Executive Summary

We are here to promote and scale up the growth of the kids entertainment sector in
Morocco. Our business offers made-to-order playgrounds fully customizable according to our
clients needs in terms of space, children age, and entertainment preferences. Our playgrounds
are designed to bring joy to children by creating a safe and stimulating play environment. We
ensure the quality of our playgrounds as we are empowered by our prominent supplier in the
United States.

Our targeted demographic characteristics for the gender will be both male and female.
Concerning the marital and family status, we target mainly parents and single persons in
charge of kids of age from 5 to 12 years. The location is a crucial element in our target market
profile as the basis for the acquisition of our playgrounds requires the appropriate space;
therefore we target mainly Villa neighborhoods and residential housings.

Our indirect competitors are restaurants and parks (Megamall, Magic park), only one
direct competitor existing which is Palitash disadvantaged by the location in northern
Morocco. Our business will combine differentiation with focus strategy. It will enable us to
center on a given segment or two with which our strengths best align. This more focused
approach will allow us to maximize efforts in marketing to the selected segments and invest
our advertising resources to convince the segments of our brand's superior benefits.

Wow Playgrounds is a Partnership corporation (SARL) that will be privately owned

by 4 associates namely:

Med Amine Med Amine Otman

El Mehdi
BEKKAL MOUSSAMIH YAACOUBI
BERHMI
Logistics and
Chief Financial Marketing
General Manager distribution
Officer Manager
Manager

Any start up business strives to achieve these objectives; to survive, be profitable and
sustainable. Our financial management concentrated on these objectives in the analysis. To
start up, each one of us invested 200,000 MAD. We invested our initial capital mainly in the
building, equipments, and our beginning inventory.

Concerning our forecasts, they result in a reasonable payback period and sustainability
in the growth. The financial analysis was conducted carefully for all types of scenarios; the
results were promising for the future of our business.

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Description of the business
We are here to promote and scale up the growth of the kids entertainment sector in
Morocco. Our business offers made-to-order playgrounds fully customizable according to our
clients needs in terms of space, children age, and entertainment preferences. Our playgrounds
are designed to bring joy to children by creating a safe and stimulating play environment. We
ensure the quality of our playgrounds as we are empowered by our prominent supplier in the
United States.

1. Our Vision
We envision a place to play within walking distance of every child in Morocco.

2. Our Mission
We at Wow Playgrounds strive to provide leading quality playgrounds, tailored to the
specific needs of our clients.

Our Playgrounds are designed to bring joy to children by creating a stimulating, creative, and
safe play environment.

3. Our values and principles

These are characteristics that shape the core of our business:

 Safety: A fundamental to our Business culture as we are dedicated to design our

products according to the highest safety measures.
 Creativity: We are focused on using our creativity to be innovative.
 Quality: An expression of our goal to offer reliable products and services, Quality
is present in all aspects of our operations.
 Social responsibility: social responsibility an integral part of our business model.
 Partnership: We are empowered by an exclusive partnership with our prominent
Supplier in the United States.

4. Uniqueness
We commit ourselves to be unique by differentiating our products from the classic
playgrounds around us to a fully innovative product responsive to our clients preferences as
well as adjusted to shape the imagination of every child dream playground.

All in one deal; We offer our customers the exclusivity of taking care of all the steps that
follow the order point from the design to the installation of the product.

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Industry Analysis

1. Industry background and overview

The entertainment industry has been blooming in Morocco in the last two decades. This
prosperity enjoyed by all key players in this industry has been supported by the increased
spending of Moroccan families on the well being of their children and on the recreational
activities. Moreover, it is worthwhile to mention that the purchasing power of Moroccan
families has also increased, but unfortunately the time available for parents to spend with their
kids has decreased mainly because of daily duties incurred by the parents. In Morocco, the
population has grown significantly, and so the children numbers. Furthermore, if we take into
consideration the lack of entertaining infrastructure available or convenient for children, we
can conclude that there is a need for our products and services.

Below is a chart illustrating the age distribution of individuals in Morocco, we notice that the
segment concerned with our products (age 2 to 12) is highly populated.

Source : Haut Commissariat au Plan

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Source : Banque Mondiale

The first chart illustrates the consistent increase the GDP per capita of Moroccans, and the
second chart demonstrates the substantiated growth in the Moroccan population. These two
variables are vital to our business.

2. Major customer groups

In Morocco there are no companies that provide exactly similar products and services.
However there are clubs, fast food franchises, schools, indoor malls, residential areas, and
public parks that might be considered as indirect competitors. The common aspect about these
places is that the playground services they offer are either imported or of a poor quality.

This been said, the industry has some key players that are not regarded as direct competitors.
However, analyzing their product or service offerings would enable us understand the nature
of the industry and would enable us to enjoy a competitive edge over our rivals.

Therefore, the major customer groups in the Moroccan entertainment industry are:

 Fast food franchises such as Mc Donald’s and Burger King

 Indoor malls such as Mega Mall
 Public clubs: Clubs affiliated to ministries (ministry of justice, ministry of
transportation...), and other private clubs.

