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Snair Business Plan

“Allure of Elegance”

Adrian Robson, Sham Dursun Comm 447 – Dec. 3rd ,2010

Snair Business Plan

Table of Contents

Executive Summary......................................................................................................................................3

1.o Business Overview..................................................................................................................................51.1 Introduction...............................................................................................................................51.2 Goals and Objectives..................................................................................................................51.3 Industry Overview......................................................................................................................6

2.0 Operations Plan......................................................................................................................................62.1 Site Plan.....................................................................................................................................62.2 Floor Plan...................................................................................................................................72.3 Business Operations...................................................................................................................82.4 Flow of the Organization............ ...............................................................................................92.5 Quality Control Program............................................................................................................92.6 Organizational Tasks................................................................................................................10

2.6.1 Daily.........................................................................................................................102.6.2 Weekly.....................................................................................................................102.6.3 Monthly...................................................................................................................112.6.4 Annually...................................................................................................................11

2.7 Suppliers..................................................................................................................................112.8 Service Providers.....................................................................................................................112.9 Capital Budget.........................................................................................................................122.10 Operating Expense................................................................................................................12

3.0 Human Resources Plan.........................................................................................................................133.1 Organizational Structure..........................................................................................................133.2 Job Descriptions.......................................................................................................................13

3.2.1 Managers/Owners...................................................................................................133.2.2 Sous-Chef.................................................................................................................143.2.3 Bartenders...............................................................................................................143.2.4 Waiter/Waitresses...................................................................................................14

3.3 Recruitment.............................................................................................................................153.4 Shareholder’s Agreement........................................................................................................15

4.0 Marketing Plan......................................................................................................................................164.1 Marketing Mix..........................................................................................................................164.2 Segmentation, Targeting, Positioning......................................................................................174.3 Competition.............................................................................................................................184.4 Marketing Expenses.................................................................................................................19

5.0 Financial Plan........................................................................................................................................215.1 Financial Structure...................................................................................................................215.2 Dividends Policy.......................................................................................................................215.3 Financial Analysis.....................................................................................................................225.4 Risk Analysis............................................................................................................................22

Created by Adrian Robson and Sham Dursun

Snair Business Plan

5.5 Economic Forecast...................................................................................................................225.6 Break Even Analysis.................................................................................................................23

6.0 Summary...............................................................................................................................................23

Appendices.................................................................................................................................................24Appendix A – Operating Expenses.................................................................................................25Appendix B – Projected Revenues.................................................................................................26Appendix C - Scenario Analysis.....................................................................................................27


Snair Business Plan

Executive Summary

Snair is a unique business to Saskatoon, offering an exclusive lounge and nightclub atmosphere

that is open to the public. Operation of Snair is overseen by its two owners; Adrian Robson and

Sham Dursun. Snair will be located downtown in Saskatoon, Saskatchewan. The proposed

location is at 245 3rd Avenue South. The interior of this property underwent extensive

renovations recently. Improvements will include full facelift inside and out, a raised stage with a

grand piano, wall partitions to separate entertainment areas from social areas and a mezzanine

section for businesses and individuals wanting to enjoy the entertainment from above. Staff will

include; one manager on site at all times, bartenders, wait staff, and Sous Chef. Snair will

operate for six days a week and open from noon until after midnight. The main cost within the

Capital Budget will go towards leasehold improvements, as atmosphere is what Snair is all

about.


Snair Business Plan

Snair will rely heavily on its image. Careful consideration is given to its marketing plan to ensure

that the right strategy is used. Snair wishes to convey an image of style and prestige. Customers

should feel as though they are inside a “members only” establishment, without the necessary

fiscal requirements. Snair will also rely heavily on its staff to market the business. With each

customer interaction, Snair’s image should notably increase within the public brand recognition

of the business. Snair wants this image to encompass more than just individual customers, but

appeal to the business professional who wants to host events for their clients. The

establishment itself will be up for rental as well as just the mezzanine inside, this way business

meetings in Saskatoon no longer have to be confined to the board room. Snair will offer its

products at a rate above the competitions prices. This ensures that if the competition wants to

meet Snair’s price they will have to do some major improvements. Even with this above

average price, Snair will still offer discounts to its patrons. Large groups are welcome and Snair

is prepared to offer discounts to people who go out of their way to bring some extra friends

along for the evening.

