What Is Bowling?

Bowling
What is bowling?
Bowling is a sport or leisure activity in which a player rolls or throws a bowling ball towards
a target. It is one of the major forms of throwing sports. In pin bowling variations, the target
is usually to knock over pins at the end of a lane. A strike is when all the pins are knocked
down on the first roll, whereas a spare is when all the pins are knocked over on the second
shot. The maximum score is 300, which is achieved by getting 12 strikes in a row. Three
consecutive strikes is a known as a “turkey”. Further strings of strikes are referred to as the
number with the word “bagger”, such as “four-bagger” for four consecutive strikes. The term
“hambone” has also been used to describe four consecutive strikes.[1] In target variations,
the aim is usually to get the ball as close to a mark as possible. The pin version of bowling
is often played on a flat wooden or other synthetic surface (which can be oiled in different
patterns for different techniques),[2] while in target bowling, the surface may be grass, gravel
or a synthetic surface.[3] The most common types of pin bowling include ten-pin, nine-
pin, candlepin, duckpin and five-pin bowling, while in target
bowling, bowls, skittles, kegel, bocce, carpet bowls, pétanque, and boules, both indoor and
outdoor varieties are popular. Today the sport of bowling is played by 100 million people in
more than 90 countries worldwide (including 70 million in the United States), [4] and
continues to grow through entertainment media such as video games for home consoles
and handheld devices.[5]
Play Of The Game
Lanes and equipment

The U.S. game of tenpins is played according to the rules and specifications of the
American Bowling Congress. The game is played indoors on wooden
or synthetic lanes with maximum dimensions of 62 feet 10 11/16 inches (19.17 metres)
in length and 42 inches (107 centimetres) in width. The surface, coated with lacquer
or plastic-type material, must be free of continuous grooves and must be within
40/1,000th inch (one millimetre) of perfect levelness. The distance from the foul line,
past which the player may not slide when delivering the ball, to the centre of the spot
on which the headpin stands is 60 feet (18.3 metres). The approach to the foul line has
a minimum length of 15 feet (4.6 metres).
The pins are 15 inches (38 centimetres) tall and arranged in a triangle formation with
the point or No. 1 pin at the head of the formation facing the bowler. The centres of
the pin spots are 12 inches (30.5 centimetres) apart. The pins have a laminated wood
core covered by a plastic coating. The weight ranges between 3.5 and 3.7 pounds (1.6
and 1.7 kilograms).
The ball is of nonmetallic composition—either hard rubber, polyester, or urethane—
with a circumference of 27 inches (68.6 centimetres) and a weight limit of 16 pounds
(7.3 kilograms). There is no minimum weight.
Principles of play
A game of tenpins consists of 10 frames. Two deliveries (rolls of the ball) per frame
are allowed, the ideal being to knock down all pins on the first for a strike. If pins are
left standing after the first delivery, the fallen or “dead” wood is removed and a
second delivery permitted. If all remaining pins are knocked down, a spare is
recorded. A split can occur on the first ball when two or more pins are left standing,
separated by at least one fallen pin. Stepping over the foul line is a foul and results in
loss of all pins knocked down on that delivery. There are depressed troughs on each
side of the lane; a ball falling therein is a gutter ball and out of play, with resulting
loss of one delivery.
Both a strike and a spare count 10 pins plus additional pins scored on the next two
(after a strike) or one (after a spare) deliveries. If two strikes in a row are recorded (a
double), the player counts 20 pins in the first frame plus the number of pins he knocks
down on his first delivery in the third frame. Should he score another strike, he will
have 30 pins in his first frame. A perfect game is 300 and consists of 12 strikes in a
row, two additional deliveries being permitted in the 10th, or final, frame (one
additional following a spare). Competition in league and tournament play includes
individuals, as well as teams of up to five players. Two teams are assigned to a pair of
lanes, the bowlers alternating lanes for each frame.
Market Analysis Summary

Bowling has declined as the family activity of choice over the last 30 years. While the
image of bowling has changed during this decline, the sport itself still offers good
exercise, fun competition, and a game of skill. If the image and experience of bowling
can be updated with a more attractive look and feel, there is no reason it could not
rebound.
Bowling is a family activity, and one that people can continue well into their old age. It is
a game of skill, which allows players to better their scores with practice, and it can be a
team sport. Bowling alleys get their clients from the local area, usually within a 10 mile
radius; they are therefore more subject to local trends and events than are bigger
entertainment producers, like movies or theme parks. However, this also means that
bowling alleys can be more integral to their community, and more involved in
community-building, which generates customer loyalty.
In some local families, the appeal of bowling is self-evident - it is a family activity they
have always done together, enjoyed, and will continue playing all of their lives. For
some, bowling is completely foreign - they have heard of it, but never done it. And for
some younger people, bowling is an "old folks" thing, like bell bottomed jeans - they
may occasionally indulge in it, and have a good time, but with the same sense of irony
and self-mockery that infuses today's fashion trends.
Bowl Weevil customers can be divided into four groups: bowling leaguers, families with
young children, youths and seniors.
1. Bowling Leaguers. New customers are likely to be introduced to Bowl Weevil by

friends or through a community organization which decides to sponsor a team.
2. Families with young children. This group is seeking inexpensive fun for the whole
family, where age and experience (or lack thereof) are not hurdles to enjoying the
outing. Bowling in a safe, clean, family-friendly environment will be infinitely
preferable for these families to sitting through yet another Winnie-the-Pooh video
or going to an unkempt local park.
3. Youths. This segment will be interested in finding a fun place where they can spend
time outside of the house with people their age. We are located only four blocks
from the local high school, and our kitchen will open at 3pm, to offer these growing
kids satisfying after-school snacks in a safe, supervised activity of which their
parents will approve.
4. Seniors. These clients are on limited income and will come to Bowl Weevil for the
prices. Senior discounts will play a large role in our marketing to seniors.
4.1 Market Segmentation
The following table and chart show our market analysis. We have included analysis for
each of the four market segments we will target: bowling leaguers, families with children,
youths, and seniors.
Bowling leaguers
There are currently 3,000 local residents who have participated in some form of league
bowling in the last five years (Anytown newspaper, November, 2004). The 25% growth
rate is projected based on the expressed interest of local league bowlers, their claims that
their friends would join the league if they didn't have to travel so far for games, and our
aggressive planned marketing campaigns.
Families with young children

There are currently around 6,000 families in Anytown with children under 12; that
population is expected to grow at a 5% rate for the next ten years (U.S. Census, 2000).
Altogether, these families include roughly 24,000 people, but our special family rates
make it more reasonable for us to treat them here as individual family units, rather than
independent residents.
Youths
We define youths as customers between the ages of 13 and 20, old enough to have some
spending money and to bowl without parental supervision, but not old enough to be
admitted to the bar section. This target market segment is growing at the same rate as
young families, at 5% per year.
Seniors
We define this group as sixty-two years or older. This group is currently growing faster
than the general population, at 6% per year, and their concerns and interests are already
modifying what entertainment and education is offered in Anytown. They will contribute
a consistent customer base to the the bowling league, as well as coming in on their own to
practice.
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MARKET ANALYSIS
YEAR YEAR YEAR YEAR YEAR
1 2 3 4 5
Potential Growth CAGR