3. Regulatory Restrictions
Visiting the CRI “centre regional d’investissement” was a critical step in our process of
crafting our business plan. We have received some valuable information from CRI’s
counselor Miss Sanae Rih who was very helpful and open toward our questions. Importing
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from USA is not as simple as it seems, however we started to gain back hope when the
counselor broached the subject of the free trade agreement between USA and Morocco. To
sum up, as far as the legal procedure is concerned, here the all the necessary document to start
importing from USA.

1- Etablissement de la déclaration par l´importateur ou son mandataire

2- Dépôt de la déclaration : transmission informatique des énonciations de la déclaration

-la déclaration en détail doit être déposée dans un délai de 60 jours à compter de la date du
dépôt de la déclaration sommaire en cas de transport aérien ou maritime et de la date de
l´arrivée des marchandises au bureau de douane en cas de transport terrestre.

-possibilité de dépôt de la déclaration par anticipation pour les marchandises périssables,

dangereuses ou inflammables avant l´arrivée des dites marchandises au bureau des douanes.

3- Enregistrement de la déclaration : le numéro et la date d´enregistrement sont affichés sur le

terminal utilisé par le déclarant et reproduits automatiquement.

4- dépôt de la copie écrite de la déclaration : La copie écrite de la déclaration doit être

déposée au bureau de douane concerné, au plus tard le: - 5ème jour ouvrable suivant celui de
l´enregistrement pour les déclarations sous régimes économiques en douane ;

- 15ème jour ouvrable suivant celui de l´enregistrement pour les déclaration de cession sous
régimes économiques en douane;

- Le jour suivant celui de l´enregistrement pour les autres déclarations

5- Vérification documentaire de la déclaration:

Rectification des déclarations : - Rectification des éléments quantitatifs (valeur, quantités

nombre) de le déclaration en détail le même jour de dépôt et avant la vérification physique des
marchandises ;

- Rectification de la déclaration par anticipation au jour de l´arrivée de la marchandise et

avant la vérification physique des marchandises.

6- Détermination de la valeur en douane:

7- Visite et vérification physique des marchandises:

8- Paiement des droits et taxes : Acquittement des droits et taxes contre quittance soit au
comptant, soit par crédit d´enlèvement soit par remise d´obligation cautionnée

9- Enlèvement de la marchandise : Délivrance de l´autorisation d´enlèvement ; l´exemplaire

Bon à Enlever de la déclaration est annoté de cette autorisation.

Source : Administration des douanes et impôt indirects / CRI.

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 4. Significant trend
The generation that went to foreign countries to pursue its studies or work, has brought
some positive practices to the Moroccan society. In the last two decades, some Moroccans
have started to live a kind of westernized lifestyle. Some families have started to think about
new entertainment plans for themselves and their kids. In the past small playgrounds were
traditionally made by Moroccan wood crafters and ironsmiths. The new generation of
entertainment activities has been overshadowed by some traditional practices that were
inherent in the Moroccan culture.

Therefore, we strongly believe that even though the industry has been growing in the last
decade, there are a plenty of opportunities to exploit in this emerging industry. The
entertainment industry can be classified into two major groups: The first one deals with
entertainment designed to be collective such as clubs or parks, it means that people should
bring their kids to specific location to have fun. The second group, which we are targeting,
tackles the individual aspect of this industry. In other words, companies in this group will
strive to satisfy the needs of individual customers. The reason we have opted for the second
group is that we believe that there a lot of growth opportunities, since this sub industry is only
in the introduction phase. On the other hand, the first sub industry is somehow saturated and
has reached the maturity phase.

5. Growth rate
This is a list of some attraction clubs operating throughout Morocco:

Mohammedia

DREAM VILLAGE (www.dreamvillage.ma)

VGK: village de port et loisirs avec karting, plage artificielle, sport... ( www.vgk.ma)

Grand Casablanca

• Casa Park entertainment (Projet Maroc entrepreneur)

• Parc Jouba Land (Casablanca - Projet)

• Parc Sindibad (Casablanca-Aïn Sebaâ)

• Parc Tibidado (Casablanca)

• Tamaris Aquapark à Casablanca (Route d'El Jadida)

• Crazy Park Casablanca (Route de tamaris)

• Magic parc casablanca en construction

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• Disney Land Casablanca (Projet)

• Loupi Land Casablanca

Marrakech-Tensift-Al Haouz

• Ludiparc, parc de loisir pour enfant (Marrakech)

• Magic Park Marrakech (Marrakech) (En projet)

• Oasiria-Aquapark (Marrakech)

• Terres d'Amanar, parc d'aventures dans le Parc national de Toubkal

L'Oriental

• Aquapark de Saidia-Mediterrania

Tanger-Tetouan

• Magic Park à Tanger (En projet)

• Smir park (parc aquatique) à M'Diq ( à 10 km de Tetouan sur la Route N13 Tetouan-
Sebta)

• M'nar park (parc aquatique) à Tanger

Rabat-Salé-Zemmour-Zaer

• Mini Buggy Rabat : Mini voitures éléctriques à Magic Park Rabat Salé

• Magic Park Bouregreg à Salé

• Laser Ball Rabat à Magic Park Rabat

• Safari Park d'Oulmès

• Jardin Zoologique National de Rabat

Sous-Massa-Drâa

• Magic Park d'Agadir (En projet)

• Parc aquatique d'Agadir

As we mentioned earlier, there is a growth in the entertainment industry. This statement can
be supported by the fact that in all regions there is at least one attraction park in construction.

