SIMBA SAFARIS

ADDRESS P.OBOX 32-50200 NDUNDA

EMAIL simbasafaris@gmail.com
WEBSITE www. simbasafaris.co.ke
TELEPHONE NUMBER+254757101373

TITTLE : BUSINESS PLAN

NAME OF CANDIDATE : EDISON MOSEKA KETUYIO

INDEX NUMBER :
CENTER CODE : 511115
CENTRE NAME : RIFT VALLEY INSTITUTE OF BUSINESS STUDIES
COURSE CODE : 1919
COURS ENAME : TOUR GUIDE & TRAVEL OPERATION
PAPER NUMBER : 107
PRESENTED TO : THE KENYA NATIONAL EXAMINATION COUNCIL IN
PARTIAL FULFILLMENT FOR THE AWARD OF
CERTIFICATE IN TOUR GUIDING & TRAVEL
OPERATION
SUPERVISOR : MR. J OBWANA
EXAMINATION SERIES : JULY 2024

1
Table of Contents
COVER PAGE.............................................................................................................................................i
DECLARATION........................................................................................................................................iii
ACKNOWEDGEMENT.............................................................................................................................iv
DEDICATION............................................................................................................................................v
EXECUTIVE SUMMARY........................................................................................................................vi
1.0: BUSINESS DESCRIPTION...................................................................................................................vi
2.0. MARKETING PLAN............................................................................................................................vi
3.0. ORGANIZATIONAL STRUCTURE........................................................................................................vi
4.0 PRODUCTION PLAN...........................................................................................................................vi
5.0 FINANCIAL PLAN...............................................................................................................................vi
CHAPTER ONE..............................................................................................................................................1
1.0 BUSINESS DESCRIPTION...................................................................................................................1
1.1 BACKGROUND INFORMATION.......................................................................................................1
1.2 BUSINESS NAME AND LOGO..........................................................................................................1
1.3. BUSINESS ADDRESS.......................................................................................................................1
1.4 MEHTOD OF RAISING CAPITAL.......................................................................................................2
1.5 BUSINESS LOCATION......................................................................................................................2
1.6 TYPE OF BUSINESS.........................................................................................................................2
1.6.1 Easy to start and manage............................................................................................................3
1.6.2 Requires few legal procedures to start.......................................................................................3
1.6.3 The entrepreneur enjoys the profits alone.................................................................................3
1.6.4 Total business control.................................................................................................................3
1.6.5. Requires minimal initial capital to start.....................................................................................3
1.6.6 The entrepreneur is the boss of business.................................................................................3
1.6.7 Business in not taxed..................................................................................................................4
1.7 JUSTIFICATION OF OPPORTUNITY..................................................................................................4
1.7.1 Existence of a gap in the provision of goods...............................................................................4
1.7.2 Creation of Job Opportunity.......................................................................................................4
1.7.3 favourable locations...................................................................................................................4
1.7.4 Maximization of Profit................................................................................................................4
1.7.5. To promote growth of the community......................................................................................4
1.7.6 Competition................................................................................................................................4

2
 1.7.7 Availability of Natural Resources................................................................................................4
1.8 PRODUCTS AND SERVICES.............................................................................................................4
1.9 BUSINESS GOALS AND OBJECTIVES................................................................................................5
1.9.1 Short term goals.........................................................................................................................5
1.9.2. LONG TERM GOALS..............................................................................................................6
CHAPTER TWO.........................................................................................................................................8
2. 0 MARKETING PLAN...........................................................................................................................8
2.1 THE CUSTOMER.................................................................................................................................8
2.1.1 Potential Customers...................................................................................................................8
2.1.2 Angry Customers........................................................................................................................8
2.1.3 Curious Customers......................................................................................................................8
2.1.4 Loyal Customers..........................................................................................................................8
2.2 MARKET SHARE ANALYSIS..............................................................................................................9
2.3 PRICING STRATEGIES...................................................................................................................10
2.3.1 Dynamic Pricing........................................................................................................................10
2.3.2 Competitive Pricing...................................................................................................................11
2.3.3 Value-Based Pricing..................................................................................................................11
2.3.4 Tiered Pricing............................................................................................................................11
2.3.5 Bundle Pricing...........................................................................................................................11
2.4 PROMOTION STRATEGY...................................................................................................................11
2.4.1 Advertisement..........................................................................................................................12
2.4.1.1 Television...............................................................................................................................12
2.4.1.2 Radio Advertisement.............................................................................................................12
2.5 CONSUMER SERVICES STRATERGY...................................................................................................12
2.5.1 Offering High Quality Products.................................................................................................12
2.5.2 Establish Customer Care Unit...................................................................................................12
2.5.3 After Sales Services...................................................................................................................12
2.5.4 Giving Warranty to Customers..................................................................................................12
2.5.5 Giving Free Gifts and Promotions.............................................................................................13
2.6 PRODUCT STRATEGY....................................................................................................................13
2.6.1 Quality......................................................................................................................................13
2.6.2 Affordability..............................................................................................................................13
2.6.3 Satisfaction of consumer needs................................................................................................13

3
CHAPTER THREE...................................................................................................................................15
3.0 ORGANIZATION AND MANAGEMENT PLAN.............................................................................15
3.1 ORGANIZATIONAL STRUCTURE........................................................................................................15
3.2 MANAGEMENT TEAM..................................................................................................................15
3.3 OTHER BUSINESS PERSONEL........................................................................................................16
3.3.1 Cleaners....................................................................................................................................16
3.3.2 Drivers......................................................................................................................................17
3.3.3 Chef..........................................................................................................................................17
3.4 RECRUITMENT, TRAINING AND PROMOTION OF PERSONEL.......................................................18
3.4.1 Recruitment..............................................................................................................................19
3.4.2 Training.....................................................................................................................................19
3.4.3 Promotion.................................................................................................................................19
3.5 REMUNERATION AND INCENTIVES..............................................................................................19
3.5.1 Remuneration...........................................................................................................................19
3.5.2 Incentives..................................................................................................................................19
3.6 LIENSES AND PERMITS.................................................................................................................19
3.6.1 Licenses.....................................................................................................................................20
3.6.2 Permit.......................................................................................................................................20
3.7 SUPPORTING SERVICES................................................................................................................20
3.7.1 Banking Services.......................................................................................................................20
3.7.2 Insurance..................................................................................................................................21
3.7.4 Legal Services............................................................................................................................22
3.7.5 Postal and Telecommunication services...................................................................................23
CHAPTER FOUR.....................................................................................................................................24
4.0 PRODUCTION PLAN........................................................................................................................24
4.1 PHYSICAL FACILITIES........................................................................................................................24
4.2 OTHER FACILITIES (MATERIAL FACILITIES).......................................................................................25
4.3 PRODUCTION PROCESS....................................................................................................................26
4.4 PRODUCTION SCHEDULE.................................................................................................................28
4.5 REGULATION GOVERNING PRODUCTION........................................................................................29
4.5.1 Tour Operators Society of Kenya..............................................................................................29
4.5.2 Kenya Tourism Board................................................................................................................29
4.5.3 Tourism Regulatory Authority...................................................................................................29

