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How to Start a Bowling Alley Business | Free Book PDF Download

Starting a Bowling Alley Business

 

How to Start a Bowling Alley Business - Free Book


Are you considering starting a Bowling Alley Business? if yes, you'll find this free book to be extremely helpful.

This is a practical guide that will walk you step by step through all the essentials of starting your business. The book is packed with guides, worksheets and checklists. These strategies are absolutely crucial to your business' success yet are simple and easy to apply.

The Single Most Important Ingredient for Business Success

The first and most important thing you need to acquire in order to succeed in a small business is... knowledge.

Sounds exaggerated? Listen to this...

According to research conducted by Dun & Bradstreet, 90% of all small business failures can be traced to poor management resulting from lack of knowledge.

This is backed up by my own personal observations. In my 31 years as a business coach and consultant to small businesses, I've seen practically dozens of small business owners go under and lose their businesses -- not because they weren't talented or smart enough -- but because they were trying to re-invent the wheel rather than rely on proven, tested methods that work.

Conclusion: if you are really serious about succeeding in a business... If you want to avoid the common traps and mistakes... it is absolutely imperative that you acquire the right knowledge.

"Why Invent Mediocrity, When You Can Copy Genius?"

That's an excellent quote I picked up from a fellow business owner a few years back. What this means is that you should see what is working and try to duplicate it. Why go through all the trouble of inventing something new, that you don't even know will ever work, when you can easily learn from and duplicate something that has been a proven success?

[ Note: One of the BIGGEST mistakes almost all new businesses make is that they WASTE tons of valuable time, energy and money on trying to create something "new", that has never been tested or proven... only to find out later that it was a total loss. Don't make the same mistake! ]

Hi! My name is Meir. I'm the founder and president of BizMove.com, a successful Internet based information business. I'm also the author of numerous books, mostly in the area of small business management.

I've been involved in small business for the past 31 years of my life, as a business coach, manager of a consulting firm, a seminar leader and as the owner of five successful businesses.

During my career as a business coach and consultant I've helped dozens of business owners start their businesses, market, expand, get out of troubles, sell their businesses and do practically every other small business activity you can think of.
You see, I have been there .... done it ... and bought the Small Business t-shirt! -- This free book contains techniques and strategies I've learned during my 31 year small business career.

Here's what you'll discover in the 'How to Start a Bowling Alley Business' book:

How to determine the feasibility of your business idea - a complete fill in the blanks template system that will help you predict problems before they happen and keep you from losing your shirt on dog business ideas.

A detailed manual that will walk you step by step through all the essential phases of starting your business

A complete business plan template. This fill-in-the-blanks template includes every section of your business plan, including Executive Summary, Objectives, SWOT Analysis, Marketing Analysis and Strategy, Operations Plan, Financial Projections and more (a similar template is sold elsewhere for $69.95).

All this and much much more.

Success Tip: Setting Goals

Good management is the key to success and good management starts with setting goals. Set goals for yourself for the accomplishment of the many tasks necessary in starting and managing your business successfully. Be specific. Write down the goals in measurable terms of performance. Break major goals down into sub-goals, showing what you expect to achieve in the next two to three months, the next six months, the next year, and the next five years. Beside each goal and sub-goal place a specific date showing when it is to be achieved.

Plan the action you must take to attain the goals. While the effort required to reach each sub-goal should be great enough to challenge you, it should not be so great or unreasonable as to discourage you. Do not plan to reach too many goals all at one time.

Establish priorities. Plan in advance how to measure results so you can know exactly how well you are doing. This is what is meant by "measurable" goals. If you can’t keep score as you go along you are likely to lose motivation. Re-work your plan of action to allow for obstacles which may stand in your way. Try to foresee obstacles and plan ways to avert or minimize them.

Click here! to download your book for free (PDF version)

Here're other free books in the "how to start a business" series that may interest you:

Agriculture Assisted living Auto repair Bakery Bar Beauty salon Bed and breakfast Bookkeeping Boutique Bowling alley Carpet cleaning Car wash Catering Cattle farming Charity Cleaning Coffee shop Computer repair Construction Consulting Convenience-store Cupcake Daycare Dental Dog daycare Ecommerce Electrical Embroidery Engineering Farm Fashion Film Financial advisor Fitness center Flower-shop Food Food truck Franchise Frozen yogurt Furniture store Gas station Goat farming Grocery store Gym Hairdressing Hair salon Ice cream Insurance agency Interior design Internet Internet cafe IT Jewelry Landscaping Laundromat Laundry Law firm Magazine Manufacturing Microbrewery Motel-hotel Music Nightclub Nonprofit Nursery Online-retail Photography Pizza Plumbing Poultry farming Preschool Printing Private investigator Pub Real-estate Resort Restaurant Retail School Security company Service Software Spa Sports-bar Startup Supermarket Travel agency Trucking Vegetable-farming Website

Here's a Sample 'Executive Summary' for a Bowling Alley Business plan:

This business plan for [COMPANY NAME] projects factors such as sales, cash flow, balances, net worth, and profits for the next 3 years of business. The plan incorporates $1,800,000 sought in funding and shows how those funds would be put to use and their direct effects on the profitability of the company. These funds will be used for necessary equipment, employees, and renovations that are vital to the continuation of [COMPANY NAME]. This plan also explains the various marketing and sales strategies that are currently in use as well as future methods of marketing and sales. 