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 6. Barriers to entry
Our business will benefit from some already “set” barriers to entry that might be an
obstacle for our business or at the same time keep the competition away.

 Capital: an initial investment used to make the first orders that will be used for
marketing purposes.
 Exclusive right: We will have to pay our supplier a fee corresponding to the exclusive
right that we will be offered.
 Patent: Although we have the exclusive right to sell a specific product or render
services, it would a good idea to strengthen our position by providing a legal
protection in the form of a patent.
 Supply chain management: we will focus on our supply chain management and
benefit from the FTA, therefore it would be hard for other companies to compete on
this critical aspect of the business.
 Marketing & Advertizing: We will benefit from the expertise of our supplier in the
marketing field.

7. Key success factors

The emergence of the Moroccan economy, the consistent growth of our target market, the
substantiated improvement of the purchasing power of our potential customers, and the
innovative style of our prominent American supplier are considered as our main aspired key
success factors.

8. Future of the industry

The future of this industry is bright and promising, this market has been overlooked by
Moroccan and foreign companies. Over the long term competition will arise in the industry as
new companies may imitate our concept but we strongly believe that once we introduce our
products and services in the Moroccan market, we will be able to prosper in our main activity
and add future products to diversify our product selection.

9. Shape of growth
The children entertainment industry is in good shape.

It has been a growth industry during the past couple decades, Industry revenue increased
by an approximate average of 10% from 2011 to 2012 according to the HCP (Haut
commissariat au plan). The statistics reflects that the industry is in a positive growth phase
and we expect that the demand for playgrounds in the children entertainment industry will
increase over the next 5 years.

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Business Analysis

1. Desired image and position

Since we are the first company importing new generation of playgrounds, we tend to
occupy the leading position in the Moroccan market.

We want to establish by several years of existence a good image and create a brand equity in
the mind of our potential customers (parents, private schools, government, residential areas).
We will be empowered by importing a new generation of playgrounds from the United States
that will come as a new concept in our culture, and an added value which is allowing kids to
take advantage of playground areas inside their garden at home. We are creating for kids a
place where they can positively spend their time and develop cognitive and physical abilities.

2. Company goals and objectives

Marketing goals

To be available in every single home:

 Designing and creating one-of-a-kind contemporary play environments.

 determining, and meeting the needs, issues, and concerns of our customers ( insurance,
maintenance )
 Ensuring the quality and safety of our playgrounds

Operational Goals

Help children develop both mental and physical abilities.

 A type of playground where ideas are tested and the environment is manipulated.
 A type of playground where physical skills sustain the growth of a child’s body and
mobility.
 A type of playground where the sense of self-reliance and identity are pondered and
realized.

Build a sustainable competitive advantage :

 Establish a brand loyalty by demonstrating a commitment to our clients

 Reach out new demographic areas by promoting our products to a larger market
 Continually innovate to keep our products fresh and compatible with the market
 The use of long term contracts with large customers such as government and real
estate agencies.

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 Financial Goals

Break-even within two semesters

 Maintain an annual return on investment of 10%
 Reduce Total operating costs by 5% max annually
 Achieve a 30% return on the capital invested by the end of first year of operation.

3. SWOT Analysis

STRENGHTS:

A new concept of playgrounds for Moroccan children

We will introduce our playgrounds into the Moroccan children’s life making the fun closer in
reach for them. We will design our playgrounds to be compatible with our clients specific
needs in terms of space and budget.

Quality of Product
We are committed to induce the highest standards of quality in our playgrounds. We have put
in place a management program to continuously improve our quality while complying with
environmental laws and decreasing our impact on the environment.

Professional and dedicated employees

We have specific requirements in the recruitment of our employees, Moreover our personnel
will benefit from special training programs to enhance their qualifications, whether in terms
of facilitating communication with customers, or in terms of efficient set up and installation of
playgrounds.

A wide range of product choices

We provide a diversified selection of products to fit each of our customers needs. The creative
aspect will be an integrated part as a basis of our operations since our playgrounds will be
totally adjustable.

WEAKNESSES:

Location of the business

Even though we are located in between the famous villa neighborhoods of Rabat, we will still
encounter some transportation issues with our other target customers.

Positioning Problem
Our business is an unknown perception to our society, therefore we might face some barriers
positioning our image in the market.

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Time value Problem
As our business relies on the import of the materials from our main supplier in the U.S we
might be facing a time constraint to satisfy the demand of our clients, in case there’s a
shortage of the needed product.

OPPORTUNITIES

Convention with private schools and day care centers

Private schools and day care centers can benefit from our playgrounds made especially for
them.

Convention with Government

Urban parks and green areas can be equipped with our playgrounds.