4
 4.5.4 Occupational Area Safety..........................................................................................................30
CHAPTER FIVE.......................................................................................................................................30
5.0 FINANCIAL PLAN............................................................................................................................30
5.1 PRE-OPERATIONAL COST.................................................................................................................30
5.1.1 Cost of manufactured materials...............................................................................................30
5.1.2 Overheads.................................................................................................................................31
5.2 WORKING CAPITAL..........................................................................................................................32
5.2.1 Current assets...........................................................................................................................32
5.2.2 Current liabilities.......................................................................................................................32
5.3 BUSINESS CAPITAL...........................................................................................................................33
5.4 FINANCIAL STATEMENTS FOR THE BUSINESS..................................................................................34
5.4.1 Balance sheet............................................................................................................................34
5.4.4 Projected cash flow statement for Simba Safari 2023..............................................................35
5.4.5 Projected cash flow statement for Simba Safari 2024..............................................................36
5.4.6 Projected cash flow statement for Simba Safari 2025..............................................................37
5.4.5.5 Break even analysis chart......................................................................................................38
Appendices................................................................................................................................................39

5
 DECLARATION
Declaration by student
I declare that this business plan is my own original work and has never been presented to the
Kenya National Examinations Council or any other examination body for an award of Certificate
in Electrical and Electronic Engineering.
NAME OF THE CANDIDATE : EDISON MOSEKA KETUIYO
INDEX NUMBER :
SIGNATURE :
DATE :

Declaration by supervisor
I declare that the business plan is the original work of the candidate and he did not receive any
due assistance from unauthorized person except from the supervisor.
NAME OF THE SUPERVISOR : MR. J. OBWANA
SIGNATURE :
DATE :

6
 ACKNOWEDGEMENT
I acknowledge the event contribution of my supervisor Mr. J. Obwana for his support and
encouragement that enabled me to write this business plan. May God bless him abundantly. I
also acknowledge the support I received from my classmates, Fahima, Chris and Jacinta in
writing the business pan, may God bless them too.

7
 DEDICATION
I dedicate this business plan to my family and especially Mum, Millicent ketuiyo and Dad,
Richard Ketuiyo for the support they have given to me on my entire academic journey. I also
acknowledge the advices concerning my career from my elder brother, Kevin Ketuiyo. May God
bless them all.

8
 EXECUTIVE SUMMARY

1.0: BUSINESS DESCRIPTION

The business would be a Tour Company, owned by Edison Moseka. The business would be
located in Narok country in Narok West Constituency; the business would be located inside the
Maasai Mara National reserve. 100 off Ndunda alonga the mara river next to Kichwa Tembo
Air Strip

2.0. MARKETING PLAN

Focused on driving online sales, this plan prioritizes the optimization of the e-commerce
platform. It includes improving website functionality, streamlining the checkout process, and
implementing effective digital marketing strategies. The plan also incorporates data analytics to
continually refine the online shopping experience based on user behavior and preferences.

3.0. ORGANIZATIONAL STRUCTURE

At the core of our tour company's structure is a team-based approach. We've organized our teams
around cross-functional units, with each team responsible for specific projects or customer
segments. This structure fosters collaboration, creativity, and a customer-centric approach.

4.0 PRODUCTION PLAN

In developing our wellness retreats, my vision is to create a haven for relaxation and
rejuvenation. We'll collaborate with wellness experts, select serene locations, and offer activities
like yoga retreats and spa treatments. Our focus will be on providing a tranquil environment
where participants can unwind and prioritize their well-being.

5.0 FINANCIAL PLAN

Inspired by the success stories of other entrepreneurs, I'm considering launching a crowd funding
campaign .This not only provides a financial boost but also engages potential customers,

9
building a community around my tour company. It's an innovative way to secure funds while
establishing a customer base and generating buzz about the business.

10
 CHAPTER ONE

1.0 BUSINESS DESCRIPTION

1.1 BACKGROUND INFORMATION
The owner of the business is Edison Moseka , aged 21, he was born in 2002. He went to
Mararianda Primary School, he then joined Narok High School in the year 2019, where he
studied up tot eh year 2022. He joined Rift Valley institute of business studies in July 2023, he
is currently in the institution pursuing Tour Guiding and Travel operation. Before joining
college, the entrepreneur worked at Langa Safari, where he joined the experience of running
safaris.

1.2 BUSINESS NAME AND LOGO

The name of the business is Simba Safari. The Word “ Simba” is a lion in Swahili which means
strong and courage. It is the most exciting small group safaris that you can ever have. It takes
you through different destination prime with both game and nature.
The logo of the business represents an animal since the business would majorly deal with
animals life and migration. The entrepreneur therefore choose the logo, because of the benefits
of studying wild animals such as job opportunity this also provide access of attraction site like
national parks.

1.3. BUSINESS ADDRESS

ADDRESS P.O.BOX 32-50200 NDUNDA
EMAIL: simbasafaris@gmail.com
Website: www.simbasafaris.co.ke
Telephone: +254757101373

1
1.4 MEHTOD OF RAISING CAPITAL
The entrepreneur would raise capital as outlined below.
Source of Capital Amount
Owner ( Edison Moseka) 600,000
Contribution from friends 400,000
Donations from family and relatives 100,000
Loan from bank 1,200,000
Total 2,300,000

1.5 BUSINESS LOCATION

Simba Safari would be located in Narok country in Narok West Constituency; the business
would be located inside the Maasai Mara National reserve. 100 off Ndunda alonga the mara river
next to Kichwa Tembo Air Strip

Kichwa Tembo
Airstrip
Maasai Mara
National Reserve
Simba

Safari
Mara River Ndunda
Gate

2
1.6 TYPE OF BUSINESS
The business would be a sole proprietorship type of business because it would be formed ,
owned and managed by one person ( Edison Moseka)
The entrepreneurs choose this type of business because of the following reasons.

1.6.1 Easy to start and manage

It is easy to stat this type of business as it does not need much capital and consultation from other
stakeholders. It needs less time in opening the business, the entrepreneur do not have to consult
other people before opening it as it would be in a partnership business.

1.6.2 Requires few legal procedures to start

Since the sole proprietorship do not involve government or other partners who would set up
some rules to govern the business. The entrepreneur is in charge of setting up rules that will run
the business smoothly. To start this business, the entrepreneur will only need to follow a few
legal procedures to start the business. By doing so, the entrepreneur will be free to run the
business as she wishes.

1.6.3 The entrepreneur enjoys the profits alone

In a sole proprietorship, the entrepreneur gets to enjoy the profit alone as there is no one else to
share with unlike in partnership business. This made Jane as an entrepreneur to choose sole
proprietorship so as to fully enjoy the benefits of the business. Since the business is run or
managed by one person, all the profits or losses that may occur in the business, the entrepreneur
will benefit from them alone.

1.6.4 Total business control.

To control the business simply means to have authority over the business. A sole proprietor has
full and complete authority to manage and control her business. He has no stakeholders to make
rules or consult before making a decision thus making her to be the leader of her business. The
government is not involved in this type of business thus giving the owner freedom to run the
business the way she wants.

1.6.5. Requires minimal initial capital to start.

A sole proprietor needs a little amount in order to start her business. One can start the business
with any amount he has.

3
1.6.6 The entrepreneur is the boss of business
The entrepreneur is the boss of the business because he raised the capital alone a locate duties a
lone and make decision thus he is the boss of this own.

1.6.7 Business in not taxed

the sole proprietorship the business is not taxed as an entity, only the owners earnings from the
business that are taxed. Hence the amount of tax payable is lower than that of companies.

1.7 JUSTIFICATION OF OPPORTUNITY

The entrepreneur choose to start Simba Safari because of the following reasons

1.7.1 Existence of a gap in the provision of goods.

Because high rate of tourist coming of Africa to satisfy their spirit of adventure and thus three is
need for construction of many resort to accommodate them.

1.7.2 Creation of Job Opportunity

A lot of jobs in several fields will be out as result of visitors and very many workers are required
in operations and provide essential services to them

1.7.3 favourable locations

Simba safaris is located along the River Mara and thus fabourable weather for the visitors
visiting the camp and they also practice water sport activities due to the availability of Mara
River.

1.7.4 Maximization of Profit.

Due to the adequate outcomes from the camp Simba Resort is able to run all its operation and
provide services to workers and even and profit to the organization

1.7.5. To promote growth of the community

Rather than workers from within working as staff there are outsiders coming to sell ornaments to
the visitors and it also offer training to the youth in the community

1.7.6 Competition
Because of stiff competition from other companies, the entrepreneur decided to start a business
to promote competition to the other companies.

1.7.7 Availability of Natural Resources

Due to sufficiently tree which provide cool and wet condition and act as wind brakers
entrepreneur get motivated to start a business.

4
1.8 PRODUCTS AND SERVICES
Game drivers
Nature Skills
Entertainment by the Maasai Morans
GAME DRIVERS
In the game drivers clients are able to meet several animals, clients, sees the hunt from its
beginning up to the ends , clients also are able to have their dishes in the bush.
Nature Walks
In the nature walk, the clients are able to exercise their bodies, clients in the nature walk are able
to even touch some plants

Entertainment by the Maasai Morans

Since the Maasai people are known for their beautiful culture globally, clients are able to meet
them and are being entertained by the maasai morans.

1.9 BUSINESS GOALS AND OBJECTIVES

1.9.1 Short term goals

Critically examine what the business wants to achieve in short term eg
a) Become a quality Leader
To enquire and have positive responds to the people as well as feedback
b) Market Leader
To hold the largest market share in the section and enjoy the largest fraction of total
sales in a given market.
c) Penetrate in other market
To develop strategies employed to increase the market share of a particular product or
service.
d) Maximize Profit.
To determine the price, input and output levels that will lead to the highest possible total
profit.
e) Increase sales turnover
This is to improve your product or service offering and focus on customers experience
f) Minimize Costs

5
 To reduce expenditure unnecessary or inefficient process, or using the lowest cost
amount of inputs to produce a specific output.
g) Optimal use of available
To use the resources available at hand and making best use of them

1.9.2. LONG TERM GOALS

Entails what the business would like to achieve in the long run.
a) Increase Revenue
Once you have a healthy customer base, you need to work hard to keeping them
b) Become or stay profitable
Look beyond your customer and consider your contribution to the value of the final
product.
c) Grow your customer base
This is to promote your business on social media networks and asking for opinions on
customer.
d) Improve hiring practices
This is to ensure and more supply of resources and services acquired.
e) Rebrand your company
This can be formed by tracking brand sentiment and plan a successful launch
f) Launch a new service
To coordinate effort to debut a new product to the market and make that product
generally available for purchase.
g) Profitability
One of the primary long term goals of any business is to generate consistent and
sustainable profit over time and to increase revenue and managing cost to achieve a
health bottom line.
h) Growth and Expansion
Mary business I am to grow and expand their operations in the long term. This can be
achieved through entering new markets, launching new products or services, or acquiring
other business. Growth can help a business increase its market share , reach new
customer , and improve its competitive position.

6
i) Customer satisfaction and loyalty
Building strong relationship with customers and ensuring their satisfaction is a key long
term goal for business. This involve delivery high quality products or service, providing
excellent customer service and loyal customers are m ore likely to repurchase and
recommend a business, leading to increase sales and profitability.
j) Innovation and adaptability
Business must continuously innovate and adapt to changes in the market and industry to
stay competitive in the long term. This includes investing in research and development to
create new product or improve existing ones, adopting new technologies and process, and
anticipating and responding to market trends
k) Employee Development and Engagement
Business relies on their employees to drive growth and achieve their goals. Long term
goals often include investing in employee development and providing opportunities for
learning and growth. Engaged and motivated employees are more productive, creative,
and lively to stay with the company reducing turn over and associated costs.

l) Social and environmental responsibility

Many businesses also prioritize social and environmental responsibility as long term
goals. This can include strategies to reduce the environment impact of their operations
support local communities promote diversity and inclusion, and ensure ethical practices
throughout the supply chain. These goals align with growing consumer demand for
sustainable and socially responsible business.

