Proposed By:

Kingdom World
Theme Park

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Content

1. Introductions

2. Planning Projects

3. Dalit Theme Park Resort Development

4. Conclusions

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Location
Located at District of Sinsuran , Babagon Penampang, Kota Kinabalu Sabah

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Kampung Babagon Maphill

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Map Area

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Topografi Penampang

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Babagon , Penampang

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Project Leisure Destination

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Economy
Being the capital city of Sabah, Kota Kinabalu plays an important role in the political and economic welfare of the
population of the entire state. It is the seat of the state government where almost all of
their ministries and agencies are based. Most of the Malaysian Federal government agencies and departments are
also located in Kota Kinabalu. Historically, the main economic activity in Penampang has been the cultivation of wet
rice and other agricultural-based economies. In recent years, due to rapid economic boom and its close proximity
to Kota Kinabalu, Penampang observes a rapid growth in the secondary and tertiary sectors of economy resulting in a
major decline in the traditional agricultural activities. Lands traditionally used for cultivation of wet rice are
increasingly sold for commercial and industrial purposes despite prohibition by the local authorities.
Today Penampang strives as one of the major industrial and commercial centres within the greater Kota Kinabalu
area. Many retail stores are found scattered in the district primarily in the Donggongon area, anywhere along
Penampang Lama Road and Penampang-KK Bypass Road. The Megalong Mall is a shopping centre situated in
Donggongon with many retail shops such as Giant Hypermarket, cinema, restaurants and many others. A second
shopping centre is currently under construction at the Penampang-KK Bypass Road which would consist of a hotel,
office space, shopping mall and a multi-purpose commercial centre.

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Introduction
Department of Tourism Malaysia is determined to boost the tourism industry in the state. The
Tourism Sector has been identified as one of the key sectors propelling the country’s economic
growth. Kota Kinabalu, Sabah thriving economy has created many opportunities across the State
in the last decade.

Tourism sector constitutes a real priority because it is an important sector for the generation of
employment, therefore various initiatives are been undertaken with the involvement of all
stakeholders, both public and private, that will foster a more favourable environment for the
development and consolidation of the tourism sector.

This proposal intends to encourage the investors to invest in the tourism sector. A host of
incentives and concessions are provided to the investors in tourism sector. A large emphasis has
been laid on enhancing hospitality services and standards, promoting innovative developments
and rejuvenation of older tourist attractions, with the aim of offering visitors the experience
that will be commensurate with higher expectations.

With this background, Our team has prepared a shelf of Project Reports of potential tourism
projects which could be undertaken for development along with collaboration with the Private
sector. One of the projects identified for setting up of a large sized integrated theme park at
Babagon, Kota Kinabalu Sabah.

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Why A Theme Park
As Any visitor can attest, theme parks and leisure development are fun. But apart from
this obvious attraction, why would a developer or a government entity want to
promote the development of such a project? Considering, the experience of several
themed attraction developments, various motives can be cited:

 Creating an identity or an image for a large real estate development of holding

 Enhancing the attraction of an existing tourist destination
 Attracting large number of people and generating a demand for the related goods
and services, such as hotels, restaurants, shops and other commercial enterprises.
 Creating new employment opportunities

As with any project requires a large capital investment, the successful theme park
project is one that meets and achieves established economic performance criteria.

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 Need of the Project

i. Lack of entertainment parks in and around the city

meeting the increased demand.
ii. Need to boost up the Tourism Industry in Sabah through
designing such medium and large scale entertainment parks.
iii. Rising middle class & Increased Affordability throughout
the state.
iv. Providing a new and unique experience to the visitors.
v. Expected Increase in Tourist Footfalls in the city.
vi. Encourage livelihood opportunities for the local
population.

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Objectives

 Attract footfalls, encourage extended stays

and provide a wholesome experience to the
tourists.
 Encourage entrepreneurship and livelihood
opportunities for the locals.
 Encourage and promote Private Sector
Participation in the development of tourism
sector.

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"In the long run, you only hit what you aim at."
Henry David Thoreau

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Maximizing Project Value:
Client Benefits
Stronger competitive positioning

 Greater synergies and operating

margins

 Risk diversification

 Improved chances of financing

and realization

 Higher investor returns

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Entertainment Project
Planning Approaches
The entertainment industry new projects often start with a dream:
 The process is often started with creative designers
 who shall ‘translate’ the dream into a plan/visual;
 often this process is rather ‘design’ and ‘fantasy’ driven (not on market
research/facts).
At some point the project is taken for a feasibility study (often even by auditing firms
with limited industry understanding); in many cases the initial plans must then be
revised (to prepare for financing)
Sometimes further market studies are done, but often times
 no consistent business plan including all planning dimensions is produced (as in
other industries)
 What we sometimes also see: some more finance oriented project initiators start
with a feasibility study for their given vision, and only if they get the desired
confirmation, they proceed to master planning; but also this approach is missing
out on the systematic strategy review process (e.g. questioning the initial vision)

