CARNIVAL OF JOY

C.O.J
THEME AMUSEMENT PARK

CARNIVAL
OF JOY

Submitted by
Anubhuti Gupta
Kanika Vashishta
Pankaj Sharma
Rimpy Elahabadi
Soumya Gupta
Surya Kant Jena

HR-2

ACKNOWLEDGEMENT
The fact that we have been able to prepare this project report
is due to help n support of many sources. We could not have
achieved anything without those sources.
First of all we would like to express our enormous gratitude to
our entrepreneurship professor Mr. Sumanta Sharma for
his continuous encouragement and guidance throughout the
project. His way of thinking and converting ideas into
something concrete helped us a lot. He was always there to
encourage us, whenever we were down and looking for some
support. He helped us to think in right direction and gave us
his precious time in spite of having very busy schedule. We
thank him for his timely guidance and the pains he took to
make us complete this project report.
We are also thankful to our parents who were a constant
source of inspiration to us.
Thankyou

CONTENTS
Executive Summary
Company Overview

4
5-6

Nature of business
Mission Statement
Company Goals and Objectives
Legal form of ownership

Industry Analysis
Market Place Analysis

7-8
9-10

Target Market/Customer Base

Characteristics of the target market:
- Demographic profile (age, income, sex, education)
- Business customer (industry, size, purchaser)
- Geographic parameters
Market segmentation
Customer buying habits
Swot analysis

Market Plan

11-12

Product/Service description

Pricing policy/objectives/methods

Promotion strategies

Sales forecast

Legal Environment

Suppliers

Staff requirement

Flow chart

Operational Plan

13-15

Key Management Personnel

18
Financial Plan

1619

Initial set-up cost

Break-even

Payback period

Risks and Contingencies

20-22

Appendices

23-34

3-yr P&L
3-yr Balance Sheet
3-yr Cash Flow
Other support docs

EXECUTIVE SUMMARY
Carnival of Joy (C.O.J), will establish a quality theme amusement park in Gurgaon, Haryana, to
present Indian culture to the Indians and the world The park is designed to create a quality
culture experience for families and customers of all ages. It will offer its customers an attractive,
economical and fun-filled facility for their entertainment and enjoyment.
The forerunner to the Carnival of Joy is the 4-D animated shows of mythological characters like
Hanuman, Ganesha, Krishna and Ramayana which brings more advanced technology of
animations and hi-tech rides into the business.
Our business model is based on the Synergy of retail and entertainment. As we will have
strategic alliances with different shopping malls and food providers, so that our customers can
shop from different outlets like Pantaloons, Westside,Lifestyle,Shoppers stop,PVR and satisfy
their hunger with the help of food court ,that will include Mc Donalds,Pizza Hut, Punjabi by
nature, Caf coffee day, and KFC
It will generate Tickets for rides and theatre = 60%
Shopping = 20%
Food outlets = 20%
The Carnival of Joy will be located on 70 acres with an additional five acres dedicated for
parking. The area will be completely fenced and have a single-entry admission for all as the
primary revenue source. Customers will not be allowed to bring their own food or drink into the
park but will have access to a variety of food and drink concessions at a fair price.
Whereas the other amusement parks just provide fun rides to children, we would provide the
rides as secondary to some theme stories on characters of mythology from our culture. It is not
only about children but also families who can spend their time in shopping and leisure.
The park will also encourage tourism as it depicts the countrys heritage culture to the world.
C.O.J has engaged leading experts to help plan and develop the park. Senior management has
been a member of the Indian Amusement
Park Association for 25 years and has attended all of their conventions to learn about the latest
product technology, water safety training, marketing and operational issues. In its first year, the

Company believes it will attract 1,025 daily weekday customers and 3,333 daily weekend
customers, with sales forecast (worst case) of 18 crores and best case (30 crores) by next year.

COMPANY OVERVIEW
Name & logo of the business

CARNIVAL
OF JOY
(COJ)

The C.O.J is a private company and will be opening a theme amusement park-Carnival of joy.
The amusement industry in India is growing at the rate of 25% and close to Rs 2500- Rs 3000
crore was invested in the Indian market last year. This figure is expected to double in the next
three years. There are over 150 theme parks across the country today and 6-7 parks are expected
in 2007.
The park will fulfill the family recreational and entertainment needs for a full day at a reasonable
price. Within the targeted 25 mile radius, the population numbers more than 2.9 million people.
In addition to the recreational and entertainment value of the park, C.O.J will
Also provide new jobs in as well as youth activities and programs for its residents. Furthermore,
management believes that there is a resurgence of the pro-active healthy theme amusement park
for customer.

Mission Statement
To provide customers a quality, family-oriented hi-tech amusement park while giving a
pleasant, safe, enjoyable entertainment facility that exemplifies pride in ownership and pride
in facility, not only to the residents but also tourists.