Customers
Bowling Leaguers 25% 3,000 3,750 4,688 5,860 7,325 25.00%
Families with 5% 6,000 6,300 6,615 6,946 7,293 5.00%

young children
Youths 5% 10,000 10,500 11,025 11,576 12,155 5.00%
Seniors 6% 13,000 13,780 14,607 15,483 16,412 6.00%
Total 7.78% 32,000 34,330 36,935 39,865 43,185 7.78%
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4.2 Target Market Segment Strategy
We will not be successful waiting for the customer to come to us. Instead, we must focus
on the specific market segments whose needs match our offerings. Focusing on targeted
segments is the key to our future.
Bowling Leaguers:
1. Bowling leagues develop a core group of customers. These customers will begin to
identify their social and athletic events with Bowl Weevil bowling. Once one group
of friends begins congregating together at Bowl Weevil Bowling for league events,
they will bring other friends to join them for other occasions.
2. Bowling packaged with flavor is Sally's area of expertise. Bowl Weevil bowling will
cater to everyone's desire for fame, fitness and fortune. Beginning with a nine game
bowling league tournament will give participants the flavor of athletic competition
and will give the winners a little extra spending cash and fame. Those feelings will
stimulate more interest, and more interest will support more tournaments, which
will in turn stimulate more reward. The tournaments will culminate in a Bowling for
Dollars televised tournament by the end of year two.
Youths:
1. Bowling alleys and skating rinks are one of few places that under age customers can
go to congregate and find entertainment.
2. Catering to youths and teaching them to bowl or skate now will develop a future
customer base for years to come.
Seniors:
Bowl Weevil will cater to senior citizens because they are consistent customers. Once
they find an affordable, comfortable place, seniors will come back for more. Seniors also
tend to congregate together. Therefore, accommodating a small core group will lead to
potentially exponential growth as the Baby-Boomers become a majority of the population
and they introduce each other to Bowl Weevil's senior citizen discounts. An added value
is that senior citizens, shown the importance of their time, may be encouraged to
contribute low-cost labor as volunteers for youth and adult bowling league events.
4.3 Service Business Analysis
Bowl Weevil will be competing for the customers' dollars with other recreation and
leisure establishments such as movie theaters, sports venues, theme parks, night clubs,
etc.
4.3.1 Competition and Buying Patterns
The competition for local customers amongst bowling alleys and skating rinks is
localized, meaning each urban district can support its own bowling alley or skating
rink. Customers will choose the provider they think offers the most comfortable,
affordable and convenient location. Due to the decline in the number of bowling alleys
and skating rinks, many districts are without bowling or skating facilities. Anytown did
not have a combination bowling alley, ice skating and roller skating facility. Bowl
Weevil located in Anytown, will enjoy the advantage of having no local competition in a
densely populated, mixed-age area with good public transportation making it
conveniently accessible for locals.
Bowlers and skaters will contribute to the success and reputation of Bowl Weevil as they
consistently choose Bowl Weevil for their social events and athletic activities.
Seniors will provide a consistent customer base.
Youths will come for the group lessons, public sessions, competitions, birthday parties,
group parties, hocky and the Saturday morning teenager bowling leagues and they will
bring their parents with them.
The competition for tournaments city-wide and nationally depends on the bowling alley
and ice skating rink's reputation and the reputation of the skaters and bowlers. Sally has
the advantage of working with the Professional Bowling Association as well as the
Professional Ice Skating Association, and playing in local bowling championship
tournaments for many years.
Strategy and Implementation Summary

Customer service is paramount in the bowling business. The starting point to accomplish
this is to have a trained and motivated staff that enjoys working directly with the public.
It is always easier to please your customers when the facility is spotless and all of the
equipment is in proper working order. The center will establish community involvement
to demonstrate how the business will contribute to a better quality of life. Community
projects using the bowling center's facilities will be developed to help civic groups obtain
their financial goals. School, church, and other groups will be welcomed for tours of the
bowling center.
5.1 Competitive Edge
Experience and Reputation:
1. Sally has experience as a bowler in the local community and as a marketing and
business analyst for the Professional Bowling Association. Sally's experience will give
her the ability to contact local and national bowlers for recruiting leaguers. Sally
also has contacts within the National Ice Skating Association and Roller Skating
organizations organizing competitions throughout the Region.
2. Bowl Weevil will have the reputation of being the most affordable, comfortable and
convenient place of entertainment in town for the entire family.
5.2 Marketing Strategy
Marketing in a bowling business depends on reputation for quality bowling facilities and
entertainment. It starts with Sally's known contacts in the bowling and ice and
roller industries, and continues with long-term efforts to develop reputation in local
communities.
Bowl Weevil will develop and maintain a database of people in the bowling leagues. The
database starts with the contacts we bring in with our first nine game bowling league
tournament. From there we will add inquiries and participants, and bowling league
newsletters. Bowl Weevil will use the database to make regular contact with mailings for
additional bowling league tournaments, possibly group studies and market research
reports.
We will recruit a core league of bowlers from the local and Professional Bowling
Association contacts for the first nine game bowling league tournament. After the first
tournament, the core league of bowlers will be cultivated for future participants and
league organizers.
5.3 Sales Strategy
Bowl Weevil wants to attract local bowlers of all ages. This will require advertising on
local radio shows and cable networks as well as reaching out to schools, churches,
businesses, organizations and clubs.
The most important factor for closing sales in our case is getting them in the door. Once
our customers come in the door they will be personally greeted by Sally Strike and made
to feel comfortable so that they keep coming back.
The league manager will be hired part-time to contact local work places, clubs, and
bowlers to participate in the nine-game league tournament. Participants in the tournament
will be rewarded with trophies for the first three teams and the champion will receive a
cash prize equal to half of all the entry fees. The Marketing Coordinator will maintain a
database of contact information and sales data about regular bowling leaguers to optimize
services to our target customers during league hours. Reduced prices will be offered to
senior citizens on a daily basis between certain low-volume hours and on certain food and
drink items all day long. Advertisements to teenagers will be placed in local college and
weekly papers, highlighting their favorite video games, their favorite tunes on the
jukebox, and the Saturday morning teenager tournaments.
The manager will go out in the field calling on churches, schools, clubs, organizations,
scouts to sell group outings/lessons. Private party times will be sold for each area as
well.
5.3.1 Sales Forecast
The start-up period will be spent setting up the bowling alley, the gaming room, the
restaurant and lounge. This will include building the bowling lanes setting up the pins
and connecting the scoring terminals. During this time, the manager will recruit bowling
leaguers for his first nine game bowling league tournament and begin advertising in local
papers for the opening and senior discounts.
In April, Bowl Weevil Bowling Lanes will open for business. We project an increase in
business in June, when school lets out, and families need entertainment for their children
during daytime hours. We will start league games in July.
The table and charts below show detailed projections of sales and cost of sales for each
category. Detailed monthly projections for the first year can be found in the
Appendix. Cost of sales for bowling is a projection of direct wear and tear on equipment
which will need replacing, cleaning, or repair. Costs for food and liquor are costs of
ingredients. There are no anticipated direct costs from the video games.
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Market Analysis Summary
The prime market of a bowling center is a five-mile radius. However, if the center has
easy access to the Interstate highway system, that radius can be extended to seven to ten
miles. The demographics of Kiln Creek Bowling Center are:
 Total population in the five-mile radius is in excess of 300,000.
 77.8% are white.
 47.5% are 25 to 50 years old.
 61% own their homes.
 The average income is $43,682.
According to the National Bowling Council, the demographics of the prime market area
are a perfect match of the most likely person to join a league.
4.1 Target Market Segment Strategy
Marketing Plan
A full-time public relations coordinator will be a vital part of Kiln Creek Bowling
Center's management team. She will be responsible for assuring customer satisfaction,
generating public awareness of the type of entertainment offered at the center, and filling
the various leagues with bowlers. Publicity will be generated through:
 Cable ads
 Radio spots
 Internet website
 Direct mail
 Print ads
 Discount booklet
 Promotional coupons
 Customer Frequent Bowler Program
 Membership in various organizations
 Fund raisers
 Community Involvement Program
 Business-to-business personal contact
 Telecommunications call services
4.1.1 Market Needs
The demographics of Kiln Creek Bowling Center indicate it will be filling a void that has
existed for years in the local entertainment market. This market has a higher income than
the average section of Virginia; therefore, more money is available for entertainment.
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.)
Strategy and Implementation Summary

