Weekender Business Plan

Business Plan for the mobile Application “Weekender”
By: Awad Basha

00971509403800
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1. Executive Summary
The purpose of this business plan is to decide if our idea is useful to the market and if it is achievable, therefore,
multiple steps were taken. The first was to measure the interest of the market for such a product. I made a personal
survey between my friends and colleagues to screen whether our idea was appealing to our market segmentation,
which were singles ages from 25-45, the Emiratis and Arabic families and the European and American couples. The
result of this survey were more than positive. Although we have to do another survey to understand our potential
customer needs.
Secondly, I had to sizing the market of our potential customers and of our suppliers market, and the results shows
that we have from 2-3 million of potential customers and 20% of the hotels and resorts facilities are available.
Third was how we can market those customers, and finally the financial plan which shows at the worst scenario we
can get a profit of 5 million in the first year.
Service description
Simple and clear Application offers 7 different activities every month for a specific members including one-night
at 5-stars hotels pule 6 of the best luxurious activities in the country with 1500 fee a month.
What is the customer’s problem in the market these days?

- They cannot afford the expensive cards, or the loyalty memberships, for example the Talise fitness
Membership worth 30000 AED/month.
- The customers has to pay individually for a various activities every month like Gym, Restaurant, Parties…
etc.
- They do not trust the activities presented by the online deals website like Groupon, the Entertainer….
- Too many cards in their wallets and it is a big problem for some people.
- Sometimes they have to pay for 2 membership if they want to enjoy the service like what happen with
Privelee
How we going to solve this problem?

Only one card, only monthly fees to get 7 of the high luxury facility in the country, and it works just fine
with singles and families.
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2. Market Analysis
Here we try to gather as much information as we can on the target market. This research divided into five main
parts:
2.1 Market segmentation:

We want to determine which types of customers would be interested in our services, so we can target them directly
through our marketing channels, in other words, how we can define our ideal customer? In order to find out who
are those customers, we have to answer some questions:
a. What is UAE Demographic?

3000
2500
2000
1500
1000
500
0
AD Dubai Shajrah Ajman RAK Fujirah
Local Male 234 84.2 79.8 21.6 49.1 32.4
Local Female 220 83.7 74.5 20.5 48.3 32.3
Resdent Male 1706 2536 1028 167 255 90
Resident female 416 466 257 44 63 22
Local Male Local Female Resdent Male Resident female
- Population density for UAE nationals based in Abu Dhabi, Dubai, Sharjah.
- Population density for the residents based in Abu Dhabi, Dubai, Sharjah.
- Almost the number of the Emiratis male is equal with the number of female.
- The ratio between the numbers of the resident male and females is 70% to 30%.
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b. What is UAE resident’s nationalities?
2600000
1696334
1200000
1084764
700000
525536
450000
400000
300000
300000
200000
India Bakisn Emirates Banglad. Phili Iran Egypt Nepal SriLanka China Others
Series1 2600000 1200000 1084764 700000 525536 450000 400000 300000 300000 200000 1696334
Others
22%
Locals
12%
Asian
66%
- Total of the Asian nationality is 6275536 equals 66% of the UAE population.
- The others nationalities + the locals = 3070000 people means 34% of the total Population density for UAE.
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c. Where people spend their Income in UAE?
Housing
10.9
F&B
4.5
4.9 Transport
41.3
Communcations
7.4
Apparel and Footwear
7.8
Hotels and Catering
9.3 Miscellaneous goods and servises

13.9
Other
- People in UAE spend almost 80% of thier income on the basic needs of Housing + Food and Beverage +
transportation + Communications + clothes
- 5% to be spent on Hotels and Catering.
d. How people spend the rest of their income after the basic needs?
Emiratis Arab Asian American, European, Asutralian
93
76
65
50
37
37
36
34
31
31
28
28
27
26
22
21
20
20
18
11
TRAVEL ENTERTAINMENT NEW CLOTHES NEW TECHNOLOGY INVESTMENT OR