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Project Executive Summary
Project Brief
The proposed project presents an investment opportunity in setting up an Amusement
Dalit Theme Park. The main service to be provided is joy rides and a pleasant
atmosphere to the people visiting this facility. In order to attract a cross section of the
population, a combination of eleven (10) different rides have been assumed in this
document. This combination can however, vary according to the final site selection and
amount of investment with the individual investor. In addition to joy rides, food and
beverage stalls, advertisement sites, and car parking are other sources of revenue for
this particular unit, however we have not accounted for them in our study.
The project is proposed to be located at Babagon, Penampang area in Kota Kinabalu,
Sabah giving easy access to the visitors. The target market is the population of the
surrounding areas and the tourist. The region has access to all public amenities
including water, electricity and telecommunication facilities. Capacity of the
amusement park is calculated to be 27,864 virtual (tickets/rides) per day. The sale at
100% capacity utilization is RM 27.5 Million. The project should be ready for operation
in four (4) years.

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Business Planning – Global Practices
Comparison
• Most advanced businesses and industries
are managed by ‘facts & figures’ and modern
management methodologies; this also applies
to professional entertainment venue operations
• However: with regards to new projects the
Entertainment sector often functions differently:
In almost all industries new projects are started with a commercial idea
followed by a first business plan (e.g. in the Silicon Valley for VC’s):
− A business plan covers all relevant project planning dimensions –
from the market analysis, the derived strategy and product
definition, the financial planning, the marketing, operations
planning, etc.
− Business plans evolve with continued planning efforts and become
more detailed and accurate
− One of the key differences to standard entertainment ‘feasibility studies’, lies in the
systematic strategy & concept development process.

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Entertainment Project
Planning Approaches
In the entertainment industry new projects often start with a ‘dream’:
− The process is often started with creative designers who shall ‘translate’ the dream
into a plan/visual;
often this process is rather ‘design’ and ‘fantasy’ driven (not on market
research/facts).
− At some point the project is taken for a feasibility study (often even by auditing
firms with limited industry understanding); in many cases the initial plans must then be
revised (to prepare for financing)
− Sometimes further market studies are done, but often times no consistent business
plan including all planning dimensions is produced (as in other industries)
What we sometimes also see: some more finance oriented project initiators start with
a feasibility study for their given vision, and only if they get the desired confirmation,
they proceed to master planning; but also this approach is missing out on the
systematic strategy review process (e.g. questioning the initial vision)

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Negative Consequences of Traditional
Planning Approaches
 The results of approaches with subsequent planning steps are often
not consistent (numbers, plans, etc don’t match) - which requires
extra efforts by the developer to align results
The traditional approaches are not efficient and not effective:
 Not efficient: more iterations, time and investment is needed
 Not effective: without the necessary strategy/concept and market
entry optimization process the business results are not as good as
they could be:
Not optimized profit
No deliberate project risk mitigation
Lower chances to find financing
 Conclusion:
By comparison to a standard business planning
process the traditional park planning approaches are
spending more resources for less output/results
The

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The Case for Integrated Business Planning
Industry Specific Solution
Solution:
• Taking the general business planning methodologies as base and
adjusting it to the specifics of the entertainment industry
• This means - Beginning the project with a business planning
phase, which is integrating all relevant planning dimensions:
Initial working steps include the necessary business planning
‘homework’ (assessments of market ,situation, etc.)
Then a strategy finding process is applies including scenarios
development and evaluation
This process shall combine ‘business experts/business creativity’
and ‘experience experts/ design creativity’
Once the project/product strategy/concept is determined, the
following business- and master planning
steps follow concurrently > this way project optimization iterations
can occur and the results will be
consistent (plans and numbers aligned) as it is all consolidated at
the same time
Review by investor’s/ bank’s trusted advisor

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Business Planning Logic
Selected Key Questions
What is the core project vision?
What are the key business drivers?
What is the strategy and distinct project positioning?
Who are the target clients, and how can they be best
attracted and served?
Which strategy and concept best integrates all
circumstances and business objectives?
What are the key program elements?
What is the optimal usage mix and how do the various
program elements best exploit synergies?
Which elements drive commercial viability?
What is the appropriate project sizing and staging?
What is the project’s context and the relevant
market factors?
How should the main components be specified?
What are the key requirements & guidelines for the
development design planning?
How are those program elements best realized and
functionally allocated in the given site conditions?
What operating performance can be expected?
What are the necessary operational considerations?
What is the approximate budget and derived
investment need , and how attractive is the investment case?
How to go to market and run the project?