Customer service is paramount in the bowling business. The starting point to accomplish
this is to have a trained and motivated staff that enjoys working directly with the public.
It is always easier to please your customers when the facility is spotless and all of the
equipment is in proper working order. The center will establish community involvement
to demonstrate how the business will contribute to a better quality of life. Community
projects using the bowling center's facilities will be developed to help civic groups obtain
their financial goals. School, church, and other groups will be welcomed for tours of the
bowling center.
5.1 Competitive Edge
Kiln Creek Bowling Center's competitive advantage is derived from many factors. The
following differentiate it from its competitors.
 Location. Best location of any bowling center--only one-half mile off Interstate 64
in the prime business district of the area.
 Low Overhead Cost. Kiln Creek Bowling Center's management will keep overhead
costs to a minimum. First, during construction of the center, Charles Collins will be
project manager, saving approximately 15% of construction costs. His experience at
operating bowling centers, as well as his educational background as an industrial
engineer, contributes to his ability to streamline operations while minimizing
unnecessary expenses. The employment of the best in the field for his staff will
allow many of the key employees to do more than one task. The center will have
the most energy-efficient equipment of any center in the area and have the most
technologically advanced equipment on today's bowling equipment market.
 Wide Range of Services. Kiln Creek Bowling Center will provide entertainment, not
only through bowling, but also by having a full-service restaurant/night club,
miniature golf course (in future years), arcade, snack bar, apparel/pro shop, and
children's nursery. This diversity will bring in more customers and provide them
more ways to enjoy themselves and spend their discretionary income.
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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.
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SALES FORECAST
YEAR 1 YEAR 2 YEAR 3
Unit Sales
Open Bowling Games 108,217 113,628 119,309
League Bowling Games 231,596 243,176 255,334
Apparel/Pro Shop 2,504 2,629 2,760
Food and Beverage 101,729 106,815 112,156
Tournament 4,000 4,200 4,410
Special Events 191 200 210
Nursery 7,002 7,352 7,719
Billiards 10,200 10,710 11,245
Locker Rentals 7,200 7,560 7,938
Arcade 76,800 80,640 84,672
Advertisement 480 504 529
Shoe Rental 21,600 22,680 23,814

TOTAL UNIT SALES 571,519 600,094 630,096
Unit Prices Year 1 Year 2 Year 3
Open Bowling Games $2.75 $2.75 $2.75
League Bowling Games $2.57 $2.57 $2.57
Apparel/Pro Shop $30.00 $30.00 $30.00
Food and Beverage $5.50 $5.50 $5.50
Tournament $10.00 $10.00 $10.00
Special Events $300.00 $300.00 $300.00
Nursery $1.50 $1.50 $1.50
Billiards $8.00 $8.00 $8.00
Locker Rentals $3.00 $3.00 $3.00
Arcade $0.25 $0.25 $0.25

Advertisement $50.00 $50.00 $50.00
Shoe Rental $2.00 $2.00 $2.00
Sales
Open Bowling Games $297,597 $312,477 $328,100
League Bowling Games $595,202 $624,962 $656,208
Apparel/Pro Shop $75,120 $78,870 $82,800
Food and Beverage $559,510 $587,483 $616,858
Tournament $40,000 $42,000 $44,100
Special Events $57,300 $60,000 $63,000
Nursery $10,503 $11,028 $11,579
Billiards $81,600 $85,680 $89,960
Locker Rentals $21,600 $22,680 $23,814

Arcade $19,200 $20,160 $21,168
Advertisement $24,000 $25,200 $26,450
Shoe Rental $43,200 $45,360 $47,628
TOTAL SALES $1,824,831 $1,915,900 $2,011,665
Direct Unit Costs Year 1 Year 2 Year 3
Open Bowling Games $0.13 $0.13 $0.13
League Bowling Games $0.06 $0.06 $0.06
Apparel/Pro Shop $1.00 $1.00 $1.00
Food and Beverage $0.12 $0.12 $0.12
Tournament $0.04 $0.04 $0.04
Special Events $3.46 $3.46 $3.46
Nursery $0.02 $0.02 $0.02

Billiards $0.01 $0.01 $0.01
Locker Rentals $0.00 $0.00 $0.00
Arcade $0.00 $0.00 $0.00
Advertisement $0.00 $0.00 $0.00
Shoe Rental $0.02 $0.00 $0.00
Direct Cost of Sales
Open Bowling Games $14,552 $14,772 $15,510
League Bowling Games $14,760 $14,591 $15,320
Apparel/Pro Shop $2,505 $2,629 $2,760
Tournament $165 $168 $176
Special Events $660 $692 $727

Nursery $120 $147 $154
Billiards $140 $107 $112
Locker Rentals $0 $0 $0
Arcade $0 $0 $0
Advertisement $0 $0 $0
Shoe Rental $353 $0 $0
Subtotal Direct Cost of Sales $45,304 $45,923 $48,219
5.4 Milestones
The following table presents important events and their scheduled start and ending dates.
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MILESTONES
Milestone Start Date End Date Budget Manager Department
Financing in Place 12/1/2000 2/1/2001 $0 ABC Marketing
Accounting System 1/1/2001 2/1/2001 $0 ABC Marketing

Start Construction 3/1/2001 9/1/2001 $0 ABC Marketing
Hire Key Employees 3/1/2001 8/1/2001 $0 ABC Marketing
Personnel Handbook 4/1/2001 5/1/2001 $0 ABC Marketing
Operations 4/1/2001 5/1/2001 $0 ABC Marketing

Handbook
Direct Mailer 5/1/2001 7/1/2001 $0 ABC Marketing
Press Release 5/1/2001 6/1/2001 $0 ABC Marketing
Newspaper Ads 7/1/2001 7/1/2001 $0 ABC Marketing
TV Ad 7/1/2001 8/1/2001 $0 ABC Marketing
Mall Info Booth 7/1/2001 8/1/2001 $0 ABC Marketing
1600 Fall League 5/1/2001 8/1/2001 $0 ABC Marketing

Bowlers
200 Billiard League 5/1/2001 8/1/2001 $0 ABC Marketing

Members
50 Dart League 4/1/2001 8/1/2001 $0 ABC Web
Members
12 Month 7/1/2001 8/1/2001 $0 ABC Web

Tournament
Schedule
Restaurant Menu 3/1/2001 3/1/2001 $0 ABC Department
3 Month 7/1/2001 8/1/2001 $0 ABC Department

Entertainment
Schedule
Frequent Bowling 6/1/2001 7/1/2001 $0 ABC Department

Program
Hire Remaining Staff 7/1/2001 8/1/2001 $0 ABC Department
Train Staff 8/1/2001 8/1/2001 $0 ABC Department
Open Bowling 9/1/2001 9/1/2001 $0 ABC Department

