Business Plan for a Nightclub
LEVEL 3 plans to be a chain of upscale nightclubs centering around the middle Georgia areas. It is demographically targeted to middle aged adult’s ages ranging from 25 and up. LEVEL 3 aims at providing quality entertainment, food and refreshments along with a welcoming environment that will give our customers a unique and entertaining experience.
Company Overview
This company evolved through a partnership on January 19th 2005. LEVEL 3 is located in Perry, Georgia and caters to the surrounding Middle Georgia areas. The company plans to attract upscale and mature customers whose ages range from 25 and older. LEVEL 3 will be the premier, high-energy themed dance and night club in Middle Georgia. We will provide our customers with live entertainment, quality food and service along with a great atmosphere. We want to create an intimate setting that will make our customers feel a sense of belonging. Easily manageable and profitable, this business appeals to customers who want to relax and meet different enjoyable and exciting people. It will capitalize on the ever growing demand for a safe and sophisticated nightclub. Our objectives are to profit on our excellent location in Perry, Georgia, with commitment to the community developments. We also want to maintain tight control of costs, operations, and cash flow through diligent management. In addition, we will maintain a food cost below 33% of food revenue and beverage costs below 25% of beverage revenue. Finally, we plan to exceed $3 million in annual sales by the third year of plan implementation. LEVEL 3 plans to launch with a highly publicized grand opening event in the summer of 2005. It intends to expand to other cities within Georgia after revenues excel.
Product Plan
LEVEL 3 will be characterized by the elaborate dance club situated in a spectator setting which comfortably accommodates 350 guests. The area will offer two private sky boxes and one banquet room which can be combined for use in a conference or private party setting. Also these rooms are intended for special events and daily use. In order to reach and maintain a unique image of quality, LEVEL 3 will provide attentive and friendly service through a high ratio of service personnel to customers, and will also invest in the training and supervision of its employees. The initial hours of operation will be fro...
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...footage than anyone else in the region. A simple, yet unique, themed menu and atmosphere will create a sense of 'belonging' for locals and tourists alike. Our operating credo is: "happy enthusiastic employees create happy enthusiastic guests."
The main objectives of the development of this new venue are:
• Capitalize on excellent location opportunity with swift commitment to the new Town Square development.
• To launch the venue with a highly publicized grand opening event in the summer of 2001.
• To maintain tight control of costs, operations, and cash flow through diligent management and automated computer control.
• To maintain a food cost below 33% of food revenue.
• To maintain a total beverage cost below 25% of beverage revenue.
• To exceed $3 million in annual sales by the third year of plan implementation.
The keys to success in achieving our goals are:
• Provide exceptional service that leaves an impression.
• Consistent entertainment atmosphere and product quality.
• Managing our internal finances and cash flow to enable upward capital growth.
• Strict control of all costs, at all times, without exception
The first article, “The Best Night $500,000 Can Buy,” portrays the perfect night out in Las Vegas. Devin chronologically takes the reader through a night in one of the famous clubs in Las Vegas, Marquee. He describes the fundamental marketing techniques that promoters use to lure women into the venue, the prices that high-rollers pay to get a VIP access and tables, and the “shitshow” atmosphere where people are dancing as if they are on Ecstasy (some people are actually on drugs). From personal experience, Las Vegas is definitely the Disney World for adults because people can openly consume alcoholic beverages on Fremont Street while enjoying their time at the arcades, night and day clubs, pools, gambling rooms, theme park rides, shopping centers, restaurants, strip clubs, and wedding chapels. Which ultimately le...
Every company and/or organization starts and operates to achieve a single major goal, which is normally included in the company’s mission statement. Setting a goal, however, does not translate into success on its own; it is only the fist step. Understanding market segmentation is the second most important aspect of doing business. “Sellers and advertisers want to be able to determine what the potential market is for their product or service, as well as the best ways to reach potential consumers” (Terrell, 2013). Once a goal is set, an organization first must decide if it wants to operate locally, regionally, nationally, and/or internationally, as the size of the geographic coverage has a large influence on demographic coverage. It is crucial for a business to understand what it is meant by demographic coverage; it is to understand people’s age, gender, culture, social norms and beliefs, and income in a given geographical size (Grewal & Levy, 2010). Let’s take a high class and luxury bar as an example to explain the importance of these key factors. If the bar is located in an area where the average age is 60, it will be safe to assume that the business will have difficulties finding many customers. Similarly, the business will not be able to survive if it is located in an area that has a lot of Mormon or Muslim residents as drinking alcoholic beverages is prohibited by these religious practices. On the other hand, if the said bar is located in an area such as San Francisco where the average age is around 38 years old, the median income is ~$70,000, and the culture is a melting pot of many races with many beliefs and behaviors, it will most likely thrive to its full potential (city-data.com, 201...
ensure that management is doing what it can to establish means of effective internal controls by having to report on them.