New population of potential clients

As housing estate is growing in areas around the city of Rabat, there’s an opportunity to
promote our products in those new areas.

Lack of Playgrounds
Children do not have a set of playgrounds available to them in most urban areas in rabat, even
in case there is some playgrounds they’re fully depreciated and therefore need to replaced.

THREATS:

The risk of new entrants in the business

The threat of new entrants in the market is a very critical element that has to be
taken into serious consideration as severe competition results from it.

Idea Imitation
If our new concept proves to be beneficial in the Moroccan market, some competitors may try
to imitate the concept.

4. Defensive strategy
Location of the business

As a solution to minimize the tardiness with which our products reach customers, we can
invest in a higher performing distribution system that will facilitate the transportation of our
materials from the office to our customers.

Positioning Problem

To establish our image in the market the more efficient way would be to add our mission
statement in our advertising strategy.
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Time value problem

We can schedule the imports in advance and keep a larger stock of materials, this way we can
hedge against any risk of shortage in our inventory.

5. Competitive strategy
Our business chooses to adopt the differentiation strategy, since we are aware that the only
way to build a strong brand image is through implementing an efficient differentiation
strategy.

We define ourselves as the pioneers in our industry sector, since our playgrounds are
introduced to the Moroccan market as a fresh innovative concept.

We aim to achieve a sustainable competitive advantage, Brand building may be a long term
objective but is considered as one of our primary goals, therefore our management team is
willing to allocate all the resources necessary to gradually achieve the success of this strategy.

Our business will combine differentiation with the focus strategy, as a result our
differentiation strategy will be enhanced as we will be targeting distinct market segments, so
we will be more specific in satisfying the needs of each customer

With a differentiation focus, our business centers on a given segment or two with which our
strengths best align. This more focused approach will allow us to maximize efforts in
marketing to the selected segments and invest our ad resources to convince the segments of
our brand's superior benefits.

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 6. Company products and services
Our products will be designed to suit the needs of all our customers, therefore for our first
catalogue we have chosen to include the best sold products of our supplier. The catalog will
classified according to this group of products

Modular components:

“encourage
imaginative
and
interactive
play”

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 “Our playgrounds create energy, focus attention and create a great new place for

social interactions.”

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Independent play:

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Toddlers:

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Swings:

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Themed play:

“playgrounds with a theme can add a unique touch to any area. We challenge our designers to
create a theme to accent your neighborhood park, school or home”

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 7. The production process
The main production process of manufacturing the final product is performed by our
official supplier in the U.S. The operations our business will be in charge of are as follow:

 The safe carrying of the disassembled products to our storing rooms after their arrival
 The regular maintenance of the products in the storing room to preserve their quality
 The Preparation of the space required for installation and the complete assembly of the
pieces to build the final product.

8. Future Products
The uniqueness of our business empowers our vision of the future, to sustain the market
instable conditions we need to develop ideas toward the future. We plan to introduce a new
selection of products to diversify our catalogue and target new market segments.

We will be introducing “Shape & Fitness” playgrounds to the market, designed to provide
levels of challenge for teens and adults. These playgrounds will be mainly usable for physical
programs and warm-up or simply cool-down routines. The same high quality materials used
in our standard playground equipment will be used to build the “Shape & Fitness” ones,
providing the same strength and durability

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Target market analysis

1. The problem we’re solving

Kids are by nature very active they feel the need to burn their energy and fulfill their
free time of each day. Parents are aware of this logic but they’ve also noticed that it can
quickly turn into an issue preventing them from spending most of their free time in personal
activities.

Parents face the obligation of taking their kids out regularly every week-end to entertainment
parks. The issue our business concept resolves and revolutionizes the lifestyle of Moroccan
families.

By providing our playgrounds the closest possible to the reach of our customers as they
become part of their private space, we reduce the occasional expenses our customers had to
face in their previous lifestyle (The cost of fuel, cost of park entry, and additional costs of
restaurants). Thanks to our Playgrounds parents can now regain a large part of their free time
without worrying on weekends about the happiness or safety of their kids.

2. Complete Demographic Profile

Analyzing demographics is crucial to our business since we are targeting a niche
market; it’s a plus to know our customers.

 Age: 25+
 Location: Villa neighborhoods, Residential housings
 Gender: Male / Female
 Income Level: more than 150000 MDH annual revenue
 Occupation: Young professionals to Retirees
 Marital status: Married / single
 Family statue: one or more kids of age 5 – 12

3. Other Characteristics Important for our customers

 Behavior: Since our customers are mainly parents. We are more considering as possible
customers the parents with the usual routine of taking their kids out to parks, restaurants and
similar places.

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  Psychological characteristics: The parents that highly value the fun and well being of their
children. Since parents always want what is good for their children we are confident they will
be tempted to offer them our playgrounds.
 Socio-cultural: The social class we are focusing on is the upper class since the basis to benefit
from any of our playgrounds requires the customer to be the owner of a villa with the
appropriate garden space.

4. Customer motivation to buy

Based on our research, the customers are interested by the varied products we offer.
58.4% out of the sample are motivated to try our products. Moreover the majority are willing
to pay the required price, since they recognize the value proposition in our imported products
from our official supplier in the United States.

