Bowling Entertainment Center Business Plan

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Table of Contents
1.0 Executive Summary.....................................................................................................................1

1.1 Objectives....................................................................................................................................1
1.2 Mission...........................................................................................................................................2
1.3 Keys to Success.........................................................................................................................2
Chart: Highlights...........................................................................................................................3
2.0 Company Summary......................................................................................................................3
2.1 Company Ownership................................................................................................................4
2.2 Start-up Summary....................................................................................................................4
Table: Start-up...............................................................................................................................5
Chart: Start-up..............................................................................................................................7
2.3 Company Locations and Facilities.......................................................................................7
3.0 Products and Services.................................................................................................................7
3.1 Product and Service Description.........................................................................................8
3.2 Competitive Comparison........................................................................................................8
3.3 Fulfillment....................................................................................................................................9
3.4 Technology...................................................................................................................................9
3.5 Future Products and Services...............................................................................................9
4.0 Market Analysis Summary.........................................................................................................9
4.1 Target Market Segment Strategy......................................................................................10
4.1.1 Market Needs....................................................................................................................10
4.1.2 Market Trends...................................................................................................................11
4.1.3 Market Growth..................................................................................................................11
4.2 Service Business Analysis....................................................................................................11
4.2.1 Competition and Buying Patterns.............................................................................11
4.2.2 Main Competitors............................................................................................................11
4.3 Market Segmentation............................................................................................................12
Chart: Market Analysis (Pie)...................................................................................................12
Table: Market Analysis..............................................................................................................12
5.1 Competitive Edge....................................................................................................................13
5.2 Value Proposition.....................................................................................................................13
5.3 Sales Strategy..........................................................................................................................13
5.3.1 Sales Forecast..................................................................................................................14
Chart: Sales Monthly.............................................................................................................14
Chart: Sales by Year..............................................................................................................14
Table: Sales Forecast.............................................................................................................15
5.4 Milestones..................................................................................................................................16
Table: Milestones.........................................................................................................................16
Chart: Milestones........................................................................................................................16
5.5 Marketing Strategy.................................................................................................................17
5.5.1 Pricing Strategy...............................................................................................................17
5.5.2 Promotion Strategy........................................................................................................17
6.0 Management Summary.............................................................................................................17
6.1 Organizational Structure......................................................................................................17
6.2 Personnel Plan..........................................................................................................................18
Page 1
Table of Contents
Table: Personnel..........................................................................................................................18
7.0 Financial Plan................................................................................................................................21
7.1 Important Assumptions........................................................................................................21
Table: General Assumptions...................................................................................................22
7.2 Key Financial Indicators........................................................................................................22
Chart: Benchmarks....................................................................................................................22
7.3 Break-even Analysis...............................................................................................................23
Chart: Break-even Analysis....................................................................................................23
Table: Break-even Analysis.....................................................................................................23
Chart: Profit Yearly.....................................................................................................................24
Chart: Gross Margin Monthly.................................................................................................24
Chart: Gross Margin Yearly.....................................................................................................25
Chart: Profit Monthly.................................................................................................................25
Table: Profit and Loss................................................................................................................26
7.5 Projected Cash Flow...............................................................................................................27
Chart: Cash...................................................................................................................................27
Table: Cash Flow.........................................................................................................................28
7.6 Projected Balance Sheet......................................................................................................29
7.6 Projected Balance Sheet......................................................................................................29
Table: Balance Sheet.................................................................................................................29
7.7 Business Ratios........................................................................................................................30
7.7 Business Ratios........................................................................................................................30
Table: Ratios.................................................................................................................................30
Table: Sales Forecast...........................................................................................................................1
Table: Personnel....................................................................................................................................3
Table: Personnel....................................................................................................................................3
Table: General Assumptions.............................................................................................................4
Table: General Assumptions.............................................................................................................4
Table: Profit and Loss..........................................................................................................................5
Table: Profit and Loss..........................................................................................................................5
Table: Cash Flow...................................................................................................................................6
Table: Cash Flow...................................................................................................................................6
Table: Balance Sheet...........................................................................................................................7
Page 2
Kiln Creek Bowling Corporation

1.0 Executive Summary
This plan provides detailed investor information and includes the basic strategic business plan
information necessary for initial establishment and operation of Kiln Creek Bowling Center. The
plan outlines the plans for business growth, methods, procedures for operation, and
infrastructure management.
Kiln Creek Bowling Corporation (Kiln Creek Bowling Center) was formed in Yorktown, Virginia,
as a corporation under the Laws of the Commonwealth of Virginia.
The dynamic management team responsible for the design, building, development of company
policy, and hands-on-management of the daily operations are Charles H. Collins Jr., Jane W.
Collins, and Charles "Chip" Collins III. In addition, a team-oriented and customer-focused staff
of 50 will support the management team. Kiln Creek Bowling Corporation will retain the services
of a CPA firm to perform professional company audits, prepare taxes and payroll, and serve as
a business consultant to assist in setting achievable long-range strategic goals.
Establishment of Kiln Creek Bowling Corporation trading as Kiln Creek Bowling Center provides
York County, Hampton, Newport News and the surrounding area quality family entertainment,
products, and services.
Based on the current prices in the bowling and restaurant market, Kiln Creek Bowling
Center has the potential of making excellent sales the first year. With good management, a
healthy annual revenue growth is expected.
The equity for each investor will be based on his or her investment. An in-depth look at Ratios
can be found in Topic 7.7, Business Ratios.
Ways to minimize risk factors to Kiln Creek Lane's success include:
1. Obtain sufficient capital to build and cover expenses of initial operation. All investor capital
will be held in escrow until the project is totally funded.
2. Maintain low overhead cost which increases the bottom line profit. Multi-skilled personnel
will be employed, and a continual training program will ensure they deliver consistent,
superior service, where customer satisfaction is paramount.
3. Build a sufficient customer base. An excellent location has been determined by
demographics, and an aggressive marketing program by a full-time employee will ensure
desired results.
4. Establish community involvement to demonstrate how the business will contribute to a
better quality of life. Community projects using the bowling center's facilities will be
developed to help civic groups obtain their financial goals. School, church, and other groups
will be welcomed for tours of the bowling center.
5. All payments will be cash, check, or credit card, which eliminates the need for invoicing and
collections.
1.1 Objectives
Kiln Creek Bowling Corporation will build a 43,000-square-foot building in the Kiln Creek
commercial area of York County/Newport News, Virginia. Service/products include 40
Page 1

computerized bowling lanes, full-service family restaurant, snack bar, billiard and dart parlor,
video game room, apparel shop, pro-shop and children's nursery. In the future a miniature golf
course will be added. The project will cost $4.5 million. The commercial funding will borrowed
at 9.5% for a 20 year term. Kiln Creek Bowling Center anticipates opening late in September,
with first year gross revenues showing a return on equity. Revenues are expected to grow at a
rate above inflation.
1.2 Mission
The purpose of Kiln Creek Bowling Center is to provide the residents of the north side of
Hampton Roads with family entertainment in an enjoyable, pleasant atmosphere. It will provide
excellent service using the most technologically advanced bowling equipment in a clean facility,
which will cater to the entire family. The restaurant will be called "The Train Station," and its
decor will depict the golden era of the railroad industry. Its family environment with casual
dining will include multiple TVs. Each customer has the opportunity to select which TV station
he or she wants to hear. The design will incorporate both artifacts and reproductions of railroad
furniture to capture the romantic era of traveling and dining on a train. The casual dining
ambiance, quality of the food, and excellent service will ensure a large, loyal following of
customers. The restaurant will also feature a full-service bar, with live entertainment or Karaoke
on selected nights.
1.3 Keys to Success
Kiln Creek Bowling Center has three keys to success.
1. Location. The center will be strategically located to maximize the profits from the modern
day bowler. The center will be constructed on Commonwealth Drive in York County, adjacent
to the Regal 14 Cinema. This location is a half mile from I-64 exit 265B, in the Kiln Creek
Shopping Complex, which includes Super K Department Store, Kroger, Farm Fresh, 14screen Regal Cinema, an ice rink, six national restaurants, two banks, 35 other store-front
type businesses, and a Wal-Mart/Sam's Club that is presently under construction. This is an
excellent location for a multi-purpose bowling center. According to the York County Planning
Division's statistical profile of the primary market area (one to five mile radius) the location
is perfect, as described by the National Bowling Council study that outlines the required
demographics for a successful bowling center.
2. Low Overhead Cost. Kiln Creek Lane's management will keep overhead cost at a
minimum. First, during construction of the center, Charles Collins Jr. will be project manager,
saving approximately 15% of construction costs. His experience at operating bowling
centers, as well as his educational background as an industrial engineer, contributes to his
ability to streamline operations while minimizing unnecessary expenses. The employment of
the best in the field for his staff will allow having many of the key employees doing more
than one task. The center will have the most energy-efficient equipment of any center in the
area.
Page 2

