Ashanti Water Park Main 2 PDF

1 Ashanti Natural Spring Park :: Business Plan ::
Contents Page
1.0 Executive Summary 4

1.1 Market Opportunity 4
1.2 Growth Opportunity 4
1.3 Objectives 5
1.4 Mission 5
1.5 Keys to Success 5
2.0 Company Summary 6

2.1 Company Ownership 6
2.2 Start Up Plan 6
2.3 Company Location 6
3.0 Products and Services 7

3.1 Products and service descriptions 7
3.2 Competitive comparison 8
3.3 Sales Literature 8

3.4 Sourcing and Fulfilment 9
3.5 Technology 9
3.6 Future Products and Services 9
4.0 Market Analysis Summary 10

4.1 Market segmentation 10
4.2 Target market segment strategy 10
4.3 Market needs 11
4.4 Market trends 11
4.5 Market growth 12
4.6 Industry Analysis and participants 12
4.7 Distribution Patterns 13
4.8 Competitive and Buying Patterns 13

4.9 Main Competitors 14
5.0 Strategy and Implementation Summary 14
5.1 Value Proposition 14
5.2 Competitive Edge 14
5.3 Market Strategy 15

5.4 Positioning Statements 16
5.5 Pricing Strategy 16
5.6 Promotion Strategy 17
5.7 Distribution Patterns 17
5.8 Marketing Programs 17
5.9 Sales Strategy 18
5.10 Sales Forecast 19
5.11 Sales Programs 19
5.12 Milestones 20
6.0 Web Plan Summary 20
6.1 Website Marketing Strategy 21
6.2 Development requirements 21
7.0 Management Summary 21
7.1 Organisation Structure 21
7.2 Management Team 21
7.3 Management Team Gaps 22
7.4 Personnel Plan 23
7.5 Risk Factors 23
***The details below have been attached as appendix

8.0 Financial Plan
8.1 Important Assumptions
8.2 Projected Income Statement
8.3 Projected Cash Flow
8.4 NPV/ IRR Analysis
8.5 Projected Balance Sheet
8.6 Financial Ratios
8.7 Projected Expenditure
8.8 Fixed Asset Schedule
9.0 Appendix
a. Map & Site Plans
b. Pictures
c. Resumes of Professionals
d. Certificates & Licenses

1.0 Executive Summary
Ashanti Natural Spring Park is a limited Liability company a start-up business
seeking to develop the first ever of its kind in Ghana, a world class Water Park on a
100acre land in the Ashanti Region. This business project has come about as a result
of the urgent need and opportunity to tap the great potential existing in tourism and
recreation industry.
This business is with the sole objective of providing affordable and quality water park
experience for families and customers of all ages that will ensure fulfilment for a long
time to come. As a start-up business and a new entrant into this industry, the
business will source for venture capital of $20million from EXIM in the US to
support the construction of a world class water park facility in the Ashanti Region of
Ghana. As a new and unfamiliar business terrain, Ashanti Natural Spring Park Ltd
will secure the services of world class and competent specialists from varied
backgrounds with proven track record in the area of marketing, construction,
management and more. As a start-up, the Ashanti Water Park intends to generate a
total of GHc 15,840mil per annum as revenue through a consistent patronisation
program for its resort. This would be achieved through the flawless implementation
of its strategy and tactics with strict adherence to its timelines.
1.1 Market Opportunity

Currently options for quality outdoor family entertainment is lacking on the
Ghanaian market. More so, there is currently no Water park facility Ghana. This
makes the Ashanti Natural Spring Park conception and development of the world
class water park a prime mover in the tourism industry and a strategic move that will
transform the landscape in Ghana with respect to the change, convenience and
opportunity it will afford its customers. A project of this magnitude will also inject
rapid development into the Ghanaian economy with respect to the creation of jobs
and provision of employment for the varied skills set. In addition, the water park
facility will also generate substantial revenue for the economy due to its affordable
pricing strategy to be implemented.
1.2 Growth Opportunity

Ashanti Natural Spring Park as a start-up company believes in its potential and
envisages attaining a significant growth over the next couple of years. The firm
projects that it can grow between 5% - 10% in revenues over next five (5) years
starting from 2013 upon commencement of operations. Growth will be achieved
through the flawless execution of its sales strategies, marketing programs and
awareness programs within its target market whilst extending its stakes to uncharted

waters. More so, the building of a huge customer database that is hinged on
innovative technology will underpin its growth agenda.
1.3 Objectives
- To secure a 100acre land that will ensure the construction of the water park
facility
- To secure certificates, licenses, permits and industrial regulations and protocol
that will ensure the successful execution of the water park project
- To secure and retain the services of industry professionals and consultants
that will ensure the successful construction of Ashanti Natural Park
- To attract a total average of 50,000 footfalls a month to our ultra-modern
resort and water park during our first year of operations.
- To generate an annual revenue of GHc 15,840, 000 from ticket sales and
others
- To become the number one hot spot location and brand with respect to water
park facilities and family entertainment in Ghana.
- To maintain experienced professionals for the water park facility on full time
and part-time basis
- To build an unwavering loyalty within our clientele base through a consistent
customer relationship management program that will keep our customers
1.4 Mission
The Ashanti Natural Spring Park is the first water park to be established in Ghana
birthed as a result of the gap and need within the recreational and hospitality
industry. Its existence is to achieve the following results:
- To provide a world class entertainment and pleasurable experience through
the creation of a fun park and creative ambience for relaxation.
- To afford our clients and customers opportunity of bonding with friends and
family through our various facilities at the park
- To build a sustainable brand within the industry and to become a reference
point as far as water park recreation and entertainment is concerned.
1.5 Keys to Success

To ensure that this business pans out successfully as planned the following key
performance indicators will be our keys to success:
a. The successful and timely construction and completion of the water park with
all the complimentary facilities and accessories
b. The timely follow-through of our marketing campaigns coupled with a flawless
launch of the water park to attract the targeted audience and participation

c. The professional recruitment and training of key personnel at all levels of the
business to ensure the safety and fulfilment of our promise to our targeted
market niche.
d. The fulfilment and delivery on our value proposition and customer promise to
our target market niche
2.0 Company Summary

Ashanti Natural Spring Park Ltd is a limited liability company with the focus of
delivering world class family entertainment through the provision of quality water
park resources and recreation services.
2.1 Company Ownership

Ashanti Natural Spring Park Ltd is a Limited Liability Company (LLC) which is
jointly owned and managed by the two (2) directors of the business - Eugene N.
Appiah with (95%) holdings and Mary Afua Henewaah Badu with (5%) holdings of
the total business. The remaining two will only have an oversight responsibility in
the decision making processes of the company whilst Mr. Eugene Appiah will have
the sole responsibility of managing the day to day affairs of the business. All two
directors of the business are coming on board with their years of business savvy,
experience, network and competencies.
2.2 Start-Up Plan

The start-up plan of Ashanti Natural Park upon evaluation anticipates a capital
`requirement of $20million to start operations. This capital injection will be used for
the construction of the water park facility, acquisition of the office facility for the
business, launching of the park facility, execution of marketing campaigns,
procurement of equipment, assets and logistics, funding capital requirements coupled
with the hiring of key personnel.
2.3 Company Location

The Ashanti Natural Spring Park will be run on a 100 acre land that will have the
water park facility in addition to having a permanent office at the recreational facility
as well as another office in the national capital (Greater Accra) to handle and
manage clients advance bookings, reservations and strategic marketing.
The business office will be physically located at Plot No. 8 Cedar Crescent Avenue in
Kumasi. It will also operate under the postal address: P.O. Box 4339, Kumasi. All
procurements and furnishings for the office will be added to the start-up cost.

