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1

Present
Aj.Chaiyawat Thongintr
By
5331205058

Panshita Sribut

5331205054

Potcharapol Srisang

5231205143

Somprasong Panya

5231205129

Watcharakit Supatong

5131205195

Suthida Sutthidara

4931205016

Komkrit Punyanai

5331205031

Dhevapong Chulawangrit

5131205187

Siwapong Supradid

(Group Marvel Section 2)


School of Management Mae Fah Luang
University

Content
Page

Content

Chapter 1: Introduction

1.1 Back ground and significance of project

6-7

1.2 Project Objective(s)

1.3 Benefits of Project

1.4 Activities/Time Frame

Chapter 2: Industry Profile


2.1 Information
2.2 History

Chapter 3: Marketing Feasibility Study


3.1 Marketing Analysis
3.2 STP Analysis

3.3 Marketing mix strategy


3.4 conclusion

10
11
11-15
16
17-18
19

21-26
27

Chapter 4: Cost of Investment

28

4.1Cost of Investment

29

4.2 Pre Operating Cost

30

4.3Investment Cost

30

4.4Facility layout

32

4.5Depreciation
4.6Conclusion

33-35
36

Chapter 5: Operating Cost

37

5.1 Product Characteristic

38-60

5.2 Product Analysis

61-62

5.3 Location

63-64

Chapter 6: Organization and Administration


6.1Employee Salary
Chapter 7: Financial Analysis

65
66-68
68

7.1Financial

70

7.2Cash Flow

71

7.3Balance Sheet

Chapter 8: Risk Management


Chapter 9: Conclusion

71-75
76-84
86

Chapter 1: Introduction

1.1Background and Significance of the Project


Nowadays, Chiang Rai is a famous scenery town and there are many natural
tourist attractions that can be impressing to tourist. However, there is no
manmade tourist attraction, amusement park and water park, in Chiang Rai that
can be more impressing tourists to travel. Therefore, I foresee that it can
increase the diversity of tourism in Chiang Rai and make Chiang Rai as a
complete scenery town if there is an amusement park and water park here.
Moreover, in next 3 years Chiang Rai will become a gateway of AEC,
therefore, it can increase number of foreigners to travel and work here. When
they want to relax or have an exciting experience, we can response to their
requirement. If they are impressed, they will spread word of mouth to others.

1.1.1 Trend of tourism





2549
2550
1,043,161
1,135,659
289,357
300,776
1,332,518
1,436,435

2551
1,339,190
402,056
1,741,246

2552
1,430,375
249,873
1,680,248

()
2549
2550
7,012.43
7,462.35
2,361.77
2,356.60
9,374.20
9,818.95

2551
7,770.31
2,863.61
10,633.92

2552
6,603.43
2,801.21
9,404.64

2551 2552
*

www.tourism.go.th 02-2194010-17

Figure 1 show statisgic travellers in Chiang Rai


From: (http://www.chiangrai.net/dashboard19/)
6

Ministry of Tourism and Sports,Thailand


International Tourist Arrivals to Thailand

From: (http://61.19.236.137/tourism/th/home/tourism.php)
By Nationality
January - December 2012
2012
Nationality

Number

East Asia
ASEAN

12,502,194
6,253,480
Brunei
10,240
Cambodia
424,766
Indonesia
448,748
Laos
951,090
Malaysia
2,560,963
Myanmar
129,924
Philippines
288,889
Singapore
821,056
Vietnam
617,804
China
2,789,345
Hong Kong
472,699
Japan
1,371,253
Korea
1,169,131
Taiwan
394,475
Others
51,811
Europe
5,617,817
Austria
94,197
Belgium
94,549
Denmark
167,118
Finland
148,649
France
572,996
Germany
681,566
Ireland
59,894
Italy
199,089
Netherlands
207,499
Norway
147,819
Russia
1,317,387
Spain
113,270
Sweden
350,565
Switzerland
190,784
United Kingdom
870,164
East Europe
279,690
Others
122,581
The Americas
1,080,148
Argentina
17,789
Brazil
30,008
Canada
218,019
USA
767,420
Others
46,912
South Asia
1,289,641
Bangladesh
72,897
India
1,015,865
Nepal
26,258
Pakistan
71,997
Sri Lanka
73,338
Others
29,286
Oceania
1,046,753
Australia
930,599
New Zealand
113,509
Others
2,645
Middle East
604,659
Egypt
19,911
Israel
129,184
Kuwait
64,536
Saudi Arabia
17,098
U.A.E.
113,174
Others
260,756
Africa
161,853
S.Africa
75,496
Others
86,357
Grand Total
22,303,065
Source of Data : Immigration Bureau, Police Department.
Note : Primary Data
Tourist Arrivals excluded Overseas Thai

2011
%Share

Number
56.06
28.04
0.05
1.90
2.01
4.26
11.48
0.58
1.30
3.68
2.77
12.51
2.12
6.15
5.24
1.77
0.23
25.19
0.42
0.42
0.75
0.67
2.57
3.06
0.27
0.89
0.93
0.66
5.91
0.51
1.57
0.86
3.90
1.25
0.55
4.84
0.08
0.13
0.98
3.44
0.21
5.78
0.33
4.55
0.12
0.32
0.33
0.13
4.69
4.17
0.51
0.01
2.71
0.09
0.58
0.29
0.08
0.51
1.17
0.73
0.34
0.39
100.00

10,345,866
5,594,577
7,471
265,903
370,795
891,950
2,500,280
110,671
268,375
682,364
496,768
1,721,247
411,834
1,127,893
1,006,283
447,610
36,422
5,101,406
89,242
82,610
164,096
157,046
515,572
619,133
58,945
185,869
198,891
136,931
1,054,187
95,383
373,856
170,044
844,972
240,886
113,743
952,519
12,970
24,560
194,356
681,748
38,885
1,158,092
65,150
914,971
25,382
73,727
53,636
25,226
933,534
829,855
101,092
2,587
601,146
16,703
125,093
55,788
12,521
108,608
282,433
137,907
68,496
69,411
19,230,470

%
2012/2011

%Share
53.80
29.09
0.04
1.38
1.93
4.64
13.00
0.58
1.40
3.55
2.58
8.95
2.14
5.87
5.23
2.33
0.19
26.53
0.46
0.43
0.85
0.82
2.68
3.22
0.31
0.97
1.03
0.71
5.48
0.50
1.94
0.88
4.39
1.25
0.59
4.95
0.07
0.13
1.01
3.55
0.20
6.02
0.34
4.76
0.13
0.38
0.28
0.13
4.85
4.32
0.53
0.01
3.13
0.09
0.65
0.29
0.07
0.56
1.47
0.72
0.36
0.36
100.00

20.84
11.78
37.06
59.74
21.02
6.63
2.43
17.40
7.64
20.33
24.36
62.05
14.78
21.58
16.18
-11.87
42.25
10.12
5.55
14.45
1.84
-5.35
11.14
10.08
1.61
7.11
4.33
7.95
24.97
18.75
-6.23
12.20
2.98
16.11
7.77
13.40
37.15
22.18
12.18
12.57
20.64
11.36
11.89
11.03
3.45
-2.35
36.73
16.09
12.13
12.14
12.28
2.24
0.58
19.21
3.27
15.68
36.55
4.20
-7.68
17.36
10.22
24.41
15.98

Updated :04/01/2013 / 10.00 AM


: 11 2556

1.2 Project objectives.


- To study and learn the management of the amusement and water park.
- To expand the market of the amusement and water park.
- To analyze the feasibility of capital budgeting and evolution of the amusement
and water park.
- To invite the tourist to travel the amusement and water park.
1.3 Benefit of this project.
- Understand about the situation of the amusement and water park.
- To study about operation process of the amusement and water park.
- To identify the possible market of the amusement and water park.
- To study the risk of this business.
1. 4 Time Frame of Study.
Activities

Nov.
Dec.
Jan.
Feb.
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

1. Topic Submission.
2. Introduction Submission
- Introduction to the project feasibility
study
3. Study the business profile
- amusement and water park
4. Analyze the market feasibility
-Market analysis
5. Study technical Feasibility
- amusement and water park
-Process of management
6. Analyze the financial of our business
-Financial Statement Generating
-Financial Statement analysis
7. Study and management the risk of our
business
-Risk analysis and other Analysis
8. Project Advertising
9. Writing and analyze the report
10. Presentation
8

11. Conclusion the feasibility of


business

Chapter 2
Information industry

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Information
Amusement parks and theme parks are terms for a group
of entertainment attractions, rides, and other events in a location for the
enjoyment of large numbers of people. An amusement park is more elaborate
than a simple city park or playground, usually providing attractions meant to
cater specifically to certain age groups, as well as some that are aimed towards
all ages. Theme parks, a specific type of amusement park, are usually much
more intricately themed to a certain subject or group of subjects than normal
amusement parks.
A water park or waterpark is an amusement park that features water play areas,
such as water slides, splash pads, spraygrounds (water playgrounds), lazy rivers,
or other recreational bathing, swimming, and barefooting environments. Water
parks in more current states of development may also be equipped with some
type of artificial surfing or bodyboarding environment such as a wave pool or
FlowRider.