7
 CHAPTER TWO

2. 0 MARKETING PLAN

2.1 THE CUSTOMER

For successful marketing of products, the entrepreneur would target a group of customers
available in the market.

2.1.1 Potential Customers

A well-designed website with detailed tour information and an active presence on social media
platforms helps me capture those actively searching for travel options. By providing informative
content and optimizing my site for search engines (SEO), I'll increase visibility. I also use online
ads and email marketing to engage and educate potential customers, encouraging them to explore
my offerings.

2.1.2 Angry Customers

When dealing with unhappy customers, effective customer support is essential. I offer multiple
channels for communication, such as phone, email, and live chat, to quickly address and resolve
issues. Encouraging feedback is crucial to understand their concerns. When appropriate, I issue
apologies and compensation to rectify the situation.

2.1.3 Curious Customers

To capture the interest of curious customers, I provide comprehensive information about my
tours, including detailed itineraries and costs. I showcase customer testimonials and reviews to
build trust. Implementing a live chat feature for real-time answers to inquiries and maintaining
engaging social media content helps spark their curiosity.

2.1.4 Loyal Customers

Building and maintaining loyalty involves creating a customer loyalty program that offers
rewards, such as exclusive discounts, early access to tours, or special perks. I regularly
communicate with loyal customers through email newsletters, keeping them updated on new

8
tours and exclusive offers. Occasionally surprising them with special offers or gifts, I engage
with them on social media

2.2 MARKET SHARE ANALYSIS

After carrying out a feasibility study of the entire market, the entrepreneur established that the
market has got a total of 2400 customers and are shared amongst the four main competitors as
outlined below.

Blissful Escapes 500

500
×360 ° =75°
2400

Northern Lights Expeditions 800

800
×360 ° =120°
2400

Hidden Gem Getaways 700

700
× 360 ° = 105˚
2400

Trailblazers Travel 400

400
×360 ° =60°
2400

The above information is statistically represented in a pie chart as shown below

9
 Blissful Escapes Northern Lights Expeditions
Hidden Gem Getaways Trailblazers Travel

60°
75°

105˚
120°

According to the pie chart, Blissful Escapes commands 75 ° of the market, which is 500
customers. Northern Lights Expeditions commands 120 ° of the market, which is 800 customers.
Hidden Gem Getaways commands 105˚ of the market, which is 700 customers. Trailblazers
Travel commands 60 ° of the market, which is 400 customers. However the entrepreneur would
employ competitive market strategy to increase his market share within a period of one year and
eventually working towards becoming the market leader.

2.3 PRICING STRATEGIES

Since profit maximization is the aim of every entrepreneur. The entrepreneur would charge
prices that would help to recover production cost and operational expenses. The price to be
charged by the entrepreneur would be inclusive of the profit as well.

2.3.1 Dynamic Pricing

Dynamic pricing is a flexible approach where you adjust tour prices in real-time based on factors
like demand, seasonality, or availability. This strategy allows you to maximize revenue by
capitalizing on fluctuations in demand, such as charging higher prices during peak seasons or
popular events. It's about optimizing pricing for different circumstances.

10
2.3.2 Competitive Pricing
Competitive pricing involves setting your tour prices in line with or slightly below your
competitors. This strategy is effective when your tours offer similar value to competitors and
aims to attract price-conscious customers who actively compare options before making a
decision. It's a strategy for staying competitive in your market.

2.3.3 Value-Based Pricing

Value-based pricing is rooted in the perceived value your tours offer to customers. By
emphasizing the unique experiences, features, or benefits that distinguish your tours, you can
justify premium pricing. This strategy targets customers who prioritize the quality and
uniqueness of their travel experiences and are willing to pay more for exceptional value. It's
about pricing according to the worth you provide.

2.3.4 Tiered Pricing

This strategy involves offering multiple pricing tiers for the same tour, providing different levels
of service or inclusions. It caters to a broader customer base with varying budgets, allowing
customers to choose the level that aligns with their preferences and affordability. It's about
offering options that suit different needs.

2.3.5 Bundle Pricing

Bundle pricing combines multiple tours or services into a package and offers a discounted price
compared to purchasing them individually. This encourages customers to book more experiences
and often results in higher average transaction values. It's about creating value through bundled
offerings.

2.4 PROMOTION STRATEGY

To create awareness of the business and the products that it produces, the entrepreneur would use
promotion strategy. This is done to persuade customers to buy the product. The strategy also
helps the customers in making decisions about the products, since promotion would highlight
key features of the product.

Promotion strategy would be carried out through two broad ways like; salesmanship and
advertisement.

11
2.4.1 Advertisement

2.4.1.1 Television
I will produce high-quality, visually appealing television commercials that showcase the best
aspects of my tours. I will use channels like KBC, Maisha TV and KISS TV

2.4.1.2 Radio Advertisement

I’ll work with a professional scriptwriter and voice talent to create engaging and memorable
radio advertisements. I will use channels like Nation FM, Bahari FM and East FM.

2.5 CONSUMER SERVICES STRATERGY

2.5.1 Offering High Quality Products

It involves delivering products that meet or exceed customer expectations in terms of
performance, durability, and overall value. High-quality products not only satisfy consumers but
also build trust and loyalty. When customers know they can rely on your products, they are more
likely to become repeat buyers and advocates for your brand. Ensuring consistent quality also
reduces the likelihood of returns, refunds, or negative reviews.

2.5.2 Establish Customer Care Unit

This unit serves as the primary point of contact between your business and travelers. A
responsive customer care team can provide assistance, answer inquiries, and address concerns
before, during, and after the tour. This strategy aims to enhance the overall customer experience
and build trust and satisfaction. Effective customer care also collects valuable feedback and
insights that help you refine your tour offerings and services.

