Night Club Business Plan Feasibility Rep

CONFIDENTIAL
Club Venue Inc

UNFORGETTABLENIGHTLIFEINAWESOMELOCATIONS!
BUSINESS PLAN
Prepared September 2019

Prepared by skyrocketbpo (Alvi Rahman)
Club Venue Inc i
Table of Contents
Executive Summary ..................................................................... 1
Opportunity .................................................................................................................................................... 1
Expectations .................................................................................................................................................. 3
Opportunity .................................................................................. 4
Problem & Solution ....................................................................................................................................... 4
Target Market ................................................................................................................................................ 6
Competition ................................................................................................................................................... 7
Execution ..................................................................................... 8
Marketing & Sales ......................................................................................................................................... 8
Operations ..................................................................................................................................................... 8
Milestones & Metrics ..................................................................................................................................... 9
Company .................................................................................... 11
Overview ..................................................................................................................................................... 11
Team ........................................................................................................................................................... 11
Financial Plan............................................................................. 13
Forecast ...................................................................................................................................................... 13
Financing ..................................................................................................................................................... 15
Statements .................................................................................................................................................. 17
Appendix .................................................................................... 23
CONFIDENTIAL - DO NOT DISSEMINATE. This business plan contains confidential, trade-secret information and is shared only with the
understanding that you will not share its contents or ideas with third parties without the express written consent of the plan author.
Club Venue Inc 1
Executive Summary
Opportunity
Problem
Tangier presently lacks an upscale club to meet the needs of large and small groups who desire the ambiance of the
northern city's view of the sand, sea, and Gibraltar. The city has a demand for a venue which doubles both as an
upscale nightclub on certain nights of the week as well as event space for rent.
Ambiance is critical to the clientele we are targeting. A cramped, smoky nightclub isn't what our target demographic
seeks. Presently, no alternative exists for the upscale market with entertainment, ample floor space, alcohol served
into the early morning hours, and a great view of the sea.
Solution
Our mission statement of "Unforgettable nightlife in awesome locations!" embodies the combo of our early evening
cabaret entertainment option with a late-night nightclub experience. Entertainment is the name of the game for Club
Venue with flair bartenders, a close-up magic bar, regular stage shows, and international DJs.
Our vision statement is to become Southern Europe's premier entertainment nightclub chain — via
consolidation of existing clubs by 2035.
Market
By age range, our research shows that our target nightclub market is comprised of: 40%
patrons who are 18 to 30-year olds
36% patrons who are 30 to 40-year olds
15% patrons who are 40 to 50-year olds
9% patrons who are 50 and older.
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By nation (and language), our research shows that our demographic market is comprised of: 45% UK,
Ireland, N. America, and Australia
15% France
10% Spain
10% other areas of Europe 10%
Arabic nations
10% all other continents.
Competition
No competition currently exists within the city that would be considered a cabaret entertainment club. Any sizable
nightclub experience—at all—is regarded as lacking in Tangier, based on 2017 through
present TripAdvisor tourist comments for the city. La
Luna Club Tangier lacks upscale ambiance.
Tangerinn is a small bar although has some ambiance. "Too smoky" is often used to describe this small venue.
The prices are reviewed as overpriced.
Sky Lounge is a small club and is also smoky. The prices are low, however.
Club Venue Inc 3
Why Us?
We will offer tourists the answer to a nightclub with a solid entertainment lineup, a view of the ocean (and Gibraltar),
the expected ambiance that comes with a fair market cover charge, and extended hours of operation into the night.
Expectations
Forecast
We expect to break even within our first year of operation due to our experience in managing nightclubs and the
current lack of competition in the city.
We expect to see profits north of $500,000 by the end of Year 2.
Financial Highlights by Year
Financing Needed
We are seeking financing in the amount of $2 million. This amount includes turn-key costs to cover expenses
for the entire project, as well as cash reserves through Year 2 if needed.
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Opportunity
Problem & Solution
Problem Worth Solving
Tangier presently lacks an upscale club to meet the needs of large and small groups who desire the ambiance of the
northern city's view of Gibraltar. The city has a demand for a venue which doubles both as an upscale nightclub on
certain nights of the week as well as a private venue for corporate gatherings for advanced booking engagements.
Our solution
Club Venue Inc proposes the purchase of a tract of land located 15 minutes east of the city center, off of N16 in
Quartier Sania, directly on the coast. The land will be the location of a 1000-square-meter facility for nightclub
entertainment and corporate events.
Barriers to Entry
The total acquisition cost of the venue is the significant barrier to entry to any would-be competitor. Interfacing with
international tourists could be considered as a secondary barrier to entry to local investors based on thousands of
TripAdvisor comments about local service.
SWOT Analysis
Strengths: We've got experience in the nightclub business on three continents and seven countries. We have a lineup of
cabaret entertainers who have helped make our other venues a success. An excellent location is available to bring
these components into a strong action plan with a lucrative exit strategy within five years.
Weaknesses: Staff hiring and training to cater to the needs of the international clientele is an issue that we will
keep as a priority—throughout the early quarters of operation, especially.
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Opportunities: The threats and weaknesses listed herein are the reasons why this venture has such an exciting
upward ROI potential with an exit strategy in five years or less. Conservative investors are afraid of investing in
volatile countries such as Morocco. And they should be. We would be too if it were not for the fact that we are well
diversified. A portfolio which is 100% weighted in one single "safe" stock is far riskier than having a small percent of
diversification.