Source: (Adams, Judith A. (1991). The American Amusement Park Industry: A


History of Technology and Thrills. Boston: Twayne Publishers. ISBN 0-80579821-8.)
http://en.wikipedia.org/wiki/Water_park

History
Amusement Park History
Pleasure Gardens
Amusement parks all started with pleasure gardens. These were located in
Medieval Europe and had live entertainment, fireworks, dancing, games and
some rides. They were popular until the 1700s when political situations caused
a lot of them to close down. Bakken, a pleasure garden north of Copenhagen, is
still standing. It opened in 1583 and with the world's oldenst operating
amusement park.
Taking Hold in the U.S.
In the late 1800s amusement parks started taking hold in the United States. Most
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amusement parks were built at the end of a trolley line. They usually had picinic
areas, dance halls, restaurants, games and a few rides. They were immediately
successful!
The Beginning of the Future
In 1893, amusement parks started to become extremely popular. The World's
Columbian Exposition in Chicago introduced the ferris wheel and the midway.
The midway had a wide variety of rides and concessions and largely influenced
amusement park design.
In 1894, Paul Boynton opened the world's first modern amusement park, Paul
Boynton's Water Chutes. It charged admission and used rides to draw people to
it. In 1895, he also opend a park at Coney Island. Coney Island was central to
the amusment park industry. Once it had three big amusement parks, plus
smaller attractions.
Over the years, trolley parks expanded, new amusement parks opened and new
rides were created. Over 1,500 amusement parks were opened by 1919 in the
United States.
Amusement Park Decline
During the Great Depression, amusement park attendance went down greatly.
In, 1935, there were only about 400 amusement parks and World War II didn't
help matters. Many parks closed during the war and others had to stop adding
new rides in order to stay open.
After World War II
After World War II, amusement parks had a sudden popularity boom. New
parks opened as more and more people came. Kiddieland was developed for
younger kids. It did not last long, however.
Disneyland and Theme Parks
In the 1950s people started to lose interest as the parks grew older. It was during
this time that Disneyland was created. It opened in 1955. Many people doubted
it would last long. However, Disneyland was an immediate success. Instead of
having a midway, it had themed places.
Many people tried, unsuccessfully, to copy Disneyland. In 1961, one company
finally succeeded: Six Flags over Texas. However, there are as more people
grew interested in theme parks, traditional amusement parks started to shut
down. Some were able to stay open by copying ideas from theme parks.

12

Today
Theme parks are still enjoying success. New technology is creating types of
rides that were once unattainable.
Source: http://library.thinkquest.org/CR0210243/amusement%20park
%20history/amusementparkhistory.htm
Amusement parks In Thailand
Fortunately, Bangkok has plenty of amusement parks for when the kids
are getting restless. At one time, all the city's amusement parks were outdoor,
but with the boom in the retailing industry many more are now built indoors, as
an adjunct to department stores and shopping centers.
Anyone who prefers their fun in the outdoors should make for either Siam
Park in Minburi or Dream World, located off the Rangsit-Onkarak highway in
Pathum Thani province. Apart from being the largest open zoo in
Thailand, Safari World on Ram Indra Road, also provides numerous amusement
activities and special shows for family vacationers. But if you don't want to
suffer the heat of the day, try one of the many amusement parks located in
department stores.
Central Bangna's Leo Land, Seacon Square's Yoyo Land, and several
branches of The Mall department store are good choices. Most have indoor
swimming pools with slides, kids' games and other entertainments.
Outside of Bangkok, the places are few and far between. In Pattaya, Ripley's
World of Entertainment located on the third floor of the Royal Garden Plaza has
a number of educational and entertainment activities for the family. Pattaya
Park is another place.

Source:
http://www.thailand.com/travel/recreation/recreation_amusement.htm
Siam Water Park
Siam Water Park (Suan Siam) features an expansive man-made swimming pool
complete with artificial surf, beach, whirlpools, fountains, waterfalls and
towering water slides. The 'sea' is set amid landscaped gardens with additional
attractions such as children's playgrounds, aviaries, an open zoo and botanical
gardens.
13

Siam Water Park is located in the eastern suburb of Minburi. Bus Nos 26 and 27
from the Victory Monument pass the complex.
Opening hours are 10.00 am to 6.00 pm daily with an admission fee of 200 baht
for adults (more than 150 cm. tall and/or older than 15 years old), 100 baht for
children (100-150 cm. tall) and free of charge for babies (less than 100 cm. tall).
Source :
(http://www.thailand.com/travel/recreation/recreation_bangkok_suansiam.htm)
SWOT Analysis
Siam Park
Strength

Weakness

Many people know about Siam park


name.
There is various type of place in the
park.
Have a various prices for the
customer.

Decrease a capital cause low


standard.
Low development about service to
customer.
Low information for development.
High competition in Thailand andcut
prices from other business.
Destination management are not for
development a quality to long times or
sustainable.
Short time about problem ex.
contagious diseaseare breathe.

Opportunity

Threat

Thai tourism market is spread by


Asian
The tourists are increase every year
in Asia.
The tendency for open tourism
market can make increase the tourist.

High competitor
Increase high capital about tourism
marketing.
Quality of the tourists are decrease.
Thai politics is uncertainly.

Dream World
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Dream World is a new amusement park located beyond Don Muang Airport at
Km 7 Rangsit-Ong Kharak Road. It's quite close to the huge Future Park
Rangsit shopping center.
Dream World is a classical European-style fantasy-land, replete with miniature
versions of legendary sites and modern amusements and game machines. A
great place for all the family.
Dream World is open daily from 10.00 am to 5.00 pm on weekdays, 10.00 am
to 7.00 pm on weekends. The admission fee plus service charges is 250 baht.
For further information, call +66 2 533-1152, 533-1447, 533-1449
Source:
(http://www.thailand.com/travel/recreation/recreation_bangkok_dreamworld.ht
m)
Dreamworld
Strength
Dreamworld is located nearby capital
city and very famous because they have
opening for nineteen years.There are
various plaything for customer.

Weakness
Dreamworld no have new play things
for customer and lack of development
so, people who have ever come to this
place wont interested to have service
again.

Opportunity
Dreamworld is a theme park that the
nearest of the capital city and easiest
for transportation.

Threat
Dreamworld will get profit it depends
on season. There are two duration are
end semester and between semester
because their target market are family
and teenager.

15

Chapter 3
Market Feasibility
study

3.1 Market analysis


3.1.1 General Environment Analysis
16

There are PEST that are affected to running our business

Figure: 3.1.1 PEST picture


Source:

www.learnmarketing.net

Political
Nowadays, Thailand has a political situation that affected directly with my
business cause the situation in Thailand now make everyone needs to relax and
have fun in the midst of political tension. And our business will make anyone
forget the bad political issues of today moreover get the best nice memories.
Economy
In term of economic in the Thailand is slow down It is an effect chain of
political situation but Chiang Rai still be nice destination attraction for travel.
Social & Technology
Now social and technology come together such as Facebook or Website; it is a
large online social network that many people use to help their business When
we talk about technology in this period, it is important factors that appear in all
of the process of business since before we desire to do the business until
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promote the business For example; before we desire to do the business, we


search many information on the internet webpage and then its the best way to
make everybody know about our business.
Environment
Environment is the part of customer decision to come in theme park When they
see a good environment good air and nice decoration, they should come to the
our theme park The good environment management system surrounding the
theme park is the center of relax and fun The theme park must be clean and
sunny bright with the best place.
Competition Analysis (3C analysis)
Competitor
Nowadays, people need to relax when they have holiday or weekend and
if they go to Bangkok, there must go so far to go to amusement and Water Park.
So, we will build this one in chiang rai for response people in northern of
Thailand.
In Chiang Rai, we have only indirect competitor because Chiang Rai have
not amusement and water park but Bun Rod Farm is indirect competitor because
they focus on same our target market.
Customer analysis
Who is customer: Define the potential customers. We focus on family and
teenager, Laos, Myanmar when AEC is opening.
What does customer want: We know customer behavior that they pay
attention about relax, date, funny, etc. family will get attachment and people can
join and meet new friend.
Why does customer have to buy our product: We have many theme park. So,
player will fun with our park. We have security and engineering for prepare in
every time. We check and repair in every time.

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When does customer purchase: Customer can buy ever season because we
have theme park for prepare in every season, so people will come and fun in
every time.
Company analysis
Nowadays, social has many conflicts and serious so if they come to
company they can get happiness and family can use the time for relax with
family and enjoy it. They will forget problem and have energy to work. And
teenager may be meet new friend or get some feel in this place. We have many
choices for people need. We prepare staff for take care in every point if
customers need to help.

3.2 STP analysis


3.2.1 Market segmentation
Market segmentation of our company is age 8 15 years and 36 50
years because this segmentation we focus on family and teenager.

19

3.2.2 Target Market


We decide to choose 2 groups ; 8- 15 and 36 50 year, foreign and Thai
tourist, teenager group who come to visited Chiang rai. Amusement and Water
Park cater to people who want to have an exciting experience and spent their
time in vacation. Amusement and Water Park also offer convenient place and
relaxation atmosphere to customer.
3.2.3 Position Analysis
20

Position of Marvel focus on the

first thing is safety of equipment

Premium price because we have always to check and repair our


equipment so customer will safety if they come to Marvel Park

Variety of equipment

Activities of family
Low Price

Low Quality

High Quality
Marvel Park
Dream World

High Price

3.3 Marketing Mix Strategy


Our business use 4Ps from marketing strategy
(http://www.nanosoft.co.th/maktip01.htm) with 4 components product, place,
price and promotion. Marvel Park provides event and activities for tourist will
get new experience and happy with our company.
21

3.3.1 Product
Our product is service. We provide happiness and family time. They will
get impression and high safety from Marvel park.

