Bowling Entertainment Center Business Plan

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 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, 14-screen 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.

1. 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.

1. 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.

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

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 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.

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.

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.

4.1 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.

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.

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.)

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.

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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.

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.

5.4 Milestones

The following table presents important events and their scheduled start and ending dates.

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.

6.1 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.

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

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.

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 multi-media 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.

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

7.1 Important Assumptions

NOTES FOR PROJECTIONS

• Fall/Winter Long Season–35 Weeks
• Fall/Winter Short Season–16 Weeks
• Summer Season–13 Weeks

• Real Estate tax $8.60 per $1,000.00 of assessed value.
• Personal Property tax base is 25% of cost of equipment at 4% per thousand.
• Business License is $.20 per $100 for Food & Beverage Revenue and $.36 per $100 for Bowling and Billiards.

1. League Bowler Revenue (see table below)
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:

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

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

7.2 Key Financial Indicators

These benchmark indicators give Kiln Creek Bowling Center a sense of relative comparison for three years of projections.

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.

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.

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.

7.6 Projected Balance Sheet

Estimated balance sheets for the years 2001-2003 are provided below.

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.