3. Wide Range of Services. Kiln Creek Bowling Center will provide entertainment, not only
through bowling, but also by having a full-service restaurant/night club, billiards and darts,
arcade, snack bar, apparel/pro shop, and children's nursery. This diversity will bring in more
customers and provide them more ways to enjoy themselves and spend their discretionary
income.
Chart: Highlights
2.0 Company Summary

The building site is a six-acre tract of wooded flat land, located in the most desirable business
area of York County, known as the Kiln Creek business complex. It will be adjacent to the Regal
14 Cinema on Commonwealth Drive. This is the center of York County's commercial
development. The demographic studies coincide precisely with AMF, Brunswick Bowling
Corporation, and National Bowling Council requirements for a successful bowling center.
The market for a modern family bowling center in York County is superior to most, due to the
tremendous population growth during the past five years, the overwhelming majority of which
is within five miles of the building site. Bowling is the number-one family participation sport in
the United States. There are 72 million people who bowl at least three games per week. This
center will be a high-tech, totally computerized bowling center. The scores will be automatically
displayed on a 34-inch color monitor. Additionally, each lane will have its own overhead 34-inch
color TV that enables the customer to view his or her favorite TV program while bowling. Each
lane is equipped with a telephone that provides the customer with the means to order food and
beverages or contact the staff if assistance is needed. The telephone will also allow the bowler
to receive incoming phone calls. By far, the most significant factor to affect the bowling
business in the forthcoming decade is the dramatic growth of the 35-to-44-year-old segment of
the population, which will increase by 42%. This age group represents the prime segment of
the population that joins bowling leagues, and that means bottom-line profit for the center will
increase.
Page 3

The facility will be the most modern in the Tidewater area of Virginia. It automates the scorekeeping, produces score printouts for each game, shows the bowler how to make a spare,
provides league secretarial services to include keeping all required league bowling records. It
maintains perpetual data on league, recreation, and leisure bowlers as to what time they bowl
and how much money they spend on bowling, food, apparel, pro shop, etc. This invaluable
information will be used in various marketing programs such as the frequent bowler program
where the bowler receives prizes of his or her choice predicated on the amount of money spent
in the center during a preset time. This will be a first for any Virginia bowling center. The data
helps determine which promotions work and which do not. With this data, we can form new
leagues to meet the needs of the bowler. The system also maintains an accounting system that
automatically controls bowling revenue. In addition to the bowling itself, the following services
will provide a significant income for the center with the Train Station restaurant providing the
most in secondary revenue (see projected annual income and expenditures statement).
Train Station restaurant

Snack bar
Shoe rental
Billiard and dart parlor
Locker rentals
Video game room
Vending machines, pay phones
Ball polisher
Nursery for the young children of bowlers
2.1 Company Ownership

Kiln Creek Bowling Corporation is a privately held C corporation owned by Charles H. Collins Jr.
and his family. A percentage of the stock will be sold to investors.
2.2 Start-up Summary
During the start-up phase of this project, the following major events will occur, some of them
simultaneously:
Obtain significant investment

Secure a large commercial loan
Obtain all required permits
Purchase the building site
Preliminary architectural drawing
Order long lead items, e.g., steel
Order bowling and restaurant equipment
Approval of final architectural drawing
Clear lot/ site prep
Start building center (This on six-month time line)
Hire key personnel
Start development of leagues
Finalize operating procedures
Intensify marketing campaign
Hire remaining staff
Train staff
Order inventory
Open for business
Page 4

Table: Start-up
Start-up
Requirements
Start-up Expenses
Land
Building
Bowling Equipment
Restaurant Equipment
Fixtures & Furniture
Professional Fees
Architectural Fees
Inventory
Insurance Operations
Insurances During Construction
Marketing
Payroll During Construction
Permits
Company Vehicle (Pickup)
Office Supplies
Site Work - Parking Lot
Rent of Temp Office (Construction Trailer)
Operational Expenses During Construction
Construction Elecltrical Power
Construction Telephones
Security Deposit Electrical
Security Deposit Water
Security Deposit Telephone
Grand Opening Cost
Financial Cost
Start Up Fund
Total Start-up Expenses
$0
$0
$0
$0
$0
$20,000
$50,000
$0
$30,000
$15,000
$25,000
$85,000
$10,000
$0
$0
$0
$3,000
$10,000
$8,500
$2,000
$5,000
$1,000
$500
$0
$0
$0
$265,000
Start-up Assets
Cash Required
Start-up Inventory
Other Current Assets
Long-term Assets
Total Assets
$265,000
$0
$970,000
$3,000,000
$4,235,000
Total Requirements
$4,500,000
Page 5

Table: Start-up Funding
Start-up Funding
Start-up Expenses to Fund
Start-up Assets to Fund
Total Funding Required
$265,000
$4,235,000
$4,500,000
Assets
Non-cash Assets from Start-up
Cash Requirements from Start-up
Additional Cash Raised
Cash Balance on Starting Date
Total Assets
$3,970,000
$265,000
$0
$265,000
$4,235,000
Liabilities and Capital

Liabilities
Current Borrowing
Long-term Liabilities
Accounts Payable (Outstanding Bills)
Other Current Liabilities (interest-free)
Total Liabilities
$0
$3,000,000
$0
$0
$3,000,000
Capital
Planned Investment
Investor 1
Investor 2
Other
Additional Investment Requirement
Total Planned Investment
$1,500,000
$0
$0
$0
$1,500,000
Loss at Start-up (Start-up Expenses)

Total Capital
($265,000)
$1,235,000
Total Capital and Liabilities
$4,235,000
Total Funding
$4,500,000
Page 6

Chart: Start-up
2.3 Company Locations and Facilities

The building will be a 43,000 square foot, pre-engineered, contemporary design bowling center
with a facade constructed of masonry and glass. It will have 300 parking spaces.
The center will be strategically located to maximize the profits from the modern-day bowler; it
will be constructed on Commonwealth Drive in York County, adjacent to the Regal 14 Cinema.
This location is a half mile from I-64 exit 265B, in the Kiln Creek Shopping Complex, which
includes Super K Department Store, Kroger, Farm Fresh, 14-screen Regal Cinema, an ice rink,
six national restaurants, two banks, 35 other store-front type businesses, and a WalMart/Sam's Club that is presently under construction. This is an excellent location for a multipurpose bowling center. According to the York County Planning Division's statistical profile of the
primary market area (one to five mile radius) the location is perfect, as described by the
National Bowling Council study that outlines the required demographics for a successful bowling
center.
3.0 Products and Services
The bowling business is family entertainment. This is a sport that all ages can participate in
and enjoy as individuals or in groups. It is where grandparents take grandchildren of all ages to
have a bonding outing. The new computer technology enables anyone to experience the
excitement of the sport without having to know how to keep score, because it is done
automatically by the computer and displayed on a monitor. The core revenue producer is the
league structure, which is all encompassing. The basic element in leagues is its three levels-beginning with youth leagues, it progresses until it reaches the senior citizen. The largest
number of league bowlers are in the 35-50 age group, married with two children, homeowning,
with an annual income between $40,000 and $75,000.
Page 7

These leagues are primarily made up of married couples with similar backgrounds. Large
corporations, adult school-booster organizations, and churches are excellent sources for
forming this type of league. League development is only limited by management's imagination;
however, the key is to find a common interest which each member of the league shares. Kiln
Creek Bowling Center is a multi-media entertainment center that will also have a billiard and
dart parlor with its own league structure. The Train Station full service restaurant will feature
live entertainment or Karaoke for the late-night customers.
3.1 Product and Service Description
We sell food, beverages, and entertainment with pleasant memories.
3.2 Competitive Comparison
The business will be lucrative for the following reasons:
1. The General Manager has ten years of experience operating a bowling center as an
owner/operator. This will be his third bowling project. He was the developer, designer,
builder, and operator of Victory Lanes Bowling Center, the first computerized bowling center
in Virginia. It had the largest number of leagues and open bowlers in the area. The LPBA
National Bowling Tournament was televised live on ESPN from this center--a first for any
center in Virginia. The center was honored by the local community for the positive role it
had in various civic activities such as American Heart Association, Cancer prevention, and
Big Brother/Sister program.
2. This is a family-oriented and family-operated bowling center.
3. The center will be aggressively marketed to large and small businesses for league support.
There will be an incentive program that rewards the clientele based on amount of money
spent in the center.
4. The location is excellent within the upper middle-class area of York County and Newport
News, Virginia. The radius of potential customer base is increased due to the easy access
from Interstate 64 at Exit 265B.
5. Management of Kiln Creek Bowling Center recognizes the needs of the surrounding area and
will seize opportunities to support the needs of the customer in the community.
The ability of Kiln Creek Bowling Center to accomplish its goals and lead the bowling industry
depends upon the expertise, abilities, and social conscience of the management team. The
management team has received awards in the past for their outstanding management of
bowling centers and management of local and state bowling tournaments. The high standards
set by Kiln Creek Bowling Center's team will make it difficult for competitors to enter and
survive in the market area.
The resulting business environment will consist of a family entertainment marketplace
containing only those businesses that truly desire to support the needs of York County and the
surrounding area. As a result of these factors, Kiln Creek Bowling Center knows the opportunity
exists, and the company has the unique qualifications to provide the highest quality service and
family-oriented bowling environment which offers competitive pricing for its customers and still
makes an outstanding profit in their demanding market.
Page 8

