2

Preface

This report is in this subject; (1203302) Project Feasibility Study. All member

work hard for this project and report. This report has been prepared to Aj. Chaiyawat

Thongintr the lecturer in School of Management Business Administration Program.

Our report is about the project of amusement park named Wonderland Park. The

project plan starting from a member of company who live in Chiang Rai, they want

someplace to provide fun because they stress or bored. So, our company have idea and

wants to build an amusement part in Chiang Rai province of Northern Thailand because

in the Northern of Thailand didn’t have the amusement park yet. If we build the

amusement park, we will get more customers and increase income. Each lesson includes

Introduction, Industry Profile, Marketing Feasibility Study, Technical Analysis,

Financial, and Risk analysis.

We hope that this report can be helpful for people who interest in the business

plan, marketing, financial, SWOT analysis, and so on. If there are any errors, we would

like to say sorry and apologize at here before.

Group members

Miss Benjapha Nilsuwankosit

Miss Apisada Prasitkatkit

Miss Malee Pisailert

Miss Chayada Nitchote

MissTossupol Suripad

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Acknowledgement

I would like to acknowledge and extend my heartfelt gratitude to the following

persons who have made the completion of this report possible. For their many helpful

suggestions, I would like to thank Aj. Chaiyawat Thongintr the lecturer in School of

Management Business Administration Program. Thank you for being a teacher,

consultant and information giver. We also would like to acknowledge the unique and

invaluable contribution for the internet that allows many specialist accesses to write

very useful information on the website, and we can pick some of them to be rewrite in

this report. Special thanks are due to the website that provide about playthings and fun

park information. Thanks for all member in our group: Benjapha Nilsuwankosit,

Apisada Prasitkatkit, Malee Pisailert, Chayada Nitchote, and Tossupol Suripad. Most

especially to other group friends who answer our question and give the advise when we

face with problem. We deeply grateful thank to Mae Fah Luang University for giving us

this opportunity. Finally, for their support and encouragement, a note of thanks goes to

all people who involve with this project.

4

Excusive Summary

Wonderland Parks is to be the first theme park in Northern region, it located in

South Nang Lae village, Nang Lae district, Chiang Rai, Thailand about 80 Rai and this

amusement park can be a center appointment point of the teenage in a holiday, can be a

happy place for the family, and can be a big and awesome entertainer. The parks offer

many kinds of playthings in the amusement park which are divided in two main parts.

The first part is an adventure plaything. And the second is a classical and softer than the

adventure plaything. Market segmentation of Wonderland Park we focus on teenager

and kids in Chiang Rai, the north of Thailand. We choose teenