The mailing list for the Grand Opening will be compiled from employee’s customers, names gathered during the market survey, and a mailing list bought from a data firm for persons fitting the target market criteria for our venue.
Ongoing Advertising and Marketing
Once the club is open, the on-air advertising will drop in frequency to a “maintain” stage.
However, the flyer distribution will actually increase. Flyers will be passed out to all exiting patrons each and every night advertising an upcoming promotion or weekly specials. Trade outs will be arranged with local businesses for advertising in their establishments, and the VIP recruitment will begin in earnest.
Another very effective form of advertising is memorabilia. The XXXXXXX Entertainment Complex will have a fully stocked boutique of logo-emblazoned shirts, jackets, caps, koozies and other types of souvenirs. While this will become a profit center for the club, it is our belief that this is a very strong form of advertising and most establishments’ price their souvenirs out of reach for the patron. It is the belief of The XXXXX Entertainment Group that if the customer doesn’t buy it, they can’t wear it. So why not price them lower to get them distributed and visible? For the Grand Opening there will be special shirts commemorating this event that will be given away during the party, as well as several boutique items. One of the best selling items will be The XXXXX Party T-shirt. This is probably one of the most cost effective and highly visible single forms of advertising available.
To ensure a spot in this technology-crazed society, The XXXXXX Entertainment Complex will also host its own website. There will be pages dedicated to the staff, upcoming events, and concerts. Web-surfers will also be able to order memorabilia on-line and will also be encouraged to take advantage of coupons for no cover and other offers that they will be able to print directly to their printer. Also within the web pages will be pictures of patrons enjoying themselves at the club and at satellite events. As mentioned earlier, we live in a voyeuristic society and this will insure high traffic on the website. Finally, it is intended to offer a live video feed to the website so actual events can be broadcast to the web. This is also one of the most cost effective forms of advertising available today, yet very few operations take advantage of it and those that do, seem not to even crack the tip of the iceberg as to its potential.
As the last part of the campaign there will be a telemarketing staff established to continue with ongoing marketing. Names and phone numbers will be collected from the VIP list, initial invitation mailings and in-house surveys distributed during the opening weeks. The telemarketers will offer discounted Happy Hours for the person called and a group of their friends, Birthday Celebrations, Corporate Meetings, Holiday and Private Parties. This is a highly effective method to increase exposure of the club and to build Happy Hour and the rest of the week as well.
Expense and Profit Projections
In this section has been included an estimated annual P&L statement. It is the estimation of The XXXXX Entertainment Group that The XXXXXXX Entertainment Complex will average in excess of $1,267,500.00 annually in Beverage/Liquor sales. However the P&L is conservatively calculated at approximately $845,000.00 annually in Beverage/Liquor sales. This figure is derived from cautious estimates of attracting a total combined door count of 1625 patrons to the club each week. An assumption of $10.00 per person in beverage consumption is used. Where as a more realistic expenditure of $15.00 per person in beverage consumption should be used as an average. In addition to the annual Beverage/Liquor sales, it is estimated that The XXXXX Entertainment Complex will generate approximately $128,980.00 in Gaming Revenue, Cover Charge and Boutique sales. Making the total estimated annual gross of ~$979,967.00.
Pour Costs have been estimated at 20% for liquor, 28% for bottled beer and 33% for wine. (Cost of Goods divided by Retail Sale Price equals the Pour Cost). Staffing costs have been intentionally estimated higher than expected and it is the intention of The XXXXX Entertainment Group to use these estimates as a buffer in the initial startup figures.
The remaining costs are the estimated costs of operations. It is assumed that the calculated cost of $300.00 per week will be used for cash and/or prizes given away in the club.
It is shown that even with conservative sales estimates and high expense estimates that the club will return its initial investment in just a few years and produce a very high rate of return on the investment.