3.3 Fulfillment
The bowling industry is unique in that it has three major sources of replacement parts and
products. They are AMF, Brunswick, and a network of after-market suppliers. All these sources
ship overnight, which reduces the requirement for a large inventory. The restaurant side of the
business is serviced by national and local vendors that deliver on a set schedule. They also
provide various types of usage data that are helpful in the daily management of the restaurant.
3.4 Technology
Today's bowling center is part entertainment, part sport, and part business. AMF BOSS Scoring
and AMF BOSS are the systems that work together to intelligently combine all three. Instead of
being bogged down with routine, the manager of the bowling center is free to manage. AMF
BOSS Scoring makes each game an entertaining experience for bowlers of every skill level.
Bowlers follow their score on an advanced 3D score grid that's graphically appealing and easy
to read. Over 100 exciter animations add visual fun to every game situation. What's more,
bumper deployment can be controlled by the scorer so parents and children can share a lane
with a minimum of disruption. With its combination of features, AMF BOSS Scoring makes
bowling more fun for everyone--and that makes bowlers want to come back.
AMF BOSS Scoring is a professional scoring system; it helps bowlers improve. AMF BOSS
Scoring has the industry's most reliable and accurate scoring camera. Working with it are high
resolution monitors, with a sharper picture than any standard TV set. Bowlers can choose five
or ten frame scoregrids, pindication and ball speed displays, plus instant replay, all of which
help them evaluate or adjust their play after every shot. Add handicapping and the system that
has everything the serious bowler wants and needs.
AMF BOSS Scoring helps get a better return on money invested in a bowling center. With video
merchandising and revenue-generating games like 40 Frame and Strike Shot, powered by a
Pentium processor and displayed on high-resolution VGA monitors, AMF BOSS Scoring gives the
center more opportunities for enhanced revenue.
AMF BOSS is the perfect business partner. Developed jointly by Microsoft and AMF, this Front
Desk/Back Office system is flexible and efficient. With easy-to-understand graphics created by
an award-winning design firm, and an optional touch screen complemented by a custom
keyboard, training is fast and easy. And advanced COM (Component Object Model) technology
makes future upgrades and programming add-ons a breeze. With inherent revenue-generating
capability and superior bowling business software, the entire bowling center can be managed
more effectively. AMF BOSS can be configured to the specific needs of this particular center,
now, and in the future with additional modules such as Video Merchandising Leagues and
Tournaments.
3.5 Future Products and Services
Kiln Creek Bowling Center will expand its family entertainment options during its second year of
operation. There will be a miniature golf course and a batting cage. These two activities will
increase revenue during the summer, which is the time of year the bowling revenue is at its
lowest point.
4.0 Market Analysis Summary
The prime market of a bowling center is a five-mile radius. However, if the center has easy
access to the Interstate highway system, that radius can be extended to seven to ten miles.
The demographics of Kiln Creek Bowling Center are:
Page 9
Total population in the five-mile radius is in excess of 300,000.

77.8% are white.
47.5% are 25 to 50 years old.
61% own their homes.
The average income is $43,682.
According to the National Bowling Council, the demographics of the prime market area are a
perfect match of the most likely person to join a league.
4.1 Target Market Segment Strategy
Marketing Plan
A full-time public relations coordinator will be a vital part of Kiln Creek Bowling Center's
management team. She will be responsible for assuring customer satisfaction, generating public
awareness of the type of entertainment offered at the center, and filling the various leagues
with bowlers. Publicity will be generated through:
Cable ads
Radio spots
Internet website
Direct mail
Print ads
Discount booklet
Promotional coupons
Customer Frequent Bowler Program
Membership in various organizations
Fund raisers
Community Involvement Program
Business-to-business personal contact
Telecommunications call services
4.1.1 Market Needs

The demographics of Kiln Creek Bowling Center indicate it will be filling a void that has existed
for years in the local entertainment market. This market has a higher income than the average
section of Virginia; therefore, more money is available for entertainment.
Page 10

4.1.2 Market Trends
During the past ten years, large chains like AMF Bowling and Brunswick Bowling have been
buying up various local bowling centers until they control the market. When they control the
market, they cut services, raise prices, and drive away core business, due to their indifference
to customers' concerns. The chain always moves decision-making to its headquarters. Now the
center is no longer a community-oriented business, and the customers see it as a big
corporation that doesn't care about local inputs. This is why there has been a downward trend
nationally in the bowling industry, but an increase in business where good, locally-owned and
operated centers exist.
4.1.3 Market Growth
As the population ages, the potential market also increases. The centers that have a good
marketing program and provide excellent service will increase their customer base.
4.2 Service Business Analysis
Kiln Creek Bowling Center will be competing for the customers' dollars with other recreation and
leisure establishments such as movie theaters, sports venues, theme parks, night clubs, etc.
4.2.1 Competition and Buying Patterns
Competition in the bowling business in York County is mild. As described in the following
section, one of the bowling centers will be closed in 2002. None of the incumbent
establishments have either the level of technology, or the wide range of services provided by
Kiln Creek Bowling Center. Furthermore, customer service, which is the underlying criteria for
success in this business, has not been stressed by the current management of the competing
bowling centers. Like other types of entertainment, price is not the only buying criterion as
customers expect to enjoy the whole process of having fun. Customer service, a spotless
environment, and properly working equipment equally contribute to ensuring the customer will
want to come back again.
4.2.2 Main Competitors
There are three bowling centers within seven miles of Kiln Creek Bowling Center. All are owned
by AMF Bowling Corporation. Two of them, AMF Hiddenwood and AMF Denbigh, will not have
any impact on the Kiln Creek potential customers. Both are located on the southwest side of the
railroad which divides the entire region. No easy roadway connects their customer base to Kiln
Creek's potential customers. However, Kiln Creek Bowling Center may gain customers from AMF
Hiddenwood when it closes in 2002. That is when Christopher Newport University, the owner of
the building, is scheduled to replace it with a new math building. The third center, AMF York,
was designed and built in 1983 by this plan's author. He operated it until 1994, when it was sold
to AMF. Kiln Creek Bowling Center will have a major impact on this center. The lack of concern
for the customer is why several leagues have indicated they will move to Kiln Creek when it
opens.
Page 11

4.3 Market Segmentation
The bowling market is targeted according to household income. The three major categories are
$25,000 to $34,999, $35,000 to $49,000, and $50,000 to $75,000. (See chart and table
below.)
Chart: Market Analysis (Pie)
Table: Market Analysis
Market Analysis
Potential Customers
Household Income $25,00034,999
Total
Year 1
Year 2
Year 3
Year 4
Year 5
5%
54,600
57,330
60,197
63,207
66,367
5.00%
10%
64,500
70,950
78,045
85,850
94,435
10.00%
10%
59,100
65,010
71,511
78,662
86,528
10.00%
8.54%
178,200
193,290
209,753
227,719
247,330
8.54%
Growth
CAGR
Page 12

5.0 Strategy and Implementation Summary
Customer service is paramount in the bowling business. The starting point to accomplish this is
to have a trained and motivated staff that enjoys working directly with the public. It is always
easier to please your customers when the facility is spotless and all of the equipment is in
proper working order. The center will establish community involvement to demonstrate how the
business will contribute to a better quality of life. Community projects using the bowling
center's facilities will be developed to help civic groups obtain their financial goals. School,
church, and other groups will be welcomed for tours of the bowling center.
5.1 Competitive Edge
Kiln Creek Bowling Center's competitive advantage is derived from many factors. The following
differentiate it from its competitors.
Location. Best location of any bowling center--only one-half mile off Interstate 64 in the
prime business district of the area.
Low Overhead Cost. Kiln Creek Bowling Center's management will keep overhead costs to
a minimum. First, during construction of the center, Charles Collins will be project manager,
saving approximately 15% of construction costs. His experience at operating bowling
centers, as well as his educational background as an industrial engineer, contributes to his
ability to streamline operations while minimizing unnecessary expenses. The employment of
the best in the field for his staff will allow many of the key employees to do more than one
task. The center will have the most energy-efficient equipment of any center in the area and
have the most technologically advanced equipment on today's bowling equipment market.
Wide Range of Services. Kiln Creek Bowling Center will provide entertainment, not only
through bowling, but also by having a full-service restaurant/night club, miniature golf
course (in future years), arcade, snack bar, apparel/pro shop, and children's nursery. This
diversity will bring in more customers and provide them more ways to enjoy themselves and
spend their discretionary income.
5.2 Value Proposition

