SHIP

Entertaining party COMMUNITY

Presentation

龚子栩 Gavin 刘炫辰 Charles 麦心怡 Nicole

Group 7王锫霖 Bucklin 王紫玥 Candy 赵悦彤 Julia
BUILD A COMMUNITY
A COMMUNITY

For entertainment and socialization

Most importantly
For people to get together and share their feelings
 WHAT

Difficulty WHY

COMMUNITY

SELF
HOW ANALYSIS

WHO
1WHAT
Introduction
Needs we Serve
 Introduction

• Name: SHIP Entertaining Party COMMUNITY

• Industry: Entertainment and Leisure

• Main Form: Home Party (Board games, Electronic games, Light food )

• Main Target: UICers

• Form of Ownership: Partnership

1 Needs we serve

Light food

Board games
COMMUNITY

Electronic games
1 Location

UICers

Huitong street or Huitong village

• 400 square meters place is about ¥15000 per month.

 2 WHY
Market & Industry Analysis
2 Market Analysis

82% Those who are willing to go are 81.71%,

2 Market Features

Heavy Academic
Pressure
(relaxation)
Various
Campus
Organization
Consuming Desires
(communication)
（ superiority ）
2 Industry Analysis

1.Industry background and overview

2.Significant trends and growth rate

3.Key success factors in the industry

2 Industry Analysis

1.Industry background and overview

The industry of the home party is developing significantly

The age range is from 13 to 30 years old

2 Industry Analysis

1.Industry background and overview

The industry of the home party is developing significantly

The age range is from 13 to 30 years old

2 Industry Analysis

2.Significant trends and growth rate

2 Industry Analysis

3.Key success factors in the industry

• Innovate and even the forefront of contemporary

science and technology

• To advocate the spirit of innovation in the leisure and

entertainment industry
 3
SELF ANALYSIS
SWOT Analysis
Competitive Advantage
3 SWOT Analysis

S Strength
Steady stream of customers
Price & Personalized service
Location
3 SWOT Analysis

S Strength
Steady stream of customers
Price & Personalized service
Location

W Weakness
Recruit
Operation & Management Experience
3 SWOT Analysis

S Strength Weakness
Steady stream of customers W
Recruit
Price & Personalized service Operation & Management Experience
Location
3 SWOT Analysis

S Strength Weakness
Steady stream of customers W
Recruit
Price & Personalized service Operation & Management Experience
Location

O Opportunity
Lack of entertainment
Demand
3 SWOT Analysis

S Strength Weakness
Steady stream of customers W
Recruit
Price & Personalized service Operation & Management Experience
Location

O Opportunity
Lack of entertainment
Demand
3 SWOT Analysis

S Strength Weakness
Steady stream of customers W
Recruit
Price & Personalized service Operation & Management Experience
Location

T Threats
Holiday season no customers flow
Other similar service business

O Opportunity
Lack of entertainment
Demand
3 SWOT Analysis

S Strength Weakness
Steady stream of customers W
Recruit
Price & Personalized service Operation & Management Experience
Location

O Opportunity T Threats
Lack of entertainment Holiday season no customers flow
Demand Other similar service business
 4 WHO
Business Structure
Human Resource
4 Business Structure

Cashier

Committee
Chores Personnel
(6 owners)
Foreman 
Interactive Service
Staff
4 Human Resource Management

Part-time employees (Work less than eight months):

• ￥ 12 per hour
• ￥ 100 (full attendance every month)
 
Permanent employees (work more than eight months):
• ￥ 100 for full attendance every month
Staff Salary RMB/ month Number Total RMB /8 months
• ￥ 2000 for the best employee at the end of the year
Cashier 2800 1 22400
Foreman 3000 1 24000
Interactive Service Staff 2800 1 22400
Chores Personnel 2800 1 22400
Total 11400 4 91200
5
HOW
Price
5 Price

Basic Price (all equipment 4hours)

For single person ¥69
Standard room
Top-up For group of 10-12 persons ¥529
Became