Company Goals and Objectives:

C.O.J will be a profitable and growing business. To accomplish this, the
Company will:
Bid for acquiring commercial plot in Haryana
Retain consultants for C.O.J n the following areas:
- Feasibility Study
- Ride engineering and manufacturing
- Park Operational Management Consultants
- Builder
- Property Management
- Hydraulic design and engineering
Initiate marketing plans to facilitate an advertising program prior to opening
The development of an overall radio, TV, and direct mail program will be completed in
the first quarter of 2007.
Regulate growth of the company in such a manner to not exceed cash flow Establish a
working relationship with Board of Directors with operational and property management
consultants
Hire staff to handle day-to-day activities at the water park including a general manager,
maintenance supervisor, marketing director and the necessary lifeguards.
Establish a Gurgaon Committee to maintain good relations with the residents and the
City. Upon opening the park, the Company in its first year will:
o Attract 1025 daily weekday customers
o Attract 3,333 daily weekend customers
Build a staff of s full-time professional employees and up to 40 parttime Employees.
Grow 2008revenues to 30 crores
Grow the annual number of customers each year
Develop a reputation that will exceed competitors in every area
Achieve excellent customer loyalty by placing strong emphasis in the areas of
outstanding service and support
Maintain an experienced and professionally trained staff of full-time and part-time

Legal Form of Ownership:

The COJ will be privately capitalized for Rs 18 Crore.It will be registered with the registrar
of company one factor is a must: The CMD owns controlling stock. And there are sound
provisions for both ownership and management succession. The biggest asset a private
company has is stability and long-term thinking.

INDUSTRY ANALYSIS
Given the surge in India's middle classes, the family entertainment and amusement
sector of the India economy holds out promise for investors, both domestic and foreign.

As at the start of 2001, this industry incorporated an investment of Rs. 1,000 crore (1
crore = 10 million).

Between 2001-04, the industry is expected to grow three-fold in terms of both number
of parks and total investment intake.

Between 2001 and 2005, an estimated 400 new parks in this category are expected to be
built all over India.

However, as at the start of 2001, there were no rules specific to the development of
amusement parks. Businesses wanting to enter this sector had to get as many as 19 renewable
no-objection certificates annually.

There is no legally defined requirement of area for amusement parks in India. But, the
general norm is that a population centre of six million people can be served with an a park
covering an area of 40-60 acres

Foreign direct investment (FDI) in India's amusement parks sector is inhibited by low
gate fees (currently varying between Rs 30-250 per person. In some parks, such as Essel World
and Water Kingdom (85 acres) in Mumbai, the gate fee is on the higher side but most games
(expect the water games) are covered by it. In contrast, Calcutta's Nicco Park (40 acres) has a
relatively low gate fee but many of the games are separately charged.

Foreign companies reportedly interested in the Indian amusement parks market include
Universal Studios, Time Warner and Disney.

According to the Indian Association of Amusement Parks and Industries, a park can be
profitable if revenues from gate collections and other sources (such as food, toy memorabilia
sales) reach a 50:50 ratio. However, in Essel World and Water Kingdom in Mumbai, the ratio
still stands at 70:30 in favor of gate collections.

Entry Barriers
The primary barrier to the company is controlled by four factors:
1. Cost of land
2. Location proximity of available land to the market area
3. General community support for the amusement park.
4. Permit process that includes environmental impact, traffic and sound studies that could
become a three to five year process from the time the site is identified. The likelihood of
an additional amusement park locating in an area that is already covered marketing wise
is remote at best.

Market Share:
The market share for theme amusement park will be dependent upon the effectiveness of the
marketing plans and customer databases. Essel world and Calcutta's Nicco Park both have a
customer base for Water Park sales. C.O.J has a customer base through rides, movies and
shopping complex and a limited database from the same facility. The advantage for the first three
years will favor our competition. C.O.J intends to level the playing field with an aggressive
advertising and promotion budget

MARKETPLACE ANALYSIS
Target Market/ Customer base
There is a surge in India's middle class and increasing disposable incomes, the family
entertainment and amusement sector of the Indian economy. The leisure market has a current
consumer size of 30 million people and is growing at a rate of 10-12 percent per annum. The
developments planned now are incorporating an element of fun and avenues where the whole
family can spend time together. With increasing disposable income and with surplus time for
recreation, Indians are spending more on amusement activities. Also, Indians are now
traveling abroad with increasing frequency and experiencing quality entertainment and
leisure facilities there.
The target market will include:
Children and teenagers
Families
Tourists
Business customers
Characteristics of target market:
Children and teenagers
Families
Tourists
The demographics, age and income characteristics of the guests, follow attraction mix, and
vice versa. All age groups, and includes both male and female.
Geographic location: Near Delhi, NCR
Characteristics of target market:
Business customers
Retail and food industry
Both small scale and large scale

Customer buying habits:

Amusement park business is highly dependent on weather conditions; it will have lowest sales in
rainy season. Also in season time there will be higher sales on weekends rather than on
weekdays.
It will also not follow a regular buying pattern, as it is a leisure activity.
The average expenditure of the target customer is approximately in range of Rs 25000 above/
month.