Threats: In the future, competitors will move into the market. By 2030, we estimate the margins for profit will pale (as
in about 30%), compared to what we will experience over the course of the next three to
five years. Morocco is still regarded as a blood-in-the-streets investment location. No matter how well-managed and
promoted the venue is, political instability could become an issue.
Risks & Mitigation
• theft from bar staff
• poor customer service habits of recruited local staff
• poor marketing results yielding a subpar revenue to service the debt
We will transfer in our head bartender from Marbella, who will be overseeing the security of the liquor stock as well as
acting as a liaison to international clientele. This will help to mitigate risks #1 and #2 above.
Our marketing efforts are tried an proven in other countries already, and we expect no different results in Morocco as
we will be marketing internationally as much as nationally for the club. We have not, however, engaged in a business
model which is so heavily dependent on such "long-arm" marketing with affiliates. Our previous locations have been with
less risk (but with less upside potential).
Exit strategy
Club Venue Inc is not interested in "lifestyle businesses." The target acquisition is intended to be held for a
minimum of three years and a maximum of eight years for the sake of realizing the greatest return on this
geoarbitrage opportunity.
The most common exit strategy for this business model is through acquisition.
Succession planning is paramount for Club Venue to allow for an attractive sales package to the next owner. This
means the analytics of alcohol served is kept in easily accessible storage files —not only for a review of the
prospective buyer but also so the buyer can transition as a new owner more easily. The same cloud-based data is
kept for sales and marketing for all surveys, reports, and customer analytics regarding back of room sales and ticket
sales.
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Club Venue understands the need to allow prospective new owners to be hands off—if they so choose. Delegating
tasks and removing any one single key person from the equation of the business success is the crux of Club Venue's
succession planning mission statement.
Target Market
Market Size & Segments
The market is primarily (60%) comprised of tourists, mainly from Europe, N. America, and the Middle East. A
smaller portion of the market is estimated to be business travelers (30%) with the final segment estimated as being
local residents (10%).
Market Trends
Morocco is gaining in popularity in recent years as a tourist destination for certain countries as a convenient
exotic location. Tourism from Spain is up 20% from 2017 and up 15% from 2018. France has
remained consistently the same across the past five years. Tourism from overseas in the USA is up 24% from 2015
and 22% from 2016. Tangier itself has lost its longstanding reputation as a seedy ghetto lacking in tourist sights worth
seeing. The city retains its sublime spy reputation, Moorish architecture, and national handicrafts which are all strong
drawing cards for tourists to spend a few days in the city with rolling hills.
Key Customers
Our key customers are tourists who are spending in the upper tier on the nightlife experience. Based on the categorical
breakdown of international tourism to the city, Brits, Americans, French, Germans, Arabs, and Spanish comprise the
demographic that is considered the demographic mainstay for the club.
Pricing
Our pricing will be set at $10 as cover charge for the initial six months. This fee will include one alcoholic drink.
Customers will not be pressured into buying more no matter how long they stay, but the cabaret room closes 90
minutes after it opens when stage shows are being performed. Patrons will be required to exit to the main hall or
outside gardens after the show ends. To reenter the theatre for the next cabaret show, patrons will need to purchase
another $10 ticket. No discounts will be offered regardless of age or other affiliations.
At 1 AM the venue will be open as a nightclub with the same cover charge of $10 pax which includes one drink.
Club Venue Inc 7
Competition
Current alternatives
La Luna Club Tanger lacks upscale ambiance.
Tangerinn is a small bar although it has some ambiance. "Too smoky" is often used to describe this small venue. The
prices are regarded as a poor value by several media reviewers.
Sky Lounge is a small club and is also smoky. Their prices are low, however.
Our advantages
The location of the acquisition property and the present lack of a well-managed larger nightclub in the market are our
current advantages. In addition, a track of land is for sale off of the N16 which hits the pain
point described by numerous TripAdvisor comments on nightclubs in Tangier—a nice club with an expansive view of
the sea and Gibraltar is lacking. The target land track even has access to a public, but rocky beach, directly in front
of the property.
Club Venue Inc 8
Execution
Marketing & Sales
Marketing Plan
• networking with local hotels to promote the club's entertainment offerings as well as the club's
corporate space for rent.
• networking with excursion and tour companies for special event entertainment nights.
• social media sites to promote to weekend tourists.
• Google AdWords campaigns targeting small regional trade shows.
Sales Plan
The sales plan is an inbound strategy. Initially, an open house will be held to gain local recognition for the facility. For
tourists, an entertainment lineup of stage vaudeville acts will be promoted.
The sales campaign will extend to Marbella, Spain to a sister venue—as well as four venues located in Dublin, Andorra,
Tivat, and Mykonos.
The actual revenue of the club on performance nights will be based on ticket sales and back-of-room sales. The ticket
prices will be set at a promotional rate for six months at $10 per person which includes one drink. Tickets include the
cost of club access which will remain open serving drinks until after midnight.
Back-of-room sales will include NLP hypnosis themed books and digital pack mp3s, T-shirts, sweatshirts, caps, and
Moroccan souvenirs.
Operations
Equipment & Tools
A full sound and lighting system will be installed in the theatre allowing for an A-to-Z service for corporate presentations
and nightclub ambiance.
Club Venue Inc 9
Locations & Facilities
The acquisition property is directly off the N-16 on the northern Moroccan coast. The zoning of the land allows for
commercial development. The tract already has a utility hookup. Licensing for alcohol sales, however, must be
obtained. The size of the venue is split for purposes of regulatory conditions in that the cabaret theatre (with removable
seats to convert to an open floor space) is large enough for 200 patrons—the limit per fire standards for local small
commercial requirements. The main floor of the club which contains the bar area serves as a grand entryway and bar
area but does not have seating due to current regulations and its large size.
The concept of minimum product viability will be kept for the sake of expanding the entertainment area into the main
building at the appropriate time. The main hall will be used as standing-room-only events, such as art exhibitions. The
design will have a glass wall along the northern side of the building to take advantage of the view of the strait of
Gibraltar.
Technology
The cash-less technology that will be used for ticket sales (and for all drink sales) is proprietary property of Club
Venue. The advantage of the technology is that it eliminates complications associated with staff handling money. The
exchange goes directly from the customer to the club and even the drink sales—every single one— involve a regulated
alcohol dispenser which is logged into a cloud-based storage for the sake of drink
analytics and auditing.
Intellectual Property
The app for our cashless system, EZ Pay, is patented and owned by Club Venue. The app is protected
internationally and has been in use for the past four years.
Milestones & Metrics