Center
Totals $0
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.
Management Summary
Our management philosophy is based on mutual respect for all contributions made by our
employees without regard to the position they hold in the company. People who work at
Kiln Creek Bowling Center want to work here because the work environment enables
them to work smarter--not harder, and they know their suggestions are appreciated.
The ability of Kiln Creek to accomplish its goals and lead the bowling industry is
significantly related to the expertise, abilities, and social conscience of the management
team. The management team has received awards in the past for their outstanding
performance. The high standards set by Kiln Creek's team will make it difficult for
competitors to enter and survive in the market area.
6.1 Organizational Structure
The Kiln Creek Bowling Center business organization has been structured and
established to promote effective daily operations as well as future company growth. The
structure provides comprehensive management oversight of business activities without
excessive manpower used in management positions. The teams include 60 employees
under one General Manager with five associate managers. Our management divisions are,
Administrative, Bowling Operations, Restaurant and Facilities Management.
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
PERSONNEL PLAN
Manager $72,000 $75,600 $79,380
All Other Employees $350,000 $367,500 $385,875
Other $0 $0 $0
TOTAL PEOPLE 50 50 50
Total Payroll $422,000 $443,100 $465,255

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
Financial Plan
The commercial loan that the company expects to secure shortly will cover the start-up
expenses and provide operating cash. The company needs to attract additional investor
capital to cover the remaining long-term assets. The following sections show in detail that
Kiln Creek Bowling Center will be profitable from the beginning. Its healthy profits will
be sufficient to pay back the loan and provide return to the owners.
7.1 Important Assumptions
NOTES FOR PROJECTIONS
1. League Bowler Revenue (see table below)
o Fall/Winter Long Season--35 Weeks
o Fall/Winter Short Season--16 Weeks
o Summer Season--13 Weeks
2. Food and Beverage Revenue will be 50% of total bowling revenue.
3. There will be 600 lockers rented at $3.00 each per month.
4. Shoes will rent for $2.50 per pair.
5. Food and Beverage Cost will be 27% of Food and Beverage Sales.
6. Apparel and Pro Shop items cost will be 25% of sales.
7. Open Bowling is 50% of League Bowling.

8. Sales / Food tax is not included in revenue.
9. Contract Services include pest control, trash removal, cable TV, uniform rental
10. for maintenance and bar towel rental.
11. York County tax rates are:
o Real Estate tax $8.60 per $1,000.00 of assessed value.
o Personal Property tax base is 25% of cost of equipment at 4% per thousand.
o Business License is $.20 per $100 for Food & Beverage Revenue and $.36 per
$100 for Bowling and Billiards.
Fall and Winter Seasons - Total: $493,800
 Adult Night: 35 Weeks, 1,200 people, $8.00/person, League Revenue: $336,000
 Adult Day: 35 Weeks, 400 people, $7.50/person, League Revenue: $105,000
 Youth: 35 Weeks, 160 people, $6.00/person, League Revenue: $33,600
 Adult Night: 16 Weeks, 150 people, $8.00/person, League Revenue: $19,200
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
GENERAL ASSUMPTIONS
Plan Month 1 2 3
Current Interest Rate 10.00% 10.00% 10.00%
Long-term Interest Rate 9.50% 9.50% 9.50%
Tax Rate 25.42% 25.00% 25.42%
Other 0 0 0
7.2 Key Financial Indicators
These benchmark indicators give Kiln Creek Bowling Center a sense of relative
comparison for three years of projections.
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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.
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BREAK-EVEN ANALYSIS
Monthly Units Break-even 24,564
Monthly Revenue Break-even $78,432
Assumptions:
Average Per-Unit Revenue $3.19
Average Per-Unit Variable Cost $0.08
Estimated Monthly Fixed Cost $76,485
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.
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PRO FORMA PROFIT AND LOSS
Sales $1,824,831 $1,915,900 $2,011,665
Direct Cost of Sales $45,304 $45,923 $48,219
TOTAL COST OF SALES $198,380 $198,999 $201,295
Gross Margin $1,626,451 $1,716,901 $1,810,370
Gross Margin % 89.13% 89.61% 89.99%
Expenses
Payroll $422,000 $443,100 $465,255
Sales and Marketing and Other $150,840 $175,328 $184,102

Expenses
Depreciation $204,996 $204,996 $204,996
Leased Equipment $0 $0 $0
Utilities $52,680 $55,314 $58,079
Insurance $24,000 $0 $0
Rent $0 $0 $0
Payroll Taxes $63,300 $66,465 $69,788
Other $0 $0 $0
Total Operating Expenses $917,816 $945,203 $982,220
Profit Before Interest and Taxes $708,635 $771,698 $828,150
EBITDA $913,631 $976,694 $1,033,146

Interest Expense $285,000 $282,242 $276,451
Taxes Incurred $108,624 $122,364 $140,223
Net Profit $315,012 $367,092 $411,475
Net Profit/Sales 17.26% 19.16% 20.45%
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.
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PRO FORMA CASH FLOW
Cash Received
Cash from Operations
Cash Sales $1,824,831 $1,915,900 $2,011,665
SUBTOTAL CASH FROM OPERATIONS $1,824,831 $1,915,900 $2,011,665
Additional Cash Received
Sales Tax, VAT, HST/GST Received $0 $0 $0
New Current Borrowing $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0
New Long-term Liabilities $0 $0 $0

Sales of Other Current Assets $0 $0 $0
Sales of Long-term Assets $0 $0 $0
New Investment Received $0 $0 $0
SUBTOTAL CASH RECEIVED $1,824,831 $1,915,900 $2,011,665
Expenditures Year 1 Year 2 Year 3
Expenditures from Operations
Cash Spending $422,000 $443,100 $465,255
Bill Payments $815,752 $903,301 $928,904
SUBTOTAL SPENT ON OPERATIONS $1,237,752 $1,346,401 $1,394,159
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out $0 $0 $0
Principal Repayment of Current Borrowing $0 $0 $0

Other Liabilities Principal Repayment $0 $0 $0
Long-term Liabilities Principal Repayment $0 $58,071 $63,835
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $0 $0 $0
Dividends $0 $0 $0
SUBTOTAL CASH SPENT $1,237,752 $1,404,472 $1,457,994
Net Cash Flow $587,079 $511,428 $553,671
Cash Balance $852,079 $1,363,507 $1,917,178
7.6 Projected Balance Sheet
Estimated balance sheets for the years 2001-2003 are provided below.
PRO FORMA BALANCE SHEET

Assets
Current Assets
Cash $852,079 $1,363,507 $1,917,178
Inventory $3,354 $10,104 $10,989
Other Current Assets $970,000 $970,000 $970,000
TOTAL CURRENT ASSETS $1,825,433 $2,343,610 $2,898,167
Long-term Assets
Long-term Assets $3,000,000 $3,000,000 $3,000,000
Accumulated Depreciation $204,996 $409,992 $614,988
TOTAL LONG-TERM ASSETS $2,795,004 $2,590,008 $2,385,012
TOTAL ASSETS $4,620,437 $4,933,618 $5,283,179
Liabilities and Capital Year 1 Year 2 Year 3