3.3.2 Place
Marvel Park, There are near the main road and easy to transportation.
This way is passing to Mae Sai and Chiang san. So, there are gate to AEC.
3.3.3 Price
Setting a price per head covers the cost and not charges dramatization.
The price is suit for product and service. We will set higher price because our
business want to make the customer know that our product and service have
high safety. The prices have 4 types; our adults price is 399 for entrancing and
playing, 149 for the entrancing only (do not play), kids price is 259 for
entrancing and playing, and 99 for the entrancing only (do not play)

3.3.4 Promotion
Our business is new so we have to promote by advertise such as Internet,
TV, newspaper, or radio. There will make people to know and interesting with
Marvel Park.
We have promotion about family and couple. If they come with family 3 people
1,100 bath, 4 people 1,500 bath and 5 people 1,500 bath and couple 899 bath
can play everything.
22

Sale (thousand
Baht)
description
1
Adult
100
Units
80
Total
180

2
120
90
210

3
120
100
200

4
150
100
200

5
150
100
200

6
7
8
9
10
11
12 total
150 160 170 180 180 200 220 1900
120 150 150 170 170 180 180 1590
220 250 250 270 270 380 400 3030

description
1
Adult
220
Units
200
Total
420

2
240
200
440

3
180
180
360

4
150
170
320

5
150
140
290

6
7
8
9
10
11
12 total
120 120 140 170 180 220 240 2130
100 100 120 150 160 200 220 1940
220 220 260 320 340 420 460 4070

description
1
Adult
250
Units
210
Total
460

2
250
210
460

3
200
200
400

4
160
170
330

5
160
150
310

6
7
8
9
10
11
12 total
150 150 150 180 180 220 250 2300
140 140 140 170 170 200 230 2130
290 290 290 350 350 420 480 4430

23

Sale forecast chart

In sales forecast, it increase in the sale volume on winter season because in this
season is the travel season more people want to come to Northern for touch
good atmosphere. By we use sales increase winter season 0.045, raining season
0.01 and summer 0.03. From the situation,
(http://www.bangkokbiznews.com/2010/11/05/news_31874971.php?
news_id=31874971)

24

The number of visitor in Chiang Rai, 2007

25

26

3.5 Conclusion
From the cost information; we want to a biggest amusement and Water
Park in Thailand, so we have to put lot amount of money for invest in this
project. We need to buy an expensive thing like big equipment, large land, Plant
and Machinery, building, Office Equipment, and especially plaything that
divided into 2 types Adventure zone; such as Roller Coaster, Haunted House,
Super Splash, etc. and Classic zone; such as Carousel, Ferris wheel, etc. These
make our investment use more money for operate. Competition analysis (3C
Analysis), we focus on northern of Thailand people, Laos, Myanmar when AEC
is opening. We know about customers behaviors that they pay attention about
relax, date, funny, etc. and also we see the security and safety as important
thing.
STP analysis helps our easy to divide my customers. Segment analysis,
we divide our target group into 3 groups which are Family, Foreign and Thai
27

tourist, teenager group. Market segmentation, we focus on foreign and Thai


tourists who come visited in Chiang Rai. Position analysis, amusement and
water park position on variety of machine, entertainment attraction and rest area
of customer.
Our business use 4Ps from marketing strategy, in term of product we
provide fun and different the colors and special characteristics of each part.
Place, the location of our business is near the new bridge to Burma, Mae Sai
district, Chiang Rai, Thailand. So we can attract the customer from Thai and
foreigner tourists. Price, we setting a price is higher because our business wants
to make the customer know that our product and service have high quality.
We forecast our sale will be increase continuously and it will be stable
after because the customer will know our amusement and water park more. So
they will get new experience and we hope to make them impression.

Chapter 4
Cost of Investment
28

Chapter 4: Investment cost


4.1 Cost of Investment
Building
Our company has invest open the biggest amusement in Chiang Rai , we have
contact and engage with Zamperla company to installation amusement park and
White water company to installation water park then sor Chiang rai construction
to build office.

Investment

Year1

Year2

Year3

Year4

Year5

Building

190,000,000

190,000,000

190,000,000

190,000,000

190,000,00
0

Computer

136,800

136,800

136,800

136,800

136,800

Air
conditions

66,000

66,000

66,000

66,000

66,000

Cash entry
equipment

11,200

11,200

11,200

11,200

11,200

Projector

8,000

8,000

8,000

8,000

8,000

Water cooler

2,910

2,910

2,910

2,910

2,910
29

and hot
Printers

27,300

27,300

27,300

27,300

27,300

Telephones

1,596

1,596

1,596

1,596

1,596

Faxes

15,000

15,000

15,000

15,000

15,000

Televisions

7,800

7,800

7,800

7,800

7,800

Refrigerators 4,854

4,854

4,854

4,854

4,854

Vacuum
bottles
Microwaves

618

618

618

618

618

1,194

1,194

1,194

1,194

1,194

Total

190,283,272

190,283,272

190,283,272

190,283,272

190,283,27
2

30

4.2 Pre Operating Cost


Pre Operation cost

Total Prices

Building

950,000,000

Fee
Transfer 2%

19,000,000

Taxation 0.5 %

4,750,000

Business tax 3.3%

31,350,000

Mortgage of land 1%

9,500,000
1,014,600,000

Total

4.3 Investment Cost


No.
Details
1 Land
2 Building
Total
Tools
3 Lawnmowers
4 Receivers
5 Vacuum cleaners
6 Floor machines
7 Winn cooling
8 Water coolers

9
10
11
12
13
14
15
16
17
18
19
20

Machine
Water cooler and hot
Cash entry equipment
Printers
Telephones
Faxes
Televisions
Projector
Refrigerators
Vacuum bottles
Microwaves
Cutting paper machine
Air-conditions

Amount
150

Price
500,000.00
-

10.00
10.00
2.00
2.00
10.00
2.00

9,700.00
12,000.00
12,000.00
20,000.00
16,500.00
12,700.00
Total

471,400.00

4,850.00
28,000.00
10,500.00
570.00
15,000.00
13,000.00
40,000.00
8,090.00
1,030.00
1,990.00
1,850.00
22,000.00
Total

14,550.00
56,000.00
136,500.00
7,980.00
75,000.00
39,000.00
40,000.00
24,270.00
3,090.00
5,970.00
3,700.00
330,000.00
736,060.00

3.00
2.00
13.00
14.00
5.00
3.00
1.00
3.00
3.00
3.00
2.00
15.00

Unit
Field

Total
75,000,000.00
950,000,000.00
685,000,000.00
97,000.00
120,000.00
24,000.00
40,000.00
165,000.00
25,400.00

31

28
29
30
31
32
33
34

Furniture
Clothes lines
Counter
Counter for buy ticket
File cabinets
Sofas
Meeting Table Set [Big]
Meeting Tables Set
[Small]
Chairs
Office desks
Workstations
Bookshelf
Lockers
President desk
Disk Racks

35
36
37
38
39
40
41
42
43
44
45

Equipment
Whisk
Brooms
Mops
Toilet equipment
Cobweb broom
Shovel dust
Broom hard
Bins
Squeegee
Litter Bins
Computers

21
22
23
24
25
26
27

2.00
1.00
3.00
9.00
2.00
1.00
4.00

1,000.00
7,500.00
4,700.00
6,820.00
19,990.00
35,000.00
7,500.00

2,000.00
7,500.00
14,100.00
61,380.00
39,980.00
35,000.00
30,000.00

11.00
11.00
6.00
2.00
4.00
1.00
3.00

1,200.00
1,900.00
39,000.00
850.00
9,000
8,600.00
500.00
Total

13,200.00
20,900.00
234,000.00
1,700.00
36,000.00
8,600.00
1,500.00
505,860.00

60.00
36.00
5.00

8.00
35.00
440.00

30.00
35.00
24.00
22.00
240.00
10.00
38.00

5.00
8.00
35.00
4,400.00
5.00
220.00
18,000.00
Total

480.00
1,260.00
2,200.00
1,860.00
150.00
280.00
840.00
22,000.00
1,200.00
2,200.00
684,000.00
716,470.00

4.4 Facility Layout

32

33

4.5 Depreciation
Investm
ent

Jan

Building

3,958,
333

3,958,3
33

3,958,3
33

3,958,3
33

3,958,3
33

3,958,3
33

3,958,3
33

3,958,3
33

3,958,3
33

3,958,3
33

3,958,3
33

3,958,3
33

47,500,
000

404

404

404

404

404

404

404

404

404

404

404

404

4,850

500

500

500

500

500

500

500

500

500

500

500

500

6,000

100

100

100

100

100

100

100

100

100

100

100

100

1,200

167

167

167

167

167

167

167

167

167

167

167

167

2,000

688

688

688

688

688

688

688

688

688

688

688

688

8,250

106

106

106

106

106

106

106

106

106

106

106

106

1,270

61

61

61

61

61

61

61

61

61

61

61

61

732

233

233

233

233

233

233

233

233

233

233

233

233

2,800

569

569

569

569

569

569

569

569

569

569

569

569

6,825

Lawnmow
ers
Receivers
Vacuum
cleaners
Floor
machines
Winn
cooling
Water
coolers
Water
cooler and
hot
Cash entry
equipment
Printers
Telephone
s

