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Entertainment icon Karaoke Bar - Bowling Alley Business Plan

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Rockin Roll

Strategy and Implementation Summary

Rockin’ Roll will focus on Fremont, one urban district in Seattle, and then promote itself on a nationwide level as a venue for televised tournaments in succeeding years.

The target customers are bowling leaguers, senior citizens, and youths.

5.1 Competitive Edge

Rockin’ Roll’s competitive edge will be based on two factors, experience and reputation:

  1. Pelvis has experience as a bowler in the local community and as a marketing and business analyst for the Professional Bowling Association. Pelvis’ experience will give him the ability to contact local and national bowlers for recruiting leaguers.
  2. Rockin’ Roll will have the reputation of being the most affordable, comfortable and convenient place of entertainment in town.

5.2 Marketing Strategy

Marketing in a bowling business depends on reputation for quality bowling facilities and entertainment. It starts with Pelvis’ known contacts in the bowling industry, and continues with long-term efforts to develop reputation in local communities.

Rockin’ Roll 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 add inquiries and participants, and bowling league newsletters. Rockin’ Roll will use the database to make regular contact with mailings for additional bowling league tournaments, possibly group studies and market research reports.

5.3 Sales Strategy

Organizing the nine game league tournaments will form the cornerstone of Rockin’ Roll’s sales strategy, advertising the senior citizen discounts and the games will broaden the market to customers outside traditional bowling market. The bowling league organizer will be paid part-time to contact local workplaces, 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 bowling league organizer 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.

5.3.1 Sales Forecast

The first month 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 the first four months Pelvis will recruit bowling leaguers for his first nine game bowling league tournament and begin advertising in local papers for the opening and senior discounts.

By month four, Rockin’ Roll Bowling Lanes will be servicing actual customers and hosting bowling leagues.

Karaoke bar - bowling alley business plan, strategy and implementation summary chart image

Karaoke bar - bowling alley business plan, strategy and implementation summary chart image

Sales Forecast
Year 1 Year 2 Year 3
Youths $26,200 $28,296 $30,560
Senior Citizens $25,920 $38,880 $58,320
Food $135,250 $169,063 $211,328
Video Games $23,100 $28,875 $36,094
Pull Tabs $112,500 $140,625 $175,781
Liquor $75,000 $93,750 $117,188
Leaguers $39,600 $59,400 $89,100
Total Sales $437,570 $558,889 $718,370
Direct Cost of Sales Year 1 Year 2 Year 3
Youths $4,320 $7,074 $7,640
Senior Citizens $3,816 $9,720 $14,580
Food $90,000 $84,531 $105,664
Video Games $4,500 $7,219 $9,023
Pull Tabs $3,600 $35,156 $43,945
Liquor $864 $23,438 $29,297
Leaguers $5,850 $14,850 $22,275
Subtotal Direct Cost of Sales $112,950 $181,988 $232,425

5.4 Milestones

The accompanying table lists important program milestones, with dates and managers in charge, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation.

What the table doesn’t show is the commitment behind it. Our business plan includes complete provisions for plan-vs.-actual analysis, and we will hold monthly follow-up meetings to discuss the variance and course corrections.

Milestone Start Date End Date Budget Manager Department
Business Plan Completion 1/1/2003 2/1/2003 $0 President Pelvis Executive
Lease Complete for Property 1/1/2003 4/1/2003 $0 President Pelvis Executive
Completion of First Nine Game League 4/1/2003 6/15/2003 $0 President Pelvis Marketing
Completion of First Marketing Campaign 1/1/2003 4/1/2003 $500 Bowling League Organizer Marketing
Profitability 1/1/2003 1/1/2004 $0 President Pelvis Accounting
First 1,000 Customers 4/1/2003 6/1/2003 $0 President Pelvis Marketing
Totals $500