Projected Annual Income Statement: XXXXX Entertainment Complex
Beverage Sales
Beer $ 423,000
Liquor $ 296,050
Wine $ 121,824
Other $ 10,153
Total Beverage Sales $ 851,027
Miscellaneous Sales
Cover Charge $ 52,010
Boutique $ 4,000
Gaming $ 72,980
Total Miscellaneous Sales $ 128,990
Total Sales $ 980,017
Costs of Sales
Beer $ 118,440
Liquor $ 59,204
Wine $ 40,612
Other $ 2,537
Total Costs of Beverage Sales $ 220,793
Costs of Miscellaneous Sales
Boutique $ 3,200
Total Costs of Miscellaneous Sales $ 3,200
Total Costs of Sales $ 223,993
Gross Profit $ 756,024
Payroll & Related
Bartenders $ 73,912.80
Disc Jockeys (DJ) $ 14,996.80
Doormen/Security $ 26,780.00
Janitorial $ 12,000.00
Management $ 25,000.00
Music and Promotions Manager $ 20,000.00
Utilityman $ 5623.80
Waitresses $ 89,177.40
Total Cost of Payroll & Related $ 267,490.80
Annual General Expenses
Accounting $ 7,200.00
Advertising $ 60,000.00
Alarm Service $ 360.00
Dues & Subscriptions $ 300.00
Event Decorations $ 5,000.00
Equipment Leases $
Insurance $ 20,000.00
Legal Fees $ 5,000.00
Licenses
All Beverage $ 500.00
Business $ 55.00
Gaming $ 4,000.00
Lighting Supplies $ 3,600.00
Loan Payback $ 214,753.00 ($1.65mm)
Maintenance $ 6,000.00
Miscellaneous $ 5,000.00
Music Supplies $ 2,500.00
Office Supplies $ 2,000.00
Pest Control $ 1,000.00
Phone $ 1,200.00
Printing $ 1,000.00
Prizes & Giveaways $ 15,600.00
Real Estate Taxes $ 10,000.00 (estimated)
Supplies $ 24,000.00
Uniforms $ 3,500.00
Utilities
Gas $ 2,500.00
Water/Sewer $ 5,000.00
Electricity $ 12,000.00
Workman’s Comp $ 16,000.00
Total of Annual General Expenses $ 428,068.00
Estimated Use of Funds
Advertising (Pre-Opening Television, Radio and Print) $ 20,000.00
All Beverage License Fee $ 330,000.00
Beverage/Liquor Inventory $ 30,000.00
Boutique, Uniforms & Printing $ 5,000.00
Construction
Building Cost $ 850,000.00
Site Work Cost $ 200,000.00
Land $ 150,000.00
Costumes & Props $ 5,000.00
Decoration Package $ 20,000.00
General Equipment & Fixtures
Back bar equipment (blenders etc)
Glassware
Ice machines
Liquor dispensing equipment
Main refrigeration unit 10’ x 20’ x 8’
Napkins, swizzle sticks, matches etc.
Prep centers
Tables and chairs
Under bar refrigeration units $ 158,721.00
Grand Opening Equipment Rental $ 10,000.00
House Bank $ 20,000.00
Insurance Binder $ 12,739.00
Legal Fees and Retainers $ 3,000.00
Miscellaneous Expenses $ 10,000.00
Music Library $ 2,500.00
Office Supplies $ 5,000.00
Pre-Opening Payroll (30 days) $ 18,000.00
Signage (exterior) $ 10,000.00
Sound, Lighting & Video Systems $ 50,000.00
Telephone (Deposit & Pre-Opening) $ 400.00
Utilities (Deposit & Pre-Opening) $ 5,000.00
Total of Estimated Use of Funds $ 1,915,360.00
XXXXXX Entertainment Group Management Personnel
Manager: Mr. X (percent of ownership: 51)
Experience: Mr. X has many years of experience in the Beverage and Nightclub Industry as a Consultant, Manager, Bartender and as a Doorman. He has fifteen plus years of experience in upper and middle management. He has also held the positions of General Sales Manager and Marketing and Promotions Director for two xxxxxxx radio station management groups. He has been instrumental in the Start-Up of two local radio stations and a retail electronics store. He has been a Manager and Sales Manager in Retail Business. His architectural and drafting skills and construction knowledge will be beneficial to this project. He has the ability to talk the talk and to guide the construction of this project through to it completion. He is currently an Operations Supervisor for the XXXXXXXXXXXXXX. He is also a Consultant for a National Nightclub and Bar web site and a local Nightclub in XXXX.