Current Liabilities
Accounts Payable $70,425 $74,586 $76,506
Current Borrowing $0 $0 $0
Other Current Liabilities $0 $0 $0
SUBTOTAL CURRENT LIABILITIES $70,425 $74,586 $76,506
Long-term Liabilities $3,000,000 $2,941,929 $2,878,094
TOTAL LIABILITIES $3,070,425 $3,016,515 $2,954,600
Paid-in Capital $1,500,000 $1,500,000 $1,500,000
Retained Earnings ($265,000) $50,012 $417,104
Earnings $315,012 $367,092 $411,475
TOTAL CAPITAL $1,550,012 $1,917,104 $2,328,579
TOTAL LIABILITIES AND CAPITAL $4,620,437 $4,933,618 $5,283,179

Net Worth $1,550,012 $1,917,104 $2,328,579
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.
RATIO ANALYSIS
YEAR 1 YEAR 2 YEAR 3 INDUSTRY

PROFILE
Sales Growth n.a. 4.99% 5.00% 0.30%
Percent of Total Assets
Inventory 0.07% 0.20% 0.21% 4.10%

Other Current Assets 20.99% 19.66% 18.36% 34.80%
Total Current Assets 39.51% 47.50% 54.86% 44.30%
Long-term Assets 60.49% 52.50% 45.14% 55.70%
TOTAL ASSETS 100.00% 100.00% 100.00% 100.00%
Current Liabilities 1.52% 1.51% 1.45% 30.10%
Long-term Liabilities 64.93% 59.63% 54.48% 23.30%
Total Liabilities 66.45% 61.14% 55.92% 53.40%
NET WORTH 33.55% 38.86% 44.08% 46.60%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 89.13% 89.61% 89.99% 0.00%
Selling, General & 71.72% 70.45% 69.42% 73.90%

Administrative Expenses
Advertising Expenses 3.70% 3.70% 3.70% 3.40%
Profit Before Interest and Taxes 38.83% 40.28% 41.17% 2.30%
Main Ratios
Current 25.92 31.42 37.88 1.59
Quick 25.87 31.29 37.74 1.08
Total Debt to Total Assets 66.45% 61.14% 55.92% 53.40%
Pre-tax Return on Net Worth 27.33% 25.53% 23.69% 2.50%
Pre-tax Return on Assets 9.17% 9.92% 10.44% 5.30%
Additional Ratios Year 1 Year 2 Year 3
Net Profit Margin 17.26% 19.16% 20.45% n.a
Return on Equity 20.32% 19.15% 17.67% n.a
Activity Ratios
Inventory Turnover 4.61 6.82 4.57 n.a
Accounts Payable Turnover 12.58 12.17 12.17 n.a
Payment Days 27 29 30 n.a
Total Asset Turnover 0.39 0.39 0.38 n.a
Debt Ratios
Debt to Net Worth 1.98 1.57 1.27 n.a
Current Liab. to Liab. 0.02 0.02 0.03 n.a
Liquidity Ratios
Net Working Capital $1,755,008 $2,269,025 $2,821,661 n.a
Interest Coverage 2.49 2.73 3.00 n.a
Additional Ratios
Assets to Sales 2.53 2.58 2.63 n.a

Current Debt/Total Assets 2% 2% 1% n.a
Acid Test 25.87 31.29 37.74 n.a
Sales/Net Worth 1.18 1.00 0.86 n.a
Dividend Payout 0.00 0.00 0.00 n.a
SALES FORECAST
MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5 MONTH 6 MONTH 7 MONTH 8 MONTH 9 MONTH MONTH M
10 11
Unit Sales
Open Bowling 0% 12,490 10,690 12,709 10,691 8,182 5,673 5,673 5,291 9,818 9,818 9,818
Games
League 0% 26,731 22,879 27,198 22,880 17,510 12,140 12,140 11,323 21,012 21,012 21,012 1
Bowling
Games
Apparel/Pro 0% 334 184 167 134 100 150 100 117 234 200 234
Shop
Food and 0% 8,796 8,518 9,777 8,155 8,227 7,618 7,982 7,014 8,437 9,636 9,773
Beverage
Tournament 0% 550 550 270 150 100 400 800 50 80 300 450
Special Events 0% 22 22 25 5 15 17 14 20 10 14 10
Nursery 0% 800 867 950 833 567 267 267 250 500 567 567
Billiards 0% 930 930 930 800 800 750 750 750 800 900 930
Locker 0% 600 600 600 600 600 600 600 600 600 600 600
Rentals
Arcade 0% 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400
Advertisement 0% 40 40 40 40 40 40 40 40 40 40 40
Shoe Rental 0% 2,350 2,550 2,250 1,350 1,150 1,200 1,050 1,250 1,750 2,250 2,350
TOTAL UNIT 60,043 54,230 61,316 52,038 43,691 35,255 35,816 33,105 49,681 51,737 52,184 4
SALES
Unit Prices Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Mo
Open Bowling $2.75 $2.75 $2.75 $2.75 $2.75 $2.75 $2.75 $2.75 $2.75 $2.75 $2.75
Games
League $2.57 $2.57 $2.57 $2.57 $2.57 $2.57 $2.57 $2.57 $2.57 $2.57 $2.57
Bowling
Games
Apparel/Pro $30.00 $30.00 $30.00 $30.00 $30.00 $30.00 $30.00 $30.00 $30.00 $30.00 $30.00 $
Shop
Food and $5.50 $5.50 $5.50 $5.50 $5.50 $5.50 $5.50 $5.50 $5.50 $5.50 $5.50
Beverage
Tournament $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $
Special Events $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $300.00 $3
Nursery $1.50 $1.50 $1.50 $1.50 $1.50 $1.50 $1.50 $1.50 $1.50 $1.50 $1.50
Billiards $8.00 $8.00 $8.00 $8.00 $8.00 $8.00 $8.00 $8.00 $8.00 $8.00 $8.00
Locker $3.00 $3.00 $3.00 $3.00 $3.00 $3.00 $3.00 $3.00 $3.00 $3.00 $3.00
Rentals
Arcade $0.25 $0.25 $0.25 $0.25 $0.25 $0.25 $0.25 $0.25 $0.25 $0.25 $0.25
Advertisement $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $
Shoe Rental $2.00 $2.00 $2.00 $2.00 $2.00 $2.00 $2.00 $2.00 $2.00 $2.00 $2.00
Sales
Open Bowling $34,348 $29,398 $34,950 $29,400 $22,501 $15,601 $15,601 $14,550 $27,000 $27,000 $27,000 $2
Games
League $68,699 $58,799 $69,899 $58,802 $45,001 $31,200 $31,200 $29,100 $54,001 $54,001 $54,001 $4
Bowling
Games
Apparel/Pro $10,020 $5,520 $5,010 $4,020 $3,000 $4,500 $3,000 $3,510 $7,020 $6,000 $7,020 $1
Shop
Food and $48,378 $46,849 $53,774 $44,853 $45,249 $41,899 $43,901 $38,577 $46,404 $52,998 $53,752 $4
Beverage
Tournament $5,500 $5,500 $2,700 $1,500 $1,000 $4,000 $8,000 $500 $800 $3,000 $4,500 $
Special Events $6,600 $6,600 $7,500 $1,500 $4,500 $5,100 $4,200 $6,000 $3,000 $4,200 $3,000 $
Nursery $1,200 $1,301 $1,425 $1,250 $851 $401 $401 $375 $750 $851 $851
Billiards $7,440 $7,440 $7,440 $6,400 $6,400 $6,000 $6,000 $6,000 $6,400 $7,200 $7,440 $
Locker $1,800 $1,800 $1,800 $1,800 $1,800 $1,800 $1,800 $1,800 $1,800 $1,800 $1,800 $
Rentals
Arcade $1,600 $1,600 $1,600 $1,600 $1,600 $1,600 $1,600 $1,600 $1,600 $1,600 $1,600 $
Advertisement $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $
Shoe Rental $4,700 $5,100 $4,500 $2,700 $2,300 $2,400 $2,100 $2,500 $3,500 $4,500 $4,700 $
TOTAL $192,284 $171,906 $192,597 $155,824 $136,200 $116,500 $119,802 $106,512 $154,274 $165,149 $167,662 $14
SALES
Direct Unit Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Mo
Costs
Open Bowling 0.00% $0.13 $0.11 $0.09 $0.11 $0.17 $0.18 $0.19 $0.09 $0.14 $0.14 $0.13
Games
League 0.00% $0.06 $0.05 $0.04 $0.05 $0.07 $0.08 $0.09 $0.10 $0.06 $0.06 $0.06
Bowling
Games
Apparel/Pro 0.00% $7.50 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Shop
Food and 0.00% $1.37 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Beverage
Tournament 0.00% $0.30 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Special Events 0.00% $30.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Nursery 0.00% $0.15 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Billiards 0.00% $0.15 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Locker 0.00% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Rentals
Arcade 0.00% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Advertisement 0.00% $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Shoe Rental 0.00% $0.15 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Direct Cost of
Sales
Open Bowling $1,624 $1,176 $1,144 $1,144 $1,391 $1,021 $1,078 $476 $1,375 $1,375 $1,276 $
Games
League $1,604 $1,144 $1,088 $1,144 $1,226 $971 $1,093 $1,132 $1,261 $1,261 $1,261 $
Bowling
Games
Apparel/Pro $2,505 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Shop
Food and $12,051 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Beverage
Tournament $165 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Special Events $660 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Nursery $120 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Billiards $140 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Locker $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Rentals
Arcade $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Advertisement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Shoe Rental $353 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal $19,220 $2,320 $2,232 $2,288 $2,617 $1,992 $2,170 $1,608 $2,635 $2,635 $2,537 $
Direct Cost of
Sales