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Commercial Destination Planning
Kingdom World Theme Park

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Commercial Planning
Creating Mixed-Use Developments for Viable Projects

Mixed-Use Developments
• Custom-tailored mixed-use developments offer many
advantages over a single usage focused project
• Development of integrated concepts, with a
balanced, synergistic combination of usage types
• Design and implementation scheduling for maximum
user experience and operating performance

Advantages of Mixed-Use Schemes

• Risk diversification
• Higher revenues due to enhanced overall value proposition, cross-selling, etc.
• Lower costs due to synergies in planning, shared infrastructure, operations, etc.
• Marketing advantages
• Better financing terms due to liquidity & cash flow optimization, risk balance

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Commercial Planning Attractions Mix
Introducing offer-mix to extend stay duration and increase frequency:

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Some General Guidelines for Leisure
Destinations
Deliberate sizing & staging: Crucial factor for project
• success is to determine the right size for the given market
• potential and for a maximum impact market entry, all
• the while minimizing the upfront investment exposure
Project Identity: Necessary for project identification and
• market positioning
Landmark: Developments with a landmark can exploit
• several benefits (Marketing, sales, PR effects)
Attractions: Special features people will speak about
Malling: Optimize visitor flow and changing experiences
• – combine commercial and experience aspects
Edutainment & interactivity: Animation and inspiration of
• guests with interactive, educational programs
Authentic concept: Build on local culture and society
Theming & style: Creating a golden thread which ties the
development together

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Honest feasibility study and solid business plan Master
plan for now and the future

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Development
 115 acre

 1 million visitors targeted

 110 attractions

 1,500 employees

 Opening all year

 Kingdom World Theme Park

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How Kingdom World Theme Park Develop

 step by step
 adding details
 adding attractions
 adding themes
 adding resort elements
 most of all: listening to our guests

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Theme concept

Relevant now , relevant in the future

with traditional value

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Kingdom World Theme Park

The park has 10 different themed area

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Theme Park area attraction

 Theme Park  Health spa

 Water Park  Mini zoo
 Museum  Natural park
 Food truck
 Culture Village
 Auditorium 2000 pax
 Gardens

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Theme Park

Commercial
destination
planning

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Water Park

An attraction
value

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Museum

Qualities in
ideas

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Culture Village

Service Quality

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Gardens

Constant
research
essential

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Health Spa

Service Quality

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Mini Zoo

Focus on
visitors

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Nature

Focus on
visitors

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Food City

Value for
money

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Factor Of Success

 a compelling attraction
 an attractive value
 a strong call to action
 Focus on visitors
 Constant research is essential
 Using this research is more essential
 Quality in details
 Service quality everyday and everyway
 Value for money
 Nature as attraction
 The park must operate in a ‘green’
fashion
 Also in our industry the future can be
green and sustainable

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Resort City

 Family rooms and suites

 Direct resort acess

 Imersive in every detail from

architecture to Food and
Beverage

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Restaurant

offering value at every level

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Resort City Apartment Concept

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Resort City Apartment Concept

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Resort City Apartment Concept

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Resort City Apartment Concept

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Resort City Apartment Concept

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Resort City Apartment Concept

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Resort City Apartment Concept

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Resort City Apartment Concept

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Resort City Apartment Concept

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Resort City Apartment Concept

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Business plan

 Hotel design to maximize guest satisfaction, efficiency and return on

investment
 Spectacular indoor attraction
 Big show building
 World premiere innovation of a new ride system
 Lots of high-tech special effects
 Dining an shopping experiences and indoor play-area

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Leisure Destinations
In many global markets the desire for entertainment is increasing -> applied
in many project variations

 Competition is intensifying – also in the face of ever increasing guest

expectations

 Based on systematic development methods we conceive with our clients a

well-balanced, synergistic usage mix and a differentiated guest experience

 Adding life to the projects by introducing partners, experts, operators and

co-investors

 This results in improved repeat visitor rates, increased revenue, higher

returns and lower risks Leisure

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Creating a Theme Park Destination

 Themed environment, immersive, story-telling Mixed use – Concept

 Fun smartly combined with inspiration, education

 Including innovation and authentic, local Themes

 Family focus

 Interactive, involving

 Integrated business planning

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Financial Summary

Project Costing 500 Million

Project development six (6) years
Sales 270,520,000 per annum
Gross Profit Margin 55%
Payback period 30 Years
Net Profit Margin before tax 46%
Internal Rate of Return 48%

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Project Financials

COST
Amount MYR
The Theme Park cost is expected as described below:
Land 20,000,000.00
Building & Civil Works 143,000,000.00
Plant & Machinery 114,587,954.00
Tools, Equipment, Computers & Telephones 32,253,000.00
Electric Installation 8,119,339.00
Vehicles, Furniture & Security System 8,813,570.00
Contingencies 100,000,000.00
Deferred & Pre-Operating Cost 73,025,710.00
Interest During Construction 200,427.00
Total 500,000,000.00

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OPERATIONAL DATA

Growth Rates per year

Annual Increase in Visitors’ Entrance Fee 5%
Annual Increase in Vehicle Parking Fee. 5%
Annual Increase of Monthly Rentals 10%
Annual Increase in Visitors’ Entrance Fee 5%
Age Annual Increase in No. of Visitors. 13%

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 Thank you

"Right now is one of those moments when we are influencing the path of the future.
Steve Jobs
Prepared by
DHBASIA Resources

Our Team
Dg Siti Nur Jahara (Director)
Noorhaslinda (Managing Director)
Harris (Project Manager)
Azis (Operation Manager)

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