VIP
5 Price
Basic Price (all equipment 4hours)
For single person ¥49
Standard room
For group of 10-12 persons ¥439

Top-up
Became

VIP
5 Price

Top-up
Became Recoup
the Costs
VIP
5 Promoting

Advertising & Stimulations

5 Promoting

Advertising:
1.Publicize on social media
2.Cooperate with school clubs
3.Put up posters

Stimulations :
1.Do some promotion
2.Become members
3.Provide personalized services
6
Difficulty
Potential Risks
Barriers
6 Potential Risks

Addiction
Problem

Disputes
between customers
and shop assistants

Competitive pressure
6 Barriers

The barriers to entry

Powerful competitors we could face  

Economies of scale
Barriers to entry and exit Degree of differentiation
6 Barriers

The barriers to entry

Powerful competitors we could face  

Economies of scale
Degree of differentiation

The barriers to exit:

Barriers to entry and exit
Specialized fixed assets,
Exit costs are high
 Five-year Financial plan
a 70 students/week x 69 RMB x 34 weeks in 2020, then sales increase 25% each year.
2020 2021 2022 2023 2024 Notes
Revenue from Operation b 70 students/week x 49 RMB x 34 weeks in 2020, then sales increase 25% each year.
(1) Board Game item 164.2 205.3 256.6 320.7 400.9 a c 160 students/week x 20 RMB x 34 weeks in 2020, then sales increase 25% each year.
(2) Electronic Equipment item 116.6 145.8 182.2 227.7 284.7 b
(3) Light Food 108.8 136.0 170.0 212.5 265.6 c
d 300 students top up 600 RMB in 2020, then sales increase 10% each year.
(4) Member 180.0 198.0 217.8 239.6 263.5 d e For the first 3 years, 3 ordinary employees at RMB 2800/month x8 months
(5) Total Revenue 569.6 685.0 826.6 1,000.5 1,214.7
1 foreman at RMB 3000/month x 8months

Expenses from Operations For the next two years, you get 15% of the commission
(6) Salaries (91.2) (91.2) (91.2) (104.9) (104.9) e f Rent is 5 year lease at RMB15,000/month x 12 months.

(7) Rent (180.0) (180.0) (180.0) (180.0) (180.0) f g Small renovation each year at RMB10,000, big renovation each four years at RMB50,000
(8) Renovation (50.0) (10.0) (10.0) (50.0) (10.0) g h Cost of light food is 40% of its revenue
(9) Cost of Light Food (43.5) (52.2) (62.7) (75.2) (90.2) h
(10) Advertising (20.0) (5.0) (2.0) (2.0) (2.0)
(11) Admin & Miscellaneous (10.0) (10.5) (11.0) (11.6) (12.2) i i Admin & Miscellaneous is for utilities and other miscellaneous expenses.
Assume 5% increase per year for inflation.
(12) Total Expenses (394.7) (348.9) (356.9) (423.7) (399.3)
j Taxes is for business taxes, value-added taxes and profits taxes.
(13) Net Cash from Operations 174.9 336.1 469.7 576.9 815.4 Assume it is approximately 25% of Net Cash from Operations (but 0% if Operations loss).
(14) Taxes (43.7) (84.0) (117.4) (144.2) (203.9) j
k The cost of insurance accounted for 1.12% of the equipment indicated

(15) Net Cash after Tax 131.2 252.1 352.2 432.6 611.6
Breakeven year is in when Net Cash from Operations is positive (Year 1 on Line 13).
One-Time Cash Spent
(16) Equipment (60.7) Lenders and investors require this to evaluate the earning potential of the business
(17) Insurance (3.6) k Internal Rate of Return (Calculated from Line 19 cash flows): 47%
(18) Net One-Time Spend (64.3)

(19) Initial Capital (459.0)

(20) Gross cash profit 66.9 252.1 352.2 432.6 611.6
Conclusion

Relieve study pressure, Make new friends and Expand their social
circle. 
Bring joy to consumers with our fragmented entertainment needs. 
Build our own brand
Looking forward to your joining
our community
Thanks For Your Watching