Financially, Snair will finance the $450,000 required for the initial start-up and operations for

one year, utilizing a combination of 50/50 Debt and Equity Financing. The equity involved will

be partially provided by the owners while the remainder would have to be sought through

strategic investors, the debt will be in the form of a loan from the Royal Bank of Canada.

Through this strategy an Internal Rate of Return of 72.6% is the result of utilizing this form of

financing for Snair. Snair has many critical variables that will determine its success for the

future. Snair is extremely sensitive to the number of customers, and to the number of days of

operatation. Other critical factors considered were to be its location and atmosphere of the

business for customers, in addition to its opening year of events and customer responses.

Although these variables have a substantial impact on Snair, with a strong business plan and

careful implementation, Snair will be successful for years to come.


Snair Business Plan

1.0 Business Overview

1.1 Introduction

Snair is looking to be Saskatoon’s premiere after hours nightclub. A new creation from owners,

Sham Dursun and Adrian Robson, Snair is off to a great start before the front doors open for

business. Both owners/managers of Snair hold Bachelors of Commerce Degrees from the

University of Saskatchewan. A combination of Fine Art, Marketing, and Management mixed

with the privilege of growing up in the middle of Sasaktchewan, combine to give Snair an

authentic feel that is uniquely Saskatchewan.

Snair is set to offer Saskatoon live Jazz and Blues music from local and international talents. A

full drink menu, offering premium liquors, will be available to customers as well as a light menu

offering specialty appetizers. The venue itself is designed with a dance floor and a second level

mezzanine for clients wanting to escape the action for awhile.


Snair Business Plan

Snair wants to communicate to Saskatoon its mission to the citizens:

“To offer an enjoyable, stylish, but casual atmosphere to individuals with exclusive tastes”.

1.2 Goals and Objectives

Goals of Snair:

-achieve a ROI in that will allow continuation into successive years.

- attract talent locally

-attract clients to rent out the venue, not just to enjoy Snair by yourself, but for large groups of

people

-form partnerships with local vendors and talent, help fellow Saskatoon businesses and

individuals who will in turn help Snair

-attract talent nationally and internationally once Snair has gained suitable reputation

-form partnerships with local events, such as the Saskatoon Jazz Festival

1.3 Industry Overview

The downtown business district of Saskatoon is populated by numerous night clubs and

lounges, most of these businesses are within walking distances. Patrons are looking for a venue

to relax with friends and enjoy a drink, while letting their tensions from the day wash away.

Within these businesses some do offer live entertainment with an option for customers to rent

out the entire facility. As much as Snair expects to set itself apart from the rest it is easy to

replicate our business. An overhaul of a current nightclub and then many of the lounges in the

area can offer live Jazz/Blues like we do. Life expectancy of night clubs is short in Saskatoon as

the industry offers many options for customers to spend the nightclub dollars on.


Snair Business Plan

2.0 Operations Plan

2.1 Site Plan

Snair will be located in the downtown district of Saskatoon, Saskatchewan. The proposed

location for this venture is located at 245 3rd Avenue South. It was chosen based on the

following rationale:

It sits in an area of a rejuvenating business district where its high walking traffic would

serve as a strategic advantage for Snair.

This venture would be able to penetrate this area with high visibility to the business

community and by other drive-by consumers.

It is close to the corner of a very busy intersection situated next to the popular pub;

Winston’s.


Snair Business Plan

The map below (Fig.2.1) gives a view of the location.

2.2 Floor Plan

Snair will be leasing the proposed location of 2,883 sq. ft. The offered lease space also includes

an additional 830 square feet at no extra charge. ICR has also offered storage space in the

basement free of charge. Recently, this location has undergone improvements encompassing

$80,000 in new renovations. Renovations consist of new laminate flooring, paint, ceiling

fixtures, and new fire suppression system, which also included a complete restructuring of the

basement. The property contains numerous open areas with a main washroom and significant

office space. The proposed layout for Snair consists of some improvements to the building itself

to portray the desired atmosphere. There will be 2 washrooms (male/female), a prep kitchen

for appetizers and other light food menu items, and vast storage space made available for

inventory and supplies. In addition to a raised stage with a grand piano, there will be wall


Snair Business Plan

partitions to separate entertainment areas from social areas and a mezzanine section for

businesses and individuals wanting to enjoy the entertainment from above. Our proposed

layout below gives an accurate illustration of Snair.

