THE WATER ZONE

PRESENTED BY:

SHALINI SUMAN BARA BBA/40022/15

SHALINI SRINGAR BBA/40019/15

SAMIKSHA XALXO BBA/40041/15

PRAGYA TOPPO BBA/40035/15

 TABLE OF CONTENT
TOPIC PAGE NO.
EXECUTIVE SUMMARY 4
BUSINESS CONCEPT 4

CURRENT SITUATION 4

FINANCIAL NEEDS 5

KEY SUCCESS FACTORS 5

VISION, MISSION, GOALS 6

GENERAL COMPANY DESCRIPTION 8

SWOT ANALYSIS 9

PRODUCT AND SERVICE 11

PRODUCTS 11

SERVICES 12

EXPANSION AND GROWTH 12

OPERATIONAL PLAN 13
STRATEGIES AND IMPLEMENTATION 13

DEVELOPING AND PROCESSING 14

SUPPLY CHAIN 15

ASSETS 15
MARKETING PLAN 16
MARKET ANALYSIS SUMMARY 16

MARKET SEGMENT 16

COMPETITIVENESS AND BUYING PATTERN 17

MARKET TRENDS 17

MARKET STRATEGY AND SALES STRATEGY 18

PUBLICITY AND ADVERTISEMENT STRATEGY 19

OUR PRICING STRATEGY 20

PAYMENT OPTION 20

MANAGEMENT AND ORGANISATION 21

MANAGEMENT TEAM 21

ORGANISATION STRUCTURE 22

HUMAN RESOURCE PLAN 23

PERSONAL FINANCE STATEMENT 26
FINANCIAL PLAN 29
CONCLUSION 31
APPENDICES 32
 EXECUTIVE SUMMARY

BUSINESS CONCEPT:
We have selected the water park as our project topic as this concept is new in
our city, RANCHI, and also in our state of JHARKHAND.

It is focused on family entertainment in a family-oriented community. The

company anticipates that its facility will have a positive impact on the local
environment and economy.

This project is basically to increase entertainment centers in RANCHI. This project

requires a huge land and also huge investment so that there is proper
accommodation of all facilities we have thought of that will add to entertainment.

We intend to combine as many attractions as possible in our park so as to keep the

customers attracted and willing to refer us to others. Part of our selling point is the
fact that we intend to provide excellent customer care to our various customers by
ensuring that all our employees are trained to listen politely to customers and also
promptly resolve any complaints.

CURRENT SITUATION:
As we know there, there are not a many recreation and entertainment centers in our
city, RANCHI.

There is fun castle which has a playground providing rides, boating, etc. Then we
have dams and waterfall areas which amuse us, but they hardly provide any safety
assistance.

So our water park project is one that provides you water amusement as well as
safety.
FINANCIAL NEEDS:

 Part capital generation from personal savings and sale of stocks

 Sourcing capital from investors
 Sourcing capital from venture capitalists
 Apply for loan from a bank
 Source for capital from wealthy friends and family members

KEY SUCCESS FACTORS:

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

We believe that our main keys to success include:

 Providing popular and wide-ranging entertainment activities

 Ample and secure parking
 Indoor activities for year round entertainment
 Easy access
 Target high traffic areas for maximum public exposure
 Design facilities to curb overcrowding
 Seasoned management team
We believe that we can minimize certain risk factors by:

 Initial capitalization of the company to sustain operations through year one

 Low overhead through the use of multi-skilled employees and continual
training
 Strong customer base through aggressive marketing
 Strong community ties and involvement
 Eliminate collection costs by establishing cash/credit/debit card only
facilities

VISION, MISSION, GOALS:

VISION:
Our vision is to be the preferred amusement park for children, young adults and
adults who want something exciting and unique. Our vision statement will guide
future development, operations and maintenance.

The park system will be sustainable, well-maintained and safe and meet the
amusement needs of individuals, families and communities. The focus on
preserving the land will continue with a strong emphasis on connecting people to
the land and each other.

By 2030, we have viewed this park as a premier destination that welcomes and
captivates residents and visitors from different places.

MISSION:
Our sole purpose is to establish a profitable and well-managed company while at
the same time creating an atmosphere of fun and excitement for the entire family
with activities designed to please the visitors.
We shall permanently preserve, protect, maintain, improve and enhance its natural
resources, parkland and recreational opportunities for current and future
generations.