PERSONNEL PLAN
MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH
1 2 3 4 5 6 7 8 9 10 11 12
Manager 0% $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000
All Other 0% $33,000 $34,000 $35,000 $33,000 $25,000 $21,000 $21,000 $23,000 $30,000 $32,000 $32,000 $31,000
Employees
Other 0% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL 50 50 50 50 35 30 30 30 35 50 50 50
PEOPLE
Total $39,000 $40,000 $41,000 $39,000 $31,000 $27,000 $27,000 $29,000 $36,000 $38,000 $38,000 $37,000
Payroll
GENERAL ASSUMPTIONS
1 2 3 4 5 6 7 8 9 10 11 12
Plan 1 2 3 4 5 6 7 8 9 10 11 12
Month
Current 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Interest
Rate
Long- 9.50% 9.50% 9.50% 9.50% 9.50% 9.50% 9.50% 9.50% 9.50% 9.50% 9.50% 9.50%
term
Interest
Rate
Tax Rate 30.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00%
Other 0 0 0 0 0 0 0 0 0 0 0 0
PRO FORMA PROFIT AND LOSS
1 2 3 4 5 6 7 8 9 10 11 12
Sales $192,284 $171,906 $192,597 $155,824 $136,200 $116,500 $119,802 $106,512 $154,274 $165,149 $167,662 $146,120
Direct Cost $19,220 $2,320 $2,232 $2,288 $2,617 $1,992 $2,170 $1,608 $2,635 $2,635 $2,537 $3,049
of Sales
Food and $13,194 $12,812 $14,543 $12,313 $12,412 $11,575 $12,075 $10,744 $12,701 $14,349 $14,538 $11,820
Beverage
TOTAL $32,414 $15,132 $16,775 $14,601 $15,029 $13,567 $14,245 $12,352 $15,336 $16,984 $17,075 $14,869
COST OF
SALES
Gross $159,870 $156,774 $175,822 $141,223 $121,172 $102,933 $105,557 $94,160 $138,938 $148,165 $150,587 $131,251
Margin
Gross 83.14% 91.20% 91.29% 90.63% 88.97% 88.35% 88.11% 88.40% 90.06% 89.72% 89.82% 89.82%
Margin %
Expenses
Payroll $39,000 $40,000 $41,000 $39,000 $31,000 $27,000 $27,000 $29,000 $36,000 $38,000 $38,000 $37,000
Sales and $13,590 $12,740 $12,215 $9,650 $12,325 $10,750 $8,810 $15,580 $14,940 $13,520 $12,680 $14,040
Marketing
and Other
Expenses
Depreciation $17,083 $17,083 $17,083 $17,083 $17,083 $17,083 $17,083 $17,083 $17,083 $17,083 $17,083 $17,083
Leased $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Equipment
Utilities $4,300 $4,700 $5,300 $3,500 $3,490 $3,490 $4,000 $3,600 $4,000 $5,300 $5,500 $5,500
Insurance $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
Rent $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Payroll 15% $5,850 $6,000 $6,150 $5,850 $4,650 $4,050 $4,050 $4,350 $5,400 $5,700 $5,700 $5,550
Taxes
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $81,823 $82,523 $83,748 $77,083 $70,548 $64,373 $62,943 $71,613 $79,423 $81,603 $80,963 $81,173
Operating
Expenses
Profit Before $78,047 $74,251 $92,074 $64,140 $50,624 $38,560 $42,614 $22,547 $59,515 $66,562 $69,624 $50,078
Interest and
Taxes
EBITDA $95,130 $91,334 $109,157 $81,223 $67,707 $55,643 $59,697 $39,630 $76,598 $83,645 $86,707 $67,161
Interest $23,750 $23,750 $23,750 $23,750 $23,750 $23,750 $23,750 $23,750 $23,750 $23,750 $23,750 $23,750
Expense
Taxes $16,289 $12,625 $17,081 $10,097 $6,718 $3,702 $4,716 ($301) $8,941 $10,703 $11,469 $6,582
Incurred
Net Profit $38,008 $37,876 $51,243 $30,292 $20,155 $11,107 $14,148 ($902) $26,823 $32,109 $34,406 $19,746
Net 19.77% 22.03% 26.61% 19.44% 14.80% 9.53% 11.81% -0.85% 17.39% 19.44% 20.52% 13.51%
Profit/Sales
PRO FORMA CASH FLOW
MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5 MONTH 6 MONTH 7 MONTH 8 MONTH 9 MONTH MONTH M
10 11
Cash Received
Cash from
Operations
Cash Sales $192,284 $171,906 $192,597 $155,824 $136,200 $116,500 $119,802 $106,512 $154,274 $165,149 $167,662 $1
SUBTOTAL $192,284 $171,906 $192,597 $155,824 $136,200 $116,500 $119,802 $106,512 $154,274 $165,149 $167,662 $14
CASH FROM
OPERATIONS
Additional
Cash Received
Sales Tax, 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