Education: Mr. X graduated from XXXXX Senior High School in 1976. His curriculum centered on marketing, business, mathematics, architecture, drafting and technical drawing. He has participated in numerous Sales, Marketing and Business Development courses. He has attended Trade Shows and Seminars relating to the Beverage and Nightclub Industry to gather pertinent operations and management information.
Strengths: Mr. X is a visionary when it comes to the Beverage and Nightclub Industry. He is a Pro Member and a Consultant on a National Nightclub and Bar web site. His opinions and guidance on this industry is greatly appreciated by the others on this site and by the local businesses that he consults for from time to time. Over the past twenty plus years, he has compiled a massive collection of research and contacts in the Beverage and Nightclub Industry. In his travels through out the United States and abroad, he has polled many Restaurant, Nightclub and Beverage Industry employees and managers. Through these polls, he has gained an understanding of what makes or breaks most of these businesses. He has also developed a feel for what people want and what they are looking for when they venture out to be entertained. He is a great motivator and is able to get people to give 110%. His management and promotional experience in several different fields and for major corporations will create a diverse management style. His marketing knowledge and promotional experience will help insure the clubs success. His organizational skills will give credence to the company and give the employees a sense of astute attention to detail.
Areas Lacking Strength: Mr. X is re-establishing his purveyor contacts to align himself and his partner with today’s suppliers. He understands that one person or one talent cannot manage a business successfully, therefore he and his partner will rely heavily on each other’s strengths and talents and on the professional advice attained through The XXXXXX Entertainment Groups consultants, specialists and advisory board.
XXXXXX Entertainment Group Management Personnel continued:
Manager: Ms. X (percent of ownership: 49)
Experience: Ms. X has over ten years of experience in the Computer industry as an Administration Manager as well as a Marketing and Sales Associate. Ms. X was responsible for day to day operations, accounts receivable, inventory control of computer hardware/software as well as outside sales. Ms. X is very community oriented and is or has been involved in many for profit and non-profit organizations. She is currently serving a two-year elected position on the board of the XXXXXXX. She is the past President of the Midland Roundtable, a current member of the Downtown Exchange Club, an assistant with the XXXXX Special Olympics Committee and the United States Olympics Committee (USOC). Ms. X has been instrumental in bringing many athletic events to XXXXXX. From 1995 to February of 2001, Ms. X was a Sales Manager for the Sheraton XXXXX Hotel. She was also the Manager of the Sheratons Executive Travelers Club (ETC). (The ETC is a private club within the Sheraton that caters to the business clientele that stay at the hotel. The ETC serves a full compliment of beverages including beer, wine and mixed drinks). Her job duties while at the Sheraton Hotel also include, drafting quarterly action/business plans and establishing local and national promotional programs for the Sheratons Executive Travelers Club. She was responsible for many local and national sales accounts. Ms. X is currently employed at XXX as their National Marketing Director.
Education: Ms. X graduated from XXXXX High School in 1982. She attended XXXXX State University XXXXXXs (Eastern XXXXXX College) specializing in marketing and education.
Strengths: Ms. X has the unique ability to network with many people and organizations at one time. She is highly organized and efficient in her daily and long term tasks. She has been a pillar in our community for quite some years. You yourself have probably had some type of association with “Sissy” one time or another. Ms. X is a great motivator and leader. She is able to work with and manage all types of individuals and personalities. Her deft attention to the success of the club is only one of her many strengths. Her associations with the many of the “Movers and Shakers” in our community and others, will help promote the club and insure “word of mouth” advertising.
Areas Lacking Strength: Ms. X lacks the experience of the workings of a large nightclub like this one; she is aware of this and accepts the challenge that she is about to undertake.
