Marketing-Plan-Nightclub-夜总会营销方案(英文).docx

Executive Summary
The Spot is a new night club that will focus on attracting the students of State University, with a student population that exceeds 22,000 and growing by 15% each year. The night club will be located one block away from the main campus. The area already has three bars that have been thriving for the past 10 years. Each establishment has long lines waiting for entry each weekend. Recently, commercial space has become available next to the campus when two adjacent business relocated. The Spot will consolidate this space into a 5,000 square foot night club. The location is on the main street most often used by students. 
Once opened, the Spot will have the exceptional management team to guide its success. The Spot's three owners, Robert Shaw, Jill Morse, and Sheila Thompson, have over 25 years of night club management experience between them. Robert has been the manager of Tom's Landing, the most popular bar in the university area, for the past five years. Jill and Sheila are co-owners of Olympus, a popular downtown night club that has dominated the city's club scene for the past four years.

1.1 Mission
It's not the lights; it's not the liquor; and it's not the sound. It's the people!
And its the FUN! Successful nightclubs are based on an accurate understanding of the core customers. The mission of the Spot is to create a nightclub environment that satisfies the changing tastes and expectations of our core customers; i.e. college-age women. If the women come, the men will follow. In order to achieve this goal, we must constantly improve our response to the customers' entertainment needs.
1.2 Keys to Success
· Provide exceptional service that leaves an impression with our core customers.
· Consistent entertainment atmosphere and product quality.
· Managing our internal finances and cash flow to enable upward capital growth.
· Strict control of all costs, at all times, without exception.
1.3 Objectives
· Capitalize on excellent location opportunity.
· Launch the venue with a highly publicized grand opening event in the spring of Year 1.
· Maintain tight control of costs, operations, and cash flow through diligent management and automated computer control.
· Maintain food costs below 33% of food revenue.
· Maintain total beverage costs below 25% of beverage revenue.
· Exceed $1 million in annual sales by the third year of plan implementation.

Company Summary
The key elements of The Spot are:
1. Focus on attracting college-age women. The company will focus on design and musical themes that have mass appeal to college-age women.
2. Location. One of the major advantages that the Spot will have over its competition will be its location next to the university campus.
3. Exceptional service. In order to reach and maintain a unique image of quality, the Spot will provide attentive and friendly service.
2.1 Start-up Summary
The Spot has three owners, Robert Shaw, Jill Morse, and Sheila Thompson, who will each invest $70,000. 

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START-UP FUNDING

Start-up Expenses to Fund
$112,500
Start-up Assets to Fund
$97,500
TOTAL FUNDING REQUIRED
$210,000

Assets

Non-cash Assets from Start-up
$20,000
Cash Requirements from Start-up
$77,500
Additional Cash Raised
$0
Cash Balance on Starting Date
$77,500
TOTAL ASSETS
$97,500

Liabilities and Capital

Liabilities

Current Borrowing
$0
Long-term Liabilities
$0
Accounts Payable (Outstanding Bills)
$0
Other Current Liabilities (interest-free)
$0
TOTAL LIABILITIES
$0

Capital

Planned Investment

Robert Shaw
$70,000
Jill Morse
$70,000
Sheila Thompson
$70,000
Other
$0
Additional Investment Requirement
$0
TOTAL PLANNED INVESTMENT
$210,000

Loss at Start-up (Start-up Expenses)
($112,500)
TOTAL CAPITAL
$97,500

TOTAL CAPITAL AND LIABILITIES
$97,500

Total Funding
$210,000
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START-UP

Requirements

Start-up Expenses

Legal
$2,000
Stationery etc.
$500
Consultants
$0
Insurance
$1,000
Rent
$4,000
Research and Development
$0
Interior Refit
$30,000
Expensed Equipment
$20,000
Air Cond. Upgrade
$5,000
Audio/Lighting
$10,000
Bar Equipment/Supply
$10,000
Fees and Permits
$7,000
Bathroom Upgrades
$5,000
Initial Marketing
$3,000
Opening Salaries Deposits
$15,000
Other
$0
TOTAL START-UP EXPENSES
$112,500

Start-up Assets

Cash Required
$77,500
Start-up Inventory
$0
Other Current Assets
$0
Long-term Assets
$20,000
TOTAL ASSETS
$97,500