2.5.3 After Sales Services

After-tour services for your tour company involve providing support and assistance to travelers
after they have completed their tour. This can include post-tour evaluations, follow-up
communication, or assistance with travel-related queries. Ensuring a positive post-tour
experience can lead to higher customer satisfaction, encourage repeat bookings, and build long-
term relationships. This strategy is particularly important for securing positive reviews and
referrals.

2.5.4 Giving Warranty to Customers

This guarantee promises that they will have a memorable and enjoyable experience during the
tour. If they are dissatisfied for any reason, you can offer solutions, such as a partial refund or a

12
voucher for a future tour. This approach instills confidence in your customers and showcases
your commitment to their satisfaction, even in the realm of experiential services.

2.5.5 Giving Free Gifts and Promotions

You can provide complimentary souvenirs, photo packages, or local treats as part of the tour
package. Running promotions could involve limited-time discounts, early booking benefits, or
exclusive access to unique experiences on the tour. These tactics create excitement and make
travelers feel appreciated, encouraging repeat bookings and positive word-of-mouth marketing.

2.6 PRODUCT STRATEGY

2.6.1 Quality
Adopting a quality-focused product strategy means consistently offering premium tour packages
with exceptional services and unique experiences, prioritizing a customer-centric approach,
employing professional and knowledgeable tour guides, emphasizing safety and reliability,
continuous improvement based on customer feedback, customization options, rigorous quality
control, and training for your staff, and potentially providing quality assurance guarantees.

2.6.2 Affordability
It involves offering a diverse range of tour packages with transparent pricing, optimizing cost-
efficiency in your operations, providing group discounts and special offers, and collaborating
with local partners to secure discounted rates. By adapting your pricing to seasonal demand,
allowing customization, and actively gathering customer feedback for continuous improvement,
you can make your tours accessible to a broader audience.

2.6.3 Satisfaction of consumer needs

This involves offering customizable and diverse tour options, providing personalized
experiences, delivering accessible information, offering prompt and responsive customer service,
implementing feedback mechanisms, ensuring quality and safety, maintaining transparent
pricing, and consistently seeking to meet and exceed the unique needs and preferences of
travelers.

13
 CHAPTER THREE

3.0 ORGANIZATION AND MANAGEMENT PLAN

3.1 ORGANIZATIONAL STRUCTURE

The organizational structure of Simba Safaris would be as shown below

Director

Operations Sales and Finance

Manager Marketing Manager
Manager

Logistics Team Sales and Accounting and

Marketing Team Finance Team

Simba Safaris would employ a director in the top position. The business would also employ an
operations Manager, a sales and marketing Manager, and a finance Manager at the middle
position. Lastly the business would employ a Logistics team, a sales a marketing team, and an
accounting and finance team at the bottom position.

3.2 MANAGEMENT TEAM

To ensure that Simba Safaris functions successfully, the entrepreneur would look for strong,
competent and skilled management team. The management team would comprise of the top
manager, that is, the director, middle level managers which would include, operations director
who will Implement and enforce quality control measures to ensure that tours meet established
standards, a sales and marketing director who will Plan and execute advertising campaigns
across different channels, and a finance director who will Conduct financial analysis to support
decision-making processes.

14
3.3 OTHER BUSINESS PERSONEL

3.3.1 Cleaners
Responsibilities:

a) Ensure cleanliness and tidiness of tour vehicles, including buses, vans, or other transport
options.

b) Clean and sanitize passenger seating areas and common spaces.

c) Maintain cleanliness in company offices and facilities.

d) Manage waste disposal and recycling efforts.

e) Restock supplies, such as cleaning materials and toiletries, as needed.

f) Perform routine maintenance and inspections to keep vehicles in good condition.

g) Assist with loading and unloading luggage.

h) Coordinate with the operations team to ensure timely cleaning between tours.

i) Maintain a friendly and helpful attitude towards passengers.

j) Adhere to safety and hygiene protocols at all times.

Qualifications:

a) Previous cleaning experience is a plus.

b) Attention to detail and good organizational skills.

c) Ability to work independently and efficiently.

d) Physical fitness for tasks such as lifting and cleaning.

e) Strong communication skills and a customer-oriented attitude.

Remuneration

Expected salary will be ksh.15, 000

15
3.3.2 Drivers
Responsibilities:

a) Safely operate tour vehicles, ensuring passenger safety and comfort.

b) Follow tour itineraries and routes as planned by the operations team.

c) Provide informative and engaging commentary during the tour, if required.

d) Perform routine vehicle inspections and maintenance checks.

e) Adhere to traffic laws and safety regulations.

f) Assist with loading and unloading luggage and equipment.

g) Maintain a friendly and professional demeanor with passengers.

h) Handle unexpected situations, such as delays or emergencies.

i) Coordinate with the operations team for schedule adjustments.

j) Keep accurate records of travel logs and expenses.

Qualifications:

a) Valid commercial driver's license (CDL) with appropriate endorsements, if required.

b) Clean driving record and experience in passenger transportation.

c) Knowledge of the local area and tourist destinations.

d) Excellent customer service and communication skills.

e) Ability to handle stress and unexpected challenges calmly.

Remuneration

Expected salary will be ksh.50, 000.

16
3.3.3 Chef
Responsibilities:

a) Create diverse and appealing menus for tour groups, considering dietary restrictions and
cultural preferences.

b) Prepare high-quality meals, including breakfast, lunch, and dinner, often in outdoor
settings.

c) Manage food and kitchen supplies, ensuring everything is well-stocked for tours.

d) Maintain a clean and safe kitchen environment, adhering to food safety regulations.

e) Accommodate special dietary requests and allergies of tour participants.

f) Supervise kitchen staff and coordinate food preparation efficiently.

g) Manage food costs within budget constraints while maintaining quality.

h) Source fresh, local ingredients to enhance the culinary experience.

i) Minimize food waste through careful planning and responsible disposal.

j) Interact with tour participants, explaining dishes and adding to their overall experience.

Qualifications:

a) A degree or certification in culinary arts or a related field.

b) Several years of experience in a professional kitchen.

c) Ability to create unique and appealing menus.

d) Knowledge of food safety and hygiene standards.

e) Ability to work in various environments, including outdoor settings.

Remuneration

Expected salary will be ksh.60, 000

17
3.4 RECRUITMENT, TRAINING AND PROMOTION OF PERSONEL
For successful operation, digital hardware would recruit a team of competent, qualified and
skilled personnel to help in carrying out the business’ functions.