Consultants and Other Specialists:
Accountant
Firm Name: AZ & Company
Accountant’s Name: Mr. Michael R. XXX
Other similar or successful companies handled by firm: Proprietary information.
Ways used by the company: Accounting, payroll and bookkeeping.
Attorney
Firm Name: XXXXXXXX PC
Lawyer’s Name: Mr. Duncan XXXX
Specialty Area: Corporate Law.
Other similar or successful companies represented by firm: Proprietary information.
Ways used by the company: Legal representation and corporate structuring.
Management/Marketing Consultants
Firm Name: Creative Promotions
Consultant’s Name: Mr. Patrick Henry
Specialty Area: Promotions and Image Consultants.
Qualifications: Owner Patrick Henry Promotions, Stafford Texas.
Ways used by the company: Consultant and Designer for up scale one-of- a-kind-promotions that build a positive and responsive image in the market.
Industry Specialist
Firm Name: BarMedia
Specialist’s Name: Mr. Robert Plotkin
Specialty Area: Preventing Profit Losses and Training Manuals.
Qualifications: Chief Contributing Editor of the American Mixologist, Author of Numerous Books on Bartending and Beverage Management.
Ways used by the company: Consultant for Management and Employees. Ways to improve our P&L statement.
Advisory Committee
Name: The XXXXX Staff
Specialty Area: Operations and First Hand Information.
Qualifications: They have worked in other clubs etc. and have the one-on-one contact with the customers in our club.
Ways used by the company: They can provide the management team with valuable information that only they have knowledge of. They can also gather pertinent information about the way we run our operation and that of our competitors while they are out and about on their time off.
Name: Mr. Mike XXXX
Specialty Area: Promotions and Advertising.
Qualifications: Owner of Barstar Promotions.
Ways used by the company: Idea exchange for promotions and advertising.
Advisory Committee continued:
Name: Mr. Al XXXXX
Specialty Area: Past nightclub owner.
Qualifications: Previous owner of two of the most successful nightclubs in XXXXX.
Ways used by the company: Operations and Management Consultant.
Name: Mr. Frank XXXXX
Specialty Area: Music, Sound and Lighting.
Qualifications: Owner, XXXXX Productions New York City, New York.
Ways used by the company: Consultant and supplier of new music, DJ’s, lighting and sound. He can also inform us of trends and promotions in the larger markets that we could use in XXXXX.
Name: Mr. Wyatt XXXXX
Specialty Area: Music Production and Supply.
Qualifications: Owner of the nations leading music supply company. Located in XXXXX.
Ways used by the company: Consultant and supplier of all types of music. Trends in the larger markets that we could use in XXXXX. This will help make us the music and trend leader in our market.
Name: Mr. Eli XXXX
Specialty Area: Lighting and Technical Engineer.
Qualifications: Consultant and Designer for Action Lighting, a supplier of theatrical lighting and lighting design.
Ways used by the company: Design, maintain and keep our lighting current with today’s trends and to keep us one step a head of our competition.
Advisory Committee continued:
Name: Mr. Dennis XXXXX
Specialty Area: Radio station General Manager and local marketing/trend consultant.
Qualifications: 27 years in XXXXX Radio and Television marketing and sales.
Ways used by the company: Consultant for music and trends for our demographic groups and local business climate. Current market standings for all media.
Name: Mr. Eric XXXXX
Specialty Area: Advertising and Design, Web Site Development, Corporate Identity, media management and marketing/research.
Qualifications: Owner of Advertising and Design.
Ways used by the company: Develop our web site and club identity. Consultant for media buys and market research.
Name: Ms. Stacy XXXXX Ph. D
Specialty Area: Business/Financial Consultant.
Qualifications: Past professor of business at a local University. She is currently a broker/financial consultant for the local investment firm of D.A. Davidson.
Ways used by the company: Consultant for management and staff with IRA’s, investment and financial planning. Her business background will complement our goals and help direct us on current and future business issues.
Name: Mr. Jim XXXXX
Specialty Area: Public Relations.