3.0 Products and Services
Products and service descriptions
Ashanti Natural Spring Water Park’s uniqueness within our chosen niche and
industry will be depicted by maintaining a national appeal through the expression of
the rich Ghanaian historical heritage (Gold Coast Era) combined with that of the
glorious reign of the Ashanti Kingdom. Slides and attractions will be named after the
people and places during the era. Educational “points of interest” placards will be
placed throughout the park explaining the history of the people, places, and events of
the famous Gold Coast era in addition to some of the prominent events and names in
History of the Ashanti Kingdom. This is to provide the platform where visitors and
customers get to get first -hand information about Ghana and its people.
 Water Park
A full blown water park set on a 100acre land and innovatively and creatively
developed by Venture Leisure Design. This will provide wide range of water park
experience ranging from water slides, slow river, wave pool and swimming pools.
 Slow River
A secluded water area where there movement will be very slow to provide visitors
and customers particularly adults the opportunity to enjoy the sun and float along
with the tides.
 Jet Skiis
There will be a minimum of 35 Jet Skiis available at our water park resort for use by
our customers on regular. This will be to compliment the other services of our water
park.
 Canoeing
Our cherished customers and visitors will have the opportunity to enjoy supervised
canoeing sessions. 12 standard canoes with roaring pads will be made available for
patrons. Moreso, training through special lesson sessions will also be provided for
interested persons.
 Quad Bikes
with our focus on more thrills for the family, the ever popular quad biking
experience will also be available at our water park facility
 Paintballing
an extremely popular sport in Europe and the Americas, Ashanti Natural Spring
Park aside all its nouveau services will introduce this sport to our facility. In the

presence of our qualified and specialised instructors and supervisors, the equipment
will be available for all lovers of the sport when they visit the facility.
 Food Menu
Aside our regular fun park activities, customers and visitors’ to our water park will be
nourished by a host of food varieties both local and continental. This is to satisfy the
appetites as well as afford expatriates the opportunity to enjoy the taste of our rich
and delicious Ghanaian cuisine. Aside the local dishes to be served, some of the food
will be grill items, food for snacking, salads, beverages and food for kids. There will
also be confectionery as well as a wide variety of ice cream available for sale. Below
are some of the planned food categories:
 Grill Items
Hot Dogs, Hamburgers, Cheeseburgers, Grilled Fish Sandwiches, Grilled Chicken,
Sandwiches, Veggie Burger, Hamburger Combo, Chicken Combo
 Snack Items
Soft Pretzels, Churros, Funnel Cakes, Funnel Cakes / Strawberry, Ice Cream,
Candy, Chips, Pizzas, cupcakes, French Fries, Cornish Pasties/Pie, doughnuts,
Quiche, sausage rolls, éclairs’, etc.
 Salad/Sandwich Items
Caesar Salad, Turkey Sandwich, Chicken Caesar Salad, Tuna Sandwich. There is
also the opportunity to offer customized recipes upon request.
 Beverages/Kids menu
Fountain Soda, Bottled Water, Bottled Drinks, Fruit Juices, Specialty Coffee Drinks
Strawberry Smoothie, Kids Hot Dog/ Kids PBJ/ Kids Nuggets
3.1 Competitive comparison

Currently, there is no existence or semblance of a water park in the country (Ghana).
Some of the existing recreational centres receiving patronisation are the Kakum
national park, Efua Sutherland Children’s park, Mole National Park and game
reserve, Wli falls, just to name a few (*it is worthy to note that these are not maintained to
meet the existing demands from desiring customers)
3.2 Sales Literature

As a start-up, the recreational facility will deploy the use of creative artworks on
various media platforms to ensure the creation of maximum awareness about this
world-class recreational centre. The artwork will be executed on several printed

media platforms including fliers, Posters and very handy brochures that will be given
to visitors and clients at both the facility and the business office locations. More so,
these will further be placed at strategic locations i.e. hotels, embassies and spa
facilities in the country to increase awareness and trial ratings.
3.3 Sourcing and Fulfilment

Ashanti Natural Spring Park will engage the services of consultants such as Venture
Leisure Designs, Exposure Consult Ltd, Asante Wiredu Co Ltd, Good – to- Go Co.
Ltd, etc, business professionals and specialists from various industries i.e.
technology, marketing, finance, food and beverages, insurance, etc. The focus is
geared towards ensuring a smooth implementation and execution of the best
practices that will assure our targeted audience the best and safest form of recreation
and relaxation at our facility. More to this, raw materials, food produce in addition
to any needed tools will be strategically sourced from reputable local and
international vendors with the highest food and safety standards in order to avoid
every possibility of compromise of quality with regards to industrial procedures and
policies.
3.4 Technology
To ensure the successful implementation of the project in addition to maintenance
and sustenance of the organisation vision and mission, Ashanti Natural Spring Park
will deploy the latest and the most innovative technology and platforms from
administration, security, internet protocols, recruitment and training innovations,
food delivery and safety that will run the different facets of the water park facility, as
well as ensuring sustainable human capital, operational management and client
relationship management.
3.5 Future Products and Services

Ashanti Natural Spring Park will in the future expand the existing capacity with
respect to its products and services to fit with the changing times and circumstances.
This is to ensure the fulfilment of the varying clients and visitors needs over time.
Some of these would include a well-stocked bar, a horse race court, a polo club and a
tennis lawn and a lodgement facility to accommodate tourists who would want to
stay longer.
4.0 Market Analysis Summary

Tourism in Ghana is very crucial to the socio-economic development of the country.
The level of business in this industry has been increasing substantially since 1982
(source: www.statsghana.gov.gh). According to the world Economic Forum, the
Ghana’s leisure tourism segment generated over $ 500m in 2010, contributing 2.8%

to GDP ( Source: THE REPORT – Ghana 2011). More so, the domestic business
has grown steadily at an average growth of 45% with patrons visiting national parks,
old castles and forts of the British, Portuguese.
4.1 Market segmentation

The recreation and hospitality market in Ghana can be segmented into two (2)
different categories based on the kind and level of clientele and customers it attracts:
 Domestic Tourism (Locals & Indigents):

This segment deals with the local and natives who seek to provide quality
recreation for themselves as well as their families. Most of the people in this
category are looking for quality entertainment, relaxation and recreation vents to
strengthen bonds between family and friends.
 International Tourism (Regional & Beyond):
This segment deals with a perfect blend of business professionals, expatriates,
visitors and fun lovers who are arrive in Ghana for holiday, projects,
assignments, conferences & meetings, study & training, visiting friends & family,
amongst other reasons. Most of these people work by the clock and have a very
pressuring lifestyle. Hence recreation and relaxation is very crucial to their
family decisions due to their exotic and exposed backgrounds.
4.2 Target market segment strategy

To ensure the achievement of the set expected revenue to be generated as well as the
targeted visitor and audience traffic, the Ashanti Natural Spring Park will target the
following categories of people within the living social class A - D:
 Family Recreation - family unit weekend with head of household

 Family household unit without head of household (weekdays)
 Adults within the ages 19-40
 Older youth ages 11-18 years coming to the park individually or in groups
 School class planned outings, programs and parties for students in both Junior
High School (JHS), Senior High School (SHS) and tertiary ( university and
polytechnic) levels
 Business and corporate groups for their periodic retreats and conferences
 Churches and Special interest groups (Clubs and associations)
 Night Pool Parties market for special adult targets. (The database for this
group has not yet been established.)
 The “after work” patrons who will use the park between the hours of 4:00
P.M. and 8:00 P.M.