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

total

33

33

33

33

33

33

33

33

33

33

33

33

396

Faxes

313

313

313

313

313

313

313

313

313

313

313

313

3,756

Television
s

163

163

163

163

163

163

163

163

163

163

163

163

1,956

Projector

167

167

167

167

167

167

167

167

167

167

167

167

Refrigerat
ors

101

101

101

101

101

101

101

101

101

101

101

101

2,004
1,2
12

13

13

13

13

13

13

13

13

13

13

13

13

156

25

25

25

25

25

25

25

25

25

25

25

25

300

15
1,3
75

15
1,37
5

15
1,37
5

15
1,37
5

15
1,37
5

15
1,37
5

15
1,37
5

15
1,37
5

15
1,37
5

15
1,37
5

15
1,37
5

15
1,37
5

180
16,
500

96

31

31

31

31

31

31

31

31

31

31

31

31

372

59
2
56
1
67

59

59

59

59

59

59

59

59

59

59

59

256

256

256

256

256

256

256

256

256

256

256

167

167

167

167

167

167

167

167

167

167

167

708
3,0
72
2,0
04

Vacuum
bottles
Microwav
es
Cutting
paper
machine
Airconditions
Clothes
lines
Counter
Counter
for buy
ticket
File
cabinets
Sofas

34

Meeting
Table Set
[Big]
Meeting
Tables Set
[Small]
Chairs
Office
desks
Workstati
ons
Bookshelf
Lockers
President
desk
Disk
Racks
Whisk
Brooms
Mops
Toilet
equipment
Cobweb
broom
Shovel
dust
Broom
hard
Bins
Squeegee
Litter Bins
Computer
s
total

1
46

146

146

146

146

146

146

146

146

146

146

146

1
25

125

125

125

125

125

125

125

125

125

125

125

55

55

55

55

55

55

55

55

55

55

55

55

87
9
75

87

87

87

87

87

87

87

87

87

87

87

975

975

975

975

975

975

975

975

975

975

975

1,7
52
1,5
00
6
60
1,0
44
11,
700

7
1
50

150

150

150

150

150

150

150

150

150

150

150

36

36

36

36

36

36

36

36

36

36

36

36

84
1,8
00
4
32

72

24

60
1
08

96

12

12

92

92

92

92

92

92

92

92

92

92

92

92

48
1,1
04

9
2,8
50
3,968,
460

9
2,85
0
3,968,4
60

9
2,85
0
3,968,4
60

9
2,85
0
3,968,4
60

9
2,85
0
3,968,4
60

9
2,85
0
3,968,4
60

9
2,85
0
3,968,4
60

9
2,85
0
3,968,4
60

9
2,85
0
3,968,4
60

9
2,85
0
3,968,4
60

9
2,85
0
3,968,4
60

9
2,85
0
3,968,4
60

35

60
1
08
34,
200
47,621,
515

Investment

Building
Lawnmowers
Receivers
Vacuum
cleaners
Floor machines
Winn cooling
Water coolers

Amount

950,000,000
97,000
120,000
24,000
40,000
165,000
25,400

Water cooler
and hot

14,550

Cash entry
equipment

56,000

Printers
Telephones
Faxes
Televisions
Projector
Refrigerators
Vacuum bottles
Microwaves

136,500
7,980
75,000
39,000
40,000
24,270
3,090
5,970

Cutting paper
machine

3,700

Air-conditions
Clothes lines
Counter

330,000
2,000
7,500

Counter for buy


ticket

14,100

File cabinets
Sofas

61,380
39,980

Meeting Table
Set [Big]

35,000

Meeting Tables
Set [Small]

30,000

Chairs
Office desks
Workstations
Bookshelf
Lockers
President desk
Disk Racks

13,200
20,900
234,000
1,700
36,000
8,600
1,500

Life use

For mount
20

240

For years
20

60

60

60

60

60

60

60

60

60

60

60

60

60

60

60

60

60

60

60

60

60

36

36

36

36

36

36

36

36

36

36

36

3
36

Whisk
Brooms
Mops
Toilet
equipment
Cobweb broom
Shovel dust
Broom hard
Bins
Squeegee
Litter Bins
Computers
Total

480
1,260
2,200
1,860
150
280
840
22,000
1,200
2,200
684,000

36

36

36

36

36

36

36

36

36

36

36

952,429,790

4.5.1 Investment Cost [Depreciation]


Investment
Building
Tools

Amount
Depreciation
Annual DEP.
Monthly DEP.
950,000,000
20 years
47,500,000
3,958,333.33
471,400.00
5 years
94,280.00
7,856.67
736,060.00
505,860.00
716,470.00

Machine
Furniture
Equipment
Total

952,429,790.00

5 years
20 years
3 years

147,212.00
25,293
238,823.32

12,267.67
2,107.75
19,901.94

48,005,608.3

4,000,467.36

4.6 Conclusion
From the all allow our information; we have to invest contact with 3 company
to build and installation our amusement park, water park and office by White
water company, Zamperla company and then sor Chiang rai construction. We
have to use 952,429,790.00 bath for run-business is going happen at Mae jan
,Chiang Rai.

37

Chapter 5
Production and
Operations Analysis

38

5.1 Product Characteristics


Our project locate on Mae Jan district, Chiang Rai near main street. The area about
150 acres, the amusement and Water Park is perfect and more security as well as the world
class because we have contact for service and collaborate with White Water company to
installation the water park and the Zamperla company to installation the amusement rides.

Figure1 5.1.1 Operation process

Source: (http://zamperla.com/en/zamperla-company)
(http://www.whitewaterwest.com)

39

5.1.1 Roller Coaster

Figure 2 5.1.1.1 Moto Coaster


Zamperlas new MOTOCOASTER, thrill-seekers of all ages are now able to
experience all the thrills of this legendary sport. Seated two abreast on their own motorbike,
racers are treated to an exhilarating launch from 0-40 MPH/ 65Km/h in less than 2 seconds.
Trains can each accommodate up to 12 riders in an innovative pedestal seating design
maximizing safety, comfort, and rider freedom. The trains take racer along a 1195 ft / 364m
long track, with a minimal footprint of 160 ft x 70 ft / 49m x 21m.
40

Figure 3 5.1.1.2 Pony express

The Pony Express comes with two trains, each accommodating up to 16 rides in an
innovative pedestal seating design that maximizes safety, comfort and ride freedom. Seated
two abreast on their own horses, 16 riders are treated to an exhilarating launch from 0-60
km/h in 2.5 second. The horses then race to the finish line along a 450 meter (1476 ft) track
reaching heights of 14.7mt (48 ft.) through a breathtaking series of exciting 65 degree banked
turns.

41

5.1.2 Thrill Rides

Figure 4 5.1.2.1 Air Race 8.4


Thrilling motion and spectacular visual effects are guaranteed to set pulses racing. The latest
addition to the Zamperla thrill ride product line was recently introduced in the shape of the
spectacular Air race 8.4 ride. Accommodating up to 32 riders at one time in six, four-seater
aeroplanes, the new thriller combines and 6 rpm central ride rotation motion with a motor
driven arm rotation that allow for the various movements experience by rider.

42

Figure 5 5.1.2.2 Giant Discovery


Giant Discovery 40, a new version of a popular spin and swing flat ride. Riders on
this ultimate thrill ride sit in outward-facing suspended seats that form a giant circle of 40
passengers; their legs dangle freely, and each seat has an individual shoulder restraint and
restraining belt. Giant Discovery 40 swings riders back and forth in a seemingly out-ofcontrol pendulum motion while rotating counterclockwise. At the peak of the pendulum
movement that reaches a maximum speed of 110 km/h (68mph), riders are upside down 44.8
meters/147 feet above the ground and experience an airtime that coveted feeling of
weightlessness that is popular for thrill-seekers on roller coasters.

43

Figure 6 5.1.2.3 Disk'O Coaster

The Disko coaster dynamic action offers passenger the incredible weightless
sensation and delivers unbelievable G-forces as in the traditional Disks. The 24 or 40 seats
vehicle runs on an approx. 92 m. long track reaching a maximum speed of 70Km/h and
drawing different trajectories at any time. From the top height of 15mt. the vehicle starts its
wild run along the track concave section at a variable speed of 30 to 70 Km/h. In less than a
second the vehicle reaches the top of the central hump at approx. 40 Km/h and give passenger
a strong negative acceleration for an incredible weightless sensation.

44

Figure 7 5.1.2.4 Super Spin


Thrill rides is the new SUPER SPIN Take to the sky. The super spin
accommodates up to 12 riders per cycle-each seated in one of the rides two floorless six seat
tubs, secured by an over-the-shoulder restraint system aimed at maximizing both comfort and
safty.

45

Figure 8 5.1.2.5 Backflash - SUSP. Windshear

Windshear rides on a slightly smaller scale, Backflash makes for an ideal investment
for parks and carnivals of all sizes. Backflash features a unique seating arrangement; with
riders secured in a single row, facing the midway, with their legs dangling freely! Up to 22,
36, 40 intrepid riders are raised over 12, 13 or 17.5 mt. in the air before being treated to a non
46

stop assault of diving loops, swooping flips, and hair raising drops while secured by
individual shoulder restraints and seat belts.

5.1.3 Family Rides

Figure 9 5.1.3.1 Magic Bikes


The MAGIC BIKE Above us only sky mini jet style ride is the latest in along line
of interactive family rides from Zamperla. This new family flat ride features six colorful,
hang glider themed vehicles for a total capacity of 12/16 per cycle. Each car places riders on
47

an elevated seat with bicycle pedals. Once the ride cycle begins, riders are in full control as
they swoop and fly their way through the sky. This unique interactive ride is sure to put
smiles on kids of all ages and keep the re-ridership number sky-high. As addition option, the
Magic Bike ride can be equipped with a silenced compressor unit for indoor applications, and
is available in both park and trailer mode.

Figure 10 5.1.3.2 Demolotion Derby


The Demolition Derby has entertained millions of riders at parks all around the
world. The triple spinning action provides the excitement. Two circular platforms that rotate
at a speed of 10 rpm move the six vehicles from one to the other along a figure-eight shaped
path. Each car can accommodate 2 adults and 2 children and allows riders to spin themselves
making for a wild ride. The Demolition Derby theme is only the beginning other
possibilities include (but are not limited to) ninfee, pottery bowls, beer steins, garbage cans,

48

barrels. High capacity and great excitement make this ride a must-have attraction for all
parks.

Figure 11 5.1.3.3 Tea Cup


Zamperlas Tea Cup is a must have ride chosen by all the major parks around
the world. The Tea Cup is composed of a turntable of 14.5 m in diameter inside of which
there are four smaller turntable, on which are positioned 3 cups, for total of 12, with a
maximum capacity of 60 people. The cup can be rotated manually by passengers by maen of

49

a central steering wheel. The central decoration in constituted by a large teapot. Many themes
are already available and many other are ready to perfect fit your park layout.

Figure 12 5.1.3.4 Family Swinger


The Family Swinger won IAAPAs beat new family ride in 1997. Up to 32 riders
can experience the family Swingers classic oscillating motions. Combining beautiful
fiberglass work with a whimsical light package, the family swinger features two rows of
swing- the outer row featuring full size adult swing, while the inner row has size down

50

swings
the
group. The
swinger is
in
both
trailer

ideal for
younger
family
available
park and
models.

Figure 13 5.1.3.5 Speed Way

51

This whip style ride is extremely exciting and appeals to the whole family. The
beautifully decorated two-seater race cars run over a flashy oval track with and exciting whip
action for extreme fun; lights and sign flash over the ride to complete its great visual effect.
The Speedway is available in both 6 and 8 car versions in both park and trailer models.

52

5.1.4 Kiddies Rides

Figure 14 5.1.4.1 Jump Around


The new Jump Around from Zamperla is a first-of-its-kind, fully interactive
family ride that is sure to be a hit amongst kids of all ages. The Jump Around combines
beautifully themed ride vehicles with a unique, patent pending interactive bouncing motion.
The Baja Buggy is the first of many themed vehicles that will be available for the Jump
Around. Up to four children or one adult and two children can be accommodated in each
vehicle for a theoretical hourly capacity of 600 riders per hour. Featuring lots of action with a
very small site requirement, the Jump Around is an ideal addition to the kiddieland of any
park or carnival.

53

Figure 15 5.1.4.2 Happy Swing


Developed as a simple swing ride that can be enjoyed by both children and their
parents, the Happy Swing is a new addition to the Zamperla product range. Although offering
a relatively basic action, like a large swing, the movement provides exciting acceleration and
air time at the top of each swing which are sure to be popular with children of all ages
(minimum passenger height of 90cm, 36 inches). The park model of the Happy Swing can
accommodate up to 12 riders in two rows of seats, including a maximum of four adults,
providing a theoretical hourly capacity of 360. The trailer-mounted model has a capacity of
up to six people, with a maximum of two adults.

54

Figure 16 5.1.4.3 Flying Tigers


The thrill of flying is now available for the younger set with the introduction of
Zamperlas Flying Tigers family ride. Featuring an over shaped course, the eight planes whip
around the far turns producing an exciting swinging motion. Accommodate four children or
one adult and two children.

55

Figure 17 5.1.4.4 Convoy

The park model version of our Convoy kiddie rides has two version of guide line
track: 40 m or 120 m, power pick-up and 5 or 6 themed vehicles. Total capacity is 20 (rear
seats can hold 1 adult and 1 child) or 24 (rear seats can hold 1 adult and 1 child). Each car
running individually is provided with one motor, power pick up to allow the contact with the
centre guide line track, safety belt, lights, trumpets and twin wheels.

56

Figure 18 5.1.4.5 Mini Bumper

One of the great, classic, interactive family rides of all time is now available on a
smaller scale with children in mind. The Mini Bumper Car is an ideal ride for any family
section- sure to be the favorite of children everywhere. The cars can be equipped with either a
trolley, or floor pick up system. By offering a sized down version of the larger bumper car
ride, no child will feel left out of the fun.

57

5.1.5 Water Park

Figure 20 5.1.5.1 WaterSlides Abyss


Figure 19 5.1.5 White Water Website
Details

Towering over 98 feet high, the award-winning AbyssTM takes up to 6 riders through
a thrilling series of twists and turns, and then plummets them into the core of the AbyssTM!
With increased wall height and a lengthened funnel, WhiteWaters designers have created the
largest drops and sustained oscillations, while eliminating the need for water brakes that kill
the thrill.
Riders share 4 to 5 near-vertical oscillations before exiting the flume in the final
plunge. With a capacity up to 1080 guests per hour, the AbyssTM maximizes throughput,
minimizes queues and delivers an experience that keeps guests coming back for more.
58

Product Features

Largest waterpark ride in the world

Higher walls and more oscillations provide greater entertainment value

6 person rafts significantly increase capacity

Strong visual and spectator appeal keeps guests coming back again and again

Available in 6 different models: AbyssTM 71, AbyssTM 55, Curl AbyssTM,


Open AbyssTM

Available in a variety of colour options and combinations

59

Figure 21 5.1.5.2 Surf Waves


Details
If youre looking for extreme surf, our hydraulic Surf Waves are the perfect waves for
you! With breath-taking heights, these lively waves provide thrilling entertainment for both
participants and spectators alike.

Product Features

Lowest energy consumption

Variable wave frequencies

Proven technology creates unlimited wave heights

60

Figure 22 5.1.5.3 Aqulplay Giant Rainfortress


Details
As the largest interactive play structure in the world, AquaPlay Giant RainFortressTM
truly is an all-in-one waterpark! This attraction combines an array of WhiteWaters awardwinning signature waterslides with over 300 additional AquaPlayTM elements, 360-degree
theming, AngleForm design, single water supply line, and premium coating system with
corrosion resistance. Its safe, durable, easy to maintain, and above all it's fun, it's cool and
everyone loves a AquaPlay Giant RainFortressTM!
Product Features

More than 7 stories high and half the length of a football field!

Over 320 interactive features, including 2 tipping buckets that dump 50,000
gallons of water every couple of minutes

Can be customized with up to 20 signature waterslides

61

Figure 23 5.1.5.4 FlowRider Double


Details
FlowRider is a self-contained attraction that generates a thin sheet of fast-moving
water that riders surf and emulate board sport maneuvers just like they are out on the open
water!
Product Features

Skill vs. Thrill: Skill-based technology, keeping riders challenged and


coming back for more thrills

Patented, tensioned, Composite Membrane Ride Surface absorbs impacts

Double the fun, capacity, horsepower and revenue generating as the Single!

62

5.2 Product analysis


5.2.1 Production cost
We chartered all equipment to installation in our theme park by Water White Company and
Zamperla Company.
No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21

Playthings

Unit
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1

Moto Coaster
Pony express
Air Race 8.4

Giant Discovery
Disk'O Coaster
Super Spin
Backflash - SUSP. Windshear
Magic Bikes
Demolotion Derby
Tea Cup
Family Swinger
Speed Way

Jump Around
Happy Swing
Flying Tigers
Convoy
Mini Bumper
WaterSlides Abyss

Surf Waves
Aqulplay Giant Rainfortress
FlowRider Double
Total

Chartered
930,000,000

Electricity cost for Medium-sized business

For the using of electricity for industrial business that is similar to an industrial enterprise
as well as related areas which demand an average of 15 minutes maximum from 30 kW but
less than 1,000kW. Average power consumption 3 months is up to 250,000 units per month.

The normal rate


No.

Details

1
2
3

Voltage of 69 kV up
Voltage 22-33 kV
Voltage of less than 22
kV

The demand of Energy.


(Baht/kW)
175.70
196.26
221.50

Energy Charge
(Baht/unit)
1.6660
1.7034
1.7314

63

Source: (http://www.eppo.go.th/power/pw-Rate-PEA.html)

Water supply cost divided by user size (Satang per Liter)

USER TYPES
Level of
water used
Cum./mont
h

Connection

Baht/cum.

Satang/lite
r

Low Level Rate 50


Baht

Official and Small


Business

Baht/cum.

Satang/liter

Low Level Rate 100


Baht

State Enterprise,
Industrial and large
Business

Baht/cum.

Satang/liter

Low Level Rate 200


Baht

0 10

10.20

1.020

11.45

1.145

12.50

1.250

11 20

10.95

1.095

14.20

1.420

15.50

1.550

21 30

13.20

1.320

15.45

1.545

18.50

1.850

31 50

15.20

1.520

16.45

1.645

21.50

2.150

51 80

16.45

1.645

16.85

1.685

23.50

2.350

81 100

16.95

1.695

16.95

1.695

23.75

2.375

101 300

17.05

1.705

24.00

2.400

301 1,000

17.15

1.715

24.25

2.425

1,001 2,000

17.25

1.725

24.00

2.400

2001 3,000

17.35

1.735

23.75

2.375

>3,000

17.45

1.745

23.50

2.350

Source: (http://www.pwa.co.th/service/tariff_rate.html)

64

5.3 Location

Figure 24 5.3.1 Location


Figure 26 5.3.3 Marvel Theme Park

65

Figure 25 5.3.2 Location

Our theme park is located on Mae Jan District, Chiang Rai. The area has about 150 acres near
Asia1 road. Asia 1 road can go to Mynmar and Loas so it will support the AEC in 2018.

66

Chapter 6
Organization
And Administration

ADMINISTRATION ANALYSIS

6.1 Employee Salary


No.