Total Requirements
$210,000
2.2 Company Ownership
The Spot has three owners, Robert Shaw, Jill Morse, and Sheila Thompson.
Robert Shaw has a BS in business administration from State University. He successfully managed three bars over the past 10 years.  He is currently in his fifth year as manager of Tom's Landing, the most popular bar in the university area.
Jill Morse holds a BA in marketing. She has held a marketing positions with Nike and Sony before starting the Olympus nightclub with Sheila Thompson in 1996. 
Sheila Thompson has a BS in business administration. Before co-owning the Olympus, Sheila managed two successful nightclubs, the Arena and the Power Plant, over a 10 year period.
Products and Services
The Spot represents a unique opportunity create a high energy, dance-theme venue that will cater to college-age women. The development's central location, demographics, and lack of direct competition are major advantages to this project. The new venue will specialize in high-energy themes and will offer beer, wine and an array of liquors and mixed drinks. In addition, the venue will sell nonalcoholic beverages such as soft drinks, juices and bottled water. A "casual" food menu consisting mostly of appetizers and small entrees ranging in cost from six to nine dollars will also be available. The initial hours of operation will be 6:00 P.M. to 2:00 A.M., four nights a week. The establishment will draw primarily from the student population at State University while attracting guests and visitors from outside the area as well.
Market Analysis Summary
The Spot will focus on college-age women who are looking for a high energy, fun nightclub environment to socialize and dance. Of course, we are also focused on college-age men but it has been our observation that the club scene is driven by where women choose to spend their money when they go out with friends.  At present, none of the local bars create an environment that is responsive to the entertainment demands of this core customer group.  This also extends to the areas surrounding the university that we expect will attract new customers to the Spot.
4.1 Market Segmentation
Our target market segmentation is divided between college-age women and men in and around the State University.

MARKET ANALYSIS

YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5

Potential Customers
Growth

CAGR
College-age Women
15%
22,000
25,300
29,095
33,459
38,478
15.00%
College-age Men
10%
20,000
22,000
24,200
26,620
29,282
10.00%
Other
0%
0
0
0
0
0
0.00%
Total
12.70%
42,000
47,300
53,295
60,079
67,760
12.70%
Strategy and Implementation Summary
Our strategy is simple, we intend to succeed by giving our core customers (college-age women) exactly what they want in a nightclub.
5.1 Competitive Edge
There are three elements to The Spot's competitive edge. 
The first is the location which is in easy walking distance for the entire university community.  The area around The Spot is already a regular place students gather to socialize in the evening.
The second is the exceptional management team that has extensive experience and success managing nightclubs and bars.
The third is our focus on attracting our core customer in every aspect of our planning.  The Spot will have the following to attract and retain our core customers:
· A larger ladies room area. Beyond its traditional uses, it's also a place of social gathering and conversation. As a result, we will add additional square footage to this part of the venue including a couch, TV, music, and plenty of social space.
· Floor design. No doubt, females are more observant of design, and the impression it conveys, than males are. Therefore, careful consideration will be put into everything from colors, to fabrics, and materials.
· Music. This is a critical one. We will hire DJs who have the best satisfaction rate with the female clientele.
5.2 Sales Strategy
There will be a grand opening weekend March of 2002, which the cover charge will be waved for all women customers. We will then establish a traditional Ladies Night, every wednesday.
The cover charge will be $10.  This is cheaper than the downtown clubs.
Our sales strategy is to open earlier and provide entertainment to bring in an early crowd before 10 P.M.  Comedians and Comedy Acts will be booked into the early evening time slot.  We will also have contests sponsored by businesses and products that are marketing to our core customers.
5.2.1 Sales Forecast
As the following table shows, we intend to deliver sales of $550K in the first year, and double that by the third year of the plan.

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SALES FORECAST

YEAR 1
YEAR 2
YEAR 3
Unit Sales

Cover
19,500
36,000
42,000
Drinks
56,000
68,000
75,000
Food
14,000
25,000
33,000
Entertainment
13,600
17,000
22,000
TOTAL UNIT SALES
103,100
146,000
172,000

Unit Prices
Year 1
Year 2
Year 3
Cover
$10.00
$10.00
$10.00
Drinks
$3.00
$3.00
$3.00
Food
$7.00
$7.00
$7.00
Entertainment
$8.00
$8.00
$8.00

Sales

Cover
$195,000
$360,000
$420,000
Drinks
$168,000
$204,000
$225,000
Food
$98,000
$175,000
$231,000
Entertainment
$108,800
$136,000
$176,000
TOTAL SALES
$569,800
$875,000
$1,052,000

Direct Unit Costs
Year 1
Year 2
Year 3
Cover
$0.00
$0.00
$0.00
Drinks
$0.75
$0.80
$0.86
Food
$2.45
$2.62
$2.81
Entertainment
$4.00
$4.28
$4.58

Direct Cost of Sales

Cover
$0
$0
$0
Drinks
$42,000
$54,570
$64,401
Food
$34,300
$65,538
$92,565
Entertainment
$54,400
$72,760
$100,751
Subtotal Direct Cost of Sales
$130,700
$192,868
$257,717
Management Summary
The management team is a strong one. Together we share a single vision: to provide a unique and entertaining experience through exceptional service.
6.1 Personnel Plan
The following table shows forecasted personnel needs for the first three years.