4.3 Market needs
The Ghanaian market currently has a huge gap that needs to be filled when it comes
to recreation and relaxation. The current tourism and hospitality cannot meet the
demand for quality and affordable recreation. As it were, the places often frequented
by tourists and locals are the fine beaches, Shopping Malls (Accra Mall, Maxmart,
Melcom Plus, etc) night clubs, restaurants and musical events usually slated around
end of the year. Other places of interests often frequented by tourists, locals and
foreigners are the National Museum, Alwri Botanical Gardens, National Cultural
Centre in Kumasi, Old British , Dutch and Portuguese trading forts and castles, wild
game reserves in the Northern regions, and canopy walks (Kakum) in the central
regions. As it were, the market is in critical need of such recreation parks since this
creates a lasting opportunity for the high and surging demands and gap that requires
to be filled. More so, the water park will also serve as conduit to create more job
opportunities for the young people and professionals in certain quarters and fields
given the low level of employment among graduates and the youth. Domestic
revenue will also rise steadily as it will attract a lot of foreign nationals and tourist
into the country. Lastly, it will also serve as a hub for the gateway to Africa ideology
through the attraction of neighbours from the surrounding countries and regions.
4.4 Market trends

With the changing times and coupled with the rapid development of the Ghanaian
economy due to the construction of roads, the oil finds, introduction and migration
of multinationals into the various sectors of the economy, there is an emerging trend
of a relaxation frenzy among Ghanaians and expatriates. As it were, both domestic
and foreign tourists are all caught up in the relaxation net. The capital (Greater
Accra) is currently experiencing the upsurge of pubs, restaurants, lounges and special
joints attracting traffic of both professionals and families after work. “Nigerians like
the easy-going attitude that Accra has to offer”- THE REPORT Ghana 2011 boldly
affirms. The shopping and weekend relaxation is also another major area that seeks
to hold the attention and interest of tourist. The presence of a Water Park,
guaranteed is the next big thing with respect to recreation in Ghana.
4.5 Market growth

The tourism Industry has experienced a phenomenal growth in recent years.
With Ghana as a preferred tourist destination in the West Africa sub region, the
country consistently witnesses a large number of tourists coming in for business and
pleasure. According to the Ghana Tourist Authority, 802, 779 tourists arrived in
Ghana as at the end of 2009. This represents a 15% growth as compared to the
698,069 tourists same time the previous year. Revenues within the same year grew
by a similar 15% with a recording of $1,615.2million. Domestic Tourism has also

experienced a 45% steady growth between 2002 and 2004 enjoying an average of
105,190 Ghanaians visiting popular forts such cape coast castle, Elmina Castle and
the Kakum National Park. The table below shows the growth in the industry with
respect to tourists and revenue receipts within 2005 and 2009.
TOURISM IN GHANA FACTS & FIGURES

2004 2005 2006 2007 2008 2009
Arrivals ( ‘000s of people) 500,000 428, 533 497,129 586,612 698,069 802,779
Revenue Receipts ($m) 640.00 836.09 986.80 1,172.00 1,403.10 1,615.20
Tourists In Ghana
1,000,000
800,000
600,000
400,000
200,000
0
1 2 3 4 5 6
Arrivals Revenue Receipts ($m)
4.6 Industry Analysis and participants

Within the industry currently, there are a number of players. This span from the
National parks, hotels, tour operators, restaurants and many more. Among the
tourist groups, there are holiday makers, business professionals, visitors of friends
and relatives, transit visitors and more. Below show as at 2009, the participation rate
of tourists in Ghana.
TOURIST IN GHANA 2009
Visiting Friends/Relatives 25%
Business 23%
Holiday 19%
Transit 10%
Conference / Meetings 9%
Study/ Training 8%
Other 6%
TOTAL 100%
Source : The Ghana Report 2011

25% Visiting
Friends/Relatives
Business
23%
100% Holiday
19%
Transit
10%
9%
6% 8% Conference /
Meetings
4.7 Distribution Patterns

As it were, Accra attracts a huge chunk of the tourist traffic due to the large numbers
of the industry players and participants. Accra has more hotels, restaurants, pubs,
with a condensed patronisation rate due it being the country’s capital. However, due
to the rapid development of the economy, more people are relocating back to the
interior regions. With the establishment of the Ashanti Natural Park, this will
literally transform the Ashanti Region landscape making it more attractive for tourist
and the most frequented region in Ghana with respect to tourist travels and human
traffic.
4.8 Competitive and Buying Patterns

With the support of our marketing specialists and consultants, Ashanti Natural
Spring Park has identified the following factors that can be used to favorably
predispose potential visitors and customers to opt for the Company’s products.
Currently most of this is lacking in some of the few or non-existing recreation
facilities in the country today. These factors are outlined below:
 Location
 Cleanliness in every form and every way
 Variety of fun attractions
 Good tasting food and eatables
 Competitive pricing
 Ease of parking and security
 Excellent customer service
 Excellent referrals
The Company believes it is strategically positioned as a new entrant to take
advantage of these key factors to help assure its success.

4.9 Main Competitors
Currently in Ghana, there is no existing competition either direct or immediate as far
as water parks are concerned. However, the major forms of recreation that will erode
some of its market share will be the popular Efua Sutherland Children’s Park,
Kakum National Park (canopy walkway), Cape coast castles, Elmina Castles, Wli
Falls, Mole National Park, Bui, etc which has lost its lustre and excitement as far as
recreation is concerned. We at Ashanti Natural Spring Park believe that upon the
completion and launch of the park for public use, Water Park will become the “in-
thing” in Ghana when it comes to recreation due to the usual compliments of the
increase in temperature as a result of the blazing sun. This will attract more
customers (local and foreigners) from far and near.
By this, competition will be kept at bay.
5.0 Strategy and Implementation Summary

With our focus and vision, Ashanti Natural Park will concentrate on deploying an
effective strategy that will align with our sales plan, promotional plans and the
overall business development of remaining number one water park in the country
and within its market environment. More so, Ashanti Natural Park will ensure the
adherence of strict timelines that will culminate in the timely construction of the
facility in consonance to the flawless execution of all its sales and marketing
strategies.
5.1 Value Proposition

As a start – up company and an unrivalled and nouveau business area within the
country, Ashanti Natural Spring Park will ride on the following as its value
proposition to win and maintain its targeted customers:
 To become the number one household name in Ghana as far as recreation
and the provision of quality family entertainment are concerned
 To provide safe and affordable recreation and relaxation that makes room for
our audience participation.
 To become a leading brand in the provision of water parks across the country
and beyond.
5.2 Competitive Edge

We believe we have a very strong competitive edge that will ensure that we stay the
market leaders for a long time to come. With the launch of our facility, we would be
the number one existing water park in Ghana and the west Africa sub –region. We
will certainly ride on the back of this to promote sales, induce loyalty and ultimately
profits. This notwithstanding, there is currently not a one-stop recreation facility that
will afford our target market the opportunity to have quality recreation and

relaxation through our products and services available at Ashanti Natural Spring
Park. With the presence of our food services, Spa services, variety of water facilities,
swimming pools and more, we are sure to stay in the lead within the industry.
5.3 Marketing Strategy

