Bowling Alley Marketing Plan

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Confidentiality Agreement
The undersigned reader acknowledges that the information provided by

_________________________ in this marketing plan is confidential; therefore, reader agrees
not to disclose it without the express written permission of _________________________.
It is acknowledged by reader that information to be furnished in this marketing plan is in all

respects confidential in nature, other than information which is in the public domain through other
means and that any disclosure or use of same by reader, may cause serious harm or damage to
________________________.
Upon request, this document is to be immediately returned to _________________________.
___________________
Signature
___________________
Name (typed or printed)
___________________
Date
This is a marketing plan. It does not imply an offering of securities.

Table Of Contents
1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
2.0 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

2.1 Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . .2
2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . .2
2.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . .2
2.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . .3
2.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . .3
2.2 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
2.2.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . .4
2.2.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . .4
2.2.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . .5
2.2.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.3 Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.4 Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
2.5 Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
2.6 Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
2.7 Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

3.1 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.2 Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.3 Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.4 Target Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3.5 Strategy Pyramids . . . . . . . . . . . . . . . . . . . . . . . . . . 10
3.6 Marketing Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
3.7 Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.0 Financials, Budgets, and Forecasts . . . . . . . . . . . . . . . . . . . . . . 11

4.1 Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . 11
4.2 Sales Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4.3 Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
5.0 Controls 14
5.1 Implementation Milestones . . . . . . . . . . . . . . . . . . . . . . 14
5.2 Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . 15
5.3 Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . 15
Kiln Creek Bowling Corporation
1.0 Executive Summary
Kiln Creek Bowling Corporation (Kiln Creek Bowling Center) was formed in January 2003 in
Yorktown, Virginia, as a corporation under the Laws of the Commonwealth of Virginia.
The dynamic management team members responsible for the design, building, development of
company policy, and hands-on-management of the daily operations are Charles H. Collins Jr.,
Jane W. Collins, and Charles "Chip" Collins III. In addition, a team-oriented and customer-focused
staff of 50 will support the management team. Kiln Creek Bowling Corporation will retain the
services of a CPA firm to perform professional company audits, prepare taxes and payroll, and
serve as a business consultant to assist in setting achievable long-range strategic goals.
Establishment of Kiln Creek Bowling Corporation trading as Kiln Creek Bowling Center provides
York County, Hampton, Newport News and the surrounding area quality family entertainment,
products, and services.
The equity for each investor will be based on his or her investment. Ways to minimize risk factors
to Kiln Creek Bowling's success include:
1. Obtain sufficient capital to build and cover expenses of initial operation. All investor capital
will be held in escrow until the project is totally funded.
2. Maintain low overhead cost that increase the bottom line profit. Multi-skilled personnel will
be employed, and a continual training program will ensure they deliver consistent,
superior service, where customer satisfaction is paramount.
3. Build a sufficient customer base. An excellent location has been determined by
demographics, and an aggressive marketing program by a full-time employee will ensure
desired results.
4. Establish community involvement to demonstrate how the business will contribute to a
better quality of life. Community projects using the bowling center's facilities will be
developed to help civic groups obtain their financial goals. School, church, and other
groups will be welcomed for tours of the bowling center.
5. All payments will be cash, check, or credit card, which eliminates the need for invoicing
and collections.
Annual Sales Forecast
$2,500,000
$2,000,000
$1,500,000 Household Income: $25,000-$34,999

Household Income: $35,000-$49,999
$1,000,000
$500,000
$0
2003 2004 2005
Page 1
2.0 Situation Analysis
Kiln Creek is entering its first year of operation. The idea of a family entertainment center has
been well received and marketing is now critical to its success and future profitability. Kiln Creek
Bowling offers a wide range of family entertainment options. The basic market need is a
comprehensive entertainment center that addresses an entire family's interests.
2.1 Market Summary
Kiln Creek Bowling possesses good information about their market and has compiled a lot of
information regarding their perspective customers. This information will be leveraged to better
understand who is served, their specific needs, and how Kiln Creek Bowling Center can better
communicate with them.
2.1.1 Market Demographics
The profile for Kiln Creek's customers consists of the following geographic, demographic, and
behavior factors:
Geographics
• A five mile radius will be primarily served.

• The total population is in excess of 300,000 people.
Demographics
• 77.8% Caucasian.
• 47% are 25-50 years old.
• 61% are homeowners.
• The average level of education is 2.6 years of undergraduate course work.
Behavior factors
• Prefer service/entertainment services that have a lot of options.

• Are willing to pay for convenience.
• Prefer not to travel far distances from their home when not required.
2.1.2 Market Needs
Kiln Creek Bowling is providing its customers with a wide selection of entertainment activities. All
of these activities incorporate the newest technological advances. Kiln Creek seeks to fulfill the
following benefits that are important to their customers:
• Convenience- location, ease of use.