10

COMPETITIVE STRATEGY
Whereas the other amusement parks just provide fun rides to children, we would
provide the rides as secondary to some theme stories on characters of mythology
from our culture, with latest technology such as 4-D effect.
It is not only about children but also families who can spend their time in
shopping and leisure.
The park will also encourage tourism as it depicts the countrys heritage culture to
the world.

SWOT ANALYSIS:
Strengths

Entertainment for complete family under one roof

Booming entertainment & retail industry in India

Weaknesses

High maintenance cost

Bargaining power of suppliers affecting the ticket cost/profits

Opportunities

Learn more about local culture & customs

Integrate local culture into theme park

Threats

Weather conditions
Competition

11

MARKETING PLAN
PRODUCTS:
RIDES FOR CHILDREN

Jungle Roller coaster

Spinning Ladoos
Ramayana land
Lotus pool
Giant chakra

RIDES FOR ADULTS

Splash Sanjeevni mountain

Thunder dolphin
Garuda (Columbus)
Go karting
Jet tower

MOVIES
- Hanuman
- My friend Ganesha
- Baby Krishna
- Jungle book
- Ramayana

PROMOTION
Positive publicity through
press releases and
other media related activities covering
newspaper advertising,
Tie ups with schools and travel agencies,
radio,
direct mail referral,
brochures,
gift passes,
Road shows,
Internet and web site and more
PRICING - Tickets
The ticket cost from 10 A.M to 3 P.M
Adult = Rs. 500, Children (below 12 years) = Rs. 250

12

The ticket cost from 3 P.M to 7 P.M

Adult = Rs 250, Children (below 12 years) = Rs. 125
The ticket cost from 7 P.M to 10 P.M
Adult = Rs 165, Children (below 12 years)= Rs. 85
PRICING Strategic tie-ups

Punjabi
by Nature

Many more..
Shopping and food:
The shops will pay the land rent and 60% of the promotional charges.

Sales Forecast
The Company believes it can achieve significant sales in the next twelve months by reaching its
customer targets.

SALES FORECAST
Best
Forecast: 30
Crore / year
Worst
Forecast: 18
Crore / year

13

OPERATIONAL PLAN
LEGAL ENTITIES AND LICENCES REQUIRED
1. Legal Structure
The COJ will be privately capitalized for Rs 18 Crore.It will be registered with the
registrar of company. A Board of Directors will be chosen based on their financial
capabilities, professional experience and a strong understanding of business and
property management.
2. Location
The Company will operate out of the Carnival of Joy Amusement park in
Gurgaon, Davoda across 70 acre. Business office at DLF.
3. Intellectual Property
COJ intends on maintaining a website at www.carnivalofjoy.com to market its
services. No other proprietary intellectual property is owned at this time.
How to apply for approval
If one has a feasible proposal for setting up an amusement park, rush your application in the
enclosed format to the Directorate of Tourism, Haryana for approval. The application shall be
made in quadruplicate.
Documents to be enclosed with the application
Project report establishing the feasibility of the proposed centre and describing the amenities to
be provided at the centre. Suitability of the proposed project site. This will be based on
accessibility and basic infrastructure like water supply, electricity and other communication
facilities. Permit from the local authority with copy of the approved plan and proof of ownership
of land.
Ownership details:
i. Name and business antecedents of the promoters
ii. Proposed ownership structure.
iii. Estimated cost of the project and the manner in which it is proposed to raise funds to meet the
cost.
A detailed site sketch showing the location of the project with respect to the nearest major
transportation network.

14

Application fee
Your application should be accompanied by a fee of Rs. 5000/- for an amusement park in the
form of a Demand Draft favouring the Director, Department of Tourism, Government of
Haryana. The fee is not refundable whether the project is approved or not.
Project appraisal

Every project will be meticulously appraised by the special committee constituted for the
purpose.
Financial incentives offered to approved projects
Investment subsidy limited to 10% subject to a ceiling of Rs. 10 lakhs.
Support to avail loans from state financial corporations.
Concession in electricity charges.
Guidance and publicity support from the State Government
Entertainment tax by Haryana government 30%.All equipment will have to be certified by
BIS before being installed, for safety.

SERVICE BLUEPRINT

Amusement
exterior,
employees
Arrive,
Customer
valet
Actions
park

Physical
Evidence

Employee
Actions
Face-to-face

Interaction

Phone
Contact
Line of

Enter
at ticket counter
Gatekeeper
greets, valet
takes car

Go inside the
park

Check out
the rides

Security staff
verifies the ticket
and checks for
security

For early booking

of tickets, and
checks for any
theft or loss

Visibility

Valet
Parks Car
Enter
Data for
records

Backstage

Front

Stage

Line of

Automated machines for

re-checking the tickets

Work with security

surveillance by closed
circuit TV

Operates
the rides

15

Staff requirement
Management: 8 Members
Supervisors: 6 Members
Executives: 35 Members
Part- Time Employee: 40 Members
Others: 300 Members
The Companys management team is well balanced in talents and experience and is supported by
a highly qualified Board of Advisors.

Suppliers:

Adlabs-For animated studios

HI-tech-For rides equipments

Malls:The largest form of organized retailing today. Located mainly in metro cities, in proximity to
urban outskirts. Ranges from 60,000 sq ft to 7,00,000 sq ft and above. They lend an ideal
shopping experience with an amalgamation of product, service and entertainment, all under a
common roof. Examples include Shoppers Stop, Piramyd, Pantaloon.

Specialty Stores:
Chains such as the Times Group's music chain Planet M, ITCs Wills lifestyle are focusing
on specific market segments and have established themselves strongly in their sectors.

Department Stores:
Large stores ranging from 20000-50000 sq. ft, catering to a variety of consumer needs.
Further classified into localized departments such as clothing, toys, home, groceries, etc.
Departmental Stores are expected to take over the apparel business from exclusive brand
showrooms. Among these, are K Raheja's Shoppers Stop, which started in Mumbai and now
has more than seven large stores (over 30,000 sq. ft) across India and even has its own in
store brand for clothes called Stop!, Westside, globus

Convenience Stores:
These are relatively small stores 400-2,000 sq. feet. They stock a limited range of highturnover convenience products and are usually open for extended periods during the day,
seven days a week. Prices are slightly higher due to the convenience premium.

16

Key Management Personnel

MD
President
VP- Park

HeadSecurity &
Transport

Head- Mark
& Sales

HeadSupport

Supervisor
Security

Marketing Exe.

Operations

Sales Exe.

Recruitment

Supervisor
Transport

Head- PR

Important duties of Management in Carnival of Joy

- Assist in development of business plan

PR Exe.

Head- IT &
Movies

Supervisor IT
Supervisor
Games
Supervisor
Theaters

- Development of marketing strategy and plan

- Development of operating strategy and plan
- Development of operating budget
- Management of staff recruitment
- Interviewing, hiring and placement
- Staff training
- Development of policies and procedures
- Implementation of marketing plan
- Park opening and start up plan events and actual operations
- Monitoring and controlling of budgets
- Cash control systems
- Work with security surveillance by closed circuit TV
Heritage Investments will provide asset management and property management for C.O.J and
will be responsible for the following duties:
- Payroll
- Accounts Payable
- Providing tax information to the Accountant

17

- Coordinating with operational management regarding safety, insurance issues, and staffing
Directors. Responsibilities
Park will be evaluated by their Board of Directors. They will be responsible for
recommendations to the operational director, the property management of company and the
investors in the C.O.J. The recommendations of the board will follow the outline below:
Review income expense with the park recommendations to maximize the net income.
Review operational procedures that include safety, staffing, training, and new revenue
sources.
Review the marketing plan recommendations and assist the operational managers in
selecting their target income and an overview of what they would recommend to increase
the number of admissions to the park.
Ticket pricing.
Concessions with comments on quality of food, pricing of food sales, selection of menu
and any additions or deletions to the food concession menu.
Review locker income and equipment sales and make recommendations on how to
improve net income food concessions.
Review the country store operations, gross income, sale items, and make
recommendations to add or delete sale items that are carried by the general store.
Review all cash control, computer programs, and reporting procedures.
Review physical plant and make recommendations for improvements and additional
attractions.
Review insurance and safety issues with the park to include evaluation of each park
component with regard to the number of injuries or incidents with the park operations.
Maintenance review will include all maintenance performed on the facility plus the
additional supplies used from the maintenance department.
Review the park components and make recommendations on additional attractions that
would be beneficial to the increase in park gross revenues.
Any attractions added to the park will be coordinated with the marketing arm of the water
park in order to optimize advertising potential.
Review the security communications and general park appearance. Board of Directors
will review all financial data at the end of the year.
The financial evaluation will review all aspects of the park and make recommendations
for expenditure; decrease in expense and increase in revenue plus the potential for selling
the property should be reviewed every year.
The sale of the Park will be determined by the Board of Directors and approved by the
partners of C.O.J
The primary function of the Board of Directors is to recommend Operation Strategies and
Revenue Increases

18

Compensation-Overview
Presidents 30,00,000/- (Annually)
VPs: Rs. 20,00,000/- (Annually)
Head of Departments: Rs. 11,00,000/- (Annually)
Executives: Rs. 2,16,000/- (Annually)
Supervisors: Rs. 1,80,000/- (Annually)
Others: As per contract (Approx. Rs. 2500/- to Rs. 3500/- pm)

19

FINANCIAL PLAN
The Company is seeking a 20 crores bank loan to execute this business plan. C.O.J intends to use
these funds to develop and build out the amusement park. Remaining funds will be used for
sales, marketing and staffing expense.
Ownership of the Company is providing 18 crores in capital. The loan to value (LTV) ratio on
the bank loan is 42.85%. The loan will be amortized over twenty years.
However, the ownership intends to retire the loan in ten years. The loan will provide for
additional voluntary principal payments of up to 5% of the original loan amount annually

INITIAL SET UP COST

Total cost 200 cr.

Raw material-40cr
Labors-30cr
Direct expenses
(Wage, freightinward, etc)-50cr
Factory overhead
(salary,electricity bill,telephone exp,machine repair, factory insurance,etc.)- 38cr.
Administration and Selling and Distribution Overheads
(Salaries, sales promotion, training, staff welfare, legal fees, consulting fees, etc.) 42cr

BREAK EVEN ANALYSIS

Break even point is the sales volume at which revenue equal cost i.e., no profit no loss).
Break even = fixed cost*100/contribution
Contribution=100-% of variable cost to sale
Sales- 300cr
Variable cost-120cr
Fixed cost-60cr
Contribution=100-120/300=9.6
Break even=60*100*/9.6=625cr

PAY BACK PERIOD

Payback (period) method is the exact amount of time required for a firm to recover is
initial investment in a project as calculated from cash inflows.
PB=investment/constant annual cash flow
PB=1000cr/200=5yr

20

RISKS AND CONTINGENCIES

There are unseen risks to all the amusement parks and carnival rides. Thousands of injury and
accidents happen at carnival rides and amusement park rides.
An amusement park accident can happen from poor construction plans, defective
construction of the ride, from an employee error, bad training and even negligence. Safety
devices can and do fail also causing amusement ride accidents.
Fear is the stock in trade of many theme parks, where children and adults relish the thought
of being scared to death by gravity-defying rides. But the fright is all in fun. Visitors leave
their real world worries at the gate. Behind the scenes, however, park managers are aware of
all the threats that could keep the good times from rolling. And they have prepared
contingency plans for each. For a theme park, the range of potential disasters is large. Natural
disasters, such as sudden storms, tornadoes, hurricanes, floods, and earthquakes, represent
one aspect of the threatscape. Mechanical problems, such as when a fast-moving roller
coaster malfunctions, leaving children stranded upside-down, are another. Other threats
include fires or a bomb scare that could cause panic and a stampede. Even an emergency at a
nearby factory could create problems, resulting in the need to evacuate tens of thousands of
visitors from the park.
Whatever the emergency, any financial effects can have long-term ramifications because,
given the amusement industry's seasonal nature, lost business days are not easily recouped.
Even worse, damage to a facility's reputation could be fatal.
To keep an amusement park from becoming a house of horrors, management needs to
develop a comprehensive contingency plan, which in the industry is referred to as an
emergency response or emergency action plan. As with any other industry's plan, the goal is
to set out how the staff should respond to an event in an efficient and professional manner
while minimizing the impact to the business operation.
In most facilities, the security, safety, risk, or loss prevention manager reports directly to the
general manager, ensure that he or she always has the ear of the facility's executives. Their
assistance and input is critical to the completion and success of the plan. Getting amusementfacility managers to buy in to security is not difficult, however. Because the industry is so
unforgiving, safety and emergency planning are considered even before the facility is built;
everyone, from the owners and developers on down, understands that these issues must be
addressed to create a successful venture.
Threat assessment: The first step in creating an emergency response plan is to conduct a
threat assessment. Managers from across the enterprise should be involved in this process,
including the head of the food service department and the director of maintenance. The threat
assessment starts with the obvious threats to a business such as fire, robbery, and power
outage. Depending on geographic location, threats such as earthquakes, tornadoes, and
flooding may also be considered.

21

Nearby businesses and existing infrastructure must be taken into account as well. An airport,
chemical factory, or nuclear power plant in the vicinity presents risks that must be factored
into the assessment. Train tracks or a highway frequented by tractor-trailers even several
miles from the park may also present danger from hazardous materials spills.
In addition, like other businesses that attract enormous crowds, theme parks must consider
crimes such as kidnappings, shootings, and fights.
When It "Rains" on Parade
What you might do to make the crowd safer:

Limit the speed of motorized vehicles in your parade to 10 mph.

Restrict drivers (including clowns on bicycles or unicycles) from weaving or swerving
towards the crowd.
Forbid throwing of candies, toys, trinkets or other items into the crowd, or only permit
entrants walking along the curb to hand out such items, to prevent small children from
running onto the parade route.
Require that animals be under control at all times: those riding on floats must be tethered
to the float; experienced equestrians must handle horses.
Bar fireworks, starter pistols and canon; moderate the level of amplified sound effects and
music, which can startle animals or drivers.

What you might do to make entrants safer:

Limit the length, height and width of floats to dimensions that accommodate the route's
street widths, turns, bridge clearances and overhanging branches.
Require all decorations be fire retardant.
Insist that each float carry a fire extinguisher.
Require that floats carrying people to have secured handrails that riders must grasp at all
times, and that no one extend arms or legs beyond the edges of the float.
Prohibit anyone in the parade from using alcohol or drugs prior or during the event and
from smoking anywhere near floats or costumes in the staging area or during the event.
Require that vehicles be in good mechanical condition.
Specify there must be two unimpeded, quick exits from the vehicle for the driver.
Monitor weather conditions and make adjustments as needed.

Races that may run wild

What you might do to level the playing field:

Find out what laws pertain to your event and make certain that you follow the laws'
intent.
Verify that there is handicapped parking and how close it is to the event entrance.
Make certain the terrain between parking space and entrance is accessible: smooth
pavement, ramps or elevators.

22

Require handicapped-accessible bathroom facilities.

Set up registration tables at a height convenient for those seated or standing.

What you might do to make the marathon route safer:

Work with a local runners club to map out the best route for your competition.
Publicize the route well in advance and publish/post a map of the route with start and end
times on the day before the race.
Enlist the help of local law enforcement to block streets intersecting with the route and to
direct traffic elsewhere and clear the route of all parked vehicles the night before the
event.
Assign a lead vehicle to proceed the front runners by and eighth of a mile and a "sweep"
vehicle to trail the last runners by the same distance.

What you might do to improve safety in a high-risk event.

Decide whether or not the event is worth the risks.

Prepare for how you will respond should the risks materialize and whom you can call on
for help.
Develop a set of criteria for when to postpone or cancel the event.
Provide onsite medical care, as well as procedures for transporting people to offsite care.
Require appropriate personal protective equipment be worn and competitors to train for a
specified length of time or to a specified level for the event.

23

APPENDICES
1. Application format for approval of amusement parks
1. Name of the centre.......................................................
2. Name of promoters.........................................................................
(a note giving details of business antecedents may be enclosed)
3. Complete postal address of promoters..........................................
4. Status of owners /promoters............................................................
whether a company yes/no(if yes a copy of the Memorandum& articles
should be
furnished) or
b. Partnership firm yes/no(if yes , a copy of partnership deed and certificate of registration
under the Partnership Act should be furnished) or
c. Proprietory concern yes/no (if yes, give name and address of the of the
proprietor/s)........................................................................................................
5. Location of the site ........................................
6. Details of the site: a Area............................................................................
b. Title.................................................................................................................
Whether outright purchase yes/no(if yes, a copy of the registered sale deed should be
furnished) Or on lease yes/no( if yes, a copy of the registered lease deed should be
furnished)
c. whether the required land use permit for the construction of the Centre on it has been
obtained. yes/no(if yes a copy of the certificates from the concerned local authorities should
be furnished)
d. Distance from railway station........................................................................
e. Distance from airport......................................................................................
f. Distance from main shopping centre.............................................................
7. Details of proposed Amusement park/ Recreation centre/Exclusive handicrafts emporium
( A copy of the project/feasibility report should be furnished)
a. Facilities Provided .......................................................................
b. Blue prints of the sketch plans of the project ( A complete set duly signed by the architect
/engineer should be furnished including site plan, plan elevation and sections of the
building ...................................................................................................

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8. Proposed capital structure

a. Total estimated cost
i. Equity Rs.......................ii Loan Rs. ...................................................
b. Equity capital so far raised Rs..........................................................
c.i. Sources from which loan is proposed to be raised......................
ii. Present position of loan.....................................................................
9. Application fee
(A demand draft for Rs.5000/- for Amusement Park, Rs. 2000/- for Recreation Centre ,
and Rs. 1000/- for Exclusive Handicrafts Emporium, drawn in favour of the Director,
Department of Tourism, Government of Kerala, Park View, Thiruvananthapuram to be
enclosed with the application.)
Place
date

Signature
Full name & designation of the applicant

2. The Walt Disney Company-a case study

The Walt Disney Company was funded in 1922, and has became a world leader in family
entertainment. Today, the company is operating on a multinational level, and has over 58,000
employees world wide, and over 189,000 share holders. What are the factors that contributed to
the company's successes and failures on its way towards becoming the World's largest family
entertaining company? I would like to answer the stated question by analyzing the following four
factors;
(1) Disney's industry in relation toPorter's Five-Forces Model,
(2) the strengths and the weaknesses and the opportunities and the threats that the company is
facing (a SWOT analysis),
(3) the corporate-level strategy and finally, financial trend for the years 1989 through 1991.
In addition, I would like to deliberate on the strategic changes and tactical changes that are
needed to be made at the Walt Disney Company.
Porter's-Five-Forces Model focuses on the external environment that the company has to be able
to cope with. The first force to be discussed is the threat of new entrants. Since the Disney
company has been able to find a very distinctive niche in the industry, the entrance barriers are
relatively high. The company has been able to grow over a long period of time, and has
developed from within the departments of Research and development, marketing, and finance.
By relying on past experience, company officials know to a large extent what the target customer
wants. As Disney pretty much dominates the family entertainment market, it will be very
difficult for such a new organization to develop brand recognition/identification, and product
differentiation. Disney has focused of market diversification for years and the company covers a
wide array of products and services. Being a market leader has made it possible for the company
to practice effective economies of scale in production. For example, over 500,000 copies of the