Position

Amount

Salary/Month

Total

Secretary

15,000

30,000

General Manager

30,000

90,000

HRM

25,000

140,000
67

Legal&Central service

20,000

180,000

Advertising manager

18,000

252,000

Marketing

18,000

270,000

Accounting Manager

20,000

310,000

Financial Manager

25,000

360,000

Sales

15,000

390,000

10

Public Relation

15,000

420,000

11

Planing stratagic

15,000

450,000

12

Guard

20

15,000

750,000

13

Actor/Actress

50

12,000

1,350,000

14

Food&Beverage

18,000

1,386,000

15

Game

18,000

1,422,000

68

6.6.2 Administration Cost

No
.

Descripti
on

Jan

Feb

Salary

1,422
,000

Water
exp.

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Total

1,422 1,422 1,422 1,422 1,422,


,000 ,000 ,000 ,000 000

1,422 1,42
,000 2,00
0

1,42
2,00
0

1,42
2,00
0

1,42
2,00
0

1,422
,000

17,064
,000

1,500
,000

1,400 1,400 1,500 1,500 1,500,


,000 ,000 ,000 ,000 000

1,500 1,50
,000 0,00
0

1,50
0,00
0

1,40
0,00
0

1,40
0,00
0

1,400
,000

17,500
,000

Electricci
ty exp.

3,500
,000

3,200 3,000 3,280 3,400 3,200,


,000 ,000 ,000 ,000 000

3,000 3,20
,000 0,00
0

3,33
0,00
0

3,60
0,00
0

3,50
0,00
0

3,500
,000

30,170
,000

Internet
and

5,500

5,500 5,500 5,500 5,500 5,500

5,500 5,50
0

5,50
0

5,50
0

5,50
0

5,500

66,000

Telephon
e exp.
5

Fire
insurance

50,00
0*

50,000

Training
exp.

98,00
0*

98,000

10

Social
security
insurance
expense

80,00
0*

80,000

Total

6
,427,
500

701,9 700,5 703,6 700,5 706,41 703,3 704,


45
49
59
82
9
90
499

703,
370

699,
482

702,
355

702,5
68

* 1,000/person(98employee)=98,000
69

8,428,
798

*5,500/mount by TOT promotion Refernce:www.tot.co.th/index.php?


option=com_k28view=item&id=610:smartbusiness&itemid=2528&lang=th
* 50,000/Year * 80,000/Year
*Electricity expense 3.73 baht per unit

*Water expense 15 baht per unit (1 unit equal to


1,000 litter)Reference:http://www.pea.co.th/rates/Rate2006.pdf

70

Chapter 7
Financial

71

7.1 Financial
7.1.1 Income statement
Dividens

12,756,521.09

Retained earning

29,765,215.87
Y1

Revenue

196,86,521.09

26,616,521.09

33,546,521.09

40,476,521.09

459,35,215.87
Y2

62,105,215.87
Y3

78,275,215.87
Y4

94,445,215.87
Y5

pro forma profit and loss

120,000,000.00

150,000,000.00

180,000,000.00

210,000,000.00

240,000,000.00

Salary

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

Depreciation

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

Expenses
Org.Cost

Mkt.Expenses
Broadcast

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

Radio

15,000.00

15,000.00

15,000.00

15,000.00

15,000.00

Booth

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

Siambroad

6,450.00

6,450.00

6,450.00

6,450.00

6,450.00

Publice Re.

24,000.00

24,000.00

24,000.00

24,000.00

24,000.00

Other

36,000.00

36,000.00

36,000.00

36,000.00

36,000.00

Total expenses

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

EBIT

55,223,035.00

85,223,035.00

115,223,035.00

145,223,035.00

175,223,035.00

Taxable income 23%

12,701,298.05

19,601,298.05

26,501,298.05

33,401,298.05

40,301,298.05

Net profit

42,521,736.95

65,621,736.95

88,721,736.95

111,821,736.95

134,921,736.95

0.532484462

0.562173904

Net profit/Sales

0.354347808

0.437478246

0.492898539

*Tax able 23% because we got revenue more than 4,000,000 bath need to pay
tax 23% (http://www.proaccforaccounting.com/index.php?
lay=show&ac=article&Id=539368489&Ntype=8)

72

7.2 CASH FLOW IN 5 YEARS


Cash flow in 5 years
Y1

Y2

Y3

Y4

Y5

120,000,000.00

150,000,000.00

180,000,000.00

200,000,000.00

220,000,000.00

-17,064,000.00

-17,064,000.00

-17,064,000.00

-17,064,000.00

-17,064,000.00

-47,621,515.00

-47,621,515.00

-47,621,515.00

-47,621,515.00

-47,621,515.00

-277,250.00

-277,250.00

-277,250.00

-277,250.00

-277,250.00

55,037,235.00

85,037,235.00

115,037,235.00

135,037,235.00

155,037,235.00

Operating Activities
Net income
Salary
Depreciation
Advertise
Net cash provided by ops.

-101172

Long-Term Investing Activies

-101172

-101172

-101172

-101172

Finacecing Activities
Net change in cash
109,973,298.00

cash at beginning of year


109,973,298.00

cash at ending of year

169,973,298.00

169,973,298.00

229,973,298.00

229,973,298.00

269,973,298.00

269,973,298.00

309,973,298.00

7.3 BALANCE SHEET IN 5 YEARS


Jan
Acc.receivable
Total Asset

7,525,000
7,525,000

Expenses
Total expense

-5,398,080.42
-5,398,080.42
1,063,043.4
2
2,480,434.6
6
9,379,602.3
4
7,525,000.0
0

Dividends
Retain
earning
Owners'Equity
ToTal L&E

Balance sheet in year 1


Feb
Mar
Asset
9,475,000
9,625,000
9,475,000
9,625,000
Liability&Equity
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
1,063,043.4
1,063,043.4
2
2
2,480,434.6
2,480,434.6
6
6
11,329,602.34
9,475,000.0
0

11,479,602.34
9,625,000.0
0

Apr

May

9,775,000
9,775,000

9,925,000
9,925,000

-5,398,080.42
-5,398,080.42
1,063,043.4
2
2,480,434.6
6

-5,398,080.42
-5,398,080.42
1,063,043.4
2
2,480,434.6
6

11,629,602.34
9,775,000.0
0

11,779,602.34
9,925,000.0
0

73

Balance sheet in year 1 cont.


Jun

Jul

Aug

Sep

Oct

Nov

Dec

Asset
10,075,000

10,225,000

10,375,000

10,525,000

10,675,000

10,825,000

10,975,000

10,075,000

10,225,000

10,375,000

10,525,000

10,675,000

10,825,000

10,975,000

Liability&Equity
-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

11,929,602.34

12,079,602.34

12,229,602.34

12,379,602.34

12,529,602.34

12,679,602.34

12,829,602.34

10,075,000.00

10,225,000.00

10,375,000.00

10,525,000.00

10,675,000.00

10,825,000.00

10,975,000.00

Acc.receivable
Total Asset
Expenses
Total expense
Dividends
Retain
earning
Owners'Equity
ToTal L&E

Balance sheet in year 2


Jan
Feb
Mar
Apr
May
Asset
10,025,000
11,975,000
12,125,000
12,275,000
12,425,000
10,025,000
11,975,000
12,125,000
12,275,000
12,425,000
Liability&Equity
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
1,063,043.4
1,063,043.4
1,063,043.4
1,063,043.4
1,063,043.4
2
2
2
2
2
2,480,434.6
2,480,434.6
2,480,434.6
2,480,434.6
2,480,434.6
6
6
6
6
6
11,879,602.34 13,829,602.34 13,979,602.34 14,129,602.34 14,279,602.34
10,025,000.00 11,975,000.00 12,125,000.00 12,275,000.00 12,425,000.00

Balance sheet in year 2 cont.


Jun

Jul

Aug

Sep

Oct

Nov

Dec

Asset
12,575,000

12,725,000

12,875,000

13,025,000

13,175,000

13,325,000

13,475,000

12,575,000

12,725,000

12,875,000

13,025,000

13,175,000

13,325,000

13,475,000

Liability&Equity
-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

14,429,602.34

14,579,602.34

14,729,602.34

14,879,602.34

15,029,602.34

15,179,602.34

15,329,602.34

12,575,000.00

12,725,000.00

12,875,000.00

13,025,000.00

13,175,000.00

13,325,000.00

13,475,000.00

74

Acc.receivable
Total Asset

12,525,000
12,525,000

Expenses
Total expense
Dividends
Retain
earning
Owners'Equity
ToTal L&E

-5,398,080.42
-5,398,080.42
1,063,043.42

Balance sheet in year 3


Feb
Mar
Asset
14,475,000
14,625,000
14,475,000
14,625,000
Liability&Equity
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
1,063,043.42
1,063,043.42

2,480,434.66
14,379,602.34
12,525,000.00

2,480,434.66
16,329,602.34
14,475,000.00

Jan

2,480,434.66
16,479,602.34
14,625,000.00

Apr

May

14,775,000
14,775,000

14,925,000
14,925,000

-5,398,080.42
-5,398,080.42
1,063,043.42

-5,398,080.42
-5,398,080.42
1,063,043.42

2,480,434.66
16,629,602.34
14,775,000.00

2,480,434.66
16,779,602.34
14,925,000.00

Balance sheet in year 3 cont.