Fig 2.2 Proposed Layout

2.3 Business Operations

Snair will be open for approximately 300 days in the year. Hours of operation are as follows

Monday-Thursday

▪ 12:00pm – 1:00am

Friday – Saturday

▪ 12:00pm – 2:30am

Sunday


Snair Business Plan

▪ Closed

2.4 Flow of the Organization

Snair will operate like any other bar service with outstanding service. Customers will enter the

building where they will then be greeted by a hostess or server. They will then be seated in the

entertainment, social, or mezzanine area (pending entertainment schedules and preference),

where the server will provide the customers with menus. After placing their order, the server

will enter their information into the cash register tracking system to keep track of orders. At

this time during when food and drinks are served and check-ins will occur regularly, music

depicting a casual environment will play in the background in order to set an appropriate mood.

Once the customers’ orders have been fulfilled to their desire, the server will then present the

bill in an appropriate manner and be able to provide payment either at their table or at the

cash register. Throughout the entire process the wait staff will ensure a high level of customer

service. These employees serve as Snair’s most important marketing agents, promoting the

hospitality and style of the business to all customers who enter.

2.5 Quality Control Program

The quality desired in Snair’s products and services it offers will not require any ISO certification

but it will require its prep staff to have food-handling courses as it is essential when storing its

food and liquor that proper practices are utilized. Snair will provide high-quality appetizers that

will be inspected on a regular business. Snair’s private chef and prep staff will be trained to

ensure the food is inspected before serving. This will be a crucial aspect of Snair as quality is an

issue.


Snair Business Plan

2.6 Organizational Tasks

2.6.1 Daily

The manager(s) will be the first to arrive. They will be responsible for opening the doors, which

will include turning on all lights and lamps, ensuring cleanliness of the bar, in addition to

checking equipment, storage and daily inventory lists. During this process, employees will arrive

to set up tables, cash registers and dealing with any other assigned duties. In the beginning,

managers will have keys to the bar, however as time progresses, managers will leave keys for

full-time staff “supervisors” to close-up and deal with clean-ups and preparations for the next

day.

Servers will be responsible for taking orders, cleaning tables, and serving customers along with

any other duties assigned such as folding napkins, filling daily inventory lists, etc.

Bartenders will be responsible for cleaning, serving customers, and any preparations that need

to be made that the managers can assign.

Managers will be responsible overseeing operations, customer service, resolving issues that

may arise in addition to clerical duties concerning day-to-day activities. This would involve,

answering customer’s issues , scheduling bookings, finances, supply orders, etc.

Concluding the day, thorough cleaning will be done (i.e. stacking chairs, cleaning washrooms

etc.). Staff meetings will be conducted from time to time to follow up on its progress,

enthusiasm, and any issues that are arising or potential problems that may occur in the future.

All the staff will then leave as the manager will lock up the bar.

2.6.2 Weekly

Every week a manager will do inventory reports on food and liquor for Snair. This will ensure

that there is enough inventory available to fulfill customer requests. The manager will take on

the responsibility of ordering inventory as well as making projections to avoid shortages. The


Snair Business Plan

manager will also ensure entertainment events are on schedule and implement backup plans

where necessary.

2.6.3 Monthly

Snair’s managers will carry out all financial activities. Monthly staff meetings will be held to

revaluate goals and objectives, review and address problems, and plan staff events accordingly.

Managers will also go through customer feedback reviews, in addition to any new applicants

wishing to be employed at Snair.

Marketing strategies will be constantly developed either improving or integrating new

strategies in order to successfully penetrate the desired market.

2.6.4 Annually

As usual annual reports will be prepared to measure Snair’s performance, profitability and

possible future growth through projected plans. Budgets will be prepared from analyzing the

past year’s performance and informed decisions will be made on where best to allocate

spending to increase Snair’s profitability.

2.7 Suppliers

Snair’s inventory of liquor will be provided by Saskatchewan Liquor Board, while its food will be

bought from a mix of local vendors and Russell Foods. In terms of our building improvements,

Snair will be purchasing light fixtures from Aim Electric. Ashley Furniture will be supplying

tables, chairs for the premises. Décor and other miscellaneous fixtures, paint, and artwork will

be purchases as recommended by local interior design firm, Atmosphere Interior Designs.

2.8 Service Providers

ICR will be handling all utilities, repairs and maintenance to the building as per included in the

lease. Leasehold improvements will be conducted by Wright Construction. SaskPower will be

supplying our power and SaskEnergy will supply our natural gas. SaskTel will be our phone and

internet services provider.