Qualifications: Director of Public Relations for the Deaconess Medical Center Foundation.
Ways used by the company: Mr. XXXXX will advise us on the public response to our promotions and advertising. He will also help conduct surveys in our market area.
Population of the (Your City) Trade Market Area* (TMA)
Trade Area 1990 1995 1997
Primary
Your State 173,771 189,569 191,101
Boarder State 57,265 61,732 57,265
Subtotal 231,036 251,301 248,366
Secondary
Your State 91,014 91,452 95,213
Boarder State 43,923 46,969 43,853
Subtotal 134,937 138,421 139,066
State Total 264,785 281,021 286,314
Boarder State Total 101,188 108,701 101,118
365,973 389,722 387,432
*The TMA is described as the total population within a city and it’s surrounding communities that do business in that city.
Support Document Number 3 & 7
Source: U.S. Bureau of Census 1990
Source: U.S. Bureau of Census 1997 & 1999 estimates
Information provided by the XXXXX Area Chamber of Commerce Business Development Council. March of 1998.
Population by Age and Sex
(Your County) County
1980 & 1990
1980 1990
Category Male Female Male Female
20-24 4,995 5,727 3,270 3,640
25-29 5,189 5,273 4,089 4,560
30-34 4,552 4,366 4,925 5,353
35-39 3,397 3,524 4,859 4,969
40-44 2,833 2,765 4,167 4,169
45-49 2,594 2,628 3,233 3,298
50-54 2,550 2,679
Subtotal 23,560 24,283 27,093 28,668
Total Male/Female 47,843 55,760
Support Document Number 4
Source: U.S. Department of Commerce, Bureau of Census 1980 &1990.
Information provided by the XXXXX Area Chamber of Commerce Business Development Council. March of 1998.
Competitive Market Analysis
Bob's Casino
Bob's Casino has been in business for approximately 5 years at XXXXX. Bob's is a Casino that caters to the 39 to 84-year-old age demographic Monday through Friday. On the weekends, they feature live music. Their average weekly door count is unavailable.
Strengths: Bob's is the only club in the Heights that has a live music format. This allows them to separate themselves from their competition in the Heights.
Weaknesses: Bob's has had a definite identity crisis since the day they opened. During the day, it’s a casino serving the 39 to 84-year-old age demographic. On the weekends, they have live music that targets the 21 to 35 –year-old age group or the 35 to 54-year-old age group depending on the music genre of the band. To confuse their clientele even further, the music venue changes from weekend to weekend. One weekend it’s country and the next it’s rock and roll. It’s hard to establish a faithful following when you continually confuse you patrons. It’s very difficult to keep all of the people happy all of the time.
Despertweirdo's
Despertweirdo's is a club that has been in business for approximately 8 years at XXXXX. They cater to a younger, 21 to 29-year-old age demographic. Their main music format and promotional venue is Country. They are probably the most visited club in the XXXXXX market. Their average weekly door count is 1800 to 2000 people.
Strengths: Despertweirdo's has a very large following in the younger (21-25) demographic. Their business and promotional strategy seems to be centered on the “sell more for less” ideology. This is how most of these types of bars get their business. They are located in the NP Industrial area of XXXXXX. This location is a destination type location. They have a variety of promotions that tend to gather large groups of people that normally are “watchers” rather than participants. Of these promotions, most tend to be demeaning to their female patrons.
Despertweirdo's:
Weaknesses: Despertweirdo's has had a number of run ins with the City of XXXX and the State of XXXXXX in reference to their business practices. This has created a vast amount of negative publicity in our market. It has also increased the amount of attention that the city and the state pay to their business. The “sell more for less” ideology is one that could be the demise of this business. By discounting ones products to the point of a very low profit margin, you as a business need to sell large quantities of your product to achieve an acceptable income. By doing this with alcohol, you encourage people to indulge in their consumption and this increases your liability. In all reality, the “sell more for less” ideology causes the patron to spend less money. By this, I mean that they will have achieved their personal state of “Euphoria” long before they have spent the amount of money that they have budgeted for that night.