1.1 Objectives

[COMPANY NAME] is seeking $1,800,000 in funding in order to hire 5 new employees, purchase new lanes, continue the facility’s maintenance, pay off any existing debts, and expand the redemption center. Hiring 5 new employees will accommodate for the expansion projected within the next 3 years and will allow us to keep up with our growth. New lanes must be purchased within 4 years, as the lanes currently in use will need to be replaced due to wear. The expansion of our redemption center will make use of space that is not currently utilized for business.

1.2 Mission

[COMPANY NAME]’s mission is to provide the cleanest, best maintained facility that focuses on customer service above all else.

1.3 Keys to Success

The keys to success for [COMPANY NAME] are increased advertising, reputable service, and community involvement. Our reputation for quality service is already well established among Houston Bowlers who know of [COMPANY NAME], but it is crucial to perpetuate that reputation and see that it impacts potential customers as well as current ones. This ties directly into the need for more advertising, which will increase our exposure and establishment within the area. Establishment of course connects with the concept of community involvement. Our continued participation in local school programs and event hosting for Non-Profit Organizations affects both our reputation and the degree of our exposure.

2.0 Company Summary

[COMPANY NAME] is a 40 lane bowling center with a bar and café that was built in 1979 by Tropicana Inc.  One of the partners of Tropicana Inc., Don Ellis Sr., split from the group in 1986 and retained ownership of Emerald under the corporate name of [COMPANY NAME], Inc. [NAME]went on the payroll of [COMPANY NAME] in 1984 as a certified Brunswick pinsetter mechanic.  In 1989 he left full time work at the center to pursue a full time career in the printing industry.  In 2003 [NAME] opened his own print shop, Nitch Printing, but all throughout the years remained on the payroll of [COMPANY NAME] as a part time, on call, backup mechanic so the full time crew could take vacations.

In mid 2006 [NAME] was approached by Mr. Ellis to discuss selling the center to him.  Making this proposal to [NAME] was a natural fit.  [NAME]'s step father, Don Marshall, had owned several centers in Houston and the surrounding area over the years and Mr. Ellis was confident that [NAME] knew the industry well. [NAME], together with his wife [NAME], decided to pursue the opportunity.  [NAME], like [NAME], had grown up in bowling centers and knew the industry very well.  She was working as Production Manager for a digital imaging company when this opportunity arose and had over 15 years management experience.  Together they decided that everything they had done in their lives had led them to this opportunity.

2.1 Company Ownership

[NAME]owns 51% of the company, making [COMPANY NAME] a woman owned business.  [NAME]owns the remaining 49%.


2.2 Company History

The past performance table below shows the developments of sales, assets, liabilities, and operating expenses for the last 3 years of business. The Company’s sales for 2007, 2008 and 2009 were $1,485,884, $1,584,676 and $1,486,575, respectively. The gross margin for this period was $1,337,866, $1,422,430 and $1,343,652, respectively. Earnings for this period were ($25,242), $26,595 and            ($1,535).

Table: Past Performance

Past Performance

 

 

 

 

 2007

2008

2009

Sales

$1,485,884

$1,584,676

$1,486,575

Gross Margin

$1,337,866

$1,422,430

$1,343,652

Gross Margin %

90.04%

89.76%

90.39%

Operating Expenses

$1,333,017

$1,553,931

$1,345,286

Inventory Turnover

11.15

7.41

4.59

 

 

 

 

Balance Sheet

 

 

 

 

2007

 2008

 2009

 

 

 

 

Current Assets

 

 

 

Cash

$143,954

$310,011

$108,534

Inventory

$13,270

$30,509

$31,718

Other Current Assets

$3,563

$6,388

$4,150

Total Current Assets

$160,787

$346,908

$144,402

 

 

 

 

Long-term Assets

 

 

 

Long-term Assets

$703,010

$883,205

$899,080

Accumulated Depreciation

$92,104

$222,625

$22,625

Total Long-term Assets

$610,906

$660,580

$876,455

 

 

 

 

Total Assets

$771,693

$1,007,488

$1,020,857

 

 

 

 

Current Liabilities

 

 

 

Accounts Payable

$0

$2,268

($4,777)

Current Borrowing

$0

$0

$0

Other Current Liabilities (interest free)

$96,302

$264,033

$130,497

Total Current Liabilities

$96,302

$266,301

$125,720

 

 

 

 

Long-term Liabilities

$699,634

$734,636

$690,120

Total Liabilities

$795,936

$1,000,937

$815,840

 

 

 

 

Paid-in Capital

$1,000

$1,000

$1,000

Retained Earnings

($1)

($21,044)

$205,552

Earnings

($25,242)

$26,595

($1,535)

Total Capital

($24,243)

$6,551

$205,017

 

 

 

 

Total Capital and Liabilities

$771,693

$1,007,488

$1,020,857

 

 

 

 

Other Inputs

 

 

 

Payment Days

30

30

0


3.0 Products and Services

[COMPANY NAME] offers the following services, all of which contribute significantly to our revenue:

  • Bowling - for all ages, levels, and needs (special needs equipment is available)
  • Food – the café inside of [COMPANY NAME] provides food and snacks for its patrons
  • Alcohol/Beer – [COMPANY NAME] operates a full bar in its facility
  • Vending Machines – these vending machines provide snacking items and an alternative to [COMPANY NAME]’s café
  • Entertainment Units/Amusement Machines – the redemption center uses gaming units to generate tickets, which can then be traded for various items

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