25

Videocassette "Pinocchio" was sold in only two months, and has 20-30 million visitors to its
theme parks every year. In addition, extremely large amounts of capital investment is required
for new entrants into the industry. The capital requirements are extremely high. For instance,
Disney spent USD3.6 billion in its European theme park (Euro Disneyland). Only very large
companies can meet such large capital requirement. Lastly, the government policy towards the
industry appears to be very favorable. The French government invested USD 1.2 billion (40%) in
Euro Disneyland, provided public transportation facilities, provided a large tax relief (from
18.6% to 7%) on the cost of goods sold.
The bargaining power of customers is high in the service and in the entertainment industry. Since
a large number of customers are needed to make Disney's operations run smoothly, the customers
have certain powers. For instance, if the price on a particular home video is too high, customers
may be reluctant to spending the money needed to purchase the product. Another example is the
entrance fee charged at Disney's theme parks. It is stated in the case that the maximum amount of
money that customers are willing to pay is USD 33. Furthermore, the entertainment industry does
not save the buyer money. Instead it is designed in a way that it will make the buyer spend more.
A majority of Disney's product mix focuses on intangible returns on the buyer's money. The case
that some customers may not realize that they are getting such a return may increase the
bargaining power of the customers.
The bargaining power of suppliers is moderate. As the Disney company is operating in a highly
differentiated and unique industry with high switching costs associated with operations, the
suppliers are dominated by a few companies and is most probably very concentrated. However,
Disney is a unique and important customer of many of the suppliers. Furthermore, the size of the
company may certainly be a great advantage. By being able to order large volumes of unique
products from unique suppliers, will create a dependency relationship in the industry.
The threat of substitute products or services is moderate to low. Obviously, other cartoon figures,
theme parks, and movies can penetrate the market in which Disney is operating in, but I do not
believe that this is representing a significant threat. The Disney company has already placed price
ceilings on many of its product lines, and should be able to compete with new competitors.
However, the threat alone of new entrants into the market requires Disney to hedge against such
risk by concurrently upgrading products and services.
.
External opportunities should be recognized, analyzed, and responded to in a very early stage.
The Disney company is facing several external opportunities, however, presently I believe that
the external threats facing the company are out-numbering the opportunities. Opportunities
includes the following; Positive government attitudes towards its operations, Barriers of entry are
significant, and the entertainment industry itself.
Legal and legislative forces are usually identified as being negative external factors to a
company. Ironically, in Disney's case, the French government contributed greatly in the Euro
Disneyworld project. The French government invested over USD 1.2 billion in the project, built
communication facilities, and gave Disney tax relief's on cost of goods sold accounts. In

26

addition, since the barriers of entry into the highly specialized industry in which Disney is
operating, competition will find it difficult to penetrate the company's highly diversified
product/service mix. Furthermore, large initial capital investments are required to enter the
industry.

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27

CASH FLOW STATEMENTS FOR THREE YEARS

Cash Flow Statement for the year ended on April 2007
SL.no
A
B

Particulars
Net profit
ADD- Adjustments
preliminary exp
Cash from operating activities
Creditors
Provision for taxation
Stocks
Debtor

Amts Rs.

Amts Rs.
794
656
400
180
200
1830

Cash from Investing Activities

Purchase of Land and Buildings
Purchase of Plants and Machines

2500
1010
-3510

Cash from Financing Activities

Raised loans from Banks

1650

1650

Net Cash inflow/ outflow

Add- opening cash balance

-30
780

Closing cash balance

750

Cash Flow Statement for the year ended on April 2008

Particulars
Net profit
ADD- Adjustments
preliminary exp
Cash from operating activities
Creditors
Provision for taxation
Stocks
Debtor
Cash from Investing Activities
Purchase of Land and Buildings
Purchase of Plants and Machines

Amts Rs.

Amts Rs.
852
1229
467
300
250
268
650

2180

2650
1030
-3680

Cash from Financing Activities

Raised loans from Banks
Net Cash inflow/ outflow
Add- opening cash balance

1650

1650
150
380

28

Closing cash balance

530

Cash Flow Statement for the year ended on April 2009

Particulars
Net profit
ADD- Adjustments
preliminary exp
Cash from operating activities
Creditors
Provision for taxation
Stocks
Debtor
Cash from Investing Activities
Purchase of Land and Buildings
Purchase of Plants and Machines

Amts Rs.

Amts Rs.
1096
423
700
600
360
268
600

2311

2650
1030
-3680

Cash from Financing Activities

Raised loans from Banks

1650

1650

Net Cash inflow/ outflow

Add- opening cash balance

281
380

Closing cash balance

661

29

P&L ACCOUNT OF COJ FOR 3 YEARS

Trading and Profit and Loss Account of COJ for the year ending on April
first Year 2007
(All figure in
00,000)
TO PURCHASE
LESS- RETURN
TO WAGES
TO FRIEGHT INWARD

1000
100

900
150
50

BY SALES
TICKETS
FOOD STALL
Shopping Mall
BY CLOSING STOCKS

TO GROSS PROFIT

3000
200

2100
3200

To Salaries
To Sale Promotion
TO Advertisement
TO Computer Maintenance
To Employee Uniform
TO Legal Fees
TO Insurance
TO Rent Paid
TO Staff Welfare
To Telephone Expenses
To Interest on Loans
TO Repair
To Training
TO Real Estate Tax
To Preliminary Expenses
To Income Tax
To Net Profit