The initiative to have such business is welcomed by parents as they are interested by the idea
of offering an accommodated playground space in their homes that fits their children play
needs.

5. Market size and trends

a. How large is the market?

Population of Morocco 33.091.073

( 11/2013)
Population by age structure: 0-14 years: 27.4% (male 4,500,299/female 4,366,656)
(est.2012) 15-24 years: 18.3% (male 2,943,080/female 2,974,999)
25-54 years: 41.4% (male 6,479,101/female 6,909,215)
55-64 years: 6.6% (male 1,070,995/female 1,070,631)
65 years and over: 6.2% (male 899,693/female
1,094,570) (2012 est.)

Source: HCP

This table illustrates the population of Morocco and the population by age structure. Since the
end users of our services and products will be kids from 3 years old to 12 years old, we
highlighted the proportion of this age group relative to the overall Moroccan population.

As shown in the table, the percentage of our target market consists of 27.4% of the Moroccan
population. It is evident that the market is large and taking into consideration the fact that the
market still unexplored. We can confidently say the we have great growth opportunities in
that market. Nevertheless, we will not target all cities in Morocco; therefore we have strived
to gather as much information as we could about the age groups in Rabat.

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 Source: HCP

This is the table illustrating the number of kids in Rabat, and from that we can conclude is our
target market is large enough to generate rewarding profits over the long term.

b. Is the market growing or shrinking :

Source : HCP

In assessing the future prospects of the company, we have tried to analyze the growth of our
target market. Indeed, the age group between 0-14 years is expected to slightly decrease
relative to the overall population. But this remains one of the scenarios with only a slight
probability of occurrence.

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Advertising and Promotion

Media used Location Price Frequency of usage

 Hay Riyad Displayed during the first

Billboards 15000 MAD
 Souissi two months after the
opening.
 Agdal

 Luxe Radio 25000 10”/ day 3 days before and one

Radio 20000 week after the opening (7h-11h
 Atlantic
10000 am)
 Medi1

 Website Permanent
Online AD Free
 Google 3000 MAD
First week of operation

 Facebook page
Social Media Free Permanentl
 Twitter

Marketing Tools Distributed one week before

 Rabat 10 000 MAD and one week after the opening
(Flyers+catalogs)

Networking within Before The beginning of the

 Rabat Free
private schools semesters in September

1. Networking within Private Schools

For our institutional customers, there is no better way to convince them to buy our
products than the networking strategy. We believe that if we introduce our products to private
schools, 80% would react positively to our offers.

2. Radio

Radio advertising is one of the tools to promote a product. During the last decade,
different stations have evolved in Morocco, thanks to the privatization of this industry. In

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Morocco, there are more than 10 stations targeting different categories of people. For our
project, radio advertising is a must since it will introduce and promote our playground
products to our customers mainly the parents concerned about their kids entertainment and
well-being. In general, radio audience is concentrated between 7 and 9 AM when people are
rushing to work. The radio stations that fit best our marketing strategy are Luxe Radio,
Atlantic, and Medi1.

 Spot message:
We are intending to release the advertising spot of 15”1 time a day for the first week
after opening and that as follows:
 From Monday to Friday: 7.30 AM.
 Week-end: 9:30 AM.
 And for Medi1, it will be a Saturday morning from 11 to 1pm.
For our spot message, it is in French so that it can be understandable by a large portion of the
population and it is as follow:
« Nous prenons le jeu au sérieux et offrons aux enfants des espaces de jeux
attrayants et sûrs pour le bonheur des petits et des grands...

Pour plus d’infos visitez : www.wowplaygrounds.ma »

3. Marketing tools:

Marketing tools are an effective outdoor advertising because it reaches the potential
customer directly. We are relying heavily on the flyers and the catalogs to reach the visual
appeal. Certainly, the life of a flyer is just seconds and only 5% are fully read by receivers.
However, we are willing to distribute them intelligently, in a way that we will train the
distributers to explain briefly and kindly the idea of the club and its advantages.

 Schedule and Location:

During the week: distribution of 1000 per day flyer by three young men in the various
Shopping malls in Rabat, and near private schools.

During the weekend: distribution of 1500 flyer per day, at 12 PM and 5 PM in

Marjane, Aswak salam, ONCF train station and the park.

4. Online Advertising:
Our online advertising strategy consists of our website and a series of google ads.

Website:

We created an attractive website that includes a web version of the catalog, our
references, and an order platform. We will also include the testimonials of the

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 customers that have used the products of American partner.

Google ads:

We will create our ads and choose keywords, which are words or phrases
related to our business. When people search on Google using one of our keywords, our
ad may appear next to the search results. That way we will be advertising to an
audience that's already interested in us. People can simply click our ad to make a
purchase or learn more about us. They will be redirected to our website to learn more
about our sports club.

We will set a daily budget of 80 MAD.

5. Social Media:

Social networks like Facebook and Twitter are daily destinations for millions of
consumers. Increasingly, their ad products offer targeting according to specific demographics,
social connections, interests, and habits.