SAVING
- The Emiratis the most spenders on Entertainment on the Entertainment, and 34% of the Arabic nationalities
who jointed the survery said they are spending their money on the entertainment.
- The Asian spend only 11% of the rest of their salaries on Entertainment,
- While American, European spend 20% of the rest of their salaries on entertainment.
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Now we can define our perfect customers:
Demographic
Gender Men – couples
Age 25-50 (almost 75% of the country population)
Income 15.000 – 30.000
Occupation Appendix No. (1)
Location Dubai, Abu Dhabi, Sharjah
Nationalities Emiratis, Arabic, European, American, Asian
Marital Status Single, Married, Couples
- Single Emiratis men: They can afford the membership easily with a lot of activities which it can be done by
themselves or with friends or with their secret partner.
- Emiratis Famlily with one or two small kids: because if they have more than 2 kids , they will not be interested
in our concept.
- Arabic Families : reasonable prices for family expendture on entertainment, with a lot of kids activities.
- Other nationlaities couples : The cuture of those nationality is to share the monthly expensies and they will get
a lot to do together in the weekends.
We have 4 groups to fullfill their needs,

a. Emiratis Singles:
Luxury, spend more time with friends (Derst activities, Horse riding, car racing, Helath club, working out, yacht,
fishing, parties, sports, shooting….)
b. Emiratis Families with one or two small kids:
- Culture (Privacy, Luxury , Traditional, love to spend more time with friends)
- Activities on week end (nice hotel, horse racing, , VIP desert safari, Sea activities, water parks, entertnement
parks)
c. Arabic Naionlities (families)
- Resonable price, good services, know new people, experiene new activities, family time )
- Activities : Stay a day on the beach, one night staty at hotel, health clubs, New cusines, kids activities, romantic
scapes,
d. European (couples)
- (spend time with friends, read, relaxation, helath care, resonable price , good services, lean new things and visit
new places)
- Activiites: open air activities , swimming , hiking, a day on the beach , brungch , Spa, dancing classes, Yoga,
Cooking classes, Partying, new food, romantic scapes, sports activities.
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2.1.2 Potential Market :
Here we try to find how much is our potential market according to our customer segments:
Emiratis family with household of 4 persons or less:
AD Dubai Sharjah Ajman RAK Fujirah
Emiratis Male popultion 234000 84200 79800 21600 49100 32400
Marital status ratio 51% 51% 51% 51% 51% 51%
No. of houshold 119340 42942 40698 11016 25041 16524
Families with household of 4 12.6% 12.9% 17.3% 16.7% 15.9% 16.8%
person or less
Target Families 15037 5540 7040 1840 3980 2776
Emiratis target families (4 persons) 36213
Emirates single (25-45) 71604 2565 24418 6609 15024 9914
Total of Emiratis Singles 13013
Average monthly houshold expenditure for Emeratis

Montly Expenditure 25761 33500 17320 16679 15816 15641
Entertainment Expenditure 1950 3900 1417 638 777 736
Other Nationality:
Arabic and other nationality 721480 1020680 436900 71740 108120 21080
aside the Asian
Nationalities Popultion in the country aside the Asians:

Nationals of Population Nationals of Population Naitional of Popultion
Egypt 400,000 Yemen 90,000 Algeria 10,000
Jordan 200,000 Iraq 52,000 Italy 10,000
Palestine 150,000 USA 50,000 South Korea 10,000
United Kingdom 120,000 Canada 40,000 Turkey 10,000
South Africa 100,000 France 25,000 Ireland 7,000
Lebanon 100,000 Australia 16,000 Germany 12,000
Spain 12,000 Other 500.000
1.900.000
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2.1.3 Target customers according to their salaries:
Account and finance Property
Chief Accountant/Finance 22,000 - 35,000 Commercial/Leasing Manager 24,000 - 30,000
Regional Financial Analyst: 20,000 - 33,000 MRICS Valuations Manager: 20,000 - 30,000
Financial Analyst: 15,000 -24,000 Property Manager 15,000 - 40,000
Credit/Revenue Controller 16,000 - 25,000 Human resources
Financial/Management 14,000 - 25,000 C&B Manager 22,000 - 37,000
Accountant
Internal Auditor 12,000 -23,000 Recruitment Manager 21,000 - 50,000
Accountant/Senior Accountant 10,000 - 18,000 HR Manager 20,000 - 36,000
Construction and property L&D Manager 25,000 - 35,000
Senior Interior Design 22,000 - 30,000 Talent Management 25,000 - 40,000
Site Architect: 17,000 - 25,000 HR Generalist 15,000 - 20,000
Senior Project Manager 25,000 - 65,000 Recruitment Specialist 12,500 - 20,000
Senior Quantity Surveyor: 28,000 - 46,500 Information technology
Project Manager 20,000 - 46,000 Head of IT/IT Director 35,000 -65,000
Contracts Manage 24,000 - 40,000 Information Security Manager 25,000 - 45,000
Construction Manager 20,000 - 48,000 Project Manager 15,000 - 45,000
Cost Manager: 17,000 - 35,000 IT Manager 15,000 - 45,000
Quantity Surveyor 15,000 - 35,000 Network Architect 15,000 - 50,000
ENGINEERING Technical Team Leader 12,000 - 25,500
Senior Civil Engineer 20,000 - 50,000 Business Analyst 12,000 - 37,500
Planning Engineer 12,500 - 55,000 Systems Analyst 12,500 - 22,000
Resident Engineer 20,000 - 55,000 System Administrator: 10,000 - 22,000
Project Engineer 15,000 - 25,000 Software Engineer 10,000 - 20,000
Quality Assurance Engineer 17,000 - 20,000 Network Administrator 10,000 - 19,000
Electrical Engineer 10,000 - 18,000 Network Engineer 10,000 - 18,000
Marketing Office support
Marketing Manage 21,000 - 38,000 Legal Secretary 11,000 - 23,000
Senior Account Manager 22,000 - 27,000 Office Manager 10,000 - 25,000
Digital Marketing Manager 20,000 - 30,000 Executive Assistant 12,000 - 25,000
Marketing Executive: 15,000 - 23,000 Personal Assistant 15,000 -25,000
Social Media Manager 15,000 - 20,000 Executive Secretary 13,000 - 22,000
Public Relations Executive 13,000 - 20,000 Administrator 10,000 - 18,000
Assistant Brand Manager 12,000 - 15,500 Doctors
Lawyers
Supply chain and logistics
General Manager 35,000 - 60,000
Logistics Manager 15,000 - 30,000
Planning Manager 20,000 - 30,000
Operations Manager 20,000 - 35,000
Supply Chain Manager 25,000 - 35,000
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2.2 Suppliers segmentation:
The main sector of our market suppliers is the hotels and resorts because they offering almost of all the benefits we
need. Since our concept about the luxury activities, we will study the 5-stars hotels and resorts to determine the
availability of their rooms and the Average price in each Emirates.
UAE hotel Occupancy:

Our target customer is 5000 members and we will offer them a one-night stay every month, it means we need 1250
room every week. The table below shows exactly how and where we can find the room and how much does it cost
per one night stay.
Description AD Dubai Sharjah Ajman RAK Fujairah

No of 5-stars Hotel 42 95 8 4 15 10
No. of rooms 11618 29700 1500 889 2000 1500
Occupancy Average of the year 72% 78.6% 62% 65% 70% 70%
Available room 3253.04 6355.8 570 311.15 600 450 11539
Target hotel (50 hotels) 15 12 3 5 10 5 50
No. of required rooms /week 25 25 25 25 25 25 125
Requested room form each hotel 375 300 75 125 250 125 1250
Aver rate on Jan 20th, 2016 467 655 362 632 333 400 489
Total amount of money 175125 196500 27150 79000 83250 50000 611025
- The average of the room’s rate taken on the day of 20th Jan, 2017, and that is the highest rate in the years
because January is one of the Peak season months in UAE.
- The total amount of the rooms in the high season will cost AED 611025 every week, that mean it will cost 488.82
for each room, so we should sign a long term contracts with the hotels to get at least 20% discount, and then
the room will cost 391 AED per night.
- We can make the rate lower, by signing contracts with the suppliers for not only the rooms but Spas and
Restaurants as well, we will get more 5% discounts, then the room will cost AED 372 AED as an average rate in
the annually contract.
- We will count that one-night stay as a two deals, so we will offer the member a one-night stay + 6 others
activities.
- The number of hotels that will be booked from each emirates will depend on how many members we need to
server in that specific area.
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- The one-night stay deal will secure for us 2500 a deal every week.
- In addition, if we signed more contracts with hotels facilities, we will get another 1500 activities every week,
and that will secure about 40% of the total benefits we need
Other activities we can get aside of the rooms:

- Spas
- Restaurants
- Beach clubs
- Tennis and squash
- Day use (Gym + pool + beach)
- Brunch
- The weekly promotion
- Kids activities
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2.2.2 Suggested Activities according to our customer’s needs and the average price per each.
To keep on top of the market we should offer the most luxurious activities in the country,
No. Activity Suppliers benefits Tot.benefits Ave. Price