OBJECTIVE AND GOALS:

The company's objective is to build quality, full-service FECs (family
entertainment centers) that will command the approval of the community
which it serves.

Our goals include:

1. A 10% market share in our first year.

2. A modest increase in our gross margins within the second year of
operation.
3. An increase in our market share by a minimum of 10% for each of
our first five years.
The company believes that by entering the marketplace first and by
establishing quality facilities, it will become, and remain, a leader in the
FEC industry.

Our fundamental objective is to realize how we impact the community

that we do business in, knowing that we will stand the test of time if the
local residents approve and support our center.
 GENERAL COMPANY
DESCRIPTION
Our project is named ACQUA DIVERTIMENTO, these are two ITALIAN words
in which “acqua” means “water” and “divertimento” means “amusement”.

This project is located on the outskirts of the city in the RING ROAD area. Where
it is far from huge traffic and is even convenient for people.

It is purely an entertainment based project requiring huge capital investment and

land. The waterpark promises excitement, entertainment and lots of water.

A LAYOUT OF THE PROJECT:

SWOT Analysis:
Running a standard amusement park requires that all influencing factors be looked
into. In determining if we were best suited to run a waterpark business, we hired
business consultants who had the responsibility of looking through our business
and determining if the odds were in our favor in running this business.
A SWOT (Strength, Weakness, Opportunity, Threat) analysis was used to
determine what would become of our business and if it was worthwhile expending
the huge amount of resources – financial and labor in starting this business.
Even though this area is deemed a tough area for any entrepreneur to embark on,
the analysis assured us that our strengths and the opportunities available to us
would give us leverage over our weaknesses and threats as well as our competitors
as well. Below is the result from the SWOT analysis conducted:

 Strengths
Our strengths lies in the various other services added to our core unique services
that we intended to introduce to our wide range of customers. We have hired
competent employees who know the value of work ethics and are well attuned to
our corporate culture in delivering excellent services to our customers.
Our management teams all have several years of experience in running an
amusement park and therefore have what it takes to run this business from the
ground up to an enviable position in the industry.

 Weaknesses
The amusement park business is a tough industry to break into especially as strong
competitors abound in this field, also, the fact that we are located in rural area of
the city might be a weakness for us but we have plans in place to combat this
weakness and turn it into strengths.
  Opportunities
People seek entertainment on a daily basis, some want a sense of adventure, others
are looking for something dreamy, and others want something fun, whilst some are
on the lookout for challenges. We know how perfectly poised we are in ensuring
that we tap into the many available opportunities by ensuring that customers have
their needs met.

 Threats
The threat we are likely to face in this business is the threat of new competitors
launching a similar business in the location we would be operating from. Another
threatening factor might be a downturn of the economy which would mean that
people would spend less than they usually do to come to amusement parks. We
however have strategies in place to combat these threats.

We intend to combine as many attractions as possible in our park so as to keep the

customers attracted and willing to refer us to others. Part of our selling point is the
fact that we intend to provide excellent customer care to our various customers by
ensuring that all our employees are trained to listen politely to customers and also
promptly resolve any complaints.
PRODUCT AND SERVICE
PRODUCT:
Our project focuses on one goal i.e. - to make play experiences which amazes the
public. The whole thing is a combination of services and products working
together in unison to produce successful entertainment solutions and beautiful
destinations. The products and services cannot exist without the other.

The products offered are:

1. Swimming pools
2. Water slides
3. Tubes
4. Side restaurants providing snacks and soft drinks
5. Audio visual effects
6. Kids playground

The entrance amount of the park is kept starting from Rs 500/- and would also
provide additional package.

For use of excess of water and electricity we need to get a proper legalization from
the GOVERNMENT of the STATE.

With the various products and designs secured as INTELLECTUAL PROPERTY

RIGHTS, the project is a pioneer player in the amusement industry in India.

Our focus on “customer delight” continues to be the motivation for every

innovative initiative.

Our design teams have worked on the swimming pool projects throughout. These
projects are varied in complexity, shape, size, but the principles have
fundamentally remained the same.
SERVICES:
Our FEC's will provide customers with a wholesome environment that provides
amusement, entertainment, excitement, year round activities, souvenirs and great
food all while forming lasting memories at affordable prices.

Although there is currently no competition in the immediate area in which we plan

to establish our FECs, we believe that because the FEC industry is expanding
exponentially, sooner or later competition will encroach.

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

Expansion and Growth:

Our design teams constantly seek new water features to incorporate into the latest
conceptual layout or project detail. During any stage of this process new
innovations or updated arrangements can become apparent. The teams and
company are already working on plans for adding more facilities and renovations
are also to be performed.
 OPERATIONAL PLAN
STRATEGIES and IMPLEMENTATION:
Our services will be positioned to provide our customers with a premium
amusement and entertainment experience.

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

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

Competitive Edge

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

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

The keys to our competitive edge

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

 Produce maximum profits, but still able to offer affordable entertainment

 Provide the best games/family sports
 Great food
 Little or no educational curve
 Allow space for other retail tenants (reduce overhead)
  Provide activities for a large range of age groups
 Unique in design with comfortable ambience
 Exciting work environment.

Marketing Strategy

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

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

Promotion Strategy

In every business it is a well-known fact that word-of-mouth advertising is any

businesses' best friend or worst enemy. Yet, this does not preclude the fact that
announcements, placing advertisements in the local newspapers and our future
planned website are not just as important in reaching new customers and will be
employed as follows:

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

DEVELOPMENT AND PROCESSING:

There are various equipments to be installed:

1.SLIDES

2.WATER PUMPS AND FILTERS

3.POOLS
4.GENERATORS

5.PLAYGROUND SETUP

6.LIGHTINGS, etc

We will require experienced personnel for handling such equipments for which the
personnels hired will be trained in order to gain knowledge about how to use the
equipments.

SUPPLY CHAIN:

We will be buying water slide equipments from PARTH FIBROTECH, NAGPUR

who is providing us the slides @Rs4000/running feet.

There will be a proper check on the quality of the products and regular and
continuous check on the equipments running.

ASSETS:

Our assets include:

1.The various kinds of equipments

2.Furniture

3.Our brand name

4.Land

5.Buildings

6.Patents, trademarks, etc.

Of course our most important asset will be CUSTOMER and their

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

Market Segmentation:
The primary targeted market consists of three main groups. These categories are:
15 to 24 year old, 25 to 34 and 35 to 54 years old. To better understand the size and
breakdown of the local population see the following chart.
Competition and Buying Patterns:
The Amusement Industry is unique in that it has little inventory.  Yet, should the
need arise there exists a large network of suppliers for everything in the facility.
All of these sources ship overnight which reduces the requirement for a large on-
hand inventory.

Being locally owned, you can design and operate your facility to be connected with
the community and fine-tune to meet their needs.  

Our first choice of locations is superior and offers us an edge against future FECs
or similar services.  We will create our niche in the market place by being the first
FEC in the surrounding area, but to keep our competitive edge we know we have
to choose the right location. 

Market Trends:
Amusement parks have a constant demand that changes depending on the season,
however, changes are not unusually low for this kind of business as it is for other
businesses. However, any amusement park that intends to be in business for a very
long time and favorably compete with other established amusement parks will need
to stay creative in bringing forth new ideas and also be unique for the overall
benefit of the business. This includes continually exploring ideas that will be
fascinating for the wide range of customers who visit the amusement parks.
Another trend for amusement parks is the fact that most amusement parks do not
only sell admission rates for visitors who intend to gain entry into the park to see
the various attractions that the park has to offer; it also sells spaces to shops,
restaurants, event places and other commercial outlets. Also, huge amusement
parks also have accommodation on the site like resorts for people who like to stay
for a while and experience all the pleasures and attractions that the park has to
offer.
Lastly, technology through the internet has played a major role in ensuring that
more people are aware of the various services an amusement park can offer.
Amusement parks can now interact with potential and existing customers via their
websites which have been uniquely designed to showcase all the attractions that
the amusement park has to offer. In this industry, one has to network with a whole
lot of people in the entertainment industry so that sales can be increased for the
overall healthy bottom line of the business.

Marketing Strategy and Sales Strategy:

The intention of marketing a product and or service is very straightforward;
however marketing itself serves a dual purpose for every business. The importance
of marketing for any business especially those with the intention of making profit
is to generate revenue for the business whilst also increasing awareness about the
products and or services a business has to offer and even for the business itself as a
whole.
However, the old way of marketing products which was through distribution of
fliers as well as placing adverts in print and in television might not be as effective
especially as technology has not only made it easier for businesses to gain their
customers but is also a faster way of generating income for any business,
especially amusement parks.
Without marketing, any business no matter how fantastic it looks would likely fail.
Because of how huge the amusement park project is, we were careful in deciding
what our marketing and sales strategy would be and for this purpose we hired
marketing consultants that conducted a thorough marketing survey and feasibility
study on our behalf as regards who our target customers are and how we should
penetrate the available market so as to draw customers to our business.
The marketing experts we hired have a thorough knowledge of the amusement
park business and so would also help in drafting effective marketing strategies in
conjunction with our sales and marketing team so that our corporate goals can be
achieved.
Publicity and Advertising Strategy:
Every business that intends to grow needs to intensify its publicity and advertising
strategies, if they intend to favorably compete with other similar businesses in the
same industry.
We intend to ensure that we publicize our amusement park are offering of trainings
for those who intend to start their own amusement park business and consultancy
services for those who are already in the business.
Listed below are some of the platforms we intend leveraging on in order to
promote our project:

 Creating customized tee-shirts with our logos and giving to loyal customers
as free
 Placing adverts on radio and television as regards our brands
 Placing advert via Google and other traffic pulling sites
 Participating and sponsoring relevant programs in the community
 Making use of our social media platforms like Instagram, Facebook, Twitter,
Snapchat and other such avenues to publicize our business.
 Design flexi banners and place in different conspicuous locations to increase
awareness
 Distribute our fliers in target areas
 Sponsor school high school, college, and universities entertainment shows
Our Pricing Strategy:
We intend to offer admission rates that are affordable to our different customers
such as children, adult, senior citizen or a family unit. Our admission rate is usually
all-inclusive and allows customers see attractions and enjoy live entertainment.
Customers who want extra services such as attractions, merchandise, concessions
and arcades will definitely have to pay more.
Pricing in admission parks usually boils down to two categories such as physical
and non-physical choice categories. Even though both categories need an
admission ticket, they offer different services. The physical choice usually includes
admission packages that are based on the type of amenities and inventory to be
used, while the non-physical choice usually includes rates for different usage
times.
During our first one month of operations, we intend to ensure that all rates for
different admission categories are discounted so that more customers can patronize
our services.

Payment Options:
We intend to ensure that all our customers have different payment options that suit
them. Our payment policy will be broad and inclusive of all the categories of
customers we are likely to get. The payment options that we will make available to
our wide range of customers include;

 Cash payment
 Credit Card payment
 Payment via Point of Sale (POS) Machine
 Payment via online transfer
 Payment via mobile app transfer

The above payment options were carefully chosen in conjunction with our bank
which we believe offer the best banking platforms that will ensure that all
payments go through with few hitches as possible.
MANAGEMENT AND
ORGANISATION
Our company philosophy is based on mutual respect for all contributions made by
our participating or limited partners, investors, consultants, and employees without
regard to the position held in the company.  Those who work will learn to enjoy
and trust our partnership environment, because we all strive to create an
environment that enables us to work smarter-not harder and suggestions are
valued, appreciated and rewarded.

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

Management Team

1.Managing Partner:

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

2.Manager Operations (GM) & Public Relations Officer:

Responsibilities: Participate in the company's strategic business plan; coordinate

training and operation programs; act as opening (mornings to midday) operations
director; customer service director and public relations consultant once the center
is open
3. Manager of Promotions and Media:

Responsibilities: Implement the direction of the marketing with day-to-day

management responsibility towards designing of art and graphics work and
promoting of the company's FECs.

4.Entertainment and Activities Consultant:

Responsibilities:  Ongoing review of the company's business plan and

advise/consult on all aspects of entertainment activities, assist in building design,
floor layout of activities, assist with training and explaining the general functions
of our FEC.

5.Marketing and Sales Consultant:

Responsibilities: Consult and advise as to the company's marketing, sales and

advertising.

Organizational Structure
The company's structure is as follows:

Active Managing Partners/SeniorLimited Partners/Senior StaffNon-Partners/Senior Staff

Staff Consultants Consultants (retained)

Entertainment &
Managing Partner Sales and Marketing Consultant
Activities Consultant

Operations Manager/Public- -
Relations

Manager of Promotions- -
& Customer Service
- -
Human Resource Manager
HUMAN RESOURCE PLAN
 Below is the intended business structure that we intend to build:

 Chief Executive Officer

 General Manager
 Park Manager
 Human Resources Manager
 Business Development Manager
 Sales and Marketing Team
 Accountant
 Customer Service Executives
 Security Guard
 Cleaners

Roles and Responsibilities:

Chief Executive Officer:

 Responsible for generating capital and creating the overall budget for the
amusement park
 Engages in high negotiation deals with clients and investors on behalf of the
amusement park
 Creates a strategic direction for the company and ensures that it is
communicated to the management staff
 Continually evaluates the success of the organization

General Manager:

 Sees to the overall daily operations of all the aspects of the amusement
 Coordinates with the park and games manager to ensure that the overall
policy of the company is being adhered to
 Takes important decisions on behalf of the amusement park
 Crosschecks with the CEO as regards certain aspects of the business
Park Manager:
 Responsible for overseeing the smooth running of all the daily activities that
goes on in the amusement park
 Maps out the strategies that would be needed to lead to a better productivity
of the employees at the park
 Responsible for appraisals of each employees and making decisions
affecting employees in the park
 Ensures that the amusement park meets the expected safety regulations of
the authorities

Human Resources Manager:

 Responsible for sourcing, recruiting and training all workers needed in the
amusement parks in conjunction with the different managers
 Is responsible for the welfare of all the workers at the amusement park
 Carries out induction for new employees
 Defines job positions in relation to recruitment

Business Development Manager:

 Responsible for developing new business ideas for the amusement park
 Create strategies to ensure that the amusement park makes revenue from
other services

Sales and Marketing Team:

 Constantly carries out research to determine best ways customers can be

retained
 Identifies new target markets and opportunities
 Develops and implements new plans for increasing sales
 Create and maintain a reliable database of customers

Accountant:

 Handles all the financial transactions on behalf of the amusement park

 In charge of employee payrolls
 Carries out financial forecasting and risks taking on behalf of the amusement
park
  Prepares accurate tax information on behalf of the amusement park and
submit to the tax authorities.

Customer Service Executives:

 Takes bookings from customers on behalf of the customers

 Listen to all customer complaints by ensuring that the complaints get to the
right department and are resolved as quickly as possible
 Keep an accurate database of customers on behalf of the amusement park
 Stays updated about new information and services to ensure that customers
that call for inquiries get accurate information.

Security Guard:

 Ensure that the park is safe and secure for customers and employees
 Patrols the park during the day to check for any signs of troubles or incidents
 Ensures that lost objects and personal items are kept safe
 Pass along security tips to the employees

Cleaners:

 Responsible for ensuring that the environment is kept clean before park is
open for visitors everyday
 Ensures that the restrooms are kept clean at all times
 Keeps inventory of cleaning supplies
 Keeps administrative areas and complexes clean

We intend to continually train our employees so as to ensure that they are updated
as regards new ways in running the business and also to update their skills which
will lead to higher productivity for our business
PERSONAL FINANCIAL
STATEMENT
The capital invested by each partner is in equal ratio with each contributing

Rs 10, 00,000.

The rate of interest on each capital invested is 15%.

The partners have agreed to bear the profits and the losses equally.

In times of emergence, the partners could even lend money as loan to the project
@6%.
START-UP EXPENSES
AND CAPITALISATION
Start – Up Expenditure (Budget):
The amusement park business is one that requires a whole lot of start-up capital
that is usually spent on getting the machineries and equipment to use in starting the
business. Asides from getting the machineries and equipment, the bulk of the
capital is also used to pay employees and pay other bills till the business starts
making its own money to pay for these aspects itself.
The key areas where the start-up capital will be spent on are;

 Total fee for registering business and handling other legalities Rs1,24,000
 Zonal licenses and permits – Rs60,000
 Cost of hiring business consultants – Rs5,00,000
 Insurance policy (workers’ compensation, general liability, property and
equipment liability) – Rs1,00,000
 Operational costs for the first one year (employee salaries, utility payments
and other running costs) – Rs5,000,000
 Cost of acquiring and installing equipment and machineries – Rs40,000,000
 Other start up expenses (installations of phones, computers, printers, security
cameras and furniture) – Rs20,00,000
 Cost of store facilities (ventilation, shelves, cleaning supplies)
– Rs10,00,000
 Marketing expenses (promotion for grand opening as well as marketing for
the first one year) – Rs20,00,000
 Cost of building and launching an official website – Rs20,000
 Cost of start-up inventory – Rs30,00,000
 Miscellaneous – Rs500,000
CAPITALIZATION:

 Part capital generation from personal savings and sale of stocks

 Sourcing capital from investors
 Sourcing capital from venture capitalists
 Apply for loan from a bank
 Source for capital from wealthy friends and family members
 FINANCIAL PLAN
Important Assumptions:

1. Our long-term commercial loan is amortized at 10% interest over 20 years.

2. All pricing has been set by industry standards and the local market.

3. Contract services include: payroll, pest control, trash removal, cable TV.

4. Employees needed and wages have been projected for full time and eight hour
shifts. 

5. All payrolls will be done through a payroll company, therefore giving a flatter

rate and making it easier to project.