To maximise the opportunity created by the huge gap and demand for quality
recreational activity that sits and bonds well with family and colleagues, Ashanti
Natural Spring Park Ltd will operate along the following marketing strategies:
 Sustained Awareness Creation – the water park will seek to predispose our
facility to our targeted audience, expatriates and the international community
through constant and consistent top of Mind Awareness (TOMA) using the
following media and platforms:
o Radio – we will engage both our domestic and international clientele and
customers on different frequencies and bandwidth of the existing radio stations
in the country. We will deploy our creative, sing-along, inviting & addictive
jingles and LPMs (Live Presenter Mentions) on patronised frequencies such as
Joy 99.7fm, Sunny 88.7fm, Peace 104.3fm, Citi 97.3fm as well as their affiliates
radio stations nationwide whose content appeal aligns with our marketing plans
o TV – we will also launch a few introductory documentaries on selected TV
frequencies to reinforce our brand campaign voiced by the radio. Some of the
networks to be considered are TV3, Viasat 1, and GTV.
o Newspaper & Print Platform – we will aggressively continue our awareness
program through the flooding of strategic gatherings with very handy name
cards, stickers, fliers, invitation cards as well as flex banners. More so, we will
strategically ensure press inserts some of the influential magazines, popular
local newspapers and brochures to increase reach. i.e. Business In Africa,
Africa Request, Daily Graphic.
 Display Literature
We will also embark on the development of creative and attractive brochures
which will be deployed to most hotels, motels, resorts and restaurants to
complement our marketing efforts.
 Events & Fairs

We will also take advantage of strategic events and fairs which have a high
recognition on the Ghanaian national calendar. We will also actively participate
in children’s fairs, book fairs, schools activities and events as well as
international events. This is to ensure that we are covered and connected at
every point and turn.

 Telemarketing
In the wake of the traffic we seek to direct to our facility, we would need people
to be online 24/7 to be interacting with our market during both night and day.
This is where our marketing team will interact with our targeted audience both
new and existing to inform about our offers and also receive feedback for
improvement areas.
 Web Presence – with the completion of the Ashanti Natural Spring Park
website, we will deploy all the tools to interact with the existing traffic of our
potential target audience who visit and surf the internet daily through various
applications and community sites plus links such as facebook, linkedn, twitter, e-
buddy, yahoo and other blogs, sites, search engines and more.
 Bulk Text Messaging

We will also use the mass messaging platforms to keep our customer base
synced and hooked our programs through constant notifications and updates.
Companies like SMS Ghana will be up for consideration in this regard.
5.4 Positioning Statements

As a world class recreational facility and a curtain raiser in the industry, Ashanti
Natural Spring Park will be positioned to our customers and patrons as the most
desirable place to have quality relaxation and recreation; a positive ambience
affording our clients room for expression; a strong brand that can be trusted to
deliver on promise of continuity through renovation and innovation.
5.5 Pricing Strategy

Ashanti Natural Spring Park will pursue a simple, penetrative and fair pricing policy
that will attract all and sundry within our target market group. By this we would be
able to attract the high end as well as the middle income group. Most of our rates
will also come with tie-ins and conditional products such as foods and extra fun that
will keep our facility busy and full all the time.
5.6 Promotion Strategy

All through the year, specific promotions will be strategically planned, positioned
and executed through the help of the event consultants and specialists on the
calendar to ensure that all the public holidays and events slated around festivities are
all utilised. Some of the special events and national holidays to be targeted are
Valentine’s day, Farmers day, Ramadan, founders day Mother’s day, Father’s day,
Thanksgiving, Christmas, etc. There will be exclusive programs targeted at
individuals and groups that will seize the moment

5.7 Distribution Patterns
We will first introduce our business and park to the surrounding environs where we
are located through specific launches, openings and customer service activities. We
will then move beyond our terrain into the other regions through a road show
activity reinforced by video presentations of our facility in strategic places in the
various regions where we will have traffic and leverage. By this we hope to have
customers and patrons in all ten regions in no time.
5.8 Marketing Programs

To ensure survival through a sustained and consistent patronisation program,
Ashanti Natural Spring Park with the support of its consultants and specialists will
embark on the following marketing programs geared towards promoting the
business, ensuring increased awareness and maximising the sales potential within the
industry in the following ways:
1. Special Park Cards and Affiliate Programs
Special cards will be designed and sold at fairly competitive rates and sold in
advance to attract more visitors and families for exclusive treats and activities.
This is also to ensure prior reservations for exclusive activities by the patrons.
2. We will liaise with some movie production houses, media houses and TV
networks to have some projects shot on our facility to project our brand image.
3. Community Events & Activities –we will also be directly involved with our
immediate community to ensure a constant buy-in and connection. This way
we would be able to induce loyalty within our immediate domain and business
territory
5.9 Operational Plan

Ashanti Natural Spring Park will be constructed by an international water
park development consortium in association with a top notch local real estate
firm with substantial years of experience. The construction of the facility is
anticipated to be completed within a year. The operational plans will address
the following issues and requirements:
 Gate entrance and exit controls

 Ticket sales
 Cashier training and responsibility
 Cash controls
 Management Personnel
 Select General Manager
 Select Marketing Director

 Select Maintenance Supervisor
 Select Clerical Staffing
 Select Food Sales and Catering Director
 Non-Management personnel selection

 Ticket Cashiers
 Park Team Leaders
 Park Lifeguards
 Shallow Water Life Guards
 Ride Attendants
 Food Service Cashiers
 Food Service Workers
 Maintenance Support Personnel

 Janitorial Crew
 Site Security (During season, evening, and off season)
 Flex Personnel to cover breaks and absences
5.10 Sales Strategy

A good game plan that will assure the facility with constant traffic and the
achievement of the set sales target is what Ashanti Natural Spring Park needs and
will strive at maintaining. In this regard, our sales strategies are intended to drive the
human traffic and revenue home to ensure profitability. We will pursue an
aggressive direct sales campaign at our facility through our cashiering team and food
cashiers. More so, we will also run a key accounts schedule by assigning a sales
representative whose core business will to sign up most of the social clubs and
associations in churches, schools and corporate institutions onto our facility
packages. This will ensure an advance sale and payment, as well a increase our
awareness and trial rate.
5.11 Sales Forecast

To ensure that the achievement of the set targets and loan repayment on schedule,
the park forecasts the sales below based on the categorisation of the different sects of
patrons i.e. Churches, corporate institutions, families, tourists, expatriates, etc
5.12 Sales Programs (Revenue Generation Model)

To achieve our targeted sales forecast, the park and business will deploy the services
of twenty (20) direct marketing agents whose sole responsibility will be to market the
services of the water park, particularly the tickets. These agents would work on
targets and be paid on commission. This would be to ensure that most of the tickets

get sold to compliment the efforts and marketing strategy that has been deployed.
The table below depicts the split with respect to each segments contribution to the
total revenue.
REVENUE GENERATION MODEL

%
FACET Projected Revenue Cont FACET BREAKDOWN SUMMARY
Week Day Admissions 270,000 20 30 minutes Tickets (10%)
Weekend Admissions 800,000 61 1Hour Tickets (20%)
Special Events Admissions 250,000 19 Half Day Tickets (30%)
Full Day tickets (40%)
Monthly Total 1320000 Half Day Tickets
Annual Total 15840000 100% Full Day tickets
Private Parties per year per group (10)
Night Pool Parties per group (10)
Birthday Bashes per group(10)
Breakdown of Mechanics
1. Week day & Weekend Admissions
Starting out, our sales, cashier and food teams will aggressively market our products
and services through an advance ticketing system that ensures that all our patrons
pay for every service enjoy are paid tied to the ticket or at the handy pay points that
will be manned on our facility. Week day and weekend tickets will be the regular
tickets to be sold.
2. Sale of Advance Tickets
The park will focus on selling advance tickets to through its direct sales agents to
corporate institutions, churches and all the set targets to ensure that all year round
there is a constant traffic at the park.
3. Events & Occasions
Ashanti Natural Spring Park will also sell tickets to groups and individuals who are
celebrating an event or special occasions through our Night pool parties and birthday
bashes.
4. Special Group Sales Packages
this would be our step to building lasting relationships with our clients and
customers. We would target institutions, churches, clubs and associations to offer
them specific discounts and special rates based on planned frequency of visits and
number of times during the year. This is to secure our revenue numbers ahead of
time.