1 One night stay (annually) 50 hotels 5* 25 rooms 2500 400
2 Restaurants (monthly) 70 20 1400 110
3 Brunch (monthly) 30 20 600 160
4 Spa (annually) 50 10 500 200
5 Fitness clubs (annually) 10 20 200 60
6 Water Parks (annually) 5 40 200 200
7 Dubai Parks and Resorts 1 100 100 180
8 Water Activities 5 50 250 200
9 Aquariums 3 10 30 150
10 Beach clubs (annually) 30 20 600 220
11 Pool Access and Lunch 20 50 100 150
12 Horse Riding 7 30 210 150
13 Shooting 3 30 90 150
14 Golf Lessons 3 50 150 200
15 Tennis 3 30 90 50
16 Squash 3 20 60 80
17 Dancing lesson 10 20 100 100
18 Musandam Tour 3 50 150 120
19 Yacht cruise 10 25 250 100
20 Sailing 3 20 60 80
21 Fishing trips 3 20 60 100
22 VIP desert safari 2 30 60 110
23 Cursing 5 12 60 80
24 Yoga 5 10 50 100
25 Cinema 5 50 250 50
26 Dhow cruise 2 20 40 80
27 Pool, Gym, Sauna, Jacuzzi 5 10 50 120
28 Ferrari World 1 50 50 300
29 Scuba Diving 1 20 20 250
30 Weekly hotel promotions + tours 55 30 1670 150
agency
Average per each benifits 147 AED
- We should sign a yearly contract with the 5-stars hotels to get the benefits with low price (- Dh400), and in case
we have a problem with the hoteliers, we will sign a yearly contract with their hotel’s spas and restaurants.
- We will be in touch with the hotels sales coordinators every week to update us with the new promotion that
they have and how many benefits they willing to offer.
- The Annual contracts will be paid in monthly installments.
- Based on a series of different algorithms we can generate an understanding for how many members can use a
particular place at a particular time. And we will buy memberships according to that algorithm.
2.3 Assessment of the competition:
The playing field in our market still the same from at least 5 years ago, and nobody tried to change it. In the market,
we can determine three mean categories plus the new concept (Previlee).
1. Discount Card 2. Loyalty Card 3. Deals on website

Allow members to save from 10- Membership of the hotels, Gym, This allows retailers to sell surplus
25percent when then present Health Club, Sporting club, etc for inventory for a lot of the benefits in
those cards. monthly or yearly fees. the country
- Time out city card. - Hilton (Hhonors) - Groupon – Cobone
- Shukran Card - Jumeirah - The Entertainer
- Grazia Insider - Fitness first - City Deals
- Etc… - Talise Club….. etc - Creasy deals ….. etc
- Each category of the above competing with each other, and we cannot call them our competitors, because we
are very different of them.
- The new of what we do, that we collected the best of what they do, and we stepped away from the bad. We
have products that fulfils a specific group of people’s needs who do not like to deal with the cheap websites,
and they cannot afford the money of the loyalty cards. Even we added that no one could offer which is the most
luxurious deals in the country, all in one membership with an affordable price.
- We are re-segment the market, a competitive analysis starts with the hypothesis of “here’s the problem and we
are solving for our customers”. Therefore, we differentiate our start-up from the existing market incumbents
because of our understanding of specific customer needs in this market.
-
4. Privilee
They offering 12 beach clubs + 18 gyms + 4 tines + (15-30 discount on Res and bars + spas) for 600 AED month or
500AED for a yearly membership.
Strength:
- Unlimited access to the beach clubs and Gym
- 600 AED a month is a good price.
- They are dealing with a 5-stars hotel in Dubai and Aldhabi.
Weakness:
- It is a single membership, it cannot be good for couples or married unless if they buy a second membership,
meaning it will cost 1200 per month for couples.
- Very limited activities and it cannot satisfied almost of customers.
- The number of activities it is not enough even of 300 customer, meaning they are having a big challenge to
develop themselves.
- They do not have application or website to engage with their customers, no service after selling.
2.4 SWOT analysis:
The purpose of the SWOT is to align our strategies with the realities of our business environment in order to (a)
Maintain and build on your strengths, (b) Take advantage of your opportunities , (c) Fix or Eliminate our weaknesses
and (d) to Counter Threats .
Strengths:
- First to market: We compile the best of the memberships market in one place, meaning it is easy to attract the
people to our concept.
- The App mechanic can be used by single or married, or couples, for example if the member is single he can book
one a activity a time, if they are families or couples, he or she can book two activities at a time.
- We working under the brand of quintessentially which is a big brand and known in the life style concierge, and
that is makes the customer persuasions easy.
- We covering almost of the customer needs
- A clear concept, each customer knows how much he will pay, and what he will get.
- An affordable price for almost of the family who live in UAE.
Weakness:
- First to market, if Privilee were first in the market, they are not now after we developed their idea and
make it different and better, same could happened for use, that is why we should be up to date and develop
the app and the concept constantly.
Opportunities:
- The next couple of years from 2018-2020 they will be a lot of a new hospitality establishment, which will help
us to find more opportunities to develop the concept to be much better.
- Expandable, we can expand in more than 60 different countries.
- A window of new membership in UAE, like high profile family’s membership for 3500 AED/ a month.
Threats:
- Competitors emerging: as we are first to the market, we need to be sure to stay one-step ahead of the
completion.
The business environment constantly chagrined and a SWOT analysis is not a static tool. We have to revisit our SWOT
analysis on a regular basis, at least annually and more frequently if our business is experiencing growth problems,
or failing to meet goals and objectives, to see how the balance of strengths, weaknesses, opportunities, and threats
may have shifted.
2.5 Strategy and implementation summary:
2.5.1 Marketing Strategy
The next question we have to ask ourselves is how we will reach our potential customers. How can we make them
aware our concept is available and convert them as our customers? This will be realize by our marketing strategy.
Two kinds of marketing strategies we will use:

1. Direct Sale:
Where we can directly reach out to our customers usually by phone, by email or through direct personal contact.
- The current customer of Quintessentially who may be interested in our new concept.
- We will use LinkedIn as a communication channel, according to the table of targeted salaries above, we can
find the position holders of these salaries, and by browsing their accounts, we will know where they are
working, and by then it will be easy to meet face to face or by phone calls.
- Phone Calls, and face to face meeting.
2. Mass Marketing:
We have seen that our potential customer base is between two and three million people, so we have quite
a big audience. These people are not existing customers, we have no relationship with them nor do we
possess their contact information. The strategy to adopt is a mass marketing strategy. We will try to reach
to our niche through mass marketing channels, mainly the internet, and that is because of two reasons:
a. Almost 50% of the resident in UAE stay around 5 hours every day on the internet
b. We can target specific nationalities, age and gender by the buying the advertising.
Pre-lunch strategy:
- Website: A one page website that to explain our concept in an easy and clear way to the customer, so they
know how much they will pay, and what exactly that will get.
- Blog: In our website, we will create a blog where will write regularly about the issues that our product
covers or give to the readers new ideas, or push them through specific activities.
- Using social media: create social media profiles so we can spread the word about our blog posts and to
build more engagement with our customers, to study their comments and fulfill their needs. And it is also
important to follow and connect with influential people of the niche market (bloggers, reviewers, writers,
etc..)
- SEO: begin Search Engine Optimization or SEO for our website. The idea of SEO is to generate as much
traffic as possible on our website by finding the most relevant and popular keywords that people use to
search of a product or service in UAE, and when they search on google for those specific keyword, our
website should appear in the first page of google, an then the people will go and visit our website to know
more about we offer.
Post-lunch strategy:
Once the bets testing is finished and the app is ready for lunch and bug-free, we will we will the following:
1. Lunching Event:
Invitation for the Arabic and English journalists and active bloggers, that can help us to get a big awareness
and deliver our message in known newspaper and magazine.
2. Online campaign including:

- PPC: Pay Per Click, is online display ads, that when we post our advertising on specific website online
like Emirates today newspaper, The National Newspaper, Saydaty Magazine, Hya Magazine., etc..
- Youtube videos: to seen in a specific bloggers channels.
- Social Media Advertising: on Facebook, Instagram and snapchat.
- SMS: When we send a short message to specific category of people trying to get a call from them, and
then we will explain the concept for them.
- Emails: With a simple design and a clear message, we can reach a hundreds of thousands of our
potential customers.
2.5.2 Sales Strategy:
The key of the sales strategy to understand our member’s need, that why I suggest to start with only 300 members
in the first two months, to be sure what they need, and how to collect the best benefits which will satisfy our
customers.
- The number should increase gradually month after month to have the chance to develop the app and add more
activities.
- We should sign a contract with the targeted hotel for one year to get a reasonable price of the rooms, and we
will pay monthly.
- We assumed that 25% of the members will not renew their membership, and it can be an average of those
people who cannot afford the membership fees, or they did not like the concept.
- In case if more than 25% of the members did not renew, we will get more member to be stuck with the numbers
in the chart.
- After three months of working, we should dealing with 894 members, but we will try hard to get more than this.
- I think there will not be a problem to deal with 2000 customer after 3 working months.
6000
5000
4000
3000
2000
1000
0
March April May June July Sep Aug Nov Dec Jan Feb
New Member 0 0 300 300 500 500 1000 1000 1250 1250 2000
total members 0 0 300 525 894 1170 1877 2408 3056 3792 4844
New Member total members
How the customer should pay:

By subscription: means the customer has access to a service as long as a fee is paid, and The fee paid for a limited
period; if the time is complete, the customer has to re-initiate the subscription.
3 Operation Plan
3.1 Management Team:
General Manager
Developer Marketing Manger Accountant Customer Service
Sales (3) Marketing (2)
Developer: I prefer to hire a full time developer because:

- He / she will maintain the app every day.
- We will need to develop the application according to what the customer needs, and he will be there for anything
we ask.
- Will run the social media accounts and the digital marketing camping.
- Will help of updating the benefits every week.
Marketing Team:
- They will collect the benefits from all over the country, and their job will find the best deals with the best price
for us
- The marketing manager will be responsible of the sales demand and suppliers.
- In case we need more sales, we will hire after the first three month.
Accountant:
- Very professional accountant who can tell us where we need to increase the sales, when you might drop down.
- He will do the negotiation with the suppliers to get the best price in case the marketing failed in the job
3.2 Operation Time Line:
Feb. 2017 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 3 31
0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0
Hire The developer
March1 – March 31
Start working with the APP
Finish the website
Set up the social media
Testing the App and the web
Hire the Marketing (3)
Hiring the Secretary
Finishing the App
April 1 – April 30
Collecting the deals
Sale of 300 membership
Hiring the rest of the team
May 1 –May 30
Launching the App
Launch Event
Internet Advertising Camp.
June1-June31
Continue with Adv. Camp.
Sale of 375 membership
4 Financial Plan
- Will start the project with only 300 members.

- After our launching event beside the internet camping, the sales should raise at least by 300%.
- Will assume that 25% of our members will not renew the membership in any reason, and that is the worst
could happen as long as we offer the best activities in the market.
- The table show only the monthly membership and I assumed there would not be any yearly membership
which that the worst could happen.
Leaving Current New Total Benefits

Members Member Members member Gross Profit Expenses
March 0 0 0 0 0 0
April 0 0 0 0 0 0
May 0 0 300 300 450000 360000
June 75 225 300 525 787500 630000
July 131 393 500 894 1340625 1072500
August 223 670 500 1170 1755468 1404375
Sep 293 878 1000 1878 2816601 2253281
October 469 1408 1000 2408 3612451 2889960
No. 602 1806 1250 3056 4584338 3667470
Dec. 764 2292 1500 3793 5688254 4550603
Jan 948 2844 1750 4594 6891190 5512952
Feb 1148 3446 1750 5195 7793392 6234714
Projected Profit/Loss and Cash Injection Q App
Period (Mach. 17 / Feb. 2017)
Projected Revenue Mar-16 Apr-16 May-16
Memberships revenue - - 450,000.00
Other Revenue - - -
Total of Revenue - - 450,000.00
Benefits Cost - - 360,000.00
Other Related Cost - - -
Total of Direct Cost - - 360,000.00
Gross Profit - - 90,000.00
Projected Indirect Expenses Mar-16 Apr-16 May-16

Project Facilities - (Rent, T/R, L/L, Net) 7,000.00 7,000.00 7,000.00
Staff Salaries - Marketing Manager 15,000.00 15,000.00 15,000.00
Staff Salaries - Sales Person (5) x 12000 12,000.00 60,000.00 60,000.00
Staff Salaries -developer 15,000.00 15,000.00 15,000.00
Staff Salaries - Customer Service + Secretary 8,000.00 8,000.00 8,000.00
Staff Salaries - Accountant - 15,000.00 15,000.00
Cars rend + Petrol + Data Bundle 4.00 12,000.00 12,000.00
Immigration 2,625.00 2,625.00 2,625.00
Project Setup Expenses (Furn. PCs + License) 6,040.00 6,040.00 6,040.00
launching Event (55000) 4,585.00 4,585.00 4,585.00
Advertising (50000) 4,167.00 4,167.00 4,167.00
Other Expenses 500.00 500.00 500.00
Total of Indirect Expenses 74,921.00 149,917.00 149,917.00
Net (Profit/Loss) - 74,921.00 - 149,917.00 - 59,917.00
Projected Cash Flow Mar-16 Apr-16 May-16