2000
500
500

200
100
75
5
10
24
100
300
150
100
35
10
10
7
100
180
794

2200

3200

BY Gross Profits
By Rent received

2100
100

2200

30

Trading and Profit and Loss Account of COJ for the year ending on April first
Year 2008 (2nd year)
to opening stock

200

TO PURCHASE
LESS- RETURN

1100
110

TO WAGES
TO FRIEGHT INWARD

(All figure in 00,000)

990
165
55

BY SALES
TICKETS
FOOD STALL
Shopping Mall

2400
550
600

3550

BY CLOSING STOCKS
TO GROSS PROFIT

240

2580
3790

To Salaries
To Sale Promotion
TO Advertisement
TO Computer Maintenance
To Employee Uniform
TO Legal Fees
TO Insurance
TO Rent Paid
TO Staff Welfare
To Telephone Expenses
To Interest on Loans
To discount
To depreciation
To Repair
To Printing & Stationary
To Training
TO Real Estate Tax
To Preliminary Expenses
To Income Tax
To Net Profit

200
110
100
12
10
24
120
200
190
110
50
110
150
15
50
10
7
130
250
852

3790

BY Gross Profits
By Rent received

2580
120

2700
2700

2700

31

Trading and Profit and Loss Account of COJ for the year ending on 3rd
Year April, 2009
to opening stock

240

TO PURCHASE
LESS- RETURN

1210
121

TO WAGES
TO FRIEGHT INWARD

(All figure in
00,000)
1089
165
60

BY SALES
TICKETS
FOOD STALL
Shopping Mall
BY CLOSING STOCKS

TO GROSS PROFIT

4060
268

3014
4328

To Salaries
To Sale Promotion
TO Advertisement
TO Computer Maintenance
To Employee Uniform
TO Legal Fees
TO Insurance
TO Rent Paid
TO Staff Welfare
To Telephone Expenses
To Interest on Loans
To discount
To depreciation
To Repair
To Printing & Stationary
To Training
TO Real Estate Tax
To Preliminary Expenses
To Income Tax
To Net Profit

2680
660
720

200
130
120
12
10
24
120
200
190
110
50
110
170
25
60
10
7
130
360
1096
3134
3134

4328

BY Gross Profits
By Rent received

3014
120

3134

32

BALANCE SHEET OF COJ FOR 3 YEARS

Balance Sheet of COJ as on first Year 2007

Liabilities

Amt. Rs

Assets

Amt. RS

Share Capital
Authorised share capital

Amt. RS

Amt.
Rs

fixed assets
100000000

Lands & Buildings

Plants and Machines

2500
1010

3510
100000000

Reseves and Surplus

Net Profit
General Reserve

Investments
794
1200

1994
Secured Loans
IDBI BANKS (Mortages
Loan@0.05%)
ICICI BANKS (Mortages
Loan@0.05%)
Unsecured Loans

169

Current Assets &

Advance
Stocks

200

850

Debtors

450

800

Cash at Banks
Cash in Hands

300
35

Current Liabilites &

Provision
Creditor
Provision for taxation

Nil

985

Miscellaneous
Expenses
400
938

5151

Preliminary Expenses

656

5151

33

Balance Sheet of COJ as on second Year 2008

Liabilities

Amt. Rs

Assets

Amt. RS

Share Capital
Authorised share capital

Amt.
RS

Amt.
Rs

fixed assets
100000000

Lands & Buildings

Plants and Machines
furniture

2650
1030
50
3730

100000000

Reseves and Surplus

Net Profit
General Reserve

Investments

200

200

852
1400

2252
Secured Loans
IDBI BANKS (Mortages
Loan@0.05%)
ICICI BANKS (Mortages
Loan@0.05%)
Unsecured Loans

180

Current Assets &

Advance
Stocks

268

850

Debtors

650

900

Cash at Banks
Cash in Hands

430
100
1448

Current Liabilites &

Provision
Creditor
Provision for taxation
Proposed Dividend

Miscellaneous Expenses
300
1040
323

Preliminary Expenses

467

5845

5845

34

Balance Sheet of COJ as on third Year 2009

Liabilities

Amt. Rs

Amt. RS

Share Capital
Authorised share capital

Assets

Amt.
RS

Amt.
Rs

fixed assets
100000000

Lands & Buildings

Plants and Machines
furniture
Motor Vehicle

2650
1030
70
400
4150

100000000

Reseves and Surplus

Net Profit
General Reserve

Investments

100

1096
1540

2636
Secured Loans
IDBI BANKS (Mortages
Loan@0.05%)
ICICI BANKS (Mortages
Loan@0.05%)
Unsecured Loans

180

Current Assets &

Advance
Stocks

268

850

Debtors

600

900

Cash at Banks
Cash in Hands

530
131

Current Liabilites &

Provision
Creditor
Provision for taxation
Proposed Dividend

100

1529

Miscellaneous
Expenses
250
1340
323
6479

Preliminary Expenses

700

6479

35