Roadmap
We have plans to franchise our nightclub ventures as we continue to hone the succession planning of the
operations. Nightclub management is a daunting idea to many investors due to the management stress of
overseeing staff and patrons. We have found that by systematically keeping the business contained to a set of
standard operating procedures, these fears are mitigated. Our nightclub roadmap does include the odd element of
having a cabaret show. As such, we see a more diversified income stream, which is segmented across the night or
even across a 24-hour span.
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Milestones Table
Key metrics
The key metrics involve keeping the nightclub vibrant with public and private events. Drink sales and entry revenue from
the nightclub function, and without any revenue from corporate functions, are expected
to exceed $25,000 per month.
With an average ticket cost of $10, this equates to the need to sell approximately 1,000 tickets per month. This
calculation is based on the average customer's expenditure once inside the club for this demographic of buyer
persona.
Club Venue Inc 11
Company
Overview
Company history
Club Venue was founded in 2010 in Nevada, USA. The company began with one small 30-seat nightclub, listed as a
"magic bar." Closeup magicians within the Las Vegas and Henderson areas were the drawing card to keep the bar
full.
In 2012, Club Venue expanded into California with another bar which was slightly larger with a small platform stage
as well as the magic bar area.
In 2014 Club Venue expanded to Dublin, England with a 75-seat cabaret nightclub which also had a second bar.
In 2015, both bars in the USA were sold and another acquisition was made in Tokyo, Japan. The size of the bar
located in the vibrant Roppongi area has a seating capacity of 30 patrons, but it has a strong turnover with two
shows per night and a cover charge of $50 per person plus additional drink sales of another $20 per person yielding
revenues nightly of around $3,500 per night. Estimates are based on an average 2019 USD to yen exchange rate.
Ownership & Structure
Club Venues Inc is an LLC based out of Nevada, USA.
Team
Management team
Dai Thompson is the CEO of Club Venues and has four decades experience in managing bars and nightclubs.
Scott Goodwin is the Director of Sales and Marketing and has managed campaigns for companies with annual budgets
of over $50 million per year.
Club Venue Inc 12
Sharon Crawley is the Entertainment and Bar Manager and has ten years experience working for Xanadu Corp in the
USA as an entertainment manager. Sharon is also a certified CPA.
Advisors
Our international legal advisor is Howe Law Offices in the USA.
Our legal advisor in Morocco is BCP Law Firm.
Partners & Resources
Key planned hires
Personnel Table
2020 2021 2022
Manager $13,200 $14,000 $16,000
Bartenders $30,000 $30,900 $31,827
Cleaning and maintenance $9,000 $9,270 $9,548
DJ $6,000 $6,180 $6,365
Totals $58,200 $60,350 $63,740
Club Venue Inc 13
Financial Plan
Forecast
Key assumptions
The following financials are based on the following assumptions:
• continued stability in the Moroccan government
• a political climate free of terrorist attacks in the immediate vicinity
• a 10% interest rate on funding
• a 10% tax rate
Financial Highlights by Year
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Revenue by Month
Expenses by Month
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Net Profit (or Loss) by Year
Financing
Funding requested
We are seeking a commercial loan in the amount of 2,000,000 USD.
We are not seeking an equity partner.
We are seeking terms with a minimum of 7 years before any call date —either in full or call date of a partial
balloon payment.
An appropriation of the use of funds is as follows: land
acquisition $1,000,000
building construction 400,000*
furniture, equipment, 240,000
advertising and marketing 60,000
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initial beverage stock 40,000
cash reserves for initial two years 300,000.
*Permits are pre-approved for rammed-earth construction.
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Statements
Projected Profit and Loss
2020 2021 2022
Revenue $903,300 $1,199,000 $1,445,000
Direct Costs $62,540 $108,249 $147,250
Gross Margin $840,760 $1,090,751 $1,297,750
Gross Margin % 93% 91% 90%
Operating Expenses
Salaries & Wages $58,200 $60,350 $63,740
Employee Related Expenses $11,640 $12,070 $12,748
Sales and Marketing $24,000 $24,000 $24,000
Depreciation $1,800 $1,800 $1,800
Leased equipment $14,400 $14,400 $14,400
Utilities $5,400 $5,400 $5,400
Insurance $10,800 $10,800 $10,800
Payroll taxes $4,200 $3,000 $3,400
Total Operating Expenses $130,440 $131,820 $136,288
Operating Income $710,320 $958,931 $1,161,462
Interest Incurred $198,511 $195,045 $191,219
Depreciation and Amortization Gain

or Loss from Sale of Assets Income
$158,661 $236,804 $300,776
Taxes
Total Expenses $550,151 $671,920 $775,532
Net Profit $353,149 $527,080 $669,468
Net Profit / Sales 39% 44% 46%
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Expenses
Gross Margin by Month
Club Venue Inc 19
Gross Margin by Month
Financial Highlights (Year 1)
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Projected Balance Sheet
Starting Balances 2020 2021 2022

Cash $437,854 $929,843 $1,587,232
Accounts Receivable $0 $0 $0
Inventory
Other Current Assets
Total Current Assets $437,854 $929,843 $1,587,232
Long-Term Assets
Accumulated
Depreciation
Total Long-Term
Assets
Total Assets $437,854 $929,843 $1,587,232
Accounts Payable $0 $0 $0
Income Taxes $58,835 $59,307 $75,310
Payable
Sales Taxes Payable $58,960 $59,950 $72,250
Short-Term Debt $33,089 $36,554 $40,382 $44,610
Prepaid Revenue
Total Current
Liabilities $33,089 $154,349 $159,639 $192,170
Long-Term Debt $1,966,911 $1,930,356 $1,889,975 $1,845,364

Long-Term Liabilities $1,966,911 $1,930,356 $1,889,975 $1,845,364
Total Liabilities $2,000,000 $2,084,706 $2,049,613 $2,037,535
Paid-In Capital
Retained Earnings ($2,000,000) ($2,000,000) ($1,646,851) ($1,119,771)
Earnings $353,149 $527,081 $669,468
Total Owner's
Equity ($2,000,000) ($1,646,851) ($1,119,771) ($450,303)
Total Liabilities &

Equity $0 $437,854 $929,843 $1,587,232
Club Venue Inc 21
Projected Cash Flow Statement
2020 2021 2022
Net Cash Flow from Operations
Net Profit $353,149 $527,080 $669,468
Depreciation & Amortization
Change in Accounts Receivable $0 $0 $0
Change in Inventory
Change in Accounts Payable $0 $0 $0
Change in Income Tax Payable $58,835 $472 $16,003
Change in Sales Tax Payable $58,960 $990 $12,300
Change in Prepaid Revenue
Net Cash Flow from Operations $470,944 $528,543 $697,771
Investing & Financing