Opening Balance - Cash on Hand - 34,500.00 102,000.00
Cash from Revenue - - 450,000.00
Cash Injection 200,000.00 200,000.00 -
benefits cost - - 360,000.00
Project Facilities - (Rent, T/R, L/L, Net) - 7,000.00 - 7,000.00 - 7,000.00
Staff Salaries - Marketing Manager - 15,000.00 - 15,000.00 - 15,000.00
Staff Salaries - Sales Person (5) x 12000 - 12,000.00 - 60,000.00 - 60,000.00
Staff Salaries -developer - 15,000.00 - 15,000.00 - 15,000.00
Staff Salaries - Customer Service + Secretary - 8,000.00 - 8,000.00 - 8,000.00
Staff Salaries - Accountant - - 15,000.00 - 15,000.00
Cars rend + Petrol + Data Bundle - 4,000.00 - 12,000.00 - 12,000.00
Immigration - 31,500.00 - -
Project Setup Expenses (Furn. PCs + Trade License) - 72,500.00 - -
launching Event (55000) - - 55,000.00
Advertising (50000) - - 50,000.00
Other Expenses - 500.00 - 500.00 - 500.00
Total of Cash Inflow 34,500.00 102,000.00 - 45,500.00
Projected Revenue Jun-16 Jul-16 Aug-16
Memberships 787,500.00 1,340,625.00 1,755,468.00
Other Revenue - - -
Total of Revenue 787,500.00 1,340,625.00 1,755,468.00
Benefits Cost 630,000.00 1,072,500.00 1,404,375.00
Total of Direct Cost 630,000.00 1,072,500.00 1,404,375.00
Gross Profit 157,500.00 268,125.00 351,093.00
Projected Indirect Expenses Jun-16 Jul-16 Aug-16

Staff Salaries - Accountant 15,000.00 15,000.00 15,000.00
Cars rend + Petrol + Data Bundle 12,000.00 12,000.00 12,000.00
Immigration 2,625.00 2,625.00 2,625.00
Project Setup Expenses (Furn. PCs + Trade License) 6,040.00 6,040.00 6,040.00
launching Event (55000) 4,585.00 4,585.00 4,585.00
Advertising (50000) 4,167.00 4,167.00 4,167.00
Other Expenses 500.00 500.00 500.00
Net (Profit/Loss) 7,583.00 118,208.00 201,176.00
Projected Cash Flow Jun-16 Jul-16 Aug-16

Opening Balance - Cash on Hand - 45,500.00 - 20,500.00 115,125.00
Cash from Revenue 787,500.00 1,340,625.00 1,755,468.00
Cash Injection
benefits cost - 630,000.00 - 1,072,500.00 - 1,404,375.00
Staff Salaries - Accountant - 15,000.00 - 15,000.00 - 15,000.00
Immigration - - -
Project Setup Expenses (Furn. PCs + Trade License) - - -
launching Event (55000) - - -
Advertising (50000) - - -
Other Expenses - 500.00 - 500.00 - 500.00
Total of Cash Inflow - 20,500.00 115,125.00 333,718.00
Projected Revenue Sep-16 Oct-17 Nov-17
Memberships 2,816,601.00 3,612,451.00 4,584,338.00
Other Revenue - - -
Total of Revenue 2,816,601.00 3,612,451.00 4,584,338.00
Benefits Cost 2,253,281.00 2,889,460.00 3,667,470.00
Total of Direct Cost 2,253,281.00 2,889,460.00 3,667,470.00
Gross Profit 563,320.00 722,991.00 916,868.00
Projected Indirect Expenses Sep-16 Oct-17 Nov-17

Immigration 2,625.00 2,625.00 2,625.00
launching Event (55000) 4,585.00 4,585.00 4,585.00
Advertising (50000) 4,167.00 4,167.00 4,167.00
Other Expenses 500.00 500.00 500.00
Net (Profit/Loss) 413,403.00 573,074.00 766,951.00
Projected Cash Flow Sep-16 Oct-17 Nov-17

Opening Balance - Cash on Hand 333,718.00 764,538.00 1,355,029.00
Cash from Revenue 2,816,601.00 3,612,451.00 4,584,338.00
Cash Injection
benefits cost - 2,253,281.00 - 2,889,460.00 - 3,667,470.00
Immigration - - -
Other Expenses - 500.00 - 500.00 - 500.00
Total of Cash Inflow 764,538.00 1,355,029.00 2,139,397.00
Projected Revenue Dec-17 Jan-18 Feb-18
Memberships 5,688,254.00 6,891,196.00 7,793,392.00
Other Revenue - - -
Total of Revenue 5,688,254.00 6,891,196.00 7,793,392.00
Benefits Cost 4,550,603.00 5,512,952.00 6,234,714.00
Total of Direct Cost 4,550,603.00 5,512,952.00 6,234,714.00
Gross Profit 1,137,651.00 1,378,244.00 1,558,678.00
Projected Indirect Expenses Dec-17 Jan-18 Feb-18

Immigration 2,625.00 2,625.00 2,625.00
launching Event (55000) 4,585.00 4,585.00 4,585.00
Advertising (50000) 4,167.00 4,167.00 4,167.00
Other Expenses 500.00 500.00 500.00
Net (Profit/Loss) 987,734.00 1,228,327.00 1,408,761.00
Projected Cash Flow Dec-17 Jan-18 Feb-18