Kiln Creek Bowling Center will be the most modern and technologically advanced bowling center
in the state of Virginia. The center is designed to fulfill the entire family's recreation and
entertainment needs in a clean, safe environment. We will cater to the high income households
and ensure they receive the best customer service in the industry.
5.3 Sales Strategy
Kiln Creek Bowling Center provides a venue for the entire family to enjoy their leisure time
participating in a competitive sport that requires minimum strength and athletic ability. The
light exercise will help improve their health, and they will experience a clean facility where the
service is the best in the industry, at a fair price.
Page 13

5.3.1 Sales Forecast
The chart and table below show Kiln Creek Bowling Center's projected Sales Forecast. Annual
projections for three years are shown here, with first year monthly figures in the appendix.
Chart: Sales Monthly
Chart: Sales by Year
Page 14

Table: Sales Forecast
Sales Forecast
Year 1
Year 2
Year 3
Open Bowling Games

League Bowling Games
Apparel/Pro Shop
Food and Beverage
Tournament
Special Events
Nursery
Billiards
Locker Rentals
Arcade
Advertisement
Shoe Rental
Total Unit Sales
108,217
231,596
2,504
101,729
4,000
191
7,002
10,200
7,200
76,800
480
21,600
571,519
113,628
243,176
2,629
106,815
4,200
200
7,352
10,710
7,560
80,640
504
22,680
600,094
119,309
255,334
2,760
112,156
4,410
210
7,719
11,245
7,938
84,672
529
23,814
630,096
Unit Prices
Open Bowling Games
Apparel/Pro Shop
Food and Beverage
Tournament
Special Events
Nursery
Billiards
Locker Rentals
Arcade
Advertisement
Shoe Rental
Year 1
$2.75
$2.57
$30.00
$5.50
$10.00
$300.00
$1.50
$8.00
$3.00
$0.25
$50.00
$2.00
Year 2
$2.75
$2.57
$30.00
$5.50
$10.00
$300.00
$1.50
$8.00
$3.00
$0.25
$50.00
$2.00
Year 3
$2.75
$2.57
$30.00
$5.50
$10.00
$300.00
$1.50
$8.00
$3.00
$0.25
$50.00
$2.00
Open Bowling Games

Apparel/Pro Shop
Food and Beverage
Tournament
Special Events
Nursery
Billiards
Locker Rentals
Arcade
Advertisement
Shoe Rental
Total Sales
$297,597
$595,202
$75,120
$559,510
$40,000
$57,300
$10,503
$81,600
$21,600
$19,200
$24,000
$43,200
$1,824,831
$312,477
$624,962
$78,870
$587,483
$42,000
$60,000
$11,028
$85,680
$22,680
$20,160
$25,200
$45,360
$1,915,900
$328,100
$656,208
$82,800
$616,858
$44,100
$63,000
$11,579
$89,960
$23,814
$21,168
$26,450
$47,628
$2,011,665
Direct Unit Costs

Open Bowling Games
Apparel/Pro Shop
Food and Beverage
Tournament
Special Events
Nursery
Billiards
Locker Rentals
Arcade
Advertisement
Shoe Rental
Year 1
$0.13
$0.06
$1.00
$0.12
$0.04
$3.46
$0.02
$0.01
$0.00
$0.00
$0.00
$0.02
Year 2
$0.13
$0.06
$1.00
$0.12
$0.04
$3.46
$0.02
$0.01
$0.00
$0.00
$0.00
$0.00
Year 3
$0.13
$0.06
$1.00
$0.12
$0.04
$3.46
$0.02
$0.01
$0.00
$0.00
$0.00
$0.00
$14,552
$14,760
$2,505
$12,051
$165
$660
$120
$140
$0
$0
$0
$353
$45,304
$14,772
$14,591
$2,629
$12,818
$168
$692
$147
$107
$0
$0
$0
$0
$45,923
$15,510
$15,320
$2,760
$13,459
$176
$727
$154
$112
$0
$0
$0
$0
$48,219
Unit Sales
Sales
Direct Cost of Sales

Open Bowling Games
Apparel/Pro Shop
Food and Beverage
Tournament
Special Events
Nursery
Billiards
Locker Rentals
Arcade
Advertisement
Shoe Rental
Subtotal Direct Cost of Sales
Page 15

5.4 Milestones
The following table presents important events and their scheduled start and ending dates.
Table: Milestones
Milestones
Milestone
Financing in Place
Accounting System
Start Construction
Hire Key Employees
Personnel Handbook
Operations Handbook
Direct Mailer
Press Release
Newspaper Ads
TV Ad
Mall Info Booth
1600 Fall League Bowlers
200 Billiard League Members
50 Dart League Members
12 Month Tournament Schedule
Restaurant Menu
3 Month Entertainment Schedule
Frequent Bowling Program
Hire Remaining Staff
Train Staff
Open Bowling Center
Totals
Start Date
12/1/2000
1/1/2001
3/1/2001
3/1/2001
4/1/2001
4/1/2001
5/1/2001
5/1/2001
7/1/2001
7/1/2001
7/1/2001
5/1/2001
5/1/2001
4/1/2001
7/1/2001
3/1/2001
7/1/2001
6/1/2001
7/1/2001
8/1/2001
9/1/2001
End Date
2/1/2001
2/1/2001
9/1/2001
8/1/2001
5/1/2001
5/1/2001
7/1/2001
6/1/2001
7/1/2001
8/1/2001
8/1/2001
8/1/2001
8/1/2001
8/1/2001
8/1/2001
3/1/2001
8/1/2001
7/1/2001
8/1/2001
8/1/2001
9/1/2001
Budget
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Manager
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
ABC
Department
Marketing
Marketing
Marketing
Marketing
Marketing
Marketing
Marketing
Marketing
Marketing
Marketing
Marketing
Marketing
Marketing
Web
Web
Department
Department
Department
Department
Department
Department
Chart: Milestones
Page 16

5.5 Marketing Strategy
Kiln Creek Bowling Center's Marketing Plan was introduced in topic 4.2 Target Market Segment
Strategy. Additional information appears in the following topics.
5.5.1 Pricing Strategy
All prices will be competitive and fair to the customer. The cost of products sold will determine
the selling price after adding overhead and profit.
5.5.2 Promotion Strategy
We will use Cable TV, the leisure time section of the newspaper, and our website advertising as
our three main ways to reach our customers.
1. Advertising. Will develop our positioning message: Family recreation in a clean, safe
environment where customer service is paramount.
2. Sales Brochure. We reward our customers for spending money with us through our
Frequent Bowler Program.
6.0 Management Summary
Our management philosophy is based on mutual respect for all contributions made by our
employees without regard to the position they hold in the company. People who work at Kiln
Creek Bowling Center want to work here because the work environment enables them to work
smarter--not harder, and they know their suggestions are appreciated.
The ability of Kiln Creek to accomplish its goals and lead the bowling industry is significantly
related to the expertise, abilities, and social conscience of the management team. The
management team has received awards in the past for their outstanding performance. The high
standards set by Kiln Creek's team will make it difficult for competitors to enter and survive in
the market area.
6.1 Organizational Structure
The Kiln Creek Bowling Center business organization has been structured and established to
promote effective daily operations as well as future company growth. The structure provides
comprehensive management oversight of business activities without excessive manpower used
in management positions. The teams include 60 employees under one General Manager with
five associate managers. Our management divisions are, Administrative, Bowling Operations,
Restaurant and Facilities Management.
Page 17

6.2 Personnel Plan
The Personnel Plan chart reflects how we will utilize our people's assets. Most of them will be
cross trained.
Administrative
General Manager
Accountant/Secretary
League Coordinator/Public Relations
Tournament Coordinator/Bowling Manager
Operations
Bowling/Billiard Manager
Shift Leader
Front Desk Operator
Day Care Staff
Housekeeping
Porters
Restaurant
Restaurant Manager
Food/Beverage Manager
Chef
Bartender
Line Cooks
Dishwasher/Bus Boy
Wait Staff/Cashiers
Facilities Maintenance
Chief Engineer
First Class Mechanic
Second Class Mechanic
Pin Chaser
Table: Personnel
Personnel Plan
Year 1
Year 2
Year 3
Manager
All Other Employees
Other
Total People
$72,000
$350,000
$0
50
$75,600
$367,500
$0
50
$79,380
$385,875
$0
50
Total Payroll
$422,000
$443,100
$465,255
Page 18