Assets Purchased or Sold
Net Cash from Investing
Investments Received
Dividends & Distributions
Change in Short-Term Debt $3,465 $3,828 $4,229
Change in Long-Term Debt ($36,554) ($40,382) ($44,610)
Net Cash from Financing ($33,089) ($36,554) ($40,382)
Cash at Beginning of Period $0 $437,854 $929,843
Net Change in Cash $437,854 $491,989 $657,389
Cash at End of Period $437,854 $929,843 $1,587,232
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Cash Flow
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Appendix
Profit and Loss Statement (With monthly detail)
2020 Jan '20 Feb '20 Mar '20 Apr '20 May '20 June '20 July '20 Aug '20 Sept '20 Oct '20 Nov '20 Dec '20
Total
Revenue $34,500 $41,700 $48,900 $58,100 $65,300 $72,500 $90,700 $98,900 $97,900 $97,900 $97,900 $99,000
Total Direct
$1,736 $2,162 $2,590 $3,417 $3,843 $4,271 $6,898 $7,524 $7,525 $7,525 $7,524 $7,525
Costs
Gross Margin $32,764 $39,537 $46,310 $54,683 $61,456 $68,229 $83,802 $91,375 $90,375 $90,375 $90,375 $91,475
Gross %
Margin 95% 95% 95% 94% 94% 94% 92% 92% 92% 92% 92% 92%
Operating
Expenses
Salaries and
Wages $4,750 $4,750 $4,750 $4,750 $4,750 $4,750 $4,950 $4,950 $4,950 $4,950 $4,950 $4,950
Employee
Related $950 $950 $950 $950 $950 $950 $990 $990 $990 $990 $990 $990
Expenses
Sales and
Marketing $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
Depreciation
$150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150
Leased
equipment
$1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200
Utilities
Insurance $450 $450 $450 $450 $450 $450 $450 $450 $450 $450 $450 $450
Payroll taxes $900 $900 $900 $900 $900 $900 $900 $900 $900 $900 $900 $900
$300 $300 $300 $300 $300 $300 $400 $400 $400 $400 $400 $400
CONFIDENTIAL - DO NOT DISSEMINATE. This business plan contains confidential, trade-secret information and is shared only with the understanding that you will not share its contents or ideas
with third parties without the express written consent of the plan author.
Club Venue Inc 24
Total
Operating $10,700 $10,700 $10,700 $10,700 $10,700 $10,700 $11,040 $11,040 $11,040 $11,040 $11,040 $11,040
Expenses
Operating
$22,064 $28,838 $35,610 $43,983 $50,757 $57,529 $72,762 $80,336 $79,335 $79,336 $79,335 $80,435
Income
Interest $16,644 $16,623 $16,600 $16,578 $16,555 $16,532 $16,510 $16,485 $16,463 $16,439 $16,415
Incurred $16,667
Depreciation
and
Amortization
Gain or Loss
from Sale of
Assets
Income Taxes $1,673 $3,780 $5,886 $8,489 $10,595 $12,702 $17,432 $19,786 $19,483 $19,491 $19,498 $19,846
Expenses
Total
$30,775 $33,288 $35,798 $39,206 $41,716 $44,228 $51,902 $54,860 $54,533 $54,518 $54,502 $54,825
Net Profit
Sales $3,725 $8,412 $13,102 $18,894 $23,584 $28,272 $38,798 $44,040 $43,367 $43,382 $43,398 $44,175
Net Profit /
11% 20% 27% 33% 36% 39% 43% 45% 44% 44% 44% 45%
Club Venue Inc 25
2020 2021 2022
Total Revenue $903,300 $1,199,000 $1,445,000
Total Direct Costs $62,540 $108,249 $147,250
Gross Margin $840,760 $1,090,751 $1,297,750
Gross Margin % 93% 91% 90%
Operating Expenses
Salaries and Wages $58,200 $60,350 $63,740
Employee Related Expenses $11,640 $12,070 $12,748