3.4.1 Recruitment
Our recruitment process begins with clear job descriptions and qualifications. We use various
channels, including online platforms and social media, to attract a diverse talent pool. We screen
applicants through resume reviews, initial interviews for qualifications and culture fit, followed
by in-depth interviews, assessments, and relevant checks as needed.

3.4.2 Training
Our training program covers orientation to introduce our team to our mission and values. Tour
guides receive specialized training in destination knowledge, customer engagement, and safety.
The operations team ensures driver and logistics staff proficiency in vehicle maintenance, route
planning, and safety. Customer service reps learn to handle inquiries effectively. We prioritize
ongoing learning, keeping our team updated on industry trends and customer preferences.

3.4.3 Promotion
To promote employees, we implement a transparent system where candidates are evaluated
based on their skills, and potential for growth. We consider factors such as job performance,
leadership qualities, willingness to take on additional responsibilities, and professional
development. Employees who consistently demonstrate excellence in their roles and exhibit a
commitment to our company's values have the opportunity to advance to higher positions.

3.5 REMUNERATION AND INCENTIVES

3.5.1 Remuneration
Simba Safaris’ employees will be remunerated according to experience and the education level.
Their salaries will be deposited into their bank accounts at the end of every month.

3.5.2 Incentives
Employees will have a medical allowance, and a transport allowance. They will also have
maternity leaves and sick leaves.

18
3.6 LIENSES AND PERMITS
In order to comply with statutory regulations governing business, the entrepreneur would obtain
the following legal requirements from the required office.

3.6.1 Licenses
A license is a permit issued by a government authority that allows a business to operate within a
specific jurisdiction. It often involves payment of fees and compliance with local regulations.
Simba Safaris would obtain a trading license from Narok County Municipality office after
paying a stipulated license fee with the government regulations.

3.6.2 Permit
A business permit is a legal document or authorization granted by a government authority,
typically at the local or municipal level, that allows an individual or organization to operate a
business within a specific jurisdiction. Simba Safaris will get a permit from The City Council of
Narok.

3.7 SUPPORTING SERVICES

For successful operation of the business, Simba Safaris would seek business supporting service
from different services. The entrepreneur would contact the following service providers to
provide relevant business service.

3.7.1 Banking Services

Simba Safaris would liaise with Chase Bank for provision of a number of services of financial
services which include;

a) Credit Card Services

Business Credit Cards can be used for managing business expenses, providing flexibility and
potential rewards.

b) Online Banking

Banks offer online banking platforms and mobile apps that provide 24/7 access to your accounts,
transaction history, and the ability to initiate payments and transfers remotely.

19
d) Risk Management and Insurance Services

Some banks offer risk management services and insurance products to help protect your business
from unforeseen events, such as property damage, liability, or cyber security threats.

The address of the service provider would be

Chase Bank

Narok branch

P. O Box 8722, Narok

Telephone number +254789324754

3.7.2 Insurance
Simba Safaris would liaise with APA Insurance Company for provision of a number of services
which include;

a) Tour Cancellation Insurance

Protects your business from financial loss due to tour cancellations caused by various reasons,
including weather-related issues

b) Property Insurance

Protects your physical assets, such as office space, vehicles, and equipment, from damage or loss
due to fire, theft, vandalism, or natural disasters.

c) Commercial Vehicle Insurance

Covers your tour vehicles, including buses, vans, and other vehicles used for transportation, in
case of accidents or damage.

The address of the service provider would be

APA Insurance Company

Narok branch

P. O Box 4635, Narok

20
Telephone number +254756823418

3.7.3 Security Services

Simba Safaris would liaise with Nosim Security Company for provision of a number of services
of security services which include;

a) Security Personnel

Trained security personnel can be stationed at tour departure points, arrival locations, and tourist
destinations to provide a visible security presence, deter potential threats, and respond to security
incidents.

b) Access Control

Security companies can manage access to your facilities and tour vehicles, ensuring that only
authorized individuals are allowed in restricted areas.

c) Surveillance and Monitoring

Installation of surveillance cameras and monitoring systems in and around your facilities can
help deter criminal activity and provide evidence in case of incidents.

The address of the service provider would be

Nosim Security Company

Narok branch

P. O Box 58655, Narok

Telephone number +254756912347

3.7.4 Legal Services

Simba Safaris would liaise with Adams Maiyo Advocates for provision of a number of legal
services which include;

21
 a) Contract Drafting and Review

Preparing, reviewing, and negotiating contracts, including those with customers, suppliers,
partners, and employees. This may include terms and conditions, liability waivers, and vendor
agreements.

b) Regulatory Compliance

Ensuring that your tour company complies with local, national, and international regulations,
including safety, environmental, and zoning regulations.

The address of the service provider would be

Adams Maiyo Advocates

Narok branch

P. O Box 65465, Narok

Telephone number +254723574812

3.7.5 Postal and Telecommunication services

Simba Safaris would liaise with Telkom services for provision of a number of a number of
services which include;

a) Internet Connectivity

Reliable and high-speed internet connectivity is essential for various aspects of your Tour
Company, including online booking and reservation systems, communication with customers,
and updating your website and social media platforms.

b) Mobile Connectivity

Mobile phone services and connectivity are vital for communication with your tour guides,
drivers, and staff, especially when conducting tours in remote or outdoor locations.

22
The address of the service provider would be

Telkom

Narok branch

P. O Box 3255, Narok

Telephone number +254752225622

23
 CHAPTER FOUR

4.0 PRODUCTION PLAN

4.1 PHYSICAL FACILITIES

To ensure that operation of the business is carried out with success, the entrepreneur would need
the following physical facilities

i) Car Parking Area

ii) Booking office
iii) Washrooms
G
A
T

CAR
PARKING
AREA

WASHROOMS
BOOKING OFFICE

The entrepreneur would acquire these physical facilities by hiring them, since the financial
constraints that do exist, that would hinder the entrepreneur to buy the facilities immediately.
Apart from hiring of the facilities, the entrepreneur would acquire them through leasing as it is

24
advantageous because the cost is evenly over different periods of time. The entrepreneur would
also be able to avoid depletion cost and repair and maintenance charges, since the entrepreneur
would be owner of the facilities.