Snair Business Plan

Any minor improvements after any leasehold improvements have been made, such as repairing

any damages to the establishment will be completed by a private contractor or Wright

Construction. Meyers Norris Penny will be conducting all payroll and accounting matters.

2.9 Capital Budget

Initial asset improvements and purchases of the furniture and fixtures will be the main aspects in which Snair will require its capital. Asset improvements will be done to create the desired atmosphere for Snair while the furniture and fixtures will be purchased from a variety of stores as mentioned above, offering the products required to match and sustain an everlasting image. Its’ breakdown can be found below.

2.10 Operating Expenses

The operating expenses for Snair are outlined in Appendix A for the first year of operations. For

this venture, the main expenses will be advertising, lease costs, opening events in addition to

wages, and employee benefits. Employee benefits are calculated using the following

percentages:

EI – 2.42%

CPP – 4.95%

Holiday Pay – 5.77%

WC – 2%


Capital Required Cost

Asset Improvements 250,000

Furniture and Fixtures 250,000

Total $500,000

Snair Business Plan

3.0 Human Resources Plan

3.1 Organizational Structure

3.2 Job Descriptions

3.2.1 Managers/Owners

Duties:

-oversee daily operations of the business

-solve customer issues

-schedule staff

-purchase supplies

-promote business by interacting with customers

-analyze financial documents to ensure proper growth of revenues


Managers/Owners

Bartenders

Waiter/Waitress Waiter/Waitress

Bartender

Waiter/Waitress

Sous Chef

Waiter/Waitress

Sous Chef

Waiter/Waitress

Snair Business Plan

-communicate with other manager/owner

-manage Snair’s human resources- hiring and dismissal, conflict resolution

3.2.2 Sous-chef

Duties:

-prepare appetizers at local residence for preparing on site at Snair

-create new appetizers for the current menu

-maintain proper work environment as according to current Saskatchewan Health

Standards.

-order food inventories to achieve the desired quality standards of Snair

3.2.3 Bartenders

Duties:

-maintain bar inventories as per Snair’s standards

-be up to date on current trends in mixology

-prepare drinks for wait staff and customers

-maintain a clean work environment

-promote image of Snair to customers

3.2.4 Waiters/Waitresses

Duties:

-greet customers

-interact with customers, taking orders and serving.


Snair Business Plan

-clean tables after customers leave

-janitorial duties

-promote image of Snair to customers throughout shift

3.3 Recruitment

Snair’s recruitment strategy for employees will be centralized around experience, interpersonal

skills/communication, leadership, and teamwork. Through business contacts, word of mouth

and timely advertisements in local job listings, Snair will be able to receive a number of

applications and resumes in a timely manner.

Snair promotes a positive working atmosphere where teamwork and customer service and

promotion is vital. This entails quickly adapting to new tasks, enjoying the work assigned in

addition to supporting your fellow workers.

Employees will be trained (not including prep cook staff) in a cross-functional matter to

minimize problems and lack of knowledge for workers. This way, if an employee is not able to

work, another employee is able to pick up the slack until a replacement is found.

3.4 Shareholder’s Agreement

In exchange for labour and running the business, the managers/owners will carry 51%

ownership of the business as a partnership with investors.


Snair Business Plan

4.0 Marketing Plan

Snair is concerned about image, ours and our customers. Therefore, careful consideration has

been given to the Marketing Plan.

4.1 Marketing Mix

1. Product- Appetizers and a light menu will be offered to customers. Alcohol, in the form of

high quality brands will be available, accompanied by full bottle service and an extensive wine

selection. Live entertainment will be provided, Jazz and Blues.

Service- Wait staff will provide patrons with all purchases and assistance for the duration of

their visit to Snair. The venue will also be available to rent out, either the entire establishment

or just the mezzanine.

2. Price- Our pricing will be slightly above industry average for alcohol and appetizers. The

image of Snair will be that of high class, and thus prices should follow the image. High class and

low prices do not mix.

The pricing will not be so high that patrons can not afford to come to Snair, but to give the

persona that they are able to afford a luxurious lifestyle for the individual and their group.

Offering the higher price will prevent the competition from matching our price since they would

have to noticeable raise theirs. In order for them to copy Snair’s pricing they would have to

make improvements to their product offerings or atmosphere, as well as costly modifications to

simply meet our standards at Snair.

3. Promotion- Snair will strive to create the image of high style and sophistication. Snair also

intends to target the experienced professional of Saskatoon as well as the new and up and

coming. Any person who is ambitious and driven, and who wants to create an image for

themselves is welcome at Snair.