6.3 Management Team
Title: CEO/General Manager
Name: Charles "Chuck" Collins, Jr.
Background: Graduated from East Tennessee State University with a B.S. in Industrial
Education/Engineering. Taught school and coached football for two years. The highlights of his
Naval career before he retired as a US Navy Commander in 1983 include:
1. The first F-14 Aircraft Rework Project Officer. His task was to ensure approximately 1
million square feet of new construction was completed on time and on budget: outfitted
work space with the highest tech equipment available, hired and trained personnel, and
ensured production schedule was met.
2. AIMD Department head on two different aircraft carriers where each received the battle
efficient E award.
3. Project Officer for developing a computer model to be used for aircraft maintenance
personnel manning.
After his retirement from the Navy, he designed and was the general contractor on Virginia's
first computerized-scoring bowling center. He was the owner and general manager of the center
for ten years. During this time he was also the consultant on several other new centers which
were built in Virginia. He was selected as Hampton Roads Bowling Association's Man of the Year
in 1986.
Responsibilities: Design Kiln Creek Bowling Center and be the project manager during
construction. He will be Kiln Creek Bowling Center's general manager after it is open for
business. He will develop and implement the operation, safety, maintenance, training, and
marketing programs for the center. He will represent Kiln Creek Bowling Center at formal and
informal functions.
Title: Senior Staff
Name: Jane W. Collins
Background: Graduated from Radford University with a B.S. in Education. Taught high school
for twenty years. She was co-owner of Victory Lanes Bowling Center and managed the Bowling
Center Night Club for nine years. She received an outstanding approval rating form the ABC
Board and the Health Department. She hired her staff and signed all contracts for the various
entertainment groups. She designed logos and purchased uniforms and required supplies.
Responsibilities: Will be the company's human resource director. Participate in all company
business strategic plans. Coordinate all training and safety programs. Represent Kiln Creek
Bowling at various formal and informal functions.
Title: Food /Beverage Manager
Name: Charles H. "Chip" Collins III
Background: Two years of local junior college with a business management major. Twelve
years working in various positions in the restaurant business. Eight years as manager of 11th
Frame Restaurant. During his tenure food sales increased while meeting or exceeding all
financial goals. He started a catering and private parties program. He hired all employees,
purchased the food, and ensured it was properly prepared.
Responsibilities: Day-to-day management of the operation of the restaurant, including:
hiring, menu development, inventory control, food purchase, marketing, and setting policy for
cleanliness and food preparation.
Page 19

Title: Accountant/Secretary
Name: Dawn Ballowe
Background: Has a B.S. in Accounting. Has ten years experience as lead accountant of
company with five years of it in the bowling industry working with Charles Collins, Jr. She has
proven secretarial skills.
Responsibilities: Handle all secretarial duties for the company. Be company's internal
accountant with duties to include: make daily journal entries, check all deposits, revenue, make
daily bank deposits, balance bank statements, compile monthly P/L, journal trial balance,
account payable, check register, prepare checks for signature and prepare graphs and charts as
required. Will be point-of-contact for external payroll, tax payment, and outside CPA services.
Title: Tournament Coordinator/Bowling Operations Manager
Name: James D. Bohlken
Background:
Retired December 2000 Newport News Planning Department Supervisor.

Twenty-four years on Board of Directors of Hampton Roads Bowling Association.
Four years President HRBA.
Three years Secretary HRBA.
Hall of Fame HRBA.
Twelve years Board of Directors of Virginia State Bowling Association.
Three years President VSBA.
Two years Secretary VSBA.
Hall of Fame VSBA.
State Bowling Association Director of Tournament.
Four year Co-Tournament Manager of Virginia Colonial Tournament, 1800 teams of four. This
will move to Kiln Creek Center.
Title: Public Relations/League Coordinator

Name: To Be Selected
Background Requirements: Have B.S./B.A. in marketing, media, or communications.
Understand the bowling/restaurant business. Have five years experience.
Responsibilities: Develop a bowling league and tournament program. Manage the multimedia marketing, develop Internet website and update as required. Design corporation
information package. Be corporation's historian, point-of-contact for visitors, design award
program and community involvement program.
Title: Bowling Equipment Facility Engineer
Name: To be selected
Background: B.S. in Electrical or Mechanical Engineering or have five years of AMF Bowling
equipment experience with an industrial electrical background.
Responsibilities: Have a preventive maintenance program that includes all bowling
equipment, restaurant equipment, and all facility equipment. Document all repair actions and
determine the most economical way to maintain and repair all equipment. Establish part
inventory and method of controlling usage.
Page 20

Executive Support Agencies and Individuals
Individuals and organizations will be assisting as required in the areas of expertise listed below.
Legal Services
Accounting Services
Insurance Company
Banking Services
Architectural and Design Services
7.0 Financial Plan

The commercial loan that the company expects to secure shortly will cover the start-up
expenses and provide operating cash. The company needs to attract additional investor capital
to cover the remaining long-term assets. The following sections show in detail that Kiln Creek
Bowling Center will be profitable from the beginning. Its healthy profits will be sufficient to pay
back the loan and provide return to the owners.
7.1 Important Assumptions
NOTES FOR PROJECTIONS
1. League Bowler Revenue (see table below)
o Fall/Winter Long Season--35 Weeks
o Fall/Winter Short Season--16 Weeks
o Summer Season--13 Weeks
2. Food and Beverage Revenue will be 50% of total bowling revenue.
3. There will be 600 lockers rented at $3.00 each per month.
4. Shoes will rent for $2.50 per pair.
5. Food and Beverage Cost will be 27% of Food and Beverage Sales.
6. Apparel and Pro Shop items cost will be 25% of sales.
7. Open Bowling is 50% of League Bowling.
8. Sales / Food tax is not included in revenue.
9. Contract Services include pest control, trash removal, cable TV, uniform rental
10. for maintenance and bar towel rental.
11. York County tax rates are:
o Real Estate tax $8.60 per $1,000.00 of assessed value.
o Personal Property tax base is 25% of cost of equipment at 4% per thousand.
o Business License is $.20 per $100 for Food & Beverage Revenue and $.36 per $100
for Bowling and Billiards.
Fall and Winter Seasons - Total: $493,800
Adult Night: 35 Weeks, 1,200 people, $8.00/person, League Revenue: $336,000

Adult Day: 35 Weeks, 400 people, $7.50/person, League Revenue: $105,000
Youth: 35 Weeks, 160 people, $6.00/person, League Revenue: $33,600
Adult Night: 16 Weeks, 150 people, $8.00/person, League Revenue: $19,200
Page 21

Summer Season - Total: $101,400
Adult Night: 13 Weeks, 600 people, $8.00/person, League Revenue: $62,400

Adult Day: 13 Weeks, 200 people, $7.50/person, League Revenue: $19,500
Youth and Day Care: 13 Weeks, 250 people, $6.00/person, League Revenue: $19,500
Total League Revenue: $595,200

Table: General Assumptions
General Assumptions
Plan Month
Current Interest Rate
Long-term Interest Rate
Tax Rate
Other
Year 1
Year 2
Year 3
1
10.00%
9.50%
25.42%
0
2
10.00%
9.50%
25.00%
0
3
10.00%
9.50%
25.42%
0
7.2 Key Financial Indicators

These benchmark indicators give Kiln Creek Bowling Center a sense of relative comparison for
three years of projections.
Chart: Benchmarks
Page 22

7.3 Break-even Analysis
With the average monthly fixed costs and projected profit margin, Kiln Creek Bowling Center
will break even with the monthly sales revenue shown in the table and chart following.
Chart: Break-even Analysis
Table: Break-even Analysis
Break-even Analysis
Monthly Units Break-even
Monthly Revenue Break-even
24,564
$78,432
Assumptions:
Average Per-Unit Revenue
Average Per-Unit Variable Cost
Estimated Monthly Fixed Cost
$3.19
$0.08
$76,485
Page 23

7.4 Projected Profit and Loss
One should note that the company is making a profit in the first month of operation. The yearly
analysis is indicated in the table below, monthly analyses can be found in the appendix.
Chart: Profit Yearly
Chart: Gross Margin Monthly
Page 24
Chart: Gross Margin Yearly
Chart: Profit Monthly
Page 25

Table: Profit and Loss
Pro Forma Profit and Loss

Year 1
Year 2
Year 3
Sales
Food and Beverage
Total Cost of Sales
$1,824,831
$45,304
$153,076
$198,380
$1,915,900
$45,923
$153,076
$198,999
$2,011,665
$48,219
$153,076
$201,295
Gross Margin
Gross Margin %
$1,626,451
89.13%
$1,716,901
89.61%
$1,810,370
89.99%
Payroll
Sales and Marketing and Other Expenses
Depreciation
Leased Equipment
Utilities
Insurance
Rent
Payroll Taxes
Other
$422,000
$150,840
$204,996
$0
$52,680
$24,000
$0
$63,300
$0
$443,100
$175,328
$204,996
$0
$55,314
$0
$0
$66,465
$0
$465,255
$184,102
$204,996
$0
$58,079
$0
$0
$69,788
$0
Total Operating Expenses
$917,816
$945,203
$982,220
Profit Before Interest and Taxes