5.13 Milestones
To ensure the flawless execution and a timely roll out campaign of all activities of the
business, the construction of the water park is to be completed by or on May 2013 all
things being equal. More so, the firm hopes to kick-start operations in October upon
the furnishing of its office. In summary Ashanti Natural Spring Park will follow the
below milestones for successful achievement:
GANNT CHART - ASHANTI NATURAL PARK - 2012

Q1 Q2 Q3 Q4
ACTIVITY J F M A M J J A S O N D
Sourcing of Venture Capital - EXIM
Acquisition of Land
Appointments of Consultants &
Specialists
Acquisition of Licenses & Permits
Construction of Water Park-
12months (May 2013) 2013
Recruitment of All Staff - Q1 0f 2013 2013
Kick - Start Operations
Rolling out of Marketing Campaign
Grand Opening of Water Park
6.0 Web Plan Summary

A comprehensive website that will encompass ticket sales, awareness creation,
interactive online activities and a strategic business positioning agenda will be
professionally developed for Ashanti Natural Spring Park ltd using all the current
available tools and resources in website development (design, hosting and payment
platforms)
6.1 Website Marketing Strategy

The operations of Ashanti Natural Spring Park will not be complete without a full
blown state of the art website. Hence the firm will engage the services of a Marketing
communications firm i.e. Exposure Consult Ltd to design, host and manage an
informative website platform for the water park. The expanse of design and layout
will be in sync with our marketing strategy. Hence a homepage, tickets page, About
us page, picture gallery, raffles and competition, special registration and log in page
in addition to many more will be considered. Moreso, it will have a secured
payment platform through which clients can make advance bookings. The site
development will also encompass domain registration, updates and continuous

hosting to ensure a sustainable connection and interaction between the facility and its
customers.
6.2 Development requirements

to achieve this, the contracted firm will deploy the use of the innovative tools in web
designing and development such as HTML, XML, JAVA scripting, MySQL, PHP
and more. More importantly, it will ensure the use of creative and catchy
backgrounds and layouts that will make it easy for navigation and user friendly. It
will also make use of all the community tools (Facebook, Twitter, linkedn, Ovi,
Badoo, Google+, etc). The website will also deploy a component of e-commerce into
its platform to enable the use of online sales ticketing and reservation systems that
will ensure a growth in sales.
7.0 Management Summary

7.1 Organisation Structure
Ashanti Natural Spring Park will be managed by three Directors, two who will not
have direct responsibility on the business. The firm will have one (1) managing
director who will have full responsibility on the day-to-day running of the business.
He would be assisted by an operations manager, a finance director, a marketing
manager and client’s relationship manager. All these people will be supported by a
competent sales team, drivers, life guards and other support team as captured in the
organogram. Attached to the business plan are the CVs of the management team.
7.2 Management Team

Ashanti Natural Spring Park will be managed and evaluated by three (3) Directors
with only one having an active role in the business. All the directors of the business
have immense experience in construction (buildings & roads) in addition to project
management. Some of the responsibilities of the directors will be as follows but not
limited to:
 To support the management staff with a critical oversight responsibility
 To ensure the alignment of the sales plans and target to be in consonance
with the overall business objectives
 To recommend new ways and alternatives that can be incorporated into
future plans and activities
Ashanti Natural Spring Water Park will be evaluated by its Board of Directors
including the managing Director. They will be responsible for recommendations to
the Managing director, the property management company and the investors in the
Ashanti Natural Spring Park and other stakeholders.

The recommendations of the board will follow the outline below:
a. To review income expense with the park recommendations to maximize
the net generated income.
b. To Review operational procedures that include safety, staffing, training,
and new revenue sources and implementation of global recreational best
practices within the industry.
c. To review the marketing plan recommendations and assist the managing
Director and operational managers in selecting their target income and an
overview of what they would recommend to increase the number of
admissions to the park.
d. Ticket pricing - maintain and review pricing based on continuous tracking
through price survey and analysis.
e. To provide recommendations on concessions with comments on quality of
food, pricing of food sales, selection of menu and any additions or
deletions to the food concession menu.
f. To review locker income and equipment sales and make recommendations
on how to improve net income food concessions.
g. To review the country store operations, gross income, sale items, and make
recommendations to add or delete sale items that are carried by the general
store.
h. To review all cash control, computer programs, and reporting procedures.
i. To review operations and maintenance procedures and provide
recommendations for improvements and additional attractions.
7.3 Management Team Gaps

In the future, Ashanti Natural Spring Park will need to expand due to the expected
demand for its recreational services. In view of this, more investment will be needed
to increase the current staff strength in areas of catering, maintenance, operations
and sales. More importantly additional chefs and food connoisseurs will be recruited;
a competent IT specialist and a media specialist will be hired to manage that segment
of the business including its ICT infrastructure.
7.4 Personnel Plan

Hinged on the notion that a company’s greatest asset is human capital it deploys for
its operations, Ashanti Natural Spring Park will run on a simple but strategic game
plan for its personnel. This would ensure the recruitment of results oriented
professionals and artisans who will deliver the expected targets. A recruitment firm
will be engaged to handle the recruitment of personnel for both direct staff,
management, third party agencies and staff working on part time basis. As per a

written brief, high grade professionals with the minimum of HND (Higher National
Diploma) will be the ceiling for the direct staff whilst a minimum of SHS (Senior
High School) qualification with speaking and writing proficiency will be considered
for the third party and indirect staff. In total, 102 personnel will be engaged to work
with the firm. 17 people will work on full time basis whilst the remaining 85 will
work on part time basis. The personnel plan of Ashanti Natural Spring Water Park
has been attached as an appendix to the plan.
7.5 Risk Factors

 Distinguishing the Company to Customers
Ashanti Natural Spring Park generates its revenues from selling water park
entertainment to its targeted market. As a firm we should be able to deliver on
our promises and values as a trustworthy and reliable vendor who would go to
great lengths to ensure that our clients are fulfilled all the time.
Mitigation:
- Execute our interactive marketing campaigns
- Maximise Sales activities
- Participate social events that have high traffic and attendance ratings.
 Attracting and Retaining Qualified Staff

Ashanti Natural Spring Park must be able to attract qualified professionals to its
staff. This is very crucial to its growth and reputation within the industry. To this
end it will be very important for the firm to nurture a loyalty culture among its
employees on all levels in order to reduce staff turnover.
Mitigation Strategy:
- Provide excellent working conditions
- The provision of an attractive and competitive pay package
- Implement an industry competitive benefit plan
- Ensure the opportunity for staff growth, mobility and promotion
- Implement recognition programs
- Maintain a working culture that nurtures performance
 Retaining a Loyal customer Base