However, in the long run as the business continues to grow, the entrepreneur would acquire his
own permanent premise which would give him the advantage of less charge than as would be
witnessed in both hiring and leasing.

4.2 OTHER FACILITIES (MATERIAL FACILITIES)

ITEM QUANTITY COST CAPACITY

Fridge 1 40,000 100v

Water tank 2 20,000 5000litres

Water Dispenser 2 40,000 20litres

Computers 10 180,000 1TB

Cameras 3 160,000 1920x1080pixel

Laptops 10 200,000 500GB

Tour Van 1 1,000,000 2494cc

The entrepreneur will ensure to get good quality products from selected reliable suppliers.
Thoroughly test product samples, visit supplier facilities when possible, and negotiate clear terms
and conditions emphasizing quality standards. Cultivate long-term relationships with suppliers,
diversify sources to mitigate risks, and provide feedback on product quality.

The entrepreneur can establish a source of good quality products by conducting thorough market
research to identify potential suppliers, both through networking at industry events and
leveraging online platforms. The entrepreneur should create detailed Request for Proposals

25
outlining their specific requirements and quality standards, and then carefully evaluate potential
suppliers based on factors such as product quality, pricing, reliability, and certifications.

The entrepreneur will employ a driver, a security company, a chef and travel operators to ensure
the company runs smoothly. He can secure skilled manpower by clearly defining job
requirements, creating compelling job descriptions, utilizing online job platforms and social
media for recruitment, and networking within the industry.

4.3 PRODUCTION PROCESS

Research

Planning and product

development

Marketing

Operations

Step i Research

The entrepreneur would, analyze, and interpret data related to the travel and tourism industry,
customer preferences, competitor activities, and market trends. Production process begins with
raw material analysis, market research identifies the foundational elements necessary for crafting
successful tour packages and services.

26
Step ii Planning and product development

This refers to the process of creating and enhancing tour packages and services to meet the
evolving needs and preferences of customers. The entrepreneur will plan involving itinerary
creation, accommodation arrangements, transportation logistics, and other crucial details
according to the information gathered in market research.

Step iii Marketing

The marketing and promotion phase involves creating and disseminating information about the
company's tour offerings to attract potential customers. The entrepreneur will identify unique
selling points, design appealing promotional materials, utilize various marketing channels such
as social media, advertising, and partnerships, and effectively communicate the value of their
tours to potential customers.

Step iv Operations

Once a customer expresses interest, the booking process takes over, where specific details such
as travel dates, accommodation preferences, and any additional services are finalized. The
operational phase includes executing the tour, ensuring smooth logistics, and providing excellent
customer service.

4.4 PRODUCTION SCHEDULE

The entrepreneur would ensure that the production schedule of digital hardware is one that favors
the fatigueless of the employees. This is to ensure maximum production by the employees

The production schedule of Simba Safaris would be as shown below.

27
 DAY MORNING AFTERNOON

MONDAY 8:00 AM -1:00 PM 2:00 PM – 5:00 PM

TESDAY 8:00 AM -1:00 PM 2:00 PM – 5:00 PM

WEDNESDAY 8:00 AM -1:00 PM 2:00 PM – 5:00 PM

THURSDAY 8:00 AM -1:00 PM 2:00 PM – 5:00 PM

FRIDAY 8:00 AM -1:00 PM 2:00 PM – 5:00 PM

SATURDAY 8:00 AM -1:00 PM

SUNDAY CHURCH

Simba Safaris would engage in production in two main sessions namely;

i) Morning session
ii) Afternoon session

The morning production session will start at 8:00 am and end at 1:00PM to allow for lunch
break, which would be between 1:00PM to 2:00 pm.

The afternoon session would production session would start at 2:00 pm and end at 5:00 pm for
all days except Saturday and Sunday.

On Saturday, production session will start on 8:00AM and end at 1:00PM. In the afternoon the
employees will be allowed to rest.

On Sunday, there would be no production to allow employees to rest.

4.5 REGULATION GOVERNING PRODUCTION

Simba Safaris would be governed by the following regulations;

28
4.5.1 Tour Operators Society of Kenya.
Tour Operators Society of Kenya is an industry association that sets standards and provides
guidelines for tour operators in Kenya.

4.5.2 Kenya Tourism Board.

The Kenya Tourism Board is a government agency responsible for marketing Kenya as a tourist
destination. It may have regulations and guidelines that tour companies need to adhere to for
licensing and promotion.

4.5.3 Tourism Regulatory Authority

The Tourism Regulatory Authority monitors and assesses tourist activities and services to
enhance continuous improvement and adherence to sound principles and practices of sustainable
tourism

4.5.4 Occupational Area Safety

The Occupational Area Safety helps to ensure reduced risk or accidents or injuries by identifying
and mitigating hazards.

29
 CHAPTER FIVE

5.0 FINANCIAL PLAN

5.1 PRE-OPERATIONAL COST

Simba Safaris would incur the following pre-operational costs; rent, water, labor, license fee,
insurance, cost of manufactured materials, transport and electricity.

5.1.1 Cost of manufactured materials

Item Quantity Amount

cement 145kg Ksh.90,000

Steel nails 40kg Ksh.5,000

Iron sheets 250metres Ksh.130,000

Door frames 15pieces Ksh.20,000

Window frames 10pieces Ksh.11,000

Total Ksh.256,000

30
5.1.2 Overheads
The enterprise will incur the following overheads

Item Amount

Rent Ksh.50,000

Water Ksh.1,000

Insurance Ksh.10,000

Transport Ksh.500

Salaries and wages Ksh.60,000

Legal fee Ksh.8,000

Advertising Ksh.80,000

Total Ksh.209,500

5.2 WORKING CAPITAL

5.2.1 Current assets

Item Amount

Stock Ksh.100,000

cash at hand Ksh.500,000

Cash in bank Ksh.200,000

Debtors Ksh.50,000

Total Ksh.850,000

31
5.2.2 Current liabilities
Item Amount

Creditors Ksh.60,000

Long term loan Ksh.30,000

Short term loan Ksh.20,000

Bank overdraft Ksh.40,000

Total Ksh.150,000

Working capital = current assets ˗ current liabilities

Working capital= 850,000 ˗ 150,000 =700,000

5.3 BUSINESS CAPITAL

Source of capital Amount

Owner ( Edison Moseka) 600,000

Contribution from friends 400,000

Donations from family and relatives 100,000

Loan from bank 1,200,000

Total 2,300,000

32
5.4 FINANCIAL STATEMENTS FOR THE BUSINESS

For successful financial management of Simba Safari, the business will prepare the following
financial statement