VAT, HST/GST
Received
New Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Borrowing
New Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
(interest-free)
New Long- $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
term Liabilities
Sales of Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Current Assets
Sales of Long- $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
term Assets
New $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Investment
Received
SUBTOTAL $192,284 $171,906 $192,597 $155,824 $136,200 $116,500 $119,802 $106,512 $154,274 $165,149 $167,662 $14
CASH
RECEIVED
Expenditures Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Mo
Expenditures
from
Operations
Cash $39,000 $40,000 $41,000 $39,000 $31,000 $27,000 $27,000 $29,000 $36,000 $38,000 $38,000 $
Spending
Bill Payments $3,978 $117,845 $74,841 $80,576 $67,100 $65,144 $59,320 $59,412 $60,124 $71,927 $77,593 $
SUBTOTAL $42,978 $157,845 $115,841 $119,576 $98,100 $92,144 $86,320 $88,412 $96,124 $109,927 $115,593 $11
SPENT ON
OPERATIONS
Additional
Cash Spent
Sales Tax, $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
VAT, HST/GST
Paid Out
Principal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Repayment of
Current
Borrowing
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
Principal
Repayment
Long-term $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
Principal
Repayment
Purchase $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Current
Assets
Purchase $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Long-term
Assets
Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
SUBTOTAL $42,978 $157,845 $115,841 $119,576 $98,100 $92,144 $86,320 $88,412 $96,124 $109,927 $115,593 $11
CASH SPENT
Net Cash Flow $149,306 $14,061 $76,756 $36,247 $38,100 $24,356 $33,482 $18,101 $58,150 $55,222 $52,070 $
Cash Balance $414,306 $428,367 $505,123 $541,371 $579,471 $603,827 $637,308 $655,409 $713,559 $768,781 $820,851 $8
PRO FORMA BALANCE SHEET
MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5 MONTH 6 MONTH 7 MONTH 8 MONTH 9 MONTH 10 MONTH 11 MONTH 12
Assets Starting
Balances
Current
Assets
Cash $265,000 $414,306 $428,367 $505,123 $541,371 $579,471 $603,827 $637,308 $655,409 $713,559 $768,781 $820,851 $852,079
Inventory $0 $21,142 $18,822 $16,591 $14,303 $11,686 $9,694 $7,523 $5,915 $3,279 $2,899 $2,791 $3,354
Other Current $970,000 $970,000 $970,000 $970,000 $970,000 $970,000 $970,000 $970,000 $970,000 $970,000 $970,000 $970,000 $970,000
Assets
TOTAL $1,235,000$1,405,448$1,417,190$1,491,714$1,525,673$1,561,157$1,583,520$1,614,832$1,631,324$1,686,839$1,741,680$1,793,642$1,825,433
CURRENT
ASSETS
Long-term
Assets
Long-term $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000
Assets
Accumulated $0 $17,083 $34,166 $51,249 $68,332 $85,415 $102,498 $119,581 $136,664 $153,747 $170,830 $187,913 $204,996
Depreciation
TOTAL $3,000,000$2,982,917$2,965,834$2,948,751$2,931,668$2,914,585$2,897,502$2,880,419$2,863,336$2,846,253$2,829,170$2,812,087$2,795,004
LONG-TERM
ASSETS
TOTAL $4,235,000$4,388,365$4,383,024$4,440,465$4,457,341$4,475,742$4,481,022$4,495,251$4,494,660$4,533,092$4,570,850$4,605,729$4,620,437
ASSETS
Liabilities and Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Capital
Current
Liabilities
Accounts $0 $115,357 $72,140 $78,338 $64,922 $63,167 $57,340 $57,421 $57,732 $69,341 $74,991 $75,463 $70,425
Payable
Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Borrowing
Other Current $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Liabilities
SUBTOTAL $0 $115,357 $72,140 $78,338 $64,922 $63,167 $57,340 $57,421 $57,732 $69,341 $74,991 $75,463 $70,425
CURRENT
LIABILITIES
Long-term $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000
Liabilities
TOTAL $3,000,000$3,115,357$3,072,140$3,078,338$3,064,922$3,063,167$3,057,340$3,057,421$3,057,732$3,069,341$3,074,991$3,075,463$3,070,425
LIABILITIES
Paid-in $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000
Capital
Retained ($265,000) ($265,000) ($265,000) ($265,000) ($265,000) ($265,000) ($265,000) ($265,000) ($265,000) ($265,000) ($265,000) ($265,000) ($265,000
Earnings
Earnings $0 $38,008 $75,884 $127,127 $157,420 $177,575 $188,682 $202,830 $201,927 $228,751 $260,860 $295,265 $315,012
TOTAL $1,235,000$1,273,008$1,310,884$1,362,127$1,392,420$1,412,575$1,423,682$1,437,830$1,436,927$1,463,751$1,495,860$1,530,265$1,550,012
CAPITAL
TOTAL $4,235,000$4,388,365$4,383,024$4,440,465$4,457,341$4,475,742$4,481,022$4,495,251$4,494,660$4,533,092$4,570,850$4,605,729$4,620,437
LIABILITIES
AND
CAPITAL
Net Worth
Executive Summary
This plan provides detailed investor information and includes the basic strategic business
plan information necessary for initial establishment and operation of Kiln Creek Bowling
Center. The plan outlines the plans for business growth, methods, procedures for
operation, and infrastructure management.
Kiln Creek Bowling Corporation (Kiln Creek Bowling Center) was formed in Yorktown,
Virginia, as a corporation under the Laws of the Commonwealth of Virginia.
The dynamic management team responsible for the design, building, development of
company policy, and hands-on-management of the daily operations are Charles H.
Collins Jr., Jane W. Collins, and Charles "Chip" Collins III. In addition, a team-oriented
and customer-focused staff of 50 will support the management team. Kiln Creek Bowling
Corporation will retain the services of a CPA firm to perform professional company
audits, prepare taxes and payroll, and serve as a business consultant to assist in setting
achievable long-range strategic goals.
Establishment of Kiln Creek Bowling Corporation trading as Kiln Creek Bowling Center
provides York County, Hampton, Newport News and the surrounding area quality family
entertainment, products, and services.
Based on the current prices in the bowling and restaurant market, Kiln Creek Bowling
Center has the potential of making excellent sales the first year. With good
management, a healthy annual revenue growth is expected.
The equity for each investor will be based on his or her investment. An in-depth look at
Ratios can be found in Topic 7.7, Business Ratios.
Ways to minimize risk factors to Kiln Creek Lane's success include:

1. Obtain sufficient capital to build and cover expenses of initial operation. All investor
capital will be held in escrow until the project is totally funded.
2. Maintain low overhead cost which increases the bottom line profit. Multi-skilled
personnel will be employed, and a continual training program will ensure
they deliver consistent, superior service, where customer satisfaction is paramount.
3. Build a sufficient customer base. An excellent location has been determined by

demographics, and an aggressive marketing program by a full-time employee will
ensure desired results.
4. Establish community involvement to demonstrate how the business will contribute

to a better quality of life. Community projects using the bowling center's facilities
will be developed to help civic groups obtain their financial goals. School, church,
and other groups will be welcomed for tours of the bowling center.
5. All payments will be cash, check, or credit card, which eliminates the need for
invoicing and collections.
1.1 Objectives
Kiln Creek Bowling Corporation will build a 43,000-square-foot building in the Kiln
Creek commercial area of York County/Newport News, Virginia. Service/products
include 40 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.
2. Low Overhead Cost. Kiln Creek Lane's management will keep overhead cost at a
minimum. First, during construction of the center, Charles Collins Jr. will be project
manager, saving approximately 15% of construction costs. His experience at
operating bowling centers, as well as his educational background as an industrial
engineer, contributes to his ability to streamline operations while minimizing
unnecessary expenses. The employment of the best in the field for his staff will
allow having many of the key employees doing more than one task. The center will
have the most energy-efficient equipment of any center in the area.
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.
.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
 START-UP REQUIREMENTS
Start-up Expenses
Land $0
Building $0
Bowling Equipment $0
Restaurant Equipment $0
Fixtures & Furniture $0
Professional Fees $20,000
Architectural Fees $50,000
Inventory $0
Insurance Operations $30,000
Insurances During Construction $15,000
Marketing $25,000
Payroll During Construction $85,000
Permits $10,000
Company Vehicle (Pickup) $0
Office Supplies $0
Site Work - Parking Lot $0

