Free Country Club Business Plan
For Raising Capital from Investors, Banks, or Grant Companies!
Please note that the financials
in this complete free business plan are completely fictitious and may not
match the text of the business plan below. This free business plan demonstration
purposes only. If you are interested in purchasing the completed editable MS Word
and Excel documents for this business plan, please click the button below! Also,
the text of the business plan is formatted with a fully automated
table of contents.
It should be noted that there is no special software required to use these
templates. All business plans come in Microsoft Word and Microsoft Excel format.
Each business plan features:
- Excecutive Summary
- Company and Financing Summary
- Products and Services Overview
- Strategic Analysis with current research!
- Marketing Plan
- Personnel Plan
- 3 Year Advanced Financial Plan
- Expanded Financial Plan with Monthly Financials
- FREE 30 Page Sample Private Placement Memorandum
- FREE PowerPoint Presentation for Banks, Investors,
or Grant Companies!
1.0 Executive Summary
The purpose of this business plan is to raise $20,000,000 for the development of
a country club while showcasing the expected financials and operations over the
next three years. Country Club, Inc. (“the Company”) is a
New York based corporation that
will provide customers with a massive 36 hole golf course, a private membership
restaurant, and a day spa that will be operated on site. The Company was founded
by John Doe.
1.1 Products and Services
As stated above, the business intends to develop an expansive country club facility that
will feature a 36 hole golf course, private membership restaurants services, an
onsite day spa, and many other ancillary services that are in demand among
people that frequent country clubs.
The business intends to solicit membership fees (including initiation
fees) as the Country Club facility nears its completion. The business will also
generate very high gross margins generated from the services mentioned above.
The third section of the business plan will further describe the services
offered by the Country Club.
1.2 The Financing
Mr. Doe is seeking to raise $20,000,000 from an investor(s). Mr. Doe expects to sell a
50% equity interest in the business in exchange for the requisite capital. The
tentative terms of this agreement can be found in the second section of the
business plan. The financing will be used for the following:
Development of the Company’s Country Club location.
Financing for the first six months of operation.
Capital to purchase FF&E for the Country Club.
1.3 Mission Statement
Country Club, Inc.’s mission is to become a well known golf course facility and family
entertainment destination for wealthier residents living within the Company’s
1.4 Mangement Team
The Company was founded by John Doe. Mr. Doe has more than 10 years of experience in the
hospitality industry. Through his expertise, he will be able to bring the
operations of the business to profitability within its first year of operations.
1.5 Sales Forecasts
Mr. Doe expects a strong rate of growth at the start of operations. Below are the
expected financials over the next three years.
1.6 Expansion Plan
The Founder expects that the business will aggressively expand during the first three
years of operation. Mr. Doe intends to implement marketing campaigns that will
effectively target individuals that are interested in becoming members of a
The Company may seek to develop additional Country Club properties after the third to
fifth year of operation.
2.0 Company and Financing Summary
2.1 Registered Name and Corporate Structure
Country Club, Inc. The Company is registered as a corporation
in the State of New York.
2.2 Required Funds
At this time, the Country Club
requires $20,000,000 of equity funds. Below is a breakdown of how these funds
will be used:
2.3 Investor Equity
At this time, the Company is
seeking to sell a 50% equity interest in the business for the requisite capital
sought in this business plan. The investor(s) will also receive a seat on the
board of directors and a regular stream of dividends starting in the first year
of operation. Please reference the Company’s private placement memorandum for
more information regarding the specifics of this investment.
2.4 Management Equity
After the requisite capital is
raised, Mr. Doe will retain a 50% ownership in the business.
2.5 Exit Strategy
The Management has planned for
three possible exit strategies. The first strategy would be to sell the Company
to a larger entity at a significant premium. Since, country club industry
maintains a moderate risk profile once the business is established; the
Management feels that the Company could be sold for ten to fifteen times
The second exit scenario would
entail selling a portion of the Company via an initial public offering (or
“IPO”). After a detailed analysis, it was found that the Company could sell for
twenty times earnings on the open market depending on the business’s annual
growth rate and strength of earnings. However, taking a company public involves
significant legal red tape. Country Club, Inc. would be bound by the significant
legal framework of the Sarbanes-Oxley Act in addition to the legal requirements
set forth in form S1 of the Securities and Exchange Commission. The Company
would also have to comply with the Securities Act of 1933 and the Exchange Act
3.0 Products and Services
3.1 Golf Course
As stated in the executive
summary, the Country Club will feature a full 36 hole golf course (two different
18 hole courses) that will be of PGA championship quality.
Currently, Management is
reviewing applications from a number of professional golfers and professional
golf course designers that will assist the business in developing a layout of a
golf course that will be of moderate difficulty for Country Club members.
3.2 Country Club Restaurant
As part of the members’
enrollment, they will have access to a highly developed club house that will
feature a high end restaurant. No cash will change hands when members use the
Company’s Country Club facility. All accounts will be billed on a monthly basis
to members. At this time, Management is seeking to hire an outstanding chef to
develop the menu, restaurant layout, and general operations of the Country Club
3.3 Day Spa
Country Club, Inc. will also
have a full service day spa that will provide massage therapy services,
manicures/pedicures, as well as other spa services including, but not limited
4.0 Strategic and Market Analysis
4.1 Economic Outlook
This section of the analysis will detail the economic climate, the country club industry, the customer
profile, and the competition that the business will face as it progresses
through its business operations.
Currently, the economic market condition in the United States
is moderate. Unemployment rates have declined while asset prices have risen
substantially. It should be noted that an
economic recession may have an impact on the Country Club’s ability to secure
new membership on an ongoing basis.
4.2 Industry Analysis
Within the United States, there are approximately
12,261 country clubs that operate on a for profit basis or a not for profit
basis. Each year, these businesses generate approximately $20 billion of
revenues while providing jobs to more than 312,000 people. Annual payrolls in
each of the last five years have exceeded $8 billion.
This is a mature industry, and
the expected future growth rate is expected to wane as the demand for country
club lifestyles have declined sharply given the current economic climate.
Additionally, as many younger people now travel more frequently, the demand for
new members is expected to decline over the next ten years. However, country
clubs may be able to recruit new members from the baby boomer population.
4.3 Customer Profile
The Country Club’s average
client will be an upper middle class man or woman that frequently enjoys playing
golf, tennis, and belonging to a membership club. Common traits among clients
Annual household income exceeding $75,000
Will spend $20,000 on
membership fees and usage of the Country Club’s facilities.
Lives within 10 miles of the
Company’s Country Club facility.
4.4 Competitive Analysis
This is one of the sections of
the business plan that you must write completely on your own. The key to writing
a strong competitive analysis is that you do your research on the local
competition. Find out who your competitors are by searching online directories
and searching in your local Yellow Pages. If there are a number of competitors
in the same industry (meaning that it is not feasible to describe each one) then
showcase the number of businesses that compete with you, and why your business
will provide customers with service/products that are of better quality or less
expensive than your competition.
5.0 Marketing Plan
The Country Club intends to
maintain an extensive marketing campaign that will ensure maximum visibility for
the business in its targeted market. Below is an overview of the marketing
strategies and objectives of the business.
5.1 Marketing Objectives
Develop an online presence by developing a website and placing the Company’s name and contact
information with online directories.
Establish relationships with the local community of the target market.
Engage a broad based public relations firm targeted towards wealthy people living within the
5.2 Marketing Strategies
Management intends to use a qualified advertising and marketing firm to help the Country
Club reach its intended audience of wealthy people living in the Company’s
targeted market. This campaign will include the use of traditional print and
media advertising as well as the Internet. Direct advertising campaigns will be
of significant importance to the Company as the business is offering its Country
Club services to a specified group of upper middle and upper income people.
Timely coverage of the Company
and its facilities will be further directed through ongoing press relations,
news releases and feature stories targeted at key professional communities and
other media outlets. Publicity activities will be designed to generate ongoing
coverage about the Country Club in targeted media by providing writers and
editors with newsworthy releases, features, stories, briefs, and visual material
for their columns and stories. In depth coverage may also be obtained about the
Company by hosting in-house interviews to be conducted by our company
spokesperson, John Doe.
The Company may also use a
number of TV and radio personalities to visit and experience the Country Club so
that they may “plug” the facility in lifestyle and travel columns during their
In this section, describe the pricing of your services and products. You should provide as much
information as possible about your pricing as possible in this section. However,
if you have hundreds of items, condense your product list categorically. This
section of the business plan should not span more than 1 page.
6.0 Organizational Plan and Personnel Summary
6.1 Corporate Organization
6.2 Organizational Budget
6.3 Management Biographies
In this section of the business plan, you should write a two to four paragraph biography
about your work experience, your education, and your skill set. For each owner or
key employee, you should provide a brief biography in this section.
7.0 Financial Plan
7.1 Underlying Assumptions
The Company has based its
proforma financial statements on the following:
Country Club, Inc/ will have an
annual revenue growth rate of 16% per year.
The Founder will acquire
$20,000,000 of equity funds to develop the facility.
The Country Club property will
have an annual appreciation rate of 6% per annum.
7.2 Sensitivity Analysis
In the event of an economic
downturn, the business may have a decline in its revenues. Enrolling as a member
in a country club is a luxury and during times of deleterious economic
conditions, the business may have issues with its top line income. However, the
Company is targeting its services towards wealthy people who are less swayed by
difficult economic climates. Additionally, the high margins generated by the
business will ensure its continued profitability despite moderate decreases in
7.3 Source of Funds
7.4 General Assumptions
7.5 Profit and Loss Statements
7.6 Cash Flow Analysis
7.7 Balance Sheet
7.8 General Assumptions
7.9 Business Ratios
Expanded Profit and Loss Statements
Expanded Cash Flow Analysis