Sales and Marketing $24,000 $24,000 $24,000
Depreciation $1,800 $1,800 $1,800
Leased equipment $14,400 $14,400 $14,400
Utilities $5,400 $5,400 $5,400
Insurance $10,800 $10,800 $10,800
Payroll taxes $4,200 $3,000 $3,400
Total Operating Expenses $130,440 $131,820 $136,288
Operating Income $710,320 $958,931 $1,161,462
Interest Incurred $198,511 $195,045 $191,219
Depreciation and Amortization Gain
or Loss from Sale of Assets
Income Taxes $158,661 $236,804 $300,776
Total Expenses $550,151 $671,920 $775,532
Net Profit $353,149 $527,080 $669,468
Net Profit / Sales 39% 44% 46%
Club Venue Inc 26
Balance Sheet (With Monthly Detail)
Starting
Balances Jan '20 Feb '20 Mar '20 Apr '20 May '20 June '20 July '20 Aug '20 Sept '20 Oct '20 Nov '20 Dec '20
Cash $9,664 $27,542 $53,632 $53,576 $98,093 $150,822 $151,458 $232,274 $311,889 $277,303 $356,919 $437,854
Accounts
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Receivable
Inventory
Other Current
Assets
Total
Current $9,664 $27,542 $53,632 $53,576 $98,093 $150,822 $151,458 $232,274 $311,889 $277,303 $356,919 $437,854
Assets
Long-Term
Assets
Accumulated
Depreciation
Total Long-
Term Assets
Total
Assets $9,664 $27,542 $53,632 $53,576 $98,093 $150,822 $151,458 $232,274 $311,889 $277,303 $356,919 $437,854
Accounts
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Payable
Income Taxes
$1,673 $5,453 $11,339 $8,489 $19,084 $31,786 $17,432 $37,218 $56,701 $19,491 $38,989 $58,835
Payable
Sales Taxes
$6,900 $15,240 $25,020 $11,620 $24,680 $39,180 $18,140 $37,920 $57,500 $19,580 $39,160 $58,960
Payable
Short-Term
$33,089 $33,365 $33,643 $33,923 $34,206 $34,491 $34,779 $35,068 $35,361 $35,655 $35,953 $36,252 $36,554
Debt
Prepaid
Revenue
Club Venue Inc 27
Total
Current $33,089 $41,938 $54,336 $70,282 $54,315 $78,255 $105,745 $70,640 $110,499 $149,856 $75,024 $114,401 $154,349
Liabilities
Long-Term $1,966,911 $1,964,002 $1,961,068 $1,958,111 $1,955,128 $1,952,121 $1,949,089 $1,946,031 $1,942,948 $1,939,839 $1,936,704 $1,933,544 $1,930,356
Debt
Long-Term $1,966,911 $1,964,002 $1,961,068 $1,958,111 $1,955,128 $1,952,121 $1,949,089 $1,946,031 $1,942,948 $1,939,839 $1,936,704 $1,933,544 $1,930,356
Liabilities
Total
Liabilities $2,000,000 $2,005,940 $2,015,404 $2,028,393 $2,009,443 $2,030,376 $2,054,833 $2,016,671 $2,053,447 $2,089,695 $2,011,728 $2,047,945 $2,084,706
Paid-In Capital
Retained ($2,000,000) ($2,000,000) ($2,000,000) ($2,000,000) ($2,000,000) ($2,000,000) ($2,000,000) ($2,000,000) ($2,000,000) ($2,000,000) ($2,000,000) ($2,000,000) ($2,000,000)
Earnings
Earnings $3,725 $12,137 $25,239 $44,133 $67,717 $95,989 $134,787 $178,827 $222,194 $265,576 $308,974 $353,149
Total
Owner's ($2,000,000 ($1,996,275 ($1,987,863 ($1,974,761 ($1,955,867 ($1,932,283 ($1,904,011 ($1,865,213 ($1,821,173 ($1,777,806 ($1,734,424 ($1,691,026 ($1,646,851
Equity ) ) ) ) ) ) ) ) ) ) ) ) )
Total
Liabilities $0 $9,664 $27,542 $53,632 $53,576 $98,093 $150,822 $151,458 $232,274 $311,889 $277,303 $356,919 $437,854
& Equity
Club Venue Inc 28
Starting Balances 2020 2021 2022
Cash $437,854 $929,843 $1,587,232
Accounts Receivable Inventory $0 $0 $0