EBITDA
Interest Expense
Taxes Incurred
$708,635
$913,631
$285,000
$108,624
$771,698
$976,694
$282,242
$122,364
$828,150
$1,033,146
$276,451
$140,223
Net Profit
Net Profit/Sales
$315,012
17.26%
$367,092
19.16%
$411,475
20.45%
Expenses
Page 26

7.5 Projected Cash Flow
The company's estimated cash flow analysis is outlined in the following table. Kiln Creek
Bowling's profitability will ensure positive cash balance.
Chart: Cash
Page 27

Table: Cash Flow
Pro Forma Cash Flow

Year 1
Year 2
Year 3
$1,824,831
$1,824,831
$1,915,900
$1,915,900
$2,011,665
$2,011,665
$0
$0
$0
$0
$0
$0
$0
$1,824,831
$0
$0
$0
$0
$0
$0
$0
$1,915,900
$0
$0
$0
$0
$0
$0
$0
$2,011,665
Year 1
Year 2
Year 3
$422,000
$815,752
$1,237,752
$443,100
$903,301
$1,346,401
$465,255
$928,904
$1,394,159
$0
$0
$0
$0
$0
$0
$0
$1,237,752
$0
$0
$0
$58,071
$0
$0
$0
$1,404,472
$0
$0
$0
$63,835
$0
$0
$0
$1,457,994
$587,079
$852,079
$511,428
$1,363,507
$553,671
$1,917,178
Cash Received
Cash from Operations
Cash Sales
Subtotal Cash from Operations
Additional Cash Received
Sales Tax, VAT, HST/GST Received
New Current Borrowing
New Other Liabilities (interest-free)
New Long-term Liabilities
Sales of Other Current Assets
Sales of Long-term Assets
New Investment Received
Subtotal Cash Received
Expenditures
Expenditures from Operations
Cash Spending
Bill Payments
Subtotal Spent on Operations
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out
Principal Repayment of Current Borrowing
Other Liabilities Principal Repayment
Long-term Liabilities Principal Repayment
Purchase Other Current Assets
Purchase Long-term Assets
Dividends
Subtotal Cash Spent
Net Cash Flow
Cash Balance
Page 28

7.6 Projected Balance Sheet
Estimated balance sheets for the years 2001-2003 are provided below.
Table: Balance Sheet
Pro Forma Balance Sheet

Year 1
Year 2
Year 3
$852,079
$3,354
$970,000
$1,825,433
$1,363,507
$10,104
$970,000
$2,343,610
$1,917,178
$10,989
$970,000
$2,898,167
$3,000,000
$204,996
$2,795,004
$4,620,437
$3,000,000
$409,992
$2,590,008
$4,933,618
$3,000,000
$614,988
$2,385,012
$5,283,179
Year 1
Year 2
Year 3
$70,425
$0
$0
$70,425
$74,586
$0
$0
$74,586
$76,506
$0
$0
$76,506
Total Liabilities
$3,000,000
$3,070,425
$2,941,929
$3,016,515
$2,878,094
$2,954,600
Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
$1,500,000
($265,000)
$315,012
$1,550,012
$4,620,437
$1,500,000
$50,012
$367,092
$1,917,104
$4,933,618
$1,500,000
$417,104
$411,475
$2,328,579
$5,283,179
Net Worth
$1,550,012
$1,917,104
$2,328,579
Assets
Current Assets
Cash
Inventory
Total Current Assets
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
Current Liabilities
Accounts Payable
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
Page 29

7.7 Business Ratios
The company's projected business ratios are provided in the table below. The final column,
Industry Profile, shows significant ratios for the Bowling Center industry, as determined by the
Standard Industry Classification (SIC) Index code 7933.
Table: Ratios
Ratio Analysis
Year 1
Year 2
Year 3
Industry Profile
n.a.
4.99%
5.00%
0.30%
Inventory
Long-term Assets
Total Assets
0.07%
20.99%
39.51%
60.49%
100.00%
0.20%
19.66%
47.50%
52.50%
100.00%
0.21%
18.36%
54.86%
45.14%
100.00%
4.10%
34.80%
44.30%
55.70%
100.00%
Current Liabilities
Total Liabilities
Net Worth
1.52%
64.93%
66.45%
33.55%
1.51%
59.63%
61.14%
38.86%
1.45%
54.48%
55.92%
44.08%
30.10%
23.30%
53.40%
46.60%
100.00%
89.13%
71.72%
3.70%
38.83%
100.00%
89.61%
70.45%
3.70%
40.28%
100.00%
89.99%
69.42%
3.70%
41.17%
100.00%
0.00%
73.90%
3.40%
2.30%
25.92
25.87
66.45%
27.33%
9.17%
31.42
31.29
61.14%
25.53%
9.92%
37.88
37.74
55.92%
23.69%
10.44%
1.59
1.08
53.40%
2.50%
5.30%
Sales Growth
Percent of Total Assets
Percent of Sales
Sales
Gross Margin
Selling, General & Administrative Expenses
Advertising Expenses
Main Ratios
Current
Quick
Total Debt to Total Assets
Pre-tax Return on Net Worth
Pre-tax Return on Assets
Additional Ratios
Year 1
Year 2
Year 3
Net Profit Margin