Rent of Temp Office (Construction Trailer) $3,000
Operational Expenses During Construction $10,000
Construction Elecltrical Power $8,500
Construction Telephones $2,000
Security Deposit Electrical $5,000
Security Deposit Water $1,000
Security Deposit Telephone $500
Grand Opening Cost $0
Financial Cost $0
Start Up Fund $0
TOTAL START-UP EXPENSES $265,000
Start-up Assets
Cash Required $265,000
Start-up Inventory $0
Other Current Assets $970,000
Long-term Assets $3,000,000
TOTAL ASSETS $4,235,000
Total Requirements $4,500,000
START-UP FUNDING
Start-up Expenses to Fund $265,000
Start-up Assets to Fund $4,235,000

TOTAL FUNDING REQUIRED $4,500,000
Assets
Non-cash Assets from Start-up $3,970,000
Cash Requirements from Start-up $265,000
Additional Cash Raised $0
Cash Balance on Starting Date $265,000
TOTAL ASSETS $4,235,000
Liabilities and Capital
Liabilities
Current Borrowing $0
Long-term Liabilities $3,000,000
Accounts Payable (Outstanding Bills) $0

Other Current Liabilities (interest-free) $0
TOTAL LIABILITIES $3,000,000
Capital
Planned Investment
Investor 1 $1,500,000
Investor 2 $0
Other $0
Additional Investment Requirement $0
TOTAL PLANNED INVESTMENT $1,500,000
Loss at Start-up (Start-up Expenses) ($265,000)
TOTAL CAPITAL $1,235,000
TOTAL CAPITAL AND LIABILITIES $4,235,000

Total Funding $4,500,000
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.
Products and Services

The bowling business is family entertainment. This is a sport that all ages can participate
in and enjoy as individuals or in groups. It is where grandparents take grandchildren of all
ages to have a bonding outing. The new computer technology enables anyone to
experience the excitement of the sport without having to know how to keep score,
because it is done automatically by the computer and displayed on a monitor. The core
revenue producer is the league structure, which is all encompassing. The basic element in
leagues is its three levels--beginning with youth leagues, it progresses until it reaches the
senior citizen. The largest number of league bowlers are in the 35-50 age group, married
with two children, homeowning, with an annual income between $40,000 and $75,000.
These leagues are primarily made up of married couples with similar backgrounds. Large
corporations, adult school-booster organizations, and churches are excellent sources for
forming this type of league. League development is only limited by management's
imagination; however, the key is to find a common interest which each member of the
league shares. Kiln Creek Bowling Center is a multi-media entertainment center that will
also have a billiard and dart parlor with its own league structure. The Train Station full
service restaurant will feature live entertainment or Karaoke for the late-night customers.
3.1 Product and Service Description
We sell food, beverages, and entertainment with pleasant memories.
3.2 Competitive Comparison

The business will be lucrative for the following reasons:
1. The General Manager has ten years of experience operating a bowling center as an
owner/operator. This will be his third bowling project. He was the developer,
designer, builder, and operator of Victory Lanes Bowling Center, the first
computerized bowling center in Virginia. It had the largest number of leagues and
open bowlers in the area. The LPBA National Bowling Tournament was televised live
on ESPN from this center--a first for any center in Virginia. The center was honored
by the local community for the positive role it had in various civic activities such as
American Heart Association, Cancer prevention, and Big Brother/Sister program.
2. This is a family-oriented and family-operated bowling center.
3. The center will be aggressively marketed to large and small businesses for league
support. There will be an incentive program that rewards the clientele based on
amount of money spent in the center.
4. The location is excellent within the upper middle-class area of York County and
Newport News, Virginia. The radius of potential customer base is increased due to
the easy access from Interstate 64 at Exit 265B.
5. Management of Kiln Creek Bowling Center recognizes the needs of the surrounding
area and will seize opportunities to support the needs of the customer in the
community.
The ability of Kiln Creek Bowling Center to accomplish its goals and lead the bowling
industry depends upon the expertise, abilities, and social conscience of the management
team. The management team has received awards in the past for their outstanding
management of bowling centers and management of local and state bowling tournaments.
The high standards set by Kiln Creek Bowling Center's team will make it difficult for
competitors to enter and survive in the market area.
The resulting business environment will consist of a family entertainment marketplace

containing only those businesses that truly desire to support the needs of York County
and the surrounding area. As a result of these factors, Kiln Creek Bowling Center knows
the opportunity exists, and the company has the unique qualifications to provide the
highest quality service and family-oriented bowling environment which offers
competitive pricing for its customers and still makes an outstanding profit in their
demanding market.
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.

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What Is Bowling?

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Bowling

Play Of The Game

Lanes and equipment

Market Analysis Summary

1. Bowling Leaguers. New customers are likely to be introduced to Bowl Weevil by

4.1 Market Segmentation

Families with young children

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Potential Growth CAGR

Bowling Leaguers 25% 3,000 3,750 4,688 5,860 7,325 25.00%

Families with 5% 6,000 6,300 6,615 6,946 7,293 5.00%

Youths 5% 10,000 10,500 11,025 11,576 12,155 5.00%

Seniors 6% 13,000 13,780 14,607 15,483 16,412 6.00%

Total 7.78% 32,000 34,330 36,935 39,865 43,185 7.78%

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4.3 Service Business Analysis

4.3.1 Competition and Buying Patterns

Seniors will provide a consistent customer base.

Strategy and Implementation Summary

5.1 Competitive Edge

Experience and Reputation:

5.2 Marketing Strategy

5.3 Sales Strategy

5.3.1 Sales Forecast

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

 77.8% are white.

 47.5% are 25 to 50 years old.

 61% own their homes.

 The average income is $43,682.

4.1 Target Market Segment Strategy

 Customer Frequent Bowler Program

 Membership in various organizations

 Community Involvement Program

 Business-to-business personal contact

 Telecommunications call services

4.1.1 Market Needs

4.1.2 Market Trends

4.1.3 Market Growth

4.2.1 Competition and Buying Patterns

Competition in the bowling business in York County is mild. As described in the

4.2.2 Main Competitors

Strategy and Implementation Summary

5.2 Value Proposition

5.3 Sales Strategy

5.3.1 Sales Forecast

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YEAR 1 YEAR 2 YEAR 3

League Bowling Games 231,596 243,176 255,334

Apparel/Pro Shop 2,504 2,629 2,760

Food and Beverage 101,729 106,815 112,156

Tournament 4,000 4,200 4,410

Special Events 191 200 210

Nursery 7,002 7,352 7,719

Billiards 10,200 10,710 11,245

Locker Rentals 7,200 7,560 7,938

Arcade 76,800 80,640 84,672

Advertisement 480 504 529

Shoe Rental 21,600 22,680 23,814