We will use social networks in order to catch the attention of young parents and
advertise to them our playgrounds and their value added for the wellbeing of their kids.

Location

1. Demographic analysis Vs Target market

Our business is located in a strategic position, one of the cross points between the
neighborhoods Hay Riad and Souissi. The area surrounding our location may be a calm Villa
neighborhood but the road crossing our street leads to a very known roundabout that regroups
three different road options; One to continue deeper into Souissi, One to continue for the
center of Hay Riad, and last one to continue for Agdal. Hence the road has a heavy daily
traffic, the reason that makes this avenue essential to the flourishment of our business since
the people passing by our business are by a large proportion either residents of Souissi or Hay
riad and so they are possible future customers for us.

Another major advantage is the easy accessibility customers will see in the location of our
business concerning the services after purchase we will offer.

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2. Traffic count
Our business location is strategic since it’s only:

 5 minutes away from the center of Souissi

 10 minutes away from Hay Riad
 20 minutes away from Agdal
 30 minutes away from Les Orangers
 15 minutes away from the exit of the highway coming from Casablanca
 From Hay riad: take the first turn to the left coming up the principal road “Annakhil”
go straight till the last traffic light before Acima then turn to the right go straight till
the first traffic light then turn to the left and you will find Wow playgrounds.
 From Agdal take the principal road leading to Temara then turn to the left when you
reach the roundabout of Acima keep straight till the first traffic light then turn to the
left and you will find Wow Playgrounds.

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Layout
The office is constructed on 1800m²

An area of 800m² will be reserved for the main building which will regroup the core
departments of our business (Finance Department, Marketing Department and Supply Chain
Management Dep.).

An area of 500m² will be consigned to the warehouse.

The area of 500m² left will be attributed to our showroom which will enhance the esthetical
appearance of our garden as well as attract the curiosity of potential customers passing by.

Competitor Analysis
A. Existing Competitors
by analysing our competitors, we can set up the appropriate competitive strategies and
undertake the right decisions.

it will mainly enable us to react to the moves of our competitors, therefore we can derive a
competitive advantage on our side.

we have a direct competitor Palitash that is offering similar products to ours, and we do have
indirect ones; public gardens, parks which are businesses targeting the same markets as we
Page | 27
do.

Our competitor analysis was directed toward palitash, therefore we have gathered as much
information as we could about the strengths and the weaknesses of this company.

Strengths: Palitash has an agreement with a prominent Swedish supplier, that includes an
exclusivity right clause.

This company has dealt with many well known Moroccan companies, allowing it to hold
some kind of creditentials in this industry.

Weaknesses: This company is headquartered in Agadir, therefore it might not effective in

targeting cities such as Rabat.

This company has neglected and overlooked individuals interested in having their own
playgrounds at their houses.

Concerning our indirect competitors, we believe that they cannot affect our market share. For
fast food chains, parents have been reluctant in going with their kids to these places, because
they want to keep their kids away from the junk food.

Strenghts Weaknesses

 an agreement with a  headquartered in

prominent swedish Agadir
PALITASH supplier  Neglected targeting
individuals

 A wide range of  Lack of green space

services offered  Low quality of goods
MAGIC PARK  Low Price & services
 Large space
 Strong infrastructure  Very expensive
 Children Playgrounds compared to the
MEGAMALL service offered
 The place is dark

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 B. Potential Competitors
In the next years we considered the possibility of having new entrants into the market.
Certainly there will be some competitors that will imitate our business idea and target the
same market as ours as well as the same marketing strategies. We also don’t neglect the
possibility of having a competitor characterized by more advanced and innovative products
than ours.

Test market results:

We developed a survey to better understand and analyze the market needs, trends and
preferences. This survey will allow us to better provide and serve our customers and offer
them the desired products and services.
The survey was administered in the city of Rabat with a great emphasis on Hay Riad,
Souissi and Agdal.
For the strategic areas in which the location was administered, it was mainly Villa
neighborhoods and closer to private schools as it represents the best places to find parents and
relatives of kids from 3 to 12 years old.

Page | 29
 1. Specify your current Family Status

Family Status

68%

22%

8%
2%

Married Single Married with kids Divorced with kids

This question will enable us to have an idea about the concentration of our future target
market.

The percentages on this graph speak in our favor, since there’s a large percentage of 68%
of people that fall into the “married with kids” Family status, which is our principal target
market. Also based on the locations we’ve chosen for our survey these results are not
surprising, they only confirm our expectations about our target market.

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 2. If any, what are the ages of the children in your household?

Children Age

14%
22%

3 to 5 years
5 to 10 years
10 to 12 years

64%

This Pie Chart gives us an idea about the children’s average age in our target market. The
percentages are accurate and show that the dominant age bracket is for children 5 to 10 years
old with 68%, followed by the age bracket 10 to 12 years old with 26%. These results are
consistent with our target market specifications, also it shows the opportunity available for us
to grow our business over the long term and maximize profitability.

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 3. Give an approximation of your monthly Salary

45%

23% 22%

10%

6000-8000 8000-10000 10000-12000 12000>

This graph illustrates the monthly salary of the interviewees involved in our sample.