Return on Equity
17.26%
20.32%
19.16%
19.15%
20.45%
17.67%
n.a
n.a
4.61
12.58
27
0.39
6.82
12.17
29
0.39
4.57
12.17
30
0.38
n.a
n.a
n.a
n.a
1.98
0.02
1.57
0.02
1.27
0.03
n.a
n.a
$1,755,008
2.49
$2,269,025
2.73
$2,821,661
3.00
n.a
n.a
2.53
2%
25.87
1.18
0.00
2.58
2%
31.29
1.00
0.00
2.63
1%
37.74
0.86
0.00
n.a
n.a
n.a
n.a
n.a
Activity Ratios
Inventory Turnover
Accounts Payable Turnover
Payment Days
Total Asset Turnover
Debt Ratios
Debt to Net Worth
Current Liab. to Liab.
Liquidity Ratios
Net Working Capital
Interest Coverage
Additional Ratios
Assets to Sales
Current Debt/Total Assets
Acid Test
Sales/Net Worth
Dividend Payout
Page 30
Page 31
Appendix
Table: Sales Forecast
Sales Forecast
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
12,490
26,731
334
8,796
550
22
800
930
600
6,400
40
2,350
60,043
10,690
22,879
184
8,518
550
22
867
930
600
6,400
40
2,550
54,230
12,709
27,198
167
9,777
270
25
950
930
600
6,400
40
2,250
61,316
10,691
22,880
134
8,155
150
5
833
800
600
6,400
40
1,350
52,038
8,182
17,510
100
8,227
100
15
567
800
600
6,400
40
1,150
43,691
5,673
12,140
150
7,618
400
17
267
750
600
6,400
40
1,200
35,255
5,673
12,140
100
7,982
800
14
267
750
600
6,400
40
1,050
35,816
5,291
11,323
117
7,014
50
20
250
750
600
6,400
40
1,250
33,105
9,818
21,012
234
8,437
80
10
500
800
600
6,400
40
1,750
49,681
9,818
21,012
200
9,636
300
14
567
900
600
6,400
40
2,250
51,737
9,818
21,012
234
9,773
450
10
567
930
600
6,400
40
2,350
52,184
7,364
15,759
550
7,796
300
17
567
930
600
6,400
40
2,100
42,423
Unit Sales
Open Bowling Games
Apparel/Pro Shop
Food and Beverage
Tournament
Special Events
Nursery
Billiards
Locker Rentals
Arcade
Advertisement
Shoe Rental
Total Unit Sales
Unit Prices
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Open Bowling Games
$2.75
$2.75
$2.75
$2.75
$2.75
$2.75
$2.75
$2.75
$2.75
$2.75
$2.75
$2.75
$2.57
$2.57
$2.57
$2.57
$2.57
$2.57
$2.57
$2.57
$2.57
$2.57
$2.57
$2.57
$30.00
$30.00
$30.00
$30.00
$30.00
$30.00
$30.00
$30.00
$30.00
$30.00
$30.00
$30.00
Apparel/Pro Shop
Food and Beverage
Tournament
Special Events
$5.50
$5.50
$5.50
$5.50
$5.50
$5.50
$5.50
$5.50
$5.50
$5.50
$5.50
$5.50
$10.00
$10.00
$10.00
$10.00
$10.00
$10.00
$10.00
$10.00
$10.00
$10.00
$10.00
$10.00
$300.00
$300.00
$300.00
$300.00
$300.00
$300.00
$300.00
$300.00
$300.00
$300.00
$300.00
$300.00
Nursery
$1.50
$1.50
$1.50
$1.50
$1.50
$1.50
$1.50
$1.50
$1.50
$1.50
$1.50
$1.50
Billiards
$8.00
$8.00
$8.00
$8.00
$8.00
$8.00
$8.00
$8.00
$8.00
$8.00
$8.00
$8.00
Locker Rentals
$3.00
$3.00
$3.00
$3.00
$3.00
$3.00
$3.00
$3.00
$3.00
$3.00
$3.00
$3.00
Arcade
$0.25
$0.25
$0.25
$0.25
$0.25
$0.25
$0.25
$0.25
$0.25
$0.25
$0.25
$0.25
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$50.00
$2.00
$2.00
$2.00
$2.00
$2.00
$2.00
$2.00
$2.00
$2.00
$2.00
$2.00
$2.00
Open Bowling Games
$34,348
$29,398
$34,950
$29,400
$22,501
$15,601
$15,601
$14,550
$27,000
$27,000
$27,000
$20,251
$68,699
$58,799
$69,899
$58,802
$45,001
$31,200
$31,200
$29,100
$54,001
$54,001
$54,001
$40,501
Apparel/Pro Shop
$10,020
$5,520
$5,010
$4,020
$3,000
$4,500
$3,000
$3,510
$7,020
$6,000
$7,020
$16,500
Food and Beverage
$48,378
$46,849
$53,774
$44,853
$45,249
$41,899
$43,901
$38,577
$46,404
$52,998
$53,752
$42,878
Tournament
$5,500
$5,500
$2,700
$1,500
$1,000
$4,000
$8,000
$500
$800
$3,000
$4,500
$3,000
Special Events
$6,600
$6,600
$7,500
$1,500
$4,500
$5,100
$4,200
$6,000
$3,000
$4,200
$3,000
$5,100
Nursery
$1,200
$1,301
$1,425
$1,250
$851
$401
$401
$375
$750
$851
$851
$851
Billiards
$7,440
$7,440
$7,440
$6,400
$6,400
$6,000
$6,000
$6,000
$6,400
$7,200
$7,440
$7,440
Advertisement
Shoe Rental
Sales
Page 1
Appendix
Locker Rentals
$1,800
$1,800
$1,800
$1,800
$1,800
$1,800
$1,800
$1,800
$1,800
$1,800
$1,800
$1,800
Arcade
$1,600
$1,600
$1,600
$1,600
$1,600
$1,600
$1,600
$1,600
$1,600
$1,600
$1,600
$1,600
Advertisement
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
Shoe Rental
$4,700
$5,100
$4,500
$2,700
$2,300
$2,400
$2,100
$2,500
$3,500
$4,500
$4,700
$4,200
$192,284
$171,906
$192,597
$155,824
$136,200
$116,500
$119,802
$106,512
$154,274
$165,149
$167,662
$146,120
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$0.13
$0.06
$7.50
$1.37
$0.30
$30.00
$0.15
$0.15
$0.00
$0.00
$0.00
$0.15
$0.11
$0.05
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.09
$0.04
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.11
$0.05
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.17
$0.07
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.18
$0.08
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.19
$0.09
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.09
$0.10
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.14
$0.06
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.14
$0.06
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.13
$0.06
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.20
$0.10
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Open Bowling Games
$1,624
$1,176
$1,144
$1,144
$1,391
$1,021
$1,078
$476
$1,375
$1,375
$1,276
$1,473
$1,604
$1,144
$1,088
$1,144
$1,226
$971
$1,093
$1,132
$1,261
$1,261
$1,261
$1,576
Apparel/Pro Shop
$2,505
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$12,051
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Tournament
$165
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Special Events
$660
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Nursery
$120
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Billiards
$140
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Locker Rentals
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Arcade
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Advertisement
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$353
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$19,220
$2,320
$2,232
$2,288
$2,617
$1,992
$2,170
$1,608
$2,635
$2,635
$2,537
$3,049
Total Sales
Direct Unit Costs
Open Bowling Games
Apparel/Pro Shop
Food and Beverage
Tournament
Special Events
Nursery
Billiards
Locker Rentals
Arcade
Advertisement
Shoe Rental
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
Food and Beverage
Shoe Rental
Subtotal Direct Cost of Sales
Page 2
Appendix
Table: Personnel
Personnel Plan
Manager
All Other Employees
Other
Total People
Total Payroll
0%
0%
0%
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$6,000
$33,000
$0
50
$6,000
$34,000
$0
50
$6,000
$35,000
$0
50
$6,000
$33,000
$0
50
$6,000
$25,000
$0
35
$6,000
$21,000
$0
30
$6,000
$21,000
$0
30
$6,000
$23,000
$0
30
$6,000
$30,000
$0
35
$6,000
$32,000
$0
50
$6,000
$32,000
$0
50
$6,000
$31,000
$0
50
$39,000
$40,000
$41,000
$39,000
$31,000
$27,000
$27,000
$29,000
$36,000
$38,000
$38,000
$37,000
Page 3
Appendix
Table: General Assumptions
General Assumptions
Plan Month
Current Interest Rate
Long-term Interest Rate
Tax Rate
Other
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
10
11
Month 12
12
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
9.50%
9.50%
9.50%
9.50%
9.50%
9.50%
9.50%
9.50%
9.50%
9.50%
9.50%
9.50%
30.00%
25.00%
25.00%
25.00%
25.00%
25.00%
25.00%
25.00%
25.00%
25.00%
25.00%
25.00%
Page 4
Appendix
Table: Profit and Loss
Pro Forma Profit and Loss

Sales
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$192,284
$171,906
$192,597
$155,824
$136,200
$116,500
$119,802
$106,512
$154,274
$165,149
$167,662
$146,120
$19,220
$2,320
$2,232
$2,288
$2,617
$1,992
$2,170
$1,608
$2,635
$2,635
$2,537
$3,049
Food and Beverage
$13,194
$12,812
$14,543
$12,313
$12,412
$11,575
$12,075
$10,744
$12,701
$14,349
$14,538
$11,820
Total Cost of Sales
$32,414
$15,132
$16,775
$14,601
$15,029
$13,567
$14,245
$12,352
$15,336
$16,984
$17,075
$14,869
$159,870
$156,774
$175,822
$141,223
$121,172
$102,933
$105,557
$94,160
$138,938
$148,165
$150,587
$131,251
83.14%
91.20%
91.29%
90.63%
88.97%
88.35%
88.11%
88.40%
90.06%
89.72%
89.82%
89.82%
Payroll
$39,000
$40,000
$41,000
$39,000
$31,000
$27,000
$27,000
$29,000
$36,000
$38,000
$38,000
$37,000
Sales and Marketing and Other

Expenses
Depreciation
$13,590
$12,740
$12,215
$9,650
$12,325
$10,750
$8,810
$15,580
$14,940
$13,520
$12,680
$14,040
$17,083
$17,083
$17,083
$17,083
$17,083
$17,083
$17,083
$17,083
$17,083
$17,083
$17,083
$17,083
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Utilities
$4,300
$4,700
$5,300
$3,500
$3,490
$3,490
$4,000
$3,600
$4,000
$5,300
$5,500
$5,500
Insurance
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$2,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$5,850
$0
$6,000
$0
$6,150
$0
$5,850
$0
$4,650
$0
$4,050
$0
$4,050
$0
$4,350
$0
$5,400
$0
$5,700
$0
$5,700
$0
$5,550
$0
Total Operating Expenses
$81,823
$82,523
$83,748
$77,083
$70,548
$64,373
$62,943
$71,613
$79,423
$81,603
$80,963
$81,173
$78,047
$74,251
$92,074
$64,140
$50,624
$38,560
$42,614
$22,547
$59,515
$66,562
$69,624
$50,078
EBITDA
$95,130
$91,334
$109,157
$81,223
$67,707
$55,643
$59,697
$39,630
$76,598
$83,645
$86,707
$67,161
Interest Expense
$23,750
$23,750
$23,750
$23,750
$23,750
$23,750
$23,750
$23,750
$23,750
$23,750
$23,750
$23,750
Taxes Incurred
$16,289
$12,625
$17,081
$10,097
$6,718
$3,702
$4,716
($301)
$8,941
$10,703
$11,469
$6,582
Net Profit
$38,008
$37,876
$51,243
$30,292
$20,155
$11,107
$14,148
($902)
$26,823
$32,109
$34,406
$19,746
Net Profit/Sales
19.77%
22.03%
26.61%
19.44%
14.80%
9.53%
11.81%
-0.85%
17.39%
19.44%
20.52%
13.51%
Gross Margin
Gross Margin %
Expenses
Leased Equipment
Rent
Payroll Taxes
Other
15%
Page 5
Appendix
Table: Cash Flow
Pro Forma Cash Flow

Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Cash Sales
$192,284
$171,906
$192,597
$155,824
$136,200
$116,500
$119,802
$106,512
$154,274
$165,149
$167,662
$146,120
Subtotal Cash from Operations
$192,284
$171,906
$192,597
$155,824
$136,200
$116,500
$119,802
$106,512
$154,274
$165,149
$167,662
$146,120
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Other Liabilities (interest-free)
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Long-term Liabilities
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Sales of Other Current Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Sales of Long-term Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
New Investment Received
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$192,284
$171,906
$192,597
$155,824
$136,200
$116,500
$119,802
$106,512
$154,274
$165,149
$167,662
$146,120
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$39,000
$40,000
$41,000
$39,000
$31,000
$27,000
$27,000
$29,000
$36,000
$38,000
$38,000
$37,000
$3,978
$117,845
$74,841
$80,576
$67,100
$65,144
$59,320
$59,412
$60,124
$71,927
$77,593
$77,892
$42,978
$157,845
$115,841
$119,576
$98,100
$92,144
$86,320
$88,412
$96,124
$109,927
$115,593
$114,892
Sales Tax, VAT, HST/GST Paid Out
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Principal Repayment of Current Borrowing
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Other Liabilities Principal Repayment
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Long-term Liabilities Principal Repayment
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Purchase Other Current Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Purchase Long-term Assets
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Dividends
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$42,978
$157,845
$115,841
$119,576
$98,100
$92,144
$86,320
$88,412
$96,124
$109,927
$115,593
$114,892
Net Cash Flow
$149,306
$14,061
$76,756
$36,247
$38,100
$24,356
$33,482
$18,101
$58,150
$55,222
$52,070
$31,228
Cash Balance
$414,306
$428,367
$505,123
$541,371
$579,471
$603,827
$637,308
$655,409
$713,559
$768,781
$820,851
$852,079
Cash Received
Cash from Operations
Additional Cash Received

Sales Tax, VAT, HST/GST Received
New Current Borrowing
Subtotal Cash Received

Expenditures
0.00%
Expenditures from Operations

Cash Spending
Bill Payments
Subtotal Spent on Operations
Additional Cash Spent
Subtotal Cash Spent
Page 6
Appendix
Table: Balance Sheet
Pro Forma Balance Sheet

Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$265,000
$0
$970,000
$1,235,000
$414,306
$21,142
$970,000
$1,405,448
$428,367
$18,822
$970,000
$1,417,190
$505,123
$16,591
$970,000
$1,491,714
$541,371
$14,303
$970,000
$1,525,673
$579,471
$11,686
$970,000
$1,561,157
$603,827
$9,694
$970,000
$1,583,520
$637,308
$7,523
$970,000
$1,614,832
$655,409
$5,915
$970,000
$1,631,324
$713,559
$3,279
$970,000
$1,686,839
$768,781
$2,899
$970,000
$1,741,680
$820,851
$2,791
$970,000
$1,793,642
$852,079
$3,354
$970,000
$1,825,433
$3,000,000
$0
$3,000,000
$4,235,000
$3,000,000
$17,083
$2,982,917
$4,388,365
$3,000,000
$34,166
$2,965,834
$4,383,024
$3,000,000
$51,249
$2,948,751
$4,440,465
$3,000,000
$68,332
$2,931,668
$4,457,341
$3,000,000
$85,415
$2,914,585
$4,475,742
$3,000,000
$102,498
$2,897,502
$4,481,022
$3,000,000
$119,581
$2,880,419
$4,495,251
$3,000,000
$136,664
$2,863,336
$4,494,660
$3,000,000
$153,747
$2,846,253
$4,533,092
$3,000,000
$170,830
$2,829,170
$4,570,850
$3,000,000
$187,913
$2,812,087
$4,605,729
$3,000,000
$204,996
$2,795,004
$4,620,437
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
$0
$0
$0
$0
$115,357
$0
$0
$115,357
$72,140
$0
$0
$72,140
$78,338
$0
$0
$78,338
$64,922
$0
$0
$64,922
$63,167
$0
$0
$63,167
$57,340
$0
$0
$57,340
$57,421
$0
$0
$57,421
$57,732
$0
$0
$57,732
$69,341
$0
$0
$69,341
$74,991
$0
$0
$74,991
$75,463
$0
$0
$75,463
$70,425
$0
$0
$70,425
Total Liabilities
$3,000,000
$3,000,000
$3,000,000
$3,115,357
$3,000,000
$3,072,140
$3,000,000
$3,078,338
$3,000,000
$3,064,922
$3,000,000
$3,063,167
$3,000,000
$3,057,340
$3,000,000
$3,057,421
$3,000,000
$3,057,732
$3,000,000
$3,069,341
$3,000,000
$3,074,991
$3,000,000
$3,075,463
$3,000,000
$3,070,425
Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
$1,500,000
($265,000)
$0
$1,235,000
$4,235,000
$1,500,000
($265,000)
$38,008
$1,273,008
$4,388,365
$1,500,000
($265,000)
$75,884
$1,310,884
$4,383,024
$1,500,000
($265,000)
$127,127
$1,362,127
$4,440,465
$1,500,000
($265,000)
$157,420
$1,392,420
$4,457,341
$1,500,000
($265,000)
$177,575
$1,412,575
$4,475,742
$1,500,000
($265,000)
$188,682
$1,423,682
$4,481,022
$1,500,000
($265,000)
$202,830
$1,437,830
$4,495,251
$1,500,000
($265,000)
$201,927
$1,436,927
$4,494,660
$1,500,000
($265,000)
$228,751
$1,463,751
$4,533,092
$1,500,000
($265,000)
$260,860
$1,495,860
$4,570,850
$1,500,000
($265,000)
$295,265
$1,530,265
$4,605,729
$1,500,000
($265,000)
$315,012
$1,550,012
$4,620,437
Net Worth
$1,235,000
$1,273,008
$1,310,884
$1,362,127
$1,392,420
$1,412,575
$1,423,682
$1,437,830
$1,436,927
$1,463,751
$1,495,860
$1,530,265
$1,550,012
Assets
Starting Balances
Current Assets
Cash
Inventory
Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets
Current Liabilities
Accounts Payable
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities
Page 7

Bowling Entertainment Center Business Plan

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For 20 dollars I ended up getting a quarter of a million dollars of

Copyright Palo Alto Software, Inc., 1995-2010 All rights reserved.

This is a business plan. It does not imply an offering of securities.

1.0 Executive Summary.....................................................................................................................1

Kiln Creek Bowling Corporation

Kiln Creek Bowling Corporation

Kiln Creek Bowling Corporation

2.0 Company Summary

Kiln Creek Bowling Corporation

Train Station restaurant

2.1 Company Ownership

Obtain significant investment

Kiln Creek Bowling Corporation

Kiln Creek Bowling Corporation

Liabilities and Capital

Loss at Start-up (Start-up Expenses)

Total Capital and Liabilities

Kiln Creek Bowling Corporation

2.3 Company Locations and Facilities

Kiln Creek Bowling Corporation

Kiln Creek Bowling Corporation

Kiln Creek Bowling Corporation

Total population in the five-mile radius is in excess of 300,000.

4.1.1 Market Needs

Kiln Creek Bowling Corporation

Kiln Creek Bowling Corporation

Chart: Market Analysis (Pie)

Table: Market Analysis

Kiln Creek Bowling Corporation

5.2 Value Proposition

Kiln Creek Bowling Corporation

Chart: Sales by Year

Kiln Creek Bowling Corporation

Open Bowling Games

Open Bowling Games

Direct Unit Costs

Direct Cost of Sales

Kiln Creek Bowling Corporation

Kiln Creek Bowling Corporation

Kiln Creek Bowling Corporation

Kiln Creek Bowling Corporation

Kiln Creek Bowling Corporation

Retired December 2000 Newport News Planning Department Supervisor.

Title: Public Relations/League Coordinator

Kiln Creek Bowling Corporation

7.0 Financial Plan

Adult Night: 35 Weeks, 1,200 people, $8.00/person, League Revenue: $336,000

Kiln Creek Bowling Corporation

Adult Night: 13 Weeks, 600 people, $8.00/person, League Revenue: $62,400

Total League Revenue: $595,200

7.2 Key Financial Indicators

Kiln Creek Bowling Corporation

Chart: Break-even Analysis

Table: Break-even Analysis

Kiln Creek Bowling Corporation

Chart: Profit Yearly

Chart: Gross Margin Monthly

Kiln Creek Bowling Corporation