Snair Business Plan

Snair will always be striving to expand its networks, by appealing to locals and travelers alike.

Taking visual elements highlighting the elegance of Paris to the high style and exclusivity of the

New York socialite, Snair wants to show the world that Saskatoon does indeed have soul and

culture.

4. Place- Snair intends to sell directly to the public as it is a private business located in the heart

of downtown, within walking distance of many of Saskatoon’s major corporate offices. This is

key as Snair will be targeting Saskatoon’s professionals. Snair also wishes to take advantage of

the established professional in Saskatoon by using their patronage to attract the new and

inexperienced professional s to their social circles, which will happen to frequent Snair.

4.2 Segmentation, Targeting, Positioning

Segmentation- Snair’s market is Saskatoon, and people visiting from other cities from around

the world. Ages are any person over 19 years of age who can legally purchase alcohol.

Saskatoon is a mix of many middle and lower class income individuals, with few high income

earners.

Targeting- Snair will initially target Saskatoon locals, experienced professionals, high income

earners.

Fig 4.2 Growth Rate

Growth Rate- Number of Customers

15% 10% 5% 2% 2%

Average Household income in 2008 - $77, 740

Approximately 142,000 people are employed

• Assuming 35% of this demographic is outgoing, with a high disposable income

• Assuming 30% of this demographic can be captured


Snair Business Plan

• Assuming a 15% growth rate in the first year for customers as population

increases

Positioning- Snair wants to incite a feeling of prestige within its customers when they think

about Snair. Our promotions will be sophisticated and stylish. They will give our potential

customers the feeling of exclusivity when they think or hear the word Snair, as if they stepped

into a private club all of their own. We want to offer the feeling of exclusivity that is within

reach of the everyday, distinguished and demanding professional.

Positioning Statement - “To the outgoing, and successful individuals that enjoy a social

atmosphere filled with good music in the ambience of friends and colleagues –Snair – Allure of

Elegance.”

4.3 Competition

There are numerous local businesses within walking distance of Snair, all of which are

considered direct competition. Such as:

Staccato

The Bassment

The Barking Fish

FLINT

6Twelve Lounge

Aroma Mediterranean Resto-Bar

Stovin’s Lounge

These competitors offer almost the same products and services as Snair will offer. As well as

offering these products at a slightly lesser cost to the customer. The Bassement is the only

business to offer live Jazz music.


Snair Business Plan

After Snair is opened for business there is great change of competitors replicating our services.

Since the main competitive advantage that we have is our music and our upscale atmosphere,

we must take careful consideration into the design of the image to warrant the above average

price we will be commanding.

4.4 Marketing Expenses

Media Channels- Radio advertisements will be purchased to run three times a day on one radio

station for the duration of one year. The radio station will be chosen based on the most popular

channel our target market listens to.

Newsprint- Advertisements will be taken out in the Saskatoon Star Phoenix in the Business

Section and in the Weekend Extra insert. They will communicate upcoming artists and menu

items.

Printing – Will be a selection of flyers that will be distributed to chosen businesses throughout

Saskatoon as well as mailed out to potential customers. Signage will be displayed on the store

front as well as a portable sign to be displayed on the sidewalk. Labels for the office and posters

for concerts will also be distributed.

Guerrilla Marketing- Throughout the year campaigns will be implemented to attract awareness

to the business. Street performers attracting attention and other forms of non traditional

advertising will be implemented on a reoccurring basis.

Website- A website must be created to keep customers aware of current performances and

new product offerings. As networking with clients and partnerships are formed, the website will

also serve as valuable tool linking our business to other businesses.

Opening Events – During the first year a large marketing campaign will be implemented to

attract new customers. Brining in popular artists to perform and offering new and exciting

events will draw in curious customers.


Snair Business Plan

Wages- Snair intends to offer bonuses to the most important marketing agents in the business,

the employees. For exemplary service we will give out bonuses and gifts to our employees for

promoting our company and ensuring repeat business.

Discounts and Promotions- Snair will be offering discounts to large groups who frequent the

establishment, in an effort to attract and retain loyal customers and encourage customers to try

new products.