JD’s Nightclub
JD’s has been in business in XXXXX for approximately 5 years. They are located at 1123 1st Avenue North. They cater to the 18 to 25-year-old age demographic. Their main music format and promotional venue is Hard Rock and Heavy Metal. Their average weekly door count is 1500 to 1800 people.
Strengths: JD’s has a very loyal following in the 18 to 20-year-old age demographic. The club has one night of the week that they allow people 18 to 20 years of age in to party with the over 21 crowd. The under 21 year old patrons are only allowed to consume non-alcoholic beverages. JD’s has also adopted the “sell more for less” ideology. Many clubs that cater to these age groups (18 to 25) have had to revert to this type of marketing in order to increase the door count at their clubs.
Weaknesses: JD’s location is probably one of their greatest weaknesses. The area in and around JD’s is considered one of the high-risk areas of XXXXX. The area is poorly maintained and it has substandard lighting in the parking lot and the surrounding parking areas. These types of things tend to keep most people away from their business in the nighttime hours. Their promotional agenda seems to favor their male patrons. The promotions are very demeaning to their female patrons. The concept of the “Under 21” promotion tends to promote underage alcohol consumption. JD’s has created a reputation of being the hangout for most of the cities underworld. They have constantly tried to find their niche in the XXXXXX market. They have changed their music format at least three times since they have opened.
Magoo’s
Magoo’s has been in business in XXXXX for approximately 13 years. For most of those years they were located in Downtown XXXXXX. They are currently located at XXXXX Avenue. They cater to the 21 to 25-year-old age demographic. Their music format and promotional venue is Rock, Techno, Dance and R&B. They have DJ generated music on Wednesday nights and live music on Friday and Saturday nights. Their average weekly door count is 1000-1400 people.
Strengths: Magoo’s has the reputation as one of the cities friendliest bars. They cater to the young adults and the college crowd. Their format of DJ music and live music helps separate them from the other clubs in XXXXXX. They also have a large patio area to handle the overflow during the peak summer hours. The layout of Magoo’s tends to allow those with different interest the ability to find an area that they feel comfortable within.
Weaknesses: Magoo’s is located in an older smaller building in need of repair. Their occupancy load is the smallest of all of the clubs in question. They lack creativity in the in-house promotion areas. They have adopted the attitude of “open the doors and let them drink”. They are relying on outside influences to create traffic into their club. Those outside influences would be the DJ and the bands that perform there.
ABC Club
The ABC club has been in business in XXXXXX for approximately ten years. There are located at 231 Main Street in the Heights. They cater to the 21 to 25-year-old age demographic. Their music format and promotional venue is DJ generated Rock, Techno, Dance and R&B. Their average weekly door count is 1600 to 1800 people.
Strengths: Up until approximately a year ago, The ABC Club was the only club in the heights that catered to the 21 to 25-year-old age demographic. This has helped them establish and hold their audience. They project a high-energy type dance club format. They will continue to be the number one club in the Heights because of their location and size.
Weakness: The main weakness is their location. People from other areas of XXXXXXX find it hard to justify the trip to the Heights just to patronize The ABC Club. The people that do venture to the Heights, from other locations in and around XXXXXXX, tend to spend a very short time there. They usually will go to The ABC Club as their first order of business and then return to the westend clubs prior to 10 p.m. The clubs DJ’s are older gentlemen. This makes it difficult for the younger audience to associate with them. There is a noticeable generation gap.
Competitive Market Analysis continued:
Wild West
The Wild West is the newest entry into the club scene in XXXXX and is located in the old XXXXX Lounge building at XXXXXX Avenue North. They cater to the 21 to 49-year-old age demographic. Their music format and promotional venue is Country. Their average weekly door count is estimated at 1400 to 1800 people.
Strengths: The Wild West is the “New Kid on the Block”. The interior of the old XXXXX Lounge has been completely transformed. It is open with high ceilings and lots of seating. The owners have hired the Manager and a few key employees from one of their competitors (Despertweirdos). The freshness and newness of the club will help it establish a loyal following. They are trying to project a high-energy country music format with a few in-house promotions thrown in for good measure.
