Wild Oasis Business Plan
BUSINESS PLAN WILD OASIS
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1039 Thurman Avenue
Cliff, Massachusetts 01862
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The Wild Oasis nightclub provides a local solution to the lack of dance and live music venues in a medium-sized market, and will help keep late-night entertainment expenditures within the region. The company's good grasp of how to market a nightclub adds to the plan's attractiveness.
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• ORGANIZATIONAL PLAN
• MARKETING PLAN
• MANAGEMENT PLAN
• FINANCIAL DOCUMENTS
ORGANIZATIONAL PLAN
Industry Description
Dance clubs in the 1990s have significantly impacted cities from coast to coast. Los Angeles Hollywood, New York's Times Square, and Seattle's Pioneer Square are just a few examples. Dazzling their audiences with high-powered lights, sound, and music, these venues are still one of the highest cash flow businesses in the world. Studies have shown that the average person will spend three to four hours per weekend in an entertainment environment and will spend an average of 20 to 50 dollars in that timeframe. This trend also shows no signs of declining.
The typical dance club is open from 9:00 P.M. to 2:00 A.M., and within this span of five hours, the venue can achieve gross revenues anywhere from $5,000 to $35,000 nightly. The primary sources of revenue in a nightclub are high-volume traffic, coupled with nominal spending. In addition to alcohol revenues, a nightclub also generates substantial revenues from door charges that can typically range from five to ten dollars per person.
For example, a 1,000-person capacity nightclub will typically accommodate approximately 1,500 people in the five-hour span of operation. A $5 door charge, in addition to a conservative figure of $12.25 collected from each patron in alcohol sales, would generate approximately $30,000 in nightly revenue.
Nightclubs in the late 1980s and early 1990s focused on spectacular
________________________________________
1039 Thurman Avenue
Cliff, Massachusetts 01862
________________________________________
The Wild Oasis nightclub provides a local solution to the lack of dance and live music venues in a medium-sized market, and will help keep late-night entertainment expenditures within the region. The company's good grasp of how to market a nightclub adds to the plan's attractiveness.
________________________________________
• ORGANIZATIONAL PLAN
• MARKETING PLAN
• MANAGEMENT PLAN
• FINANCIAL DOCUMENTS
ORGANIZATIONAL PLAN
Industry Description
Dance clubs in the 1990s have significantly impacted cities from coast to coast. Los Angeles Hollywood, New York's Times Square, and Seattle's Pioneer Square are just a few examples. Dazzling their audiences with high-powered lights, sound, and music, these venues are still one of the highest cash flow businesses in the world. Studies have shown that the average person will spend three to four hours per weekend in an entertainment environment and will spend an average of 20 to 50 dollars in that timeframe. This trend also shows no signs of declining.
The typical dance club is open from 9:00 P.M. to 2:00 A.M., and within this span of five hours, the venue can achieve gross revenues anywhere from $5,000 to $35,000 nightly. The primary sources of revenue in a nightclub are high-volume traffic, coupled with nominal spending. In addition to alcohol revenues, a nightclub also generates substantial revenues from door charges that can typically range from five to ten dollars per person.
For example, a 1,000-person capacity nightclub will typically accommodate approximately 1,500 people in the five-hour span of operation. A $5 door charge, in addition to a conservative figure of $12.25 collected from each patron in alcohol sales, would generate approximately $30,000 in nightly revenue.
Nightclubs in the late 1980s and early 1990s focused on spectacular