5.4.1 Balance sheet

Simba Safari

Balance sheet

As at 31st December 2023

Sh. Sh. Sh Sh

FIXED ASSETS CAPITAL

Furniture and fittings 200,000 Owner 600,000

Machinery 400,000 Contributions from friends 400,000

Land 600,000 Family and relatives 100,000

Building premises 400,000 1,600,000 Loan from bank 1,200,000 2,300,000

CURRENT ASSETS CURRENT LIABILITIES

Stock 100,000 Creditors 60,000

Debtors 500,000 Long term loan 30,000

Cash in bank 200,000 Short term loan 20,000

Cash at bank 50,000 850,000 Bank overdraft 40,000 150,000

2,450,000 2,450,000

33
34
5.4.4 Projected cash flow statement for Simba Safari 2023
CASH Jan. Feb. Mar. Apr. May June July Aug. Sep. Oct Nov. Dec.
INFLOW

Bal. b/f 0 139,500 210,000 257,500 293,000 383,500 424,000 483,500 624,000 664,500 703,000 740,500

Sales 390,000 370,000 350,000 370,000 360,000 320,000 340,000 390,000 310,000 380,000 360,000 400,000

Dis. 40,000 30,000 20,000 40,000 20,000 10,000 50,000 70,000 30,000 40,000 10,000 30,000
received

Total 430,000 539,500 580,000 667,500 673,000 713,500 814,000 943,500 964,000 1,084,500 1,073,000 1,170,500

CASH
OUTFLOW

Purchases 100,000 140,000 130,000 180,000 100,000 100,000 140,000 130,000 110,000 190,000 140,000 150,000

Salaries 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

Insurance 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

Rent 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

Water 2,000 1,000 4,000 6,000 1,000 2,000 3,000 4,000 1,000 3,000 4,000 2,000

Transport 500 500 500 500 500 500 500 500 500 500 500 500

Legal fee 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000

Advertising 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

TOTAL 290,500 329,500 322,500 374,500 289,500 289,500 330,500 319,500 299,500 381,500 332,500 340,500

Bal. c/d 139,500 210,000 257,500 293,000 383,500 424,000 483,500 624,000 664,500 703,000 740,500 830,000

35
 5.4.5 Projected cash flow statement for Simba Safari 2024
Cash in-flow Jan. Feb. March Apr. May June July August Sep. October Nov. December

Bal. b/f 830,000 907,500 997,000 1,093,500 1,124,000 1,253,500 1,322,000 1,388,500 1,469,000 1,558,500 1,584,000 1,650,500

Sales 440,000 480,000 440,000 460,000 470,000 440,000 470,000 460,000 440,000 490,000 470,000 500,000

Dis. 30,000 40,000 80,000 40,000 50,000 20,000 30,000 40,000 50,000 20,000 30,000 50,000
Received

Total 1,300,000 1,427,500 1,517,000 1,593,500 1,644,000 1,713,500 1,822,000 1,888,500 1,959,000 2,068,500 2,084,000 2,200,500

Cash
outflow

Purchases 200,000 240,000 230,000 280,000 200,000 200,000 240,000 230,000 210,000 290,000 240,000 250,000

Salaries 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

Insurance 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

Rent 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

Water 4,000 2,000 5,000 1,000 2,000 3,000 5,000 1,000 2,000 6,000 5,000 2,000

Transport 500 500 500 500 500 500 500 500 500 500 500 500

Legal fee 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000

Advertiseme 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000
nt

Total 392,500 430,500 423,500 469,500 390,500 391,500 433,500 419,500 400,500 484,500 433,500 440,500

36
Bal. c/d 907,500 997,000 1,093,500 1,124,000 1,253,500 1,322,000 1,388,500 1,469,000 1,558,500 1,584,000 1,650,500 1,760,000

5.4.6 Projected cash flow statement for Simba Safari 2025

Cash in- Jan. Feb. March Apr. May June July August Sep. October Nov. December
flow

Balance b/f 1,760,000 1,947,000 2,126,000 2,262,000 2,363,000 2,602,000 2,771,000 2,917,000 3,077,000 3,228,000 3,393,000 3,579,000

Sales 640,000 680,000 640,000 660,000 670,000 640,000 670,000 660,000 640,000 690,000 670,000 700,000

Discount 40,000 30,000 20,000 10,000 60,000 20,000 10,000 20,000 30,000 60,000 50,000 20,000
received

Total 2,440,000 2,657,000 2,786,000 2,932,000 3,093,000 3,262,000 3,451,000 3,597,000 3,747,000 3,978,000 4,113,000 4,299,000

Cash out-
flow

Purchases 300,000 310,000 330,000 380,000 300,000 300,000 340,000 330,000 310,000 390,000 340,000 350,000

Salaries 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000
and wages

Insurance 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

Rent 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

Water 4,000 2,000 5,000 1,000 2,000 3,000 5,000 1,000 2,000 6,000 5,000 2,000

Transport 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000

Legal fee 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000

37
Advertising 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

Total 493,000 531,000 524,000 569,000 491,000 491,000 534,000 520,000 519,000 585,000 534,000 541,000

Balance c/d 1,947,000 2,126,000 2,262,000 2,363,000 2,602,000 2,771,000 2,917,000 3,077,000 3,228,000 3,393,000 3,579,000 3,758,000

38
5.4.5.5 Break even analysis chart
Total revenue

Revenue Total cost

Variable cost

Fixed cost

Break even unit Unit of production

39
Appendices
a) Logo

b) Map of business location

Chui Safaris

From Kaplong To Narok

Maasai Mara Magic Dry

Bookings Cleaners

40
 c) Map of physical structure

GATE

RESTAURANT
CAR PARKING

OFFICE
KITCHEN KITCHEN
STORE

c) Pie chart

41
 Urban Roamers
72°
Heritage Pathways
Travel
108°

Mystic Trails Tours

Horizon Quest Ex- 108°
cursions
72°

e) Organizational structure

Director

Operations Sales and Finance

Manager Marketing Manager
Manager

Logistics Team Sales and Accounting and

Marketing Team Finance Team

42