Weaknesses: The Wild West is located in an area of XXXXXX that is similar to the area around JD’s. It is isolated from the other clubs in town and requires you to make this a planned destination. By hiring the Manager and a few of Despertweirdos key employees, the negative association with Despertweirdos that those employees have brought with them has been passed on to The Wild West. In fact, The Wild West has earned the nickname of “Despertweirdos East” because of these employees. The music and promotions format is very similar to that of their main competition, Despertweirdos. This takes away from the uniqueness that they could have had by creating their own format. The managers and staff have even told me that they are planning on going head to head with Despertweirdos. The in-house promotions are somewhat demeaning to their female patrons and are fairly basic and mundane. They have had the chance to become the premiere Country Nightclub in XXXXXX but seemed to have lost sight of their mission. They have chose to price their alcoholic beverages twenty-five cents higher then the others in their competitive group and this has caused some concern with their target group.
Competitors Average Weekly Door Counts
and Average Guest Expenditure.
Nightclub Door Count Average Guest Expenditure
Despertweirdos 1800 to 2000 $10.00 to $12.00
JD’s 1500 to 1800 $10.00 to $15.00
Magoo’s 1000 to 1400 $10.00 to $12.00
ABC Club 1600 to 1800 $10.00 to $15.00
Wild West 1400 to 1800 $12.00 to $18.00
Competitors Beverage Pricing
Liquor Beer Wine
Despertweirdos $2.25 $2.25 (10 oz.) $2.25
JD’s $2.25 $2.25 (10 oz.) $2.50
Magoo’s $2.25 $2.25 (10 oz.) $2.50
ABC Club $2.50 $2.75 (16 oz.) $2.50
Wild West $2.75 $2.75 (10 oz.) $2.75
XXXXXX Entertainment Complex Unit Sales Per Month Total
January February March April May June July August September October November December
Unit
Beer $2.50 $30,000.00 $29,200.00 $28,500.00 $29,900.00 $29,900.00 $40,000.00 $40,000.00 $45,500.00 $36,500.00 $49,000.00 $29,500.00 $35,000.00 $423,000.00
Liquor $2.50 $21,000.00 $20,440.00 $19,950.00 $20,930.00 $20,930.00 $28,000.00 $28,000.00 $31,850.00 $25,500.00 $34,300.00 $20,650.00 $24,500.00 $296,050.00
Wine $3.00 $8,640.00 $8,410.00 $8,208.00 $8,611.00 $8,611.00 $11,520.00 $11,520.00 $13,104.00 $10,512.00 $14,112.00 $8,496.00 $10,080.00 $121,824.00
Other $1.00 $720.00 $701.00 $684.00 $718.00 $718.00 $960.00 $960.00 $1,092.00 $876.00 $1,176.00 $708.00 $840.00 $10,153.00
Cover Charge $3,640.00 $3,500.00 $3,500.00 $3,640.00 $3,640.00 $4,900.00 $4,900.00 $5,600.00 $4,550.00 $6,300.00 $3,640.00 $4,200.00 $52,010.00
Boutique $300.00 $200.00 $200.00 $300.00 $300.00 $400.00 $400.00 $500.00 $200.00 $300.00 $300.00 $600.00 $4,000.00
Gaming Net $5,525.00 $3,315.00 $5,525.00 $4,972.50 $4,972.50 $5,801.25 $6,630.00 $8,287.50 $5,801.25 $6,630.00 $7,735.00 $7,735.00 $72,930.00
Monthly Total $69,825.00 $65,766.00 $66,567.00 $69,071.50 $69,071.50 $91,581.25 $92,410.00 $105,933.50 $83,939.25 $111,818.00 $71,029.00 $82,955.00 $979,967.00