Other Current Assets
Total Current Assets

$437,854 $929,843 $1,587,232
Long-Term Assets
Accumulated Depreciation
Total Long-Term Assets
Total Assets $437,854 $929,843 $1,587,232
Accounts Payable $0 $0 $0
Income Taxes Payable $58,835 $59,307 $75,310
Sales Taxes Payable $58,960 $59,950 $72,250
Short-Term Debt $33,089 $36,554 $40,382 $44,610
Prepaid Revenue
Total Current Liabilities $33,089 $154,349 $159,639 $192,170
Long-Term Debt $1,966,911 $1,930,356 $1,889,975 $1,845,364
Long-Term Liabilities $1,966,911 $1,930,356 $1,889,975 $1,845,364
Total Liabilities $2,000,000 $2,084,706 $2,049,613 $2,037,535
Paid-In Capital
($2,000,000) ($2,000,000) ($1,646,851) ($1,119,771)
Retained Earnings
Earnings $353,149 $527,081 $669,468
Total Owner's Equity ($2,000,000) ($1,646,851) ($1,119,771) ($450,303)
Total Liabilities & Equity $0 $437,854 $929,843 $1,587,232
Club Venue Inc 29
Cash Flow Statement (With Monthly Detail)
2020 Jan '20 Feb '20 Mar '20 Apr '20 May '20 June '20 July '20 Aug '20 Sept '20 Oct '20 Nov '20 Dec '20
Net Cash
Flow from
Operations
Net Profit $3,725 $8,412 $13,102 $18,894 $23,584 $28,272 $38,798 $44,040 $43,367 $43,382 $43,398 $44,175
Depreciation
&
Amortization
Change in
Accounts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Receivable
Change in
Inventory
Change in
Accounts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Payable
Change in
Income Tax $1,673 $3,780 $5,886 ($2,850) $10,595 $12,702 ($14,354) $19,786 $19,483 ($37,210) $19,498 $19,846
Payable
Change in
Sales Tax $6,900 $8,340 $9,780 ($13,400) $13,060 $14,500 ($21,040) $19,780 $19,580 ($37,920) $19,580 $19,800
Payable
Change in
Prepaid
Revenue
Net Cash
Flow from $12,298 $20,533 $28,768 $2,644 $47,239 $55,474 $3,404 $83,606 $82,429 ($31,748) $82,477 $83,820
Operations
Investing &
Financing
Assets
Purchased or
Sold
Club Venue Inc 30
Net Cash
Investments
from
Received
Investing
Dividends &
Distributions
Change in
Short-Term $276 $278 $280 $283 $285 $287 $290 $292 $295 $297 $300 $302
Debt
Change in
Long-Term ($2,909) ($2,933) ($2,958) ($2,982) ($3,007) ($3,032) ($3,058) ($3,083) ($3,109) ($3,135) ($3,161) ($3,187)
Debt
Net Cash
from ($2,633) ($2,655) ($2,677) ($2,700) ($2,722) ($2,745) ($2,768) ($2,791) ($2,814) ($2,838) ($2,861) ($2,885)
Financing
Cash at
Beginning of $0 $9,664 $27,542 $53,632 $53,576 $98,093 $150,822 $151,458 $232,274 $311,889 $277,303 $356,919
Period
Net Change in
$9,664 $17,877 $26,090 ($56) $44,516 $52,729 $636 $80,815 $79,615 ($34,586) $79,615 $80,935
Cash
Cash at End
of Period $9,664 $27,542 $53,632 $53,576 $98,093 $150,822 $151,458 $232,274 $311,889 $277,303 $356,919 $437,854
Club Venue Inc 31
2020 2021 2022
Net Cash Flow from Operations
Net Profit $353,149 $527,080 $669,468
Depreciation & Amortization
Change in Accounts Receivable $0 $0 $0
Change in Inventory
Change in Accounts Payable $0 $0 $0
Change in Income Tax Payable $58,835 $472 $16,003
Change in Sales Tax Payable $58,960 $990 $12,300
Change in Prepaid Revenue
Net Cash Flow from Operations $470,944 $528,543 $697,771
Investing & Financing
Assets Purchased or Sold
Net Cash from Investing