6. Tax rates are:

Real Estate tax Rs10.00 per Rs1,000 of assessed value.

Personal Property tax base is .009% of cost of equipment.

Business License is Rs50.00 for first 10,000 sq ft & Rs5.00 per every

additional 1,000 sq. ft. of building space.

7. The income tax rate is estimated before deductions and overhead assumptions
are included.
GENERAL ASSUMPTIONS

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5

Plan Month 1 2 3 4 5

Current Interest Rate 19.00% 19.00% 19.00% 19.00% 19.00%

Long-term Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00%

Tax Rate 32.75% 33.00% 32.75% 33.00% 32.75%

Other 0 0 0 0 0
 CONCLUSION
This is a project that consists of advanced fun, entertainment, fun, and joy to make
our project one the best and also to attract people of all categories.

The target market is 60% to 80% Indian fun loving population, school/college
students’ population, tourists who are regularly in search of new fun & joy projects
to spend time and money.

The Proposed project would be designed & built by India's No.1 & highly
experienced Theme Park developer who has already established hundreds of
different popular projects in India and overseas countries. He is well prepared with
all the necessary setup.

The Reserve Bank of India and the Government of India has permitted 100% FDI
for projects like ours.

The area required for the project is about 10 Acres. Suitable land has already been
identified.

We are in need of an investing partner who could invest Rs1,00,00,000 on 50%-

50% profit sharing basis with a shortest ROI period of 5 to 6 years. I prefer a non-
resident Indian investor who is ready to become co-founder of this project and to
invest on long term basis.

We have planned to provide all-inclusive entry tickets of different kinds to attract

different types of visitors. I am envisaging daily, weekly, monthly, and quarterly,
half-yearly and annually visitor passes. And also propose an attractive membership
scheme to attract fun loving families within India to generate long term revenue to
my project.

Our landscaper requires continuous fund flow to plan, design, erect, establish and
launch the project.

The fast earning part of the project will be launched within the first phase of 18
months, through an excellent grand launching function covered by the media to
attract visitors from around the world. The final phase of the project will be
finished after 6 to 10 months after the launch of the first phase.
 APPENDICES
Set forth below are the main milestones in the schedule of proposed development.
We have carefully reviewed the timelines for start-up and firmly believe that once
we are completely funded we can construct and open our initial FEC within less
than one year of breaking ground.

 Purchase of property for FEC site by October 2018

 Preliminary architectural drawings
 Secure construction loan
 Approval of final architectural drawing
 Obtain all required permits
 Site preparation
 Develop operations and employee manual
 Hire personnel
 Prepare and finalize marketing campaign
 Train staff
 Order inventory
 Soft open (training period 30 to 45 days)
 Grand Opening
 Construction on Phase 2 Starts in 2020.
FINANCIAL ASSUMPTIONS

GENERAL ASSUMPTIONS

Year Year Year Year Year

1 2 3 4 5

Plan Month 1 2 3 4 5

Current Interest 19.00 19.00 19.0 19.00 19.00%

Rate % % 0% %

Long-term 10.00 10.00 10.0 10.00 10.00%

Interest Rate % % 0% %

Tax Rate 32.75 33.00 32.7 33.00 32.75%

% % 5% %
 PRO FORMA BALANCE SHEET

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5

Assets

Current Assets

Cash 835,816 776,910 6,857,922 7,625,035 8,610,427

Other Current Assets 0 0 0 0 0

TOTAL CURRENT ASSETS 835,816 776,910 6,857,922 7,625,035 8,610,427

Long-term Assets

Long-term Assets 5,077,925 5,077,925 5,077,925 5,077,925 5,077,925

Accumulated Depreciation 0 0 0 0 0

TOTAL LONG-TERM ASSETS 5,077,925 5,077,925 5,077,925 5,077,925 5,077,925

11,935,84 12,702,96
TOTAL ASSETS 5,913,741 5,854,835 13,688,352
7 0
Liabilities and Capital Year 1 Year 2 Year 3 Year 4 Year 5