We observe that there are 2 main concentrations in the salary brackets; a total of 43% of the
respondents confirmed a salary of (8000-12000) and 45% confirmed a salary of 12000 or
more.

These are accurate answers that permit us to believe in the ability of our target customers to
afford our products. Also we believe the customers in the higher bracket 12000> are more
concerned about the quality than the price. Customers that privilege the impact our high
quality playgrounds may have on the well-being of their children.

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 4. What are the major places you usually go to with your children?

Visited Places
56%

33%

5%
2% 3%

Parks Restaurants Gardens Clubs Other

According to the graph parks are the most popular places for families with kids. The interest
families have on parks is understandable since they offer a large variety of entertainment
spaces along with restaurants at the disposition of the clients and other extras, Only a slight
constraint is to be noted the location. Gardens are the least frequent visited places due to the
absent maintenance and repair. We noticed that the majority of the playgrounds in Rabat were
overused and depreciated.

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 5. How Far did you travel to get to any of these locations?

80%

70% 67%

60%

50%

40%

30%
19%
20%

10% 8%
6%

0%
5kms or less 5 - 10 kms 10 - 20kms 20kms >

This question comes to complete the previous one; we can clearly see that the distance
constraint is present for most interviewees. In fact it is a crucial problem that many families
face while trying to get to any of the parks or restaurants.

Our playgrounds cut the distances and offer the parents the solution they’ve always desired to
reduce the optional travel costs permanently.

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 6. Give a specific rate of your interest to have a playground in your
house

12%

40% Very Interested

Interested
25%
Concerned
Not Interested

23%

This question is very important in a way that it will illustrate the interest of people in
our playgrounds.

The majority of answers show that there’s a high interest from parents to try our new
concept and install our playgrounds in their houses.

A slight percentage of 12% were disinterested about our idea. We do not neglect this
percentage since it proves that a part of our target customers will be reluctant to change their
habits of bringing their children to parks and restaurants.

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 7. What are the features you would like to have in a playground?

Playground Features
2%

10%

36% Swings
Slides
Climbing Structures
Ramps & Hills to run on

52%

The purpose of this question is to know the preference of customers on the range of
playground features. This way we can adapt our catalogue to the specific needs of the market,
furthermore we can diversify our catalogue products efficiently to fit every type of customers
in our target market.

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 8. What surface material would you prefer for the playground?

Materials

10%
2%

Wood
Plastic
52% Metal
36%
Rubber

It is clearly shown that most of interviewees have a preference for wood and plastic by a large
percentage which is logically acceptable since these two materials are the less risky by nature
and the most used in the products people are familiar with. Wood favored by the largest
percentage of 52 % can be explained by the reliability and durability of this material, also the
fact that it’s a natural product that doesn’t go through any initial processing as it is the case
for Plastic.

Metal and rubber are the least favored in this research since the level of risk associated with
using these materials as surface materials for a playground is high.

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 9. On a scale of 1-10 how much risk do you think is involved for your
children in using the playground?

Risk
2%
1
5% 8%
2
12% 3
4
5
6
43% 7
30%
8
9
10

This graph gives us a clear idea about whether people see the playground as a risky space for
their children or not.

The results are on our advantage since the concentration of the largest percentages was
attributed to the 3rd and 4th scales by a total of 73%. Only a slight percentage of 14% was
given to the 5th and 6th scales. The highest scales of risk from the 7th to the 10th were neglected
in this research with a null percentage.

We can translate these results stating that the majority of people are confident about the low
risk involved for children in using playgrounds. The slight risk presence comes from the
parents natural care and protectionism senses over their children.

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Contrast: Salary Vs Interest

Interest Salary

45%

23% 22%
40%

10% 22% 23%

12%

6000-8000 8000-10000 10000-12000 12000>

On this graph we notice the positive relationship between the salary and the interest of
our interviewees. As the salary range increases the level of interest increases
simultaneously. These answers enable us to predict that our future customers with a high
salary privilege the quality over the price.

Page | 39
 Contrast: Distance Vs Interest

Distance Interest

40%

67%

23%
25%

12% 19%

6% 8%

5kms or less 5-10kms 10-20kms 20kms>

This graph illustrates the Distance Vs Interest positive relationship. The majority of the people
who participated in the survey said that they need to travel for more than 10km to find a
relatively pleasant place for the entertainment of their kids. This in an implicit confession that
it is not easy to find some nice places for the children.

Therefore we believe that our products will help remove the inherent difficulties that have to
do with the entertainment industry.

Page | 40
Human Resource Management

1. Description Of The Management Team

Med Amine Med Amine Otman

El Mehdi
BEKKAL MOUSSAMIH YAACOUBI
BERHMI
Logistics and
Chief Financial Marketing
General Manager distribution
Officer Manager
Manager

General Manager

The general Manager’s job mainly includes managing and coordinating work of
process managers working under his supervision in the Business. The duties also comprise
devising and planning the company policies, and discussing them with the management for
final approval.