Marketing Expenses

Projected Revenues (See Appendix B)


Snair Business Plan

5.0 Financial Plan

5.1 Financial Structure

In order to finance the $450,000 required for the initial start-up and operations for one year,

Snair will utilize a combination of 50/50 Debt and Equity Financing. From the Royal Bank of

Canada, a loan of $225,000 will be acquired as a remainder of $225,000 will be left and

financed through equity. The equity involved can be partially provided by the entrepreneur

while the remainder would have to be sought through strategic investors. The table below

provides a basic outline.

Financing Budget

Bank Debt $225,000

Equity $225,000

Total $450,000

5.2 Dividend Policy

Since Snair’s projections depict that 1st year of operations being a success factor, there will be

no dividends declared in the 1st year. Profits will be re-invested to ensure continuing operations

and stability. Utilizing this approach efficiently and effectively, the first year will provide a

“cushion” for cash that would be readily available in case of emergency. If Snair proves to be

successful, dividends will be declared as follows:

Fig. 5.2

Year Dividends

2011 75,000

2012 100,000

2013 100,000


Snair Business Plan

5.3 Financial Analysis

Utilizing 50/50 Debt and Equity financing, Snair receives an NPV of $438,938. With the required

return on investments to be 25%, this exceeds its expectations. An Internal rate of Return of

72.6% is the result of utilizing this form of financing.

5.4 Risk Analysis

Critical Variables

# of Customers

# of Days That We Operate

Location & Atmosphere

Customer Response

Opening Year

Competitors

Snair has many critical variables that will determine its success for the future. The business’s life

is extremely sensitive to the number of customers (see Appendix C), and to the number of days

we will operate. Other critical factors considered were to be its location and atmosphere of the

business for customers, in addition to its opening year of events and customer responses. If

Snair does not penetrate the market in the opening year, it could not last past the next 5 years.

Snair’s competitors will provide similar service and entertainment that have already been

established in Saskatoon that could pose as a potential barrier.

5.5 Economic Forecast

Based in Snair’s financial model, it is assumed that the status of the current economy will

stabilize in the long-run. It was suggested that an inflation rate of 2.0% and an interest rate of

6% was applicable for the foundation of the financial model.


Snair Business Plan

5.6 Break-Even Analysis

The break even scenarios were created by two determinants; how many customers needed per

day and also how many days Snair needs to operate in order to have a zero net income. In

order to break-even, Snair would need:

70.6 Customers /day

141.27 days/year

Sales would be estimated at $629,854. See APPENDIX for further details

6.0 Summary

The city of Saskatoon currently has similar businesses already operating for the high-end style

customers. Snair could provide an exclusive atmosphere and enjoyable entertainment to

their customers that would excel over their competitors. In order to “allure the elegance” its

clients, it would require a moderate investment along with high risk of failure. Therefore, this

new business venture would not seem viable at this time due to many incontrollable risk

factors. Snair could succeed in the future if given the appropriate investors are willing to bear

the risk in addition to more planning and analysis was provided.


Snair Business Plan

AppendicesAppendix A – Operating Expenses

Operating Expenses 2010Accounting & Legal 5,000 Advertising 97,600 Casual Labor 4,000 Insurance 3,000 Liscense & Fees 1,000 Stationary 1,500 Tools and Equipment 2,000 Telephone and Internet 2,400 Website 4,000 Opening Events 43,000 Discounts and Promotions 10,000 Miscellaneous 5,000 Property Taxes or Lease Cost 64,868 Utilities 20,000 Wages 325,710 Wages - Staff Incentives 3,500 Employee Benefits 49,312 Repair and Maintenance 2,000 Other Variable Costs 19,740

Capital Cost Allowance 30,000

Debt Interest 13,500

Total Operating Expenses $528,630


Snair Business Plan

Appendix B – Projected Revenues

Revenues 2010 2011 2012 2013 2014 Walk-in Customers

675,000 757,350

811,122

843,891

877,984

Events 104,000

318,240

324,605

331,097

337,719

Venue Bookings 104,000

424,320

432,806

441,463

450,292

Mezzanine Bookings 104,000

212,160

216,403

220,731

225,146

Total Revenues $987,000

$1,712,070

$1,784,936

$1,837,182

$1,891,141


Snair Business Plan

Appendix C – Scenario Analysis

Sales Net Income NPV

-200,000

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

537,000

-19,375

30,990

987,000

64,141

352,192

1,212,000

104,550

512,548

Worst-caseBase -caseBest-case


Snair Business Plan

Works Cited

City of Saskatoon. (n.d.). City of Saskatoon. Retrieved December 3, 2010, from

http://www.saskatoon.ca/Pages/default.aspx.


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