Current Liabilities

Accounts Payable 75,702 180,950 268,064 289,325 298,783

Current Borrowing 772,146 636,388 472,466 274,539 207,414

Other Current Liabilities 0 0 0 0 0

SUBTOTAL CURRENT
847,848 817,338 740,530 563,864 506,197
LIABILITIES

Long-term Liabilities 3,592,066 3,526,940 7,766,888 7,605,210 7,426,603

TOTAL LIABILITIES 4,439,914 4,344,278 8,507,418 8,169,074 7,932,800

Paid-in Capital 965,000 965,000 1,739,000 1,739,000 1,739,000

Retained Earnings (229,575) (265,174) 545,557 1,689,429 2,794,886

Earnings 738,401 810,731 1,143,872 1,105,457 1,221,667

TOTAL CAPITAL 1,473,826 1,510,557 3,428,429 4,533,886 5,755,552

TOTAL LIABILITIES AND 11,935,84 12,702,96

5,913,741 5,854,835 13,688,352
CAPITAL 7 0

Net Worth 1,473,826 1,510,557 3,428,429 4,533,886 5,755,552

RATIO ANALYSIS

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 INDUSTRY PROFILE

Sales Growth 0.00% 5.00% 55.00% 5.00% 5.00% 15.20%

Percent of Total Assets

Other Current Assets 0.00% 0.00% 0.00% 0.00% 0.00% 34.40%

Total Current Assets 14.13% 13.27% 57.46% 60.03% 62.90% 42.90%

Long-term Assets 85.87% 86.73% 42.54% 39.97% 37.10% 57.10%

100.00 100.00 100.00 100.00 100.00

TOTAL ASSETS 100.00%
% % % % %

Current Liabilities 14.34% 13.96% 6.20% 4.44% 3.70% 36.40%

Long-term Liabilities 60.74% 60.24% 65.07% 59.87% 54.25% 23.30%

Total Liabilities 75.08% 74.20% 71.28% 64.31% 57.95% 59.70%

24.92 25.80 28.72 35.69 42.05

NET WORTH 40.30%
% % % % %

Percent of Sales

100.00 100.00 100.00 100.00 100.00

Sales 100.00%
% % % % %

Gross Margin 57.16% 57.16% 53.64% 53.64% 53.64% 55.05%

Selling, General &

36.47% 35.48% 33.98% 35.47% 34.59% 76.60%
Administrative Expenses

Advertising Expenses 0.51% 0.51% 0.51% 0.51% 0.51% 2.60%

Profit Before Interest and

45.46% 45.46% 40.91% 40.91% 40.91% 2.00%
Taxes

Current 0.99 0.95 9.26 13.52 17.01 1.17

Quick 0.99 0.95 9.26 13.52 17.01 0.75

Total Debt to Total Assets 75.08% 74.20% 71.28% 64.31% 57.95% 59.70%

Pre-tax Return on Net

74.60% 80.11% 49.61% 36.39% 31.56% 102.42%
Worth

Pre-tax Return on Assets 18.59% 20.67% 14.25% 12.99% 13.27% 30.73%

Additional Ratios Year 1 Year 2 Year 3 Year 4 Year 5

Net Profit Margin 20.74% 21.68% 19.74% 18.17% 19.12% 19.85%

Return on Equity 50.10% 53.67% 33.36% 24.38% 21.23% 36.53%

Accounts Payable Turnover 28.14 12.17 12.17 12.17 12.17 0.00%

Payment Days 27 21 25 29 30 n.a

Total Asset Turnover 0.60 0.64 0.49 0.48 0.47 54.69%

Debt to Net Worth 3.01 2.88 2.48 1.80 1.38 224.01%

Current Liab. to Liab. 0.19 0.19 0.09 0.07 0.06 8.98%

Interest Coverage 3.12 3.47 3.54 2.97 3.28 327.40%

Assets to Sales 1.66 1.57 2.06 2.09 2.14 186.01%

Current Debt/Total Assets 14% 14% 6% 4% 4% 6.45%

Acid Test 0.99 0.95 9.26 13.52 17.01 1651.43%

Sales/Net Worth 2.42 2.48 1.69 1.34 1.11 180.94%

Dividend Payout 0.00 0.95 0.00 0.00 0.00 19.09%

窗体底端