Jun

Jul

Aug

Sep

Oct

Nov

Dec

Asset
15,075,000

15,225,000

15,375,000

15,525,000

15,675,000

15,825,000

15,975,000

15,075,000

15,225,000

15,375,000

15,525,000

15,675,000

15,825,000

15,975,000

Liability&Equity
-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

16,929,602.34
15,075,000.00

17,079,602.34
15,225,000.00

17,229,602.34
15,375,000.00

17,379,602.34
15,525,000.00

17,529,602.34
15,675,000.00

17,679,602.34
15,825,000.00

17,829,602.34
15,975,000.00

Acc.receivable
Total Asset
Expenses
Total expense
Dividends
Retain
earning
Owners'Equity
ToTal L&E

Balance sheet in year 4


Jan
Feb
Mar
Apr
May
Asset
15,025,000
16,975,000
17,125,000
17,275,000
17,425,000
15,025,000
16,975,000
17,125,000
17,275,000
17,425,000
Liability&Equity
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
1,063,043.4
1,063,043.4
1,063,043.4
1,063,043.4
1,063,043.4
2
2
2
2
2
2,480,434.6
2,480,434.6
2,480,434.6
2,480,434.6
2,480,434.6
6
6
6
6
6
16,879,602.34 18,829,602.34 18,979,602.34 19,129,602.34 19,279,602.34
15,025,000.00 16,975,000.00 17,125,000.00 17,275,000.00 17,425,000.00

75

Balance sheet in year 4 cont.


Jun

Jul

Aug

Sep

Oct

Nov

Dec

Asset
17,575,000

17,725,000

17,875,000

18,025,000

18,175,000

18,325,000

18,475,000

17,575,000

17,725,000

17,875,000

18,025,000

18,175,000

18,325,000

18,475,000

Liability&Equity
-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42
1,063,043.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

19,429,602.34

19,579,602.34

19,729,602.34

19,879,602.34

20,029,602.34

20,179,602.34

20,329,602.34

17,575,000.00

17,725,000.00

17,875,000.00

18,025,000.00

18,175,000.00

18,325,000.00

18,475,000.00

Balance sheet in year 5


Jan
Feb
Mar
Apr
May
Asset
17,525,000
19,475,000
19,625,000
19,775,000
19,925,000
17,525,000
19,475,000
19,625,000
19,775,000
19,925,000
Liability&Equity
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
-5,398,080.42
1,063,043.4
1,063,043.4
1,063,043.4
1,063,043.4
1,063,043.4
2
2
2
2
2
2,480,434.6
2,480,434.6
2,480,434.6
2,480,434.6
2,480,434.6
6
6
6
6
6
19,379,602.34 21,329,602.34 21,479,602.34 21,629,602.34 21,779,602.34
17,525,000.00 19,475,000.00 19,625,000.00 19,775,000.00 19,925,000.00

Acc.receivable
Total Asset
Expenses
Total expense
Dividends
Retain
earning
Owners'Equity
ToTal L&E

Balance sheet in year 5 cont.


Jun

Jul

Aug

Sep

Oct

Nov

Dec

Asset
20,075,000

20,225,000

20,375,000

20,525,000

20,675,000

20,825,000

20,975,000

20,075,000

20,225,000

20,375,000

20,525,000

20,675,000

20,825,000

20,975,000

Liability&Equity
-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

-5,398,080.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

1,063,043.42

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

21,929,602.34

22,079,602.34

22,229,602.34

22,379,602.34

22,529,602.34

22,679,602.34

22,829,602.34

20,075,000.00

20,225,000.00

20,375,000.00

20,525,000.00

20,675,000.00

20,825,000.00

20,975,000.00

76

77

Chapter 8
Risk Management

8.1 Risk Analysis

78

Risk analysis is the process of defining and analyzing the dangers to


individuals, businesses and government agencies posed by potential natural and
human-caused adverse events. In IT, a risk analysis report can be used to align
technology-related objectives with a company's business objectives. A risk
analysis report can be either quantitative or qualitative. In quantitative risk
analysis, an attempt is made to numerically determine the probabilities of
various adverse events and the likely extent of the losses if a particular event
takes place. Qualitative risk analysis, which is used more often, does not
involve numerical probabilities or predictions of loss. Instead, the qualitative
method involves defining the various threats, determining the extent of
vulnerabilities and devising countermeasures hould an attack occur. Risk is one
of the most overlooked areas in small businesses in spite of the fact that it is
clear to most small business owners that operating any business involves risk.
While taking a risk and winning is fun, prudent business owners take care to
minimize the risk, just as you would in any other type of risky venture you
undertake. A good risk management system is a continuous process of analysis
and communication. A search for risk management on the internet turns up a
very diverse set of links, none really addressing comprehensively the risks a
business should consider. Some topics that surface are insurance, environmental
issues, OSHA (Occupational Safety and Health Administration) standards,
financial safeguards, security services, backup systems and government
regulations - all of which are valid risk control systems, but are specialized
areas for consideration. Part of the difficulty is that each business will have
different types of risks, so it is difficult to generalize. Insurance covers the ones
that are most common. Specialized insurance for particular risks that are
inherent to your particular field of endeavor is also available for some
businesses. However, insurance is only part of the package you as a business
must consider. Contingency planning for other potential hazards is just as
important as insuring against losses.

Sloppily thought out risk management plans are almost as bad as none because
they can be time consuming with no long term benefit. One business backed up
its data from its computer on a date storage device and stored the device in a
nearby vault. The vault was closed and sealed when they left for the night.
When the toilet water main broke during working hours and water rushed into
the whole floor of the building, the vault filled with filthy water just like every
79

place else. The computer operator only had enough warning to flip off the
electricity. The computer was a loss and it took months to recover the data lost.
The company had a contingency plan for a corrupted database, they just were
not ready for a flood disaster. While there is always something that
unanticipated that can happen, planning for the worst case will help you through
many a bad moment. You prepare for marketplace risk through your business
plan. In the same way you need to prepare for the risks of illness, disability,
damages, losses, injuries, and even disasters. A good risk management system
not only has adequate insurance coverage to compensate you for losses which
might occur, but it also includes a plan to prevent losses, if possible, and to
manage unexpected events as they occur.
( http://www.smallbusinessnotes.com/business-finances/risk-managementstrategies.html )
In business, you can never allow yourself to get comfortable with the status quo,
because it is always changing. Surprises may be fatal to your business. Risk is
inevitable, avoiding risk impossible. Risk management is the key, always tilting
the venture in favor of reward and away from risk.
8.2 Identifying and Managing Risks
While all opportunities are associated with risk, the biggest risk is to miss
them. Risk results usually not from unpredictability but from ignorance. The
more you know about what you are doing, the less risk you run. If you can
define risks, you can limit them. Look back on any opportunities you missed
and use your past mistakes to learn how to recognize opportunities.
External
Political Factors
Political and legal factor can build both of opportunities and threats to
manage the business. The politics has any effect on the operations because of
when we think to launch, we need to learn about political and legal
that have certainty or not and make sure those company are established
according the legal. But the political in Thailand not have
certainty because of gathering in each day that send the affect to entrepreneurs.
The legal is also need to learn all of legal that relate directly about amusement
park business. Internal political problems also unclear and to be an important
factor that can make economy of Thailand have the risk of slowing down before
80

schedule estimated. Economic of Thailand indicate to slow down point to a


problem before the political crisis within the country. Begin from quarter 4 of
2005 by economic slowed down clearly in the part of the demand for private
sector in both investment and consumption. Although the government still
efforts to stimulate the economy will continue to matter.
Economic Factors
Economic growth
The Gross Domestic Product (GDP) in Thailand expanded 1.20 percent in
the third quarter of 2012 over the previous quarter. GDP Growth Rate in
Thailand is reported by the Office of the National Economic and Social
Development Board . Historically, from 1993 until 2012, Thailand GDP Growth
Rate averaged 1.0 Percent reaching an all time high of 11.3 Percent in March of
2012 and a record low of -10.8 Percent in December of 2011. The economy of
Thailand is an emerging economy which is heavily export-dependent, with
exports accounting for more than two thirds of gross domestic product (GDP).
Well-developed infrastructure, a free-enterprise economy, and generally proinvestment policies, made Thailand one of East Asia's best performers.
However, overall economic growth has fallen sharply in 2008 and 2009 as
global downturn and persistent political crisis stalled infrastructure megaprojects, eroded investor and consumer confidence. This page includes a chart
with historical data for Thailand GDP Growth Rate.
( http://www.tradingeconomics.com/thailand/gdp-growth

Technological Factors
With the amount of high competitive in this industry that is one of all
factors to occur new technology to support those competitive. Moreover most of
this business is related with technology more than other business.
Social Factors
The social problem can effect to the Fun Park. The dangerous of
bad person may effect to the area of our location. The customer may fear and do
not want to go. For example, Homeless children: a significant caution for Thai
social problem
( http://enews.mcot.net/view.php?id=13702 )
81

Environment Factors
The environment is destroying day by day. If we build this amusement
and water Park it may increase the using of natural resource and people may not
support our business. The global worming makes the weather hot. The example
statements are Global warming is when the earth heats up (the temperature
rises). It happens when greenhouse gases (carbon dioxide, water vapor, nitrous
oxide, and methane)trap heat and light from the sun in the earths atmosphere,
which increases the temperature
( http://library.thinkquest.org/CR0215471/global_warming.htm )
Internal risk
Operational risk
Nowadays many of technologies are fast developed and it
caneffect to our company because we set our vision to be the leader inamuseme
nt park of Chiang Rai so we have to update our equipment follow the
development in order to satisfy our customer. However; we have to spend a lot
of money to buy it and it will effect to the company profit.
Human resource risk
The staff is very important to the company because they are the person
who serve service to the customer and make the customer satisfy with our
service. So if they dont have enough knowledge to serve the high quality of
service to the customer it will make them complain our company. Because of
these we will train to all of our employees to have more skill to serve the
good service, safety and make the customer more convenience.
Marketing Risks
The risk is normally occur in every business, our fun park also face with
the risk by cannot escape. The normal question of risk in the marketing of our
company is "If the product can be made, can it be sold effectively?
( http://www.1000ventures.com/business_guide/startup_5risks_tc.html)