To survive in our chosen industry, we must be ready to be positioned as a results
oriented firm with reliable entertainment solutions.
Mitigation Strategy:
- Go the extra mile for our customers to assure referrals
- Win endorsements from a sizeable chunk of our customers

 No Barriers to entry
Competition could attempt to enter the market. Mitigation Strategy will be to
execute our actions flawlessly coupled with the replication of the construction of
our water park facility at strategic places in the various regional capitals across
the country.
8.0 Financial Plan

8.1 Important Assumptions
8.2 Projected Income Statement
8.3 Projected Cash Flow
8.4 NPV/ IRR Analysis
8.5 Projected Balance Sheet
8.6 Financial Ratios
8.7 Projected Expenditure
8.8 Fixed Asset Schedule
9.1 Appendix
e. Map & Site Plans
f. Pictures
g. Resumes of Professionals
h. Certificates & Licenses

ASHANTI NATURAL SPRING PARK - PERSONNEL PLAN
HUMAN RESOURCE PLAN

ROLES (Full Time) 2012 2013 2014
Directors 2 2 2
Managing Director 1 1 1
Secretary 1 1 1
Operations Manager 1 1 1
Financial Controller 1 1 1
Marketing Manager 1 1 1
Client Service Officer 1 1 1
IT Support Specialist 2 2 3
Administrative Assistants (Mktg & Sales) 3 3 3
Caterers 2 3 3
Chef 2 3 4
17 19 21
SUPPORT STAFF (Part time)
Drivers 5 5 5
Park Life Guards 30 30 30
Maintenance team 5 5 5
Cleaners & Janitorial Crew 10 10 10
Sales Agents ( fixed + commission) 10 10 10
Ticket Cashiers 4 4 4
Park Team Leader 2 2 2
Ride Attendants 5 5 5
Food Service Cashiers 5 5 5
Food Service Workers 4 4 4
Facility Site Security 5 5 5
85 85 85
102 104 106
* Any further adjustments will be made as and when necessary after the first Year of operation

Appendix: ORGANOGRAM OF ASHANTI NATURAL SPRING PARK
Managing
Director 1
Director
Psnal. Asst /
Secretary
Finance /
Operations Accountant Marketing
Manager Chef (2) IT Specialist (2)
C'troller Manager
Administration Ticket 2 Direct Mktg

Drivers Life Guards Caterers (2)
Supervisors
Cashiers Agents
Maintenance Ride Site Food

Team Attendants Security Cashiers
Cleaners / Food Service

Janitorial crew Security

ASHANTI NATURAL SPRING PARK LTD
Projected Income Statement
25% Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
GH¢ GH¢ GH¢ GH¢ GH¢ GH¢ GH¢ GH¢ GH¢ GH¢
Turnover 15,840,000 17,265,600 18,819,504 20,513,259 22,359,453 23,701,020 25,123,081 26,630,466 28,228,294 29,921,992
Cost of sales -
Gross Profit 15,840,000 17,265,600 18,819,504 20,513,259 22,359,453 23,701,020 25,123,081 26,630,466 28,228,294 29,921,992
Selling,Gen & Admin exp 2,999,116 3,112,324 3,238,013 3,377,652 3,552,891 3,310,306 3,461,981 3,629,676 3,802,888 4,625,011
Operating profit 12,840,884 14,153,276 15,581,491 17,135,607 18,806,561 20,390,714 21,661,100 23,000,790 24,425,406 25,296,980
Other income
Earnings Before Interest and Tax 12,840,884 14,153,276 15,581,491 17,135,607 18,806,561 20,390,714 21,661,100 23,000,790 24,425,406 25,296,980
Interest 10,200,000 10,200,000 9,066,667 7,933,333 6,800,000 5,666,667 4,533,333 3,400,000 2,266,667 1,133,333
Profit before tax 2,640,884 3,953,276 6,514,824 9,202,274 12,006,561 14,724,048 17,127,767 19,600,790 22,158,739 24,163,647
Tax 660,221 988,319 1,628,706 2,300,568 3,001,640 3,681,012 4,281,942 4,900,198 5,539,685 6,040,912
Profit transferred to Income Surplus 1,980,663 2,964,957 4,886,118 6,901,705 9,004,921 11,043,036 12,845,825 14,700,593 16,619,054 18,122,735
INCOME SURPLUS ACCOUNT
Balance b/d 1,980,663 4,945,620 9,831,738 16,733,443 25,738,364 36,781,400 49,627,225 64,327,818 80,946,872
Profit from P&L 1,980,663 2,964,957 4,886,118 6,901,705 9,004,921 11,043,036 12,845,825 14,700,593 16,619,054 18,122,735
Balance c/d 1,980,663 4,945,620 9,831,738 16,733,443 25,738,364 36,781,400 49,627,225 64,327,818 80,946,872 99,069,607

Projected Balance Sheet
As at As at As at As at As at As at As at As at As at As at
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
GH¢ GH¢ GH¢ GH¢ GH¢ GH¢ GH¢ GH¢ GH¢ GH¢
Fixed Assets 17,839,471 15,928,353 14,017,236 12,106,118 10,675,000 13,104,471 11,553,353 10,002,236 8,913,618 9,839,471
17,839,471 15,928,353 14,017,236 12,106,118 10,675,000 13,104,471 11,553,353 10,002,236 8,913,618 9,839,471
Current Assets
Accounts receivable 250,000 272,500 297,025 323,757 352,895 374,069 396,513 420,304 445,522 472,254
Debtors
Taxation 660,221 988,319 1,628,706 2,300,568 3,001,640 3,681,012 4,281,942 4,900,198 5,539,685 6,040,912
Cash and Bank Balances 28,924,392 30,075,177 32,018,513 35,982,587 41,575,488 45,327,335 54,865,524 66,261,623 79,117,013 91,465,143
Total Current Assets 29,834,613 31,335,996 33,944,244 38,606,912 44,930,023 49,382,416 59,543,979 71,582,125 85,102,220 97,978,308
Current Liabilities
Accounts Payable 833,200 908,188 989,925 1,079,018 1,176,130 1,246,698 1,321,499 1,400,789 1,484,837 1,573,927
Loan Interest 10,200,000 10,200,000 9,066,667 7,933,333 6,800,000 5,666,667 4,533,333 3,400,000 2,266,667 1,133,333
Taxation 660,221 988,319 1,628,706 2,300,568 3,001,640 3,681,012 4,281,942 4,900,198 5,539,685 6,040,912
Total Current Liabilities 11,693,421 12,096,507 11,685,298 11,312,920 10,977,770 10,594,376 10,136,774 9,700,987 9,291,188 8,748,172
Net Current Assets 18,141,192 19,239,489 22,258,947 27,293,992 33,952,253 38,788,040 49,407,205 61,881,138 75,811,032 89,230,136
Total Net Assets 35,980,663 35,167,842 36,276,183 39,400,110 44,627,253 51,892,511 60,960,558 71,883,373 84,724,650 99,069,607
Financed by
Stated capital - - - - - - - - - -
Income Surplus 1,980,663 4,945,620 9,831,738 16,733,443 25,738,364 36,781,400 49,627,225 64,327,818 80,946,872 99,069,607
Loan 34,000,000 30,222,222 26,444,444 22,666,667 18,888,889 15,111,111 11,333,333 7,555,556 3,777,778 0
35,980,663 35,167,842 36,276,183 39,400,110 44,627,253 51,892,511 60,960,558 71,883,373 84,724,650 99,069,607
- - - - - - - - - -
Ratio Analysis
Average age of debtors - - - - - - - - - -
Current ratio 2.55 2.59 2.90 3.41 4.09 4.66 5.87 7.38 9.16 11.20
Quick ratio 2.53 2.57 2.88 3.38 4.06 4.63 5.83 7.34 9.11 11.15
Cash ratio 2.47 2.49 2.74 3.18 3.79 4.28 5.41 6.83 8.52 10.46
Return on capital employed % 36% 40% 43% 43% 42% 39% 36% 32% 29% 26%
Return on equity 100% 60% 50% 41% 35% 30% 26% 23% 21% 18%
Debt/Equity ratio 22.74 8.36 3.71 1.89 1.04 0.60 0.35 0.19 0.09 0.03
Debt/Total capital ratio 1.25 1.18 1.01 0.80 0.60 0.42 0.28 0.17 0.09 0.03

Projected Cash Flow Statement
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Earnings before tax and interest 12,840,884 14,153,276 15,581,491 17,135,607 18,806,561 20,390,714 21,661,100 23,000,790 24,425,406 25,296,980
Depreciation 1,911,118 1,911,118 1,911,118 1,911,118 1,931,118 1,551,118 1,551,118 1,551,118 1,538,618 2,154,736
Change in accounts receivable (250,000) (22,500) (24,525) (26,732) (29,138) (21,174) (22,444) (23,791) (25,218) (26,731)
Change in accounts payable 833,200 74,988 81,737 89,093 97,112 70,568 74,802 79,290 84,047 89,090
Tax paid (660,221) (988,319) (1,628,706) (2,300,568) (3,001,640) (3,681,012) (4,281,942) (4,900,198) (5,539,685) (6,040,912)
Changes in Stock - - - - - - - - -
Net Operating Cash Flow 14,674,981 15,128,563 15,921,114 16,808,517 17,804,012 18,310,214 18,982,634 19,707,210 20,483,168 21,473,163
source of funds:
Equity - - - - - - - - - -
Loan 34,000,000 - - - - - - - - -
Total source 48,674,981 15,128,563 15,921,114 16,808,517 17,804,012 18,310,214 18,982,634 19,707,210 20,483,168 21,473,163
Working capital - - - - - - - - -
Capital Spending 19,750,589 - - 500,000 3,980,589 450,000 3,080,589
Interest Paid 10,200,000 10,200,000 9,066,667 7,933,333 6,800,000 5,666,667 4,533,333 3,400,000 2,266,667
loan reduction 3,777,778 3,777,778 3,777,778 3,777,778 3,777,778 3,777,778 3,777,778 3,777,778 3,777,778
TOTAL USES 19,750,589 13,977,778 13,977,778 12,844,444 12,211,111 14,558,367 9,444,444 8,311,111 7,627,778 9,125,033
Net cash flow 28,924,392 1,150,785 1,943,337 3,964,073 5,592,901 3,751,847 9,538,189 11,396,099 12,855,390 12,348,130
Cummulative cash flow 28,924,392 30,075,177 32,018,513 35,982,587 41,575,488 45,327,335 54,865,524 66,261,623 79,117,013 91,465,143
Adjusted cash flow for NPV analysis
30% 0 1 2 3 4 5 6 7 8 9 10
Net operating cash flow 0 14,674,981 15,128,563 15,921,114 16,808,517 17,804,012 18,310,214 18,982,634 19,707,210 20,483,168 21,473,163
Capital spending 19,750,589 - - - - - - -
Net working capital 14,249,411 - - - - 14,249,411
Asset residual - - - - 9,839,471
Total project cash flow (34,000,000) 14,674,981 15,128,563 15,921,114 16,808,517 17,804,012 18,310,214 18,982,634 19,707,210 20,483,168 45,562,045
Adjusted Cummulative cash flow (34,000,000) (19,325,019) (4,196,456) 11,724,658 28,533,176 46,337,188 64,647,402 83,630,036 103,337,246 123,820,413 169,382,458
Discounted cash flow (34,000,000) 11,288,447 8,951,812 7,246,752 5,885,129 4,795,138 3,793,441 3,025,192 2,415,896 1,931,554 3,304,986
Net Present Value at 4,167,279
Internal Rate of Return 47%

FIXED ASSET SCHEDULE
Office
Plant & Motor Construction furniture
Machinery Land Vehicle Computers Building and fittings Total
Year 1
Cost GH¢ GH¢ GH¢ GH¢ GH¢
Beginning Balance as year i 5,680,589 4,450,000 270,000 150,000 9,000,000 200,000 19,750,589
Additions - -
Disposals -
Ending Balance 5,680,589 4,450,000 270,000 150,000 9,000,000 200,000 19,750,589
Accumulated Depreciation 20.0% 0.0% 25.0% 25.0% 7.0% 20.0%
Beginning balance -
Charge for the year 1,136,118 - 67,500 37,500 630,000 40,000 1,911,118
Disposals
Balance at end 1,136,118 - 67,500 37,500 630,000 40,000 1,911,118
4,544,471 4,450,000 202,500 112,500 8,370,000 160,000 17,839,471
Year 2
Cost GH¢ GH¢ GH¢ GH¢ GH¢
Additions -
Disposals -
Ending Balance 5,680,589 4,450,000 270,000 150,000 9,000,000 200,000 19,750,589
Beginning balance 1,136,118 - 67,500 37,500 630,000 40,000 1,911,118

Balance at end 2,272,236 - 135,000 75,000 1,260,000 80,000 3,822,236
3,408,353 4,450,000 135,000 75,000 7,740,000 120,000 15,928,353

Year 3
Cost ¢ ¢ ¢ ¢ ¢
Additions
Disposals
Ending Balance 5,680,589 4,450,000 270,000 150,000 9,000,000 200,000 19,750,589
Beginning balance 2,272,236 - 135,000 75,000 1,260,000 80,000 3,822,236

Balance at end 3,408,353 - 202,500 112,500 1,890,000 120,000 5,733,353
2,272,236 4,450,000 67,500 37,500 7,110,000 80,000 14,017,236
Year 4
Cost ¢ ¢ ¢ ¢ ¢
Additions -
Disposal
Ending Balance 5,680,589 4,450,000 270,000 150,000 9,000,000 200,000 19,750,589

Balance at end 4,544,471 - 270,000 150,000 2,520,000 160,000 7,644,471

Additions
- - - - -
1,136,118 4,450,000 - - 6,480,000 40,000 12,106,118

Year 5
Cost ¢ ¢ ¢ ¢ ¢
Additions 300000 200000 500,000
Disposals
Ending Balance 5,680,589 4,450,000 570,000 350,000 9,000,000 200,000 20,250,589

Balance at end 5,680,589 - 345,000 200,000 3,150,000 200,000 9,575,589
- 4,450,000 225,000 150,000 5,850,000 - 10,675,000
Year 6
Cost ¢ ¢ ¢ ¢ ¢
Additions 3,680,589 300,000 3,980,589
Disposals
Ending Balance 9,361,178 4,450,000 570,000 350,000 9,000,000 500,000 24,231,178

Charge for the year 736,118 - 75,000 50,000 630,000 60,000 1,551,118
Balance at end 6,416,707 - 420,000 250,000 3,780,000 260,000 11,126,707
2,944,471 4,450,000 150,000 100,000 5,220,000 240,000 13,104,471
Year 7
Cost ¢ ¢ ¢ ¢ ¢
Additions 0 -
Disposals
Ending Balance 9,361,178 4,450,000 570,000 350,000 9,000,000 500,000 24,231,178

Balance at end 7,152,825 - 495,000 300,000 4,410,000 320,000 12,677,825
2,208,353 4,450,000 75,000 50,000 4,590,000 180,000 11,553,353
Year 8
Cost ¢ ¢ ¢ ¢ ¢
Additions 0 -
Disposals
Ending Balance 9,361,178 4,450,000 570,000 350,000 9,000,000 500,000 24,231,178

Balance at end 7,888,942 - 570,000 350,000 5,040,000 380,000 14,228,942
32 1,472,236 4,450,000 - Ashanti

- Natural
3,960,000Spring Park :: Business
120,000 10,002,236 Plan ::
Year 9
Cost ¢ ¢ ¢ ¢ ¢
Additions 200000 250000 0 450,000
Disposals
Ending Balance 9,361,178 4,450,000 770,000 600,000 9,000,000 500,000 24,681,178

Balance at end 8,625,060 - 620,000 412,500 5,670,000 440,000 15,767,560
736,118 4,450,000 150,000 187,500 3,330,000 60,000 8,913,618
Year 10
Cost ¢ ¢ ¢ ¢ ¢
Additions 2,680,589 400,000 3,080,589
Disposals
Ending Balance 12,041,767 4,450,000 770,000 600,000 9,000,000 900,000 27,761,767

Balance at end 9,897,296 - 670,000 475,000 6,300,000 580,000 17,922,296
2,144,471 4,450,000 100,000 125,000 2,700,000 320,000 9,839,471

NO NAME BASIC 5% TAX PAY TAX 12.50% NET PAY TOTAL To SSNIT
Director 1,000.00 50.00 950.00 164.00 125.00 786.00 1,125.00 175.00
1.00 Director 1,000.00 50.00 950.00 164.00 125.00 786.00 1,125.00 175.00
2.00 Managing Director 1500 75.00 1,425.00 282.75 187.50 1,142.25 1,687.50 262.50
Secretary 500 25.00 475.00 69.63 62.50 405.38 562.50 87.50
Operations Mgr 800 40.00 760.00 119.50 100.00 640.50 900.00 140.00
Financial Controller 1000 50.00 950.00 164.00 125.00 786.00 1,125.00 175.00
Marketing Manager 700 35.00 665.00 102.88 87.50 562.13 787.50 122.50
Client Service Officer 400 20.00 380.00 53.00 50.00 327.00 450.00 70.00
IT Support Specialist 600 30.00 570.00 86.25 75.00 483.75 675.00 105.00
Administrative Assitants (Mktg & Sales)200.00 10.00 190.00 19.75 25.00 170.25 225.00 35.00
Caterer 800.00 40.00 760.00 119.50 100.00 640.50 900.00 140.00
Caterer 800.00 40.00 760.00 119.50 100.00 640.50 900.00 140.00
Chef 800.00 40.00 760.00 119.50 100.00 640.50 900.00 140.00
Chef 800.00 40.00 760.00 119.50 100.00 640.50 900.00 140.00
Driver 200.00 10.00 190.00 19.75 25.00 170.25 225.00 35.00
Driver 200.00 10.00 190.00 19.75 25.00 170.25 225.00 35.00
Driver 200.00 10.00 190.00 19.75 25.00 170.25 225.00 35.00
Driver 200.00 10.00 190.00 19.75 25.00 170.25 225.00 35.00
Driver 200.00 10.00 190.00 19.75 25.00 170.25 225.00 35.00
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50

Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Guards 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Maintenance team 180.00 9.00 171.00 16.43 22.50 154.58 202.50 31.50
Cleaners & Janitorial Crew 50.00 2.50 47.50 1.75 6.25 45.75 56.25 8.75
Sales Agents ( fixed + cmssn) 150.00 7.50 142.50 11.44 18.75 131.06 168.75 26.25
Ticket Cashiers 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Ticket Cashiers 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Ticket Cashiers 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Ticket Cashiers 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Park Team Leader 150.00 7.50 142.50 11.44 18.75 131.06 168.75 26.25
Park Team Leader 150.00 7.50 142.50 11.44 18.75 131.06 168.75 26.25
Ride Attendants 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Ride Attendants 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Ride Attendants 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Ride Attendants 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Ride Attendants 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50

Food Service Cashiers 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Food Service Workers 100.00 5.00 95.00 6.50 12.50 88.50 112.50 17.50
Facility Site Security 150.00 7.50 142.50 11.44 18.75 131.06 168.75 26.25
TOTAL 21,050.00 1,052.50 19,997.50 2,448.06 2,631.25 17,549.44 23,681.25 3,683.75
21,233.19 254,798.25


Ashanti Water Park Main 2 PDF

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Ashanti Water Park Main 2 PDF

Uploaded by

Copyright:

Available Formats

1 Ashanti Natural Spring Park :: Business Plan ::

1.0 Executive Summary 4

2.0 Company Summary 6

3.0 Products and Services 7

3.3 Sales Literature 8

4.0 Market Analysis Summary 10

4.8 Competitive and Buying Patterns 13

2 Ashanti Natural Spring Park :: Business Plan ::

***The details below have been attached as appendix

3 Ashanti Natural Spring Park :: Business Plan ::

1.1 Market Opportunity

1.2 Growth Opportunity

4 Ashanti Natural Spring Park :: Business Plan ::

1.5 Keys to Success

5 Ashanti Natural Spring Park :: Business Plan ::

2.0 Company Summary

2.1 Company Ownership

2.2 Start-Up Plan

2.3 Company Location

6 Ashanti Natural Spring Park :: Business Plan ::

7 Ashanti Natural Spring Park :: Business Plan ::

3.1 Competitive comparison

3.2 Sales Literature

8 Ashanti Natural Spring Park :: Business Plan ::

3.3 Sourcing and Fulfilment

3.5 Future Products and Services

4.0 Market Analysis Summary

9 Ashanti Natural Spring Park :: Business Plan ::

4.1 Market segmentation

 Domestic Tourism (Locals & Indigents):

4.2 Target market segment strategy

 Family Recreation - family unit weekend with head of household

10 Ashanti Natural Spring Park :: Business Plan ::

4.4 Market trends

4.5 Market growth

11 Ashanti Natural Spring Park :: Business Plan ::

TOURISM IN GHANA FACTS & FIGURES

Arrivals Revenue Receipts ($m)

4.6 Industry Analysis and participants

12 Ashanti Natural Spring Park :: Business Plan ::

4.7 Distribution Patterns

4.8 Competitive and Buying Patterns

13 Ashanti Natural Spring Park :: Business Plan ::

5.0 Strategy and Implementation Summary

5.1 Value Proposition

5.2 Competitive Edge

14 Ashanti Natural Spring Park :: Business Plan ::

5.3 Marketing Strategy

 Events & Fairs

15 Ashanti Natural Spring Park :: Business Plan ::

 Bulk Text Messaging

5.4 Positioning Statements

5.5 Pricing Strategy

5.6 Promotion Strategy

16 Ashanti Natural Spring Park :: Business Plan ::

5.8 Marketing Programs

5.9 Operational Plan

 Gate entrance and exit controls

17 Ashanti Natural Spring Park :: Business Plan ::

 Non-Management personnel selection

 Maintenance Support Personnel

5.10 Sales Strategy