Opening Balance - Cash on Hand 2,139,397.00 3,144,548.00 4,390,292.00
Cash from Revenue 5,688,254.00 6,891,196.00 7,793,392.00
Cash Injection
benefits cost - 4,550,603.00 - 5,512,952.00 - 6,234,714.00
Immigration - - -
Other Expenses - 500.00 - 500.00 - 500.00
Total of Cash Inflow 3,144,548.00 4,390,292.00 5,816,470.00
Projected Revenue End of Period
Memberships 35,719,825.00
Other Revenue -
Total of Revenue 35,719,825.00
Benefits Cost 28,575,355.00
Other Related Cost -
Total of Direct Cost 28,575,355.00
Gross Profit 7,144,470.00
Projected Indirect Expenses End of Period

Project Facilities - (Rent, T/R, L/L, Net) 84,000.00
Staff Salaries - Marketing Manager 180,000.00
Staff Salaries - Sales Person (5) x 12000 672,000.00
Staff Salaries -developer 180,000.00
Staff Salaries - Customer Service + Secretary 96,000.00
Staff Salaries - Accountant 165,000.00
Cars rend + Petrol + Data Bundle 132,004.00
Immigration 31,500.00
Project Setup Expenses (Furn. PCs + License) 72,480.00
launching Event (55000) 55,020.00
Advertising (50000) 50,004.00
Other Expenses 6,000.00
Total of Indirect Expenses 1,724,008.00
Net (Profit/Loss) 5,420,462.00
Projected Cash Flow End of Period

Opening Balance - Cash on Hand -
Cash from Revenue 35,719,825.00
Cash Injection - 400,000.00
benefits cost - 28,575,355.00
Project Facilities - (Rent, T/R, L/L, Net) - 84,000.00
Staff Salaries - Marketing Manager - 180,000.00
Staff Salaries - Sales Person (5) x 12000 - 672,000.00
Staff Salaries -developer - 180,000.00
Staff Salaries - Customer Service + Secretary - 96,000.00
Staff Salaries - Accountant - 165,000.00
Cars rend + Petrol + Data Bundle - 136,000.00
Immigration - 31,500.00
Project Setup Expenses (Furn. PCs + License) - 72,500.00
launching Event (55000) - 55,000.00
Advertising (50000) - 50,000.00
Other Expenses - 6,000.00
Total of Cash Inflow 5,016,470.00

Weekender Business Plan

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Weekender Business Plan

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Business Plan for the mobile Application “Weekender”

By: Awad Basha

What is the customer’s problem in the market these days?

How we going to solve this problem?

2.1 Market segmentation:

a. What is UAE Demographic?

Local Male Local Female Resdent Male Resident female

9.3 Miscellaneous goods and servises

TRAVEL ENTERTAINMENT NEW CLOTHES NEW TECHNOLOGY INVESTMENT OR

We have 4 groups to fullfill their needs,

Average monthly houshold expenditure for Emeratis

Nationalities Popultion in the country aside the Asians:

UAE hotel Occupancy:

Description AD Dubai Sharjah Ajman RAK Fujairah

Other activities we can get aside of the rooms:

No. Activity Suppliers benefits Tot.benefits Ave. Price

1. Discount Card 2. Loyalty Card 3. Deals on website

Two kinds of marketing strategies we will use:

2. Online campaign including:

New Member total members

How the customer should pay:

3.1 Management Team:

Developer Marketing Manger Accountant Customer Service

Sales (3) Marketing (2)

Developer: I prefer to hire a full time developer because:

- Will start the project with only 300 members.

Leaving Current New Total Benefits

Projected Indirect Expenses Mar-16 Apr-16 May-16

Net (Profit/Loss) - 74,921.00 - 149,917.00 - 59,917.00

Projected Cash Flow Mar-16 Apr-16 May-16

Projected Indirect Expenses Jun-16 Jul-16 Aug-16

Net (Profit/Loss) 7,583.00 118,208.00 201,176.00

Projected Cash Flow Jun-16 Jul-16 Aug-16

Projected Indirect Expenses Sep-16 Oct-17 Nov-17

Net (Profit/Loss) 413,403.00 573,074.00 766,951.00

Projected Cash Flow Sep-16 Oct-17 Nov-17

Projected Indirect Expenses Dec-17 Jan-18 Feb-18

Net (Profit/Loss) 987,734.00 1,228,327.00 1,408,761.00

Projected Cash Flow Dec-17 Jan-18 Feb-18

Projected Indirect Expenses End of Period

Net (Profit/Loss) 5,420,462.00

Projected Cash Flow End of Period

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