Marketing Manager

The Marketing manager should be able to design marketing functions such as

marketing research, service and market planning, pricing, the promotion mix and customer
services. The manager should also be able to develop plans for advertising, sales promotion,
public relations, and work out an approach to pricing and set prices for the services. In
general, the marketing manager should coordinate the activities of all areas in KSC that are
involved in providing services to our customers.

Logistics and distribution Manager

The L&D manager should be able to lead and direct all the elements of our
distribution channel. The manager should be able to manage the inventory turn-over. Also he
will be responsible for controlling the work of all the employees, and ensuring the continuity
of their performance.

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Chief Financial Officer

The chief financial officer has the duty to show the results of gain and losses, changes
in value to reveal the progress or failures of the business, and also its future limitations and
possibilities. Another task is that he should establish, maintain, and coordinate the
implementation of accounting and accounting control procedures. For the last part he has to
analyze and review the budgets, expenditures, revenues, expenses, payroll entries, invoices,
and other accounting documents.

2. Future Additions To The Management Team

The initial management team for Wow Playgrounds depends mainly on the management
team described above. All members will stay within their expertise in running the daily
operations of the facility such as scheduling, marketing, and promotions.

Qualified Personnel will be hired for the expansion of the business as our business is
open to any form of external investment and will welcome it to enhance the current state of
the business.

Page | 42
 3. Company Structure

General Manager
Med Amine Bekkal

Chief Financial
Marketing
Officer L&D Manager
Manager
Med Amine Othman Yaacoubi
El Mehdi Berhmi
Moussamih

Installation
Employees

Receptionists

4. Form Of Ownership
We have chosen to go with partnership (SARL) for the main reason that we are four
partners working together in order to establish our business. Besides, we can combine our
complementary skills to form an efficient team, where each person will not only conduct the
job he’s been given, but also contribute to the job of his partner.

5. Decision Making Authority

In our business decisions are taken by consensus. The board of directors will be meeting
once a week regularly. During these meetings actual performances are evaluated, corrective
actions are taken, and future decisions, perspectives and strategic moves are discussed. The
purpose of these meetings is to come up with the solution that best serves the goals of the
business.

Page | 43
 6. Compensation and Benefits

part of the profit will be retained for reinvestment and the remaining part will be
distributed as follow:

Mr. Med Amine Bekkal, as the general manager, will have a compensation similar to the one
of the partners plus a symbolic small percentage.

All others, namely Mr. Med Amine Moussamih, Mr. El Mehdi Berhmi, Mr. Othman
Yaacoubi will have equal compensation of the remaining profit for each.

In order to motivate employees our business has planned an excellent compensation program,
where the employees get paid an extra month and receive transportation commissions.

Page | 44
Financial Part

1. Initial Capital Structure

Our capital structure is composed of 300000000 MAD equity raised by equal

contributions of the four partners, as well as 100000000 MAD debt. Therefore, as
shown in the graph below, our contribution is estimated as 66.66% of the total capital.
The collateral for the loan from the bank will be the land of our chief financial officer
Med Amine Moussamih.

Capital Structure

33%

Equity
Debt

67%

Page | 45
2. Start-up Balance sheet

3. Assumptions

In Rabat, there are around 120 primary schools and kinder gardens that might
be interested in our products. We have shortlisted our target market in order to
include spacious and elite schools.
Moreover, our target market includes spacious villas which we believe they are around
3000 villas in the region of Rabat and its suburbs. In addition to that we assume that
they are around residential housing in Rabat and around 15 public parks.
We based our financial assumptions on the marketing analysis that we have conducted
previously.
In our optimistic scenario, we assume that 20% of the target market will buy our
standard products and 7% of the target market will be interested in our premium
products.

Page | 46
In our pessimistic scenario, we assume that 10% of the target market will buy our
standard products and 3% of the target market will be interested in our premium
products.
In our realistic scenario, we assume that 15% of the target market will buy our
standard products and 5% of the target market will be interested in our premium
products.

Page | 47
4. Income Statement Scenarios

Below is a table that shows the three income statement scenarios for the first year.

Page | 48
 5. Payback Period

The payback period is an important indicator about the good health of a project, it
represents the length of time required to recover the cost of an investment. We believe the
Payback period of one year and five months we came up with in calculations is reasonable
enough if we take into consideration the small initial investment our business required and the
fast growth of the industry.

Payback Period
7000000

6000000

5000000

4000000
Accumulated CF
3000000 Initial Investment

2000000

1000000

0
1 2 3

Page | 49
 6. Break-even Analysis

We have tried different combinations of products as we possess in our business

two main types of products the premium which costs 8000MAD and the standard one
which costs 4000MAD.
The fixed costs of our business elevate to the total amount of 1250000MAD.
After matching the sales level of the different product combinations and the level of
fixed costs, we come up with the break-even point at precisely: 175 Standard and 75
Premium Units.

Break-even
2500000

2000000

1500000
Sales

Total Sales
1000000 Total Costs
Fixed Costs

500000

0
30 75 100 150 175 225 250
Standard Standard Standard Standard Standard Standard Standard
20 25 50 50 75 75 75
Premium Premium Premium Premium Premium Premium Premium

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