8.3 Financial risk

82

Increase sale 5%
pro forma profit and loss
Y1

Revenue
Expenses
Org.Cost
Salary
Depreciation
Mkt.Expenses
Broadcast
Radio
Booth
Siambroad
Publice Re.
Other
Total expenses
EBIT
Taxable income 23%
Net profit
Net profit/Sales
Dividens
Retained earning

Y2

Y3

Y4

Y5

126,000,000.00

157,500,000.00

189,000,000.00

220,500,000.00

252,000,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

15,000.00

15,000.00

15,000.00

15,000.00

15,000.00

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

6,450.00

6,450.00

6,450.00

6,450.00

6,450.00

24,000.00

24,000.00

24,000.00

24,000.00

24,000.00

36,000.00

36,000.00

36,000.00

36,000.00

36,000.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

61,223,035.00

92,723,035.00

124,223,035.00

155,723,035.00

187,223,035.00

14,081,298.05

21,326,298.05

28,571,298.05

35,816,298.05

43,061,298.05

47,141,736.95

71,396,736.95

95,651,736.95

119,906,736.95

144,161,736.95

0.374140769

0.453312616

0.506093846

0.543794725

0.572070385

14142521.09

21419021.09

28695521.09

35972021.09

43248521.09

32999215.87

49977715.87

66956215.87

83934715.87

100913215.9

Y4

Y5

Increase sale 10%


pro forma profit and loss
Y1

Revenue
Expenses
Org.Cost
Salary
Depreciation
Mkt.Expenses
Broadcast
Radio
Booth
Siambroad
Publice Re.
Other
Total expenses
EBIT
Taxable income 23%
Net profit
Net profit/Sales

Y2

Y3

132,000,000.00

165,000,000.00

198,000,000.00

231,000,000.00

264,000,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

15,000.00

15,000.00

15,000.00

15,000.00

15,000.00

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

6,450.00

6,450.00

6,450.00

6,450.00

6,450.00

24,000.00

24,000.00

24,000.00

24,000.00

24,000.00

36,000.00

36,000.00

36,000.00

36,000.00

36,000.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

67,223,035.00

100,223,035.00

133,223,035.00

166,223,035.00

199,223,035.00

15,461,298.05

23,051,298.05

30,641,298.05

38,231,298.05

45,821,298.05

51,761,736.95

77,171,736.95

102,581,736.95

127,991,736.95

153,401,736.95

0.392134371

0.467707497

0.518089581

0.554076783

0.581067185

83

Dividens
Retained earning

15528521.09

23151521.09

30774521.09

38397521.09

46020521.09

36233215.87

54020215.87

71807215.87

89594215.87

107381215.9

Y4

Y5

Increase sale 15%


pro forma profit and loss
Y1

Revenue
Expenses
Org.Cost
Salary
Depreciation

Y3

138,000,000.00

172,500,000.00

207,000,000.00

241,500,000.00

276,000,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

Mkt.Expenses
Broadcast
Radio
Booth
Siambroad
Publice Re.
Other
Total expenses
EBIT
Taxable income 23%
Net profit
Net profit/Sales
Dividens
Retained earning

Y2

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

15,000.00

15,000.00

15,000.00

15,000.00

15,000.00

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

6,450.00

6,450.00

6,450.00

6,450.00

6,450.00

24,000.00

24,000.00

24,000.00

24,000.00

24,000.00

36,000.00

36,000.00

36,000.00

36,000.00

36,000.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

73,223,035.00

107,723,035.00

142,223,035.00

176,723,035.00

211,223,035.00

16,841,298.05

24,776,298.05

32,711,298.05

40,646,298.05

48,581,298.05

56,381,736.95

82,946,736.95

109,511,736.95

136,076,736.95

162,641,736.95

0.408563311

0.480850649

0.529042207

0.563464749

0.589281656

16914521.09

24884021.09

32853521.09

40823021.09

48792521.09

39467215.87

58062715.87

76658215.87

95253715.87

113849215.9

Decrease sale 5%
pro forma profit and loss
Y1

Revenue
Expenses
Org.Cost
Salary
Depreciation
Mkt.Expenses
Broadcast
Radio
Booth
Siambroad
Publice Re.
Other
Total expenses

Y2

Y3

Y4

Y5

114,000,000.00

142,500,000.00

171,000,000.00

199,500,000.00

228,000,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

15,000.00

15,000.00

15,000.00

15,000.00

15,000.00

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

6,450.00

6,450.00

6,450.00

6,450.00

6,450.00

24,000.00

24,000.00

24,000.00

24,000.00

24,000.00

36,000.00

36,000.00

36,000.00

36,000.00

36,000.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

84

EBIT
Taxable income 23%
Net profit
Net profit/Sales
Dividens
Retained earning

49,223,035.00

77,723,035.00

106,223,035.00

134,723,035.00

163,223,035.00

11,321,298.05

17,876,298.05

24,431,298.05

30,986,298.05

37,541,298.05

37,901,736.95

59,846,736.95

81,791,736.95

103,736,736.95

125,681,736.95

0.332471377

0.419977101

0.478314251

0.519983644

0.551235688

11370521.09

17954021.09

24537521.09

31121021.09

37704521.09

26531215.87

41892715.87

57254215.87

72615715.87

87977215.87

Decrease sale 10%


pro forma profit and loss
Y1

Revenue
Expenses
Org.Cost
Salary
Depreciation
Mkt.Expenses
Broadcast
Radio
Booth
Siambroad
Publice Re.
Other
Total expenses
EBIT
Taxable income 23%
Net profit
Net profit/Sales
Dividens
Retained earning

Y2

Y3

Y4

Y5

108,000,000.00

132,000,000.00

162,000,000.00

189,000,000.00

216,000,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

15,000.00

15,000.00

15,000.00

15,000.00

15,000.00

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

6,450.00

6,450.00

6,450.00

6,450.00

6,450.00

24,000.00

24,000.00

24,000.00

24,000.00

24,000.00

36,000.00

36,000.00

36,000.00

36,000.00

36,000.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

43,223,035.00

67,223,035.00

97,223,035.00

124,223,035.00

151,223,035.00

9,941,298.05

15,461,298.05

22,361,298.05

28,571,298.05

34,781,298.05

33,281,736.95

51,761,736.95

74,861,736.95

95,651,736.95

116,441,736.95

0.308164231

0.392134371

0.462109487

0.506093846

0.539082116

9984521.085

15528521.09

22458521.09

28695521.09

34932521.09

23297215.87

36233215.87

52403215.87

66956215.87

81509215.87

Decrease sale 15%


pro forma profit and loss
Y1

Y2

Y3

Y4

Y5

85

Revenue
Expenses
Org.Cost
Salary
Depreciation
Mkt.Expenses
Broadcast
Radio
Booth
Siambroad
Publice Re.
Other
Total expenses
EBIT
Taxable income 23%
Net profit
Net profit/Sales
Dividens
Retained earning

102,000,000.00

127,500,000.00

153,000,000.00

178,500,000.00

204,000,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

17,064,000.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

47,621,515.00

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

15,000.00

15,000.00

15,000.00

15,000.00

15,000.00

5,000.00

5,000.00

5,000.00

5,000.00

5,000.00

6,450.00

6,450.00

6,450.00

6,450.00

6,450.00

24,000.00

24,000.00

24,000.00

24,000.00

24,000.00

36,000.00

36,000.00

36,000.00

36,000.00

36,000.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

64,776,965.00

37,223,035.00

62,723,035.00

88,223,035.00

113,723,035.00

139,223,035.00

8,561,298.05

14,426,298.05

20,291,298.05

26,156,298.05

32,021,298.05

28,661,736.95

48,296,736.95

67,931,736.95

87,566,736.95

107,201,736.95

0.280997421

0.378797937

0.443998281

0.490569955

0.525498711

8598521.085

14489021.09

20379521.09

26270021.09

32160521.09

20063215.87

33807715.87

47552215.87

61296715.87

75041215.87

86

Chapter 9
Conclusion

Conclusion

87

The reason in our background and significance is from real situation that
happening in Chieng Rai. We assure that our company will be worthwhile of
profit and will reach a goal because we have used reliable statistic information.
Our objective are study and learn about the management of the amusement and
water park.Our benefits are understand about process of managing business in
theme park and water park then amusement park is an entertainment attraction
for enjoyment large group of people. Theme parks is a specific type of
amusement park are usually much more intricately themed to a certain subject
or group of subjects than normal amusement parks.Water park is an amusement
park that features water play areas, such as water slides, splash pads,
spraygrounds (water playgrounds), lazy rivers, or other recreational.
In Thailand, there are few amusement and water park and located only in
Bangkok.In Northern of Thailand not have amusement and water park yet.
From the all allow our information; we have to invest contact with 3 company
to build and installation our amusement park, water park and office by White
water company, Zamperla company and then sor Chiang rai construction. We
have to use 952,429,790.00 bath for run-business is going happen at Mae jan
,Chiang Rai.We pay salary for workers and thinking by Thai workers on
standard wages and administrative cost and cost of utilities , telephone bill our
company pay by standard units in each month.
The business strategies developed to achieve those goals, the resources
deployed against these goals, and the quality of implementation. There sources
needed to carry out business strategies are both tangible and intangible, They
include communication channels, operating systems, delivery networks,
anmanagerial capabilities. The organizations internal characteristics must be
evaluated against the impact of economic, technological, competitive,
regulatory, and other environmental changes.

88