Unit Costs Per Month Total
January February March April May June July August September October November December
Unit
Beer $0.70 $8,400.00 $8,176.00 $7,980.00 $8,372.00 $8,372.00 $11,200.00 $11,200.00 $12,740.00 $10,220.00 $13,720.00 $8,260.00 $9,800.00 $118,440.00
Liquor $0.50 $4,200.00 $4,088.00 $3,990.00 $4,183.00 $4,183.00 $5,600.00 $5,600.00 $6,370.00 $5,100.00 $6,860.00 $4,130.00 $4,900.00 $59,204.00
Wine $1.00 $2,880.00 $2,804.00 $2,736.00 $2,872.00 $2,872.00 $3,840.00 $3,840.00 $4,368.00 $3,504.00 $4,704.00 $2,832.00 $3,360.00 $40,612.00
Other $.25 $180.00 $175.00 $171.00 $179.00 $179.00 $240.00 $240.00 $273.00 $219.00 $294.00 $177.00 $210.00 $2,537.00
Cover Charge $-
Boutique $240.00 $160.00 $160.00 $240.00 $240.00 $320.00 $320.00 $400.00 $160.00 $240.00 $240.00 $480.00 $3,200.00
Gaming $- $- $- $- $- $- $- $- $- $- $- $- $-
Month Total $15,900.00 $15,403.00 $15,037.00 $15,846.00 $15,846.00 $21,200.00 $21,200.00 $24,151.00 $19,203.00 $25,818.00 $15,639.00 $18,750.00 $223,993.00
Profit Per Unit Per Month Total
January February March April May June July August September October November December
Unit
Beer $1.86 $21,600.00 $21,024.00 $20,520.00 $21,528.00 $21,528.00 $28,800.00 $28,800.00 $32,760.00 $26,280.00 $35,280.00 $21,240.00 $25,200.00 $304,560.00
Liquor $2.60 $16,800.00 $16,352.00 $15,960.00 $16,747.00 $16,747.00 $22,400.00 $22,400.00 $25,480.00 $20,400.00 $27,440.00 $16,520.00 $19,600.00 $236,846.00
Wine/Other $2.50 $5,760.00 $5,606.00 $5,472.00 $5,739.00 $5,739.00 $7,680.00 $7,680.00 $8,736.00 $7,008.00 $9,408.00 $5,664.00 $6,720.00 $81,212.00
Other $.75 $540.00 $526.00 $513.00 $539.00 $539.00 $720.00 $720.00 $819.00 $657.00 $882.00 $531.00 $630.00 $7,616.00
Cover Charge $3,640.00 $3,500.00 $3,500.00 $3,640.00 $3,640.00 $4,900.00 $4,900.00 $5,600.00 $4,550.00 $6,300.00 $3,640.00 $4,200.00 $52,010.00
Boutique $60.00 $40.00 $40.00 $60.00 $60.00 $80.00 $80.00 $100.00 $40.00 $60.00 $60.00 $120.00 $800.00
Gaming $5,525.00 $3,315.00 $5,525.00 $4,972.50 $4,972.50 $5,801.25 $6,630.00 $8,287.50 $5,801.25 $6,630.00 $7,735.00 $7,735.00 $72,930.00
Monthly Total $53,925.00 $50,363.00 $51,530.00 $53,225.50 $53,225.50 $70,381.25 $71,210.00 $81,782.50 $64,736.25 $86,000.00 $55,390.00 $64,205.00 $755,974.00
Monthly Attendance Total
January February March April May June July August September October November December
6,000 5,840 5,700 5,980 5,980 8,000 8,000 9,100 7,300 9,800 5,900 7,000 84,600
XXXXXXX Entertainment Complex Unit Sales/COGS/Attendance.xls
The Gaming Net, in the Unit Sales Per Month spread sheet, is figured by taking the Gross Gaming Sales, minus the Gaming Payout, minus 15% for taxes, the balance is then split 75% for the Club and 25% for the Vendor.
The dollar figures that are shown, in the Unit Sales Per Month spreed sheet, is our income from the gaming.
Powered by vBulletin™ Version 4.0.2 Copyright © 2012 vBulletin Solutions, Inc. All rights reserved.