PERSONNEL PLAN

YEAR 1
YEAR 2
YEAR 3
Manager
$50,000
$68,000
$72,000
Bartenders
$120,000
$120,000
$120,000
Cooks
$65,000
$70,000
$73,000
Cleaning
$38,000
$40,000
$42,000
DJ
$25,000
$30,000
$35,000
Serving Staff
$50,000
$60,000
$70,000
Other
$0
$0
$0
TOTAL PEOPLE
0
12
12

Total Payroll
$348,000
$388,000
$412,000
Financial Plan
The financial projections for this plan are presented in the tables and charts of the following subtopics.
7.1 Important Assumptions
The table below presents the assumptions used in the financial calculations of this business plan.

GENERAL ASSUMPTIONS

YEAR 1
YEAR 2
YEAR 3
Plan Month
1
2
3
Current Interest Rate
10.00%
10.00%
10.00%
Long-term Interest Rate
10.00%
10.00%
10.00%
Tax Rate
0.00%
30.00%
30.00%
Other
0
0
0
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7.2 Break-even Analysis
Our Break-even Analsysis is shown in the following table and chart.

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BREAK-EVEN ANALYSIS

Monthly Units Break-even
10,220
Monthly Revenue Break-even
$56,482

Assumptions:

Average Per-Unit Revenue
$5.53
Average Per-Unit Variable Cost
$1.27
Estimated Monthly Fixed Cost
$43,527
7.3 Projected Profit and Loss
The following table and chart will show the projected profit and loss for The Spot.

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PRO FORMA PROFIT AND LOSS

YEAR 1
YEAR 2
YEAR 3
Sales
$569,800
$875,000
$1,052,000
Direct Cost of Sales
$130,700
$192,868
$257,717
Other Production Expenses
$0
$0
$0
TOTAL COST OF SALES
$130,700
$192,868
$257,717

Gross Margin
$439,100
$682,133
$794,283
Gross Margin %
77.06%
77.96%
75.50%

Expenses

Payroll
$348,000
$388,000
$412,000
Sales and Marketing and Other Expenses
$22,900
$25,000
$27,300
Depreciation
$2,618
$2,856
$2,856
Leased Equipment
$33,000
$40,000
$40,000
Utilities
$3,600
$3,600
$3,600
Insurance
$12,000
$12,000
$12,000
Rent
$48,000
$40,000
$40,000
Payroll Taxes
$52,200
$58,200
$61,800
Other
$0
$0
$0

Total Operating Expenses
$522,318
$569,656
$599,556

Profit Before Interest and Taxes
($83,218)
$112,477
$194,727
EBITDA
($80,600)
$115,333
$197,583
Interest Expense
$42
$250
$0
Taxes Incurred
$0
$33,668
$58,418

Net Profit
($83,260)
$78,559
$136,309
Net Profit/Sales
-14.61%
8.98%
12.96%
7.4 Projected Cash Flow
The following table and chart are the projected cash flow for three years.

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PRO FORMA CASH FLOW

YEAR 1
YEAR 2
YEAR 3
Cash Received

Cash from Operations

Cash Sales
$512,820
$787,500
$946,800
Cash from Receivables
$45,082
$81,127
$101,504
SUBTOTAL CASH FROM OPERATIONS
$557,902
$868,627
$1,048,304

Additional Cash Received

Sales Tax, VAT, HST/GST Received
$0
$0
$0
New Current Borrowing
$5,000
$0
$0
New Other Liabilities (interest-free)
$0
$0
$0
New Long-term Liabilities
$0
$0
$0
Sales of Other Current Assets
$0
$0
$0
Sales of Long-term Assets
$0
$0
$0
New Investment Received
$0
$0
$0
SUBTOTAL CASH RECEIVED
$562,902
$868,627
$1,048,304

Expenditures
Year 1
Year 2
Year 3

Expenditures from Operations

Cash Spending
$348,000
$388,000
$412,000
Bill Payments
$289,115
$407,976
$500,717