• Wide range of services.
• Utilization of advanced technology.
Page 2
2.1.3 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.
Market Forecast
250,000
200,000
150,000 Household Income: $25,000-$34,999

100,000
50,000
0
2003 2004 2005 2006 2007
2.1.4 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.
Page 3
Target Market Growth
10.00%
5.00%
0.00%
2.2 SWOT Analysis
The following SWOT analysis captures the key strength and weaknesses within the company, and
describes the opportunities and threats facing Kiln Creek Bowling Center.
2.2.1 Strengths
• Strong understanding and recognition of technology and its appropriate uses.

• Solid relationships with many of the influential players within the community.
• High quality services offered.
2.2.2 Weaknesses
• High start-up costs.

• Possible difficulty generating brand equity.
• The struggle to continually appear on the cutting edge.
Page 4
2.2.3 Opportunities
• Participation within a high growth industry.

• Increased sales opportunities as the Kiln Creek area becomes more developed.
• The ability to spread fixed costs over an increasing revenue base.
2.2.4 Threats
• Local bowling leagues not willing to switch facilities.

• National chain facilities initiating major marketing push to retain customer base.
• Competing facility stays open instead of closing as scheduled.
2.3 Competition
Competition in the bowling business in York County is mild and will play a role in Kiln Creek's
success. As described in the following section, one of the bowling centers will be closed in 2003.
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.
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 Kiln Creek's 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 2003. That is when Christopher Newport University, the owner of
the building, is scheduled to replace it with a new 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.
2.4 Services
The bowling business is family entertainment. This is a sport that all ages can participate in and
enjoy as individuals or in groups. It is where grandparents take grandchildren of all ages to have
a bonding outing. The new computer technology enables anyone to experience the excitement of
the sport without having to know how to keep score, because it is done automatically by the
computer and displayed on a monitor. The core revenue producer is the league structure, which is
all encompassing. The basic element in leagues is its three levels--beginning with youth leagues,
it progresses until it reaches the senior citizen. The largest number of league bowlers are in the
35-50 age group, married with two children, home owning, with an annual income between
$40,000 and $75,000.
These leagues are primarily made up of married couples with similar backgrounds. Large
corporations, adult school-booster organizations, and churches are excellent sources for forming
this type of league. League development is only limited by management's imagination; however,
the key is to find a common interest which each member of the league shares. Kiln Creek Bowling
Center is a multi-media entertainment center that will also have a billiard and dart parlor with its
Page 5
own league structure. The Train Station full service restaurant will feature live entertainment or
Karaoke for the late-night customers.
2.5 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.
2. Low Overhead Cost- Kiln Creek Bowling'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.
3. Wide Range of Services- Kiln Creek Bowling Center will provide entertainment, not only
through bowling, but also by having a full-service restaurant/night club, billiards and
darts, arcade, snack bar, apparel/pro shop, and children's nursery. This diversity will bring
in more customers and provide them more ways to enjoy themselves and spend their
discretionary income.
2.6 Critical Issues
• Work hard to develop sufficient usage of all of the different activities. This is especially
important to address the debt load.
• Meet customer needs. This is not a one-time task but an evolving challenge.
Page 6
2.7 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
score grids, 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 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.
3.0 Marketing Strategy
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:
• Internet website.
• Print ads.
• Promotional coupons.
• Customer Frequent Bowler Program.
• Community Involvement Program.
• Business-to-business personal contact (networking).
Page 7
3.1 Mission
Kiln Creek Bowling Corporation's mission is to provide a wide range of high quality family
entertainment options. We exist to attract and maintain customers. With a strict adherence to this
maxim, success will be ensured. Our services will exceed the expectations of our customers.
3.2 Marketing Objectives
1. Maintain steady sales growth.

2. Increase market share every quarter.
3. Decrease customer acquisition costs by 1.5% per quarter.
3.3 Financial Objectives
• Once operational, holding spending at a steady level relative to sales.

• Decrease the debt load as fast as possible.
• Increase the revenue per customer by 2% every quarter.
Page 8
3.4 Target Marketing
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.
Target Markets

Table 3.4: Target Market Forecast
Target Market Forecast

Potential Customers Growth 2003 2004 2005 2006 2007 CAGR
Household Income: $25,000- 5% 54,600 57,330 60,197 63,207 66,367 5.00%
$34,999
$49,999
$74,999
Total 8.54% 178,200 193,290 209,753 227,719 247,330 8.54%
Page 9
3.5 Strategy Pyramids
The single objective is to position Kiln Creek Bowling Corporation as the premier family
entertainment center in the region, quickly gaining market share. The marketing strategy will
seek to create customer awareness regarding the services offered and develop the customer
base.
The message that Kiln Creek will seek to communicate is that the center is the most advanced,
comprehensive entertainment center in the area. This message will be communicated using
several methods:
• Website.
• Advertisements.
• Coupons.
• Community involvement.
• Networking.
3.6 Marketing Mix
Kiln Creek's marketing mix is composed of the following approaches to pricing, distribution,
advertising and promotion, and customer service.
• Pricing- All prices are fixed and on display.