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The Hilton Key Largo Resort is a six-year-old Hilton Worldwide hotel that has established a high regard, and is a positively commented on resort for vacationers on many travel websites. As one of the eleven successful Hilton Worldwide brands, the Hilton Hotels & Resorts is marked to be an unremittingly “innovative, forward-thinking global leader of hospitality” (www.hiltonworldwide.com). This brand name expands to 550 hotels and resorts in about 80 countries. At our Hilton, we cater to the Hilton HHonors program, which is a loyalty program in which its members have the ability to earn both points and airline miles for their stays at over 4,000 hotels in 90 countries, as well as receiving many other complementary privileges.
The rave scene. It’s becoming a popular way to ‘kick-back’ for high school and college kids. “Everyone” is doing it at parties. Unfortunately, this party isn’t all fun and games.
The purpose of the following paper is to be able to inform the reader(s) of the paper about the business goals of the ownership and operations of a Sports Bar Franchise. The topics of discussion will include the description of the goal of the business and subtopics of the types of goods and services that are provided by any Sports Bar Franchise, what types of customers will this business attract, and lastly, how and where the specified services are made available. The paper will also include dialogue about the strengths and weaknesses of an assorted of business organizations and which one would be most appropriate for the author’s business venture.
Yo-Good is one of four franchise options offered by ‘Fresh & Healthy Brands, LLC”, a corporation based in Burnaby, British Columbia (Serving Up Healthy Choices in New Franchise Opportunities, 2011). The company’s mission is to “offer a delicious and healthy combination of non-fat frozen yogurt with a dazzling variety of fresh toppings” (Yo-Good: Frozen Yogurt with an Important Difference, 2011) in an all-natural way without the use of artificial sweeteners. Our goal is to bring a Yo-Good franchise to the city of Halifax; a city that we believe is in dire need of great tasting healthy alternatives.
Their vision of the company is to create a specialty restaurant made with fresh dough with an upscale, quick menu selection without the typical “fast food” feeling experience. They strive to produce better, healthier food selection to a variety of customers.
Lisa Aham’s strategy is mostly a target marketing approach because it emphasizes in particular to senior citizens in a city with “many citizens”. She offers specific breakfast specials for seniors 55 and older on certain days of the month to promote a creative strategy and obtain new customers. The special is done every 4th Monday of the month, offering $1.99 meals and free coffee refills. Her strategy to promote this special has brought more than 100 senior citizens on that day of the month but moreover has created a gathering environment every day of the week for this group of people.
Demographics of the area show the largest consumer base as professional adults and students ages 24-54 with household income of $52,000 and up. The primary target market are the professional wage earners, which will be a high proportion of customers that will have a greater demand for the product, the age and income breakdowns show that a large portion has enough disposable income to be able to patronize Rooms for Dessert upscale dining and entertainment. Sub-segment market is based on the heterogenous approach, “The heterogenous approach taps into the differences between consumer demands. Segmenting the market into bite-sized chunks allows your company to cater to individuals” (Bradley., N.D.). Rooms for Dessert will target customers desiring a sweet treat not necessarily a high-end dessert such as customers who are generally not concerned about health or
Audrey Saunders, the owner, preached “… In general, offering food and water and frequent check-in’s with one’s patrons is not just a good preventative—at the core, it’s simply responsible hospitality…It’s a bit narrowminded to think that a happy hour ban is going to drastically reduce problems” (Saunders 2-3). Saunders provided a weak stance in the matter presented of financial benefits to happy hour listing a raise in dollars from minimum wage to $15 an hour when happy hour would ensue. This statistic was paired along with other aspects of Logos, expressed an argument against the ban of happy hour. Saunders lifted an unrealistic solution to the matter of concern of drunken driving speaking to how as a bar owner, checking on the patrons as well as taking care of them is simply “responsible hospitality”. Saunders gives this solution as a possible replacement to the ban, having certified bartenders legally responsible and trained to judge customers who are too intoxicated to operate machinery. Overall, Saunders presented an argument in opposition to banning happy hour due to financial gains, however, it was not backed with strong enough evidence or statistic to convince me of her
seduced us away from classes, there is now a trendy bar and grill frequented by the
C-Control: Controlling all possible aspects of the business to ensure everything is running according to the plan.
Toasted Double Melts are Back! Watch the CommercialCheckers/Rally’s is bringing back our Toasted Double Melts, but this time we are heating up the winter by adding some spicy pepperjack. For a limited time, stop by Checkers or Rally’s to try our Toasted Double Melts with your choice or American of spicy pepperjack cheese.