Investments Received
Dividends & Distributions
Change in Short-Term Debt $3,465 $3,828 $4,229
Change in Long-Term Debt ($36,554) ($40,382) ($44,610)
Net Cash from Financing ($33,089) ($36,554) ($40,382)
Cash at Beginning of Period $0 $437,854 $929,843
Net Change in Cash $437,854 $491,989 $657,389
Cash at End of Period $437,854 $929,843 $1,587,232

Night Club Business Plan Feasibility Rep

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Night Club Business Plan Feasibility Rep

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CONFIDENTIAL

Club Venue Inc

Prepared September 2019

patrons who are 18 to 30-year olds

36% patrons who are 30 to 40-year olds

15% patrons who are 40 to 50-year olds

9% patrons who are 50 and older.

Ireland, N. America, and Australia

10% other areas of Europe 10%

10% all other continents.

Luna Club Tangier lacks upscale ambiance.

We expect to see profits north of $500,000 by the end of Year 2.

Financial Highlights by Year

Risks & Mitigation

• theft from bar staff

• poor customer service habits of recruited local staff

• poor marketing results yielding a subpar revenue to service the debt

La Luna Club Tanger lacks upscale ambiance.

• social media sites to promote to weekend tourists.

• Google AdWords campaigns targeting small regional trade shows.

Locations & Facilities

Milestones & Metrics

Ownership & Structure

Club Venues Inc is an LLC based out of Nevada, USA.

Our international legal advisor is Howe Law Offices in the USA.

Our legal advisor in Morocco is BCP Law Firm.

Partners & Resources

Key planned hires

2020 2021 2022

Manager $13,200 $14,000 $16,000

Bartenders $30,000 $30,900 $31,827

Cleaning and maintenance $9,000 $9,270 $9,548

DJ $6,000 $6,180 $6,365

Totals $58,200 $60,350 $63,740

The following financials are based on the following assumptions:

• continued stability in the Moroccan government

• a political climate free of terrorist attacks in the immediate vicinity

• a 10% interest rate on funding

• a 10% tax rate

Financial Highlights by Year

Net Profit (or Loss) by Year

We are seeking a commercial loan in the amount of 2,000,000 USD.

We are not seeking an equity partner.

An appropriation of the use of funds is as follows: land

building construction 400,000*

furniture, equipment, 240,000

advertising and marketing 60,000

initial beverage stock 40,000

cash reserves for initial two years 300,000.

*Permits are pre-approved for rammed-earth construction.

Projected Profit and Loss

2020 2021 2022

Revenue $903,300 $1,199,000 $1,445,000

Direct Costs $62,540 $108,249 $147,250

Gross Margin $840,760 $1,090,751 $1,297,750

Gross Margin % 93% 91% 90%

Employee Related Expenses $11,640 $12,070 $12,748

Sales and Marketing $24,000 $24,000 $24,000

Depreciation $1,800 $1,800 $1,800

Leased equipment $14,400 $14,400 $14,400

Utilities $5,400 $5,400 $5,400

Insurance $10,800 $10,800 $10,800

Payroll taxes $4,200 $3,000 $3,400