• Distribution- the services are all offered at the Kiln Creek facility.
• Advertising and Promotion- A multi-pronged strategy will be employed to achieve the
advertising and promotion goals.
• Customer Service- A high level of customer service must be maintained in order to ensure
a large percentage of repeat customers.
3.7 Marketing Research
Two forms of primary market research were performed when Kiln Creek Bowling was in the
introductory stages of the business and marketing plan development. The first type was a
questionnaire. The questionnaire was passed out to people within the targeted market population.
Focus groups were also used to solicit information about the target customers, their needs, and
their purchasing decision making process. Both forms of market research were invaluable for the
development of both the business and marketing plans and served as a solid vote of confidence
for the eventual decision to proceed with this project.
Page 10
4.0 Financials, Budgets, and Forecasts
This section will offer a financial overview of Kiln Creek Bowling Corporation as it relates to the
marketing activities. Kiln Creek will address break-even analysis, sales forecasts, expense
forecasts and how they link to the marketing strategy.
4.1 Break-even Analysis
With average monthly fixed costs of about $40,000 and projected profit margin of 14.7%, Kiln
Creek Bowling Center will break even with monthly sales revenue of $42,000.
Break-even Analysis
$40,000
$20,000
$0
($20,000)
($40,000)
($60,000)
$0 $13,975 $27,949 $41,924 $55,898 $69,873
Monthly break-even point
Break-even point = where line intersects with 0
Table 4.1: Break-even Analysis
Break-even Analysis:
Monthly Units Break-even 8,826
Monthly Sales Break-even $41,922
Assumptions:
Average Per-Unit Revenue $4.75
Average Per-Unit Variable Cost $0.20
Estimated Monthly Fixed Cost $40,157
Page 11
4.2 Sales Forecast
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.
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 appendices.
Monthly Sales Forecast
$250,000
$200,000
$150,000
$100,000 Household Income: $35,000-$49,999

$50,000
$0
Table 4.2: Sales Forecast
Sales Forecast
Sales 2003 2004 2005
Household Income: $25,000-$34,999 $715,062 $776,522 $822,211
Total Sales $2,079,658 $2,221,998 $2,388,876
Direct Cost of Sales 2003 2004 2005

Subtotal Cost of Sales $207,966 $222,200 $238,888
Page 12
4.3 Expense Forecast
The expense forecast will be used as a tool to keep the department on target and provide
indicators when modifications or corrections must be made for the proper implementation of the
marketing plan.
Monthly Expense Budget
$14,000
$12,000
$10,000
Advertisements
$8,000 Website
$6,000 Coupons
Community involvement projects
$4,000
Networking
$2,000
$0
Table 4.3: Marketing Expense Budget
Marketing Expense Budget 2003 2004 2005

Advertisements $65,700 $70,003 $81,000
Website $9,200 $15,000 $10,000
Coupons $2,220 $4,000 $5,000
Community involvement projects $7,920 $10,000 $15,000
Networking $2,700 $4,000 $5,000
------------ ------------ ------------
Total Sales and Marketing Expenses $87,740 $103,003 $116,000
Percent of Sales 4.22% 4.64% 4.86%
Contribution Margin $1,783,952 $1,896,795 $2,033,988
Contribution Margin / Sales 85.78% 85.36% 85.14%
Page 13
5.0 Controls
The purpose of Kiln Creek's marketing plan is to server as a guide for the organization. The
following areas will be monitored to gauge performance.
• Expenses- monthly and annual.

• Sales- monthly and annual.
• Utilization of the facility- a percentage of current usage rates relative to capacity.
• Customer satisfaction.
5.1 Implementation Milestones
The following milestones identify the key marketing programs. It is important to accomplish each
one on time and on budget.
Milestones
Marketing Plan Completion
Website Completion
Advertising Campaign #1
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
Table 5.1: Milestones
Milestones Plan
Milestone Start Date End Date Budget Manager Department
Marketing Plan Completion 1/1/03 2/1/03 $0 Susan Marketing
Website Completion 1/1/03 2/1/03 $7,000 Susan Marketing
Advertising Campaign #1 3/1/03 5/30/03 $11,200 Susan Marketing
Totals $72,700
Page 14
5.2 Marketing Organization
Susan Marcon will be responsible for the marketing activities. She will use her experience and
expertise to implement the marketing plan. Some tasks which are outside Susan's knowledge
base will be outsourced.
The website development, hosting, and search engine placement will be entrusted to the experts
at 1st-at-the-Top.com Internet and E-commerce consultants, www.1st-at-the-Top.com.
5.3 Contingency Planning
Difficulties and risks:
• Over-estimating demand.
• Problems generating visibility.
• Mistaken assumptions regarding the future development of the business area.
Worst case risks may include:
• Determining that the business cannot support itself on an ongoing basis.

• Having to liquidate equipment to cover liabilities.
Page 15
Appendix: Kiln Creek Bowling Corporation
Table 4.2 Sales Forecast
Sales Forecast Plan

Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Household Income: $25,000-$34,999 $64,333 $60,223 $64,553 $58,874 $56,665 $48,890 $47,765 $52,111 $60,093 $64,332 $66,002 $71,221
Total Sales $192,122 $179,231 $192,218 $172,200 $162,219 $134,431 $127,885 $136,432 $181,148 $193,429 $199,129 $209,214
Direct Cost of Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Subtotal Cost of Sales $19,212 $17,923 $19,222 $17,220 $16,222 $13,443 $12,789 $13,643 $18,115 $19,343 $19,913 $20,921
Page 1
Appendix: Kiln Creek Bowling Corporation
Table 4.3 Marketing Expense Budget
Marketing Expense Budget Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Advertisements $2,000 $2,200 $3,000 $4,000 $5,000 $5,000 $4,800 $4,700 $7,000 $8,000 $9,000 $11,000
Website $7,000 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200
Coupons $150 $160 $170 $180 $190 $180 $170 $160 $200 $210 $220 $230
Community involvement projects $100 $120 $500 $500 $600 $400 $500 $600 $800 $1,000 $1,300 $1,500
Networking $200 $210 $220 $230 $240 $250 $200 $210 $220 $230 $240 $250
------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------ ------------
Total Sales and Marketing Expenses $9,450 $2,890 $4,090 $5,110 $6,230 $6,030 $5,870 $5,870 $8,420 $9,640 $10,960 $13,180
Percent of Sales 4.92% 1.61% 2.13% 2.97% 3.84% 4.49% 4.59% 4.30% 4.65% 4.98% 5.50% 6.30%
Contribution Margin $163,460 $158,418 $168,906 $149,870 $139,767 $114,958 $109,227 $116,919 $154,613 $164,446 $168,256 $175,113
Contribution Margin / Sales 85.08% 88.39% 87.87% 87.03% 86.16% 85.51% 85.41% 85.70% 85.35% 85.02% 84.50% 83.70%
Page 2

Bowling Alley Marketing Plan

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Bowl

The undersigned reader acknowledges that the information provided by

It is acknowledged by reader that information to be furnished in this marketing plan is in all

Upon request, this document is to be immediately returned to _________________________.

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

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

2.0 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

3.0 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

4.0 Financials, Budgets, and Forecasts . . . . . . . . . . . . . . . . . . . . . . 11

1.0 Executive Summary

Annual Sales Forecast

$1,500,000 Household Income: $25,000-$34,999

2.0 Situation Analysis

2.1 Market Summary

2.1.1 Market Demographics

• A five mile radius will be primarily served.

• Prefer service/entertainment services that have a lot of options.

2.1.2 Market Needs

• Convenience- location, ease of use.

2.1.3 Market Trends

150,000 Household Income: $25,000-$34,999

2.1.4 Market Growth

Target Market Growth

2.2 SWOT Analysis

• Strong understanding and recognition of technology and its appropriate uses.

• High start-up costs.

• Participation within a high growth industry.

• Local bowling leagues not willing to switch facilities.

2.5 Keys to Success

Kiln Creek Bowling Center has three keys to success.

2.6 Critical Issues

3.0 Marketing Strategy

3.2 Marketing Objectives

1. Maintain steady sales growth.

3.3 Financial Objectives

• Once operational, holding spending at a steady level relative to sales.

3.4 Target Marketing

Household Income: $25,000-$34,999

Table 3.4: Target Market Forecast

Target Market Forecast

3.5 Strategy Pyramids

3.6 Marketing Mix

• Pricing- All prices are fixed and on display.

3.7 Marketing Research

4.0 Financials, Budgets, and Forecasts

4.1 Break-even Analysis

Monthly break-even point

Break-even point = where line intersects with 0

Table 4.1: Break-even Analysis

4.2 Sales Forecast

Monthly Sales Forecast

$100,000 Household Income: $35,000-$49,999

Table 4.2: Sales Forecast

Direct Cost of Sales 2003 2004 2005

4.3 Expense Forecast

Monthly Expense Budget

Table 4.3: Marketing Expense Budget

Marketing Expense Budget 2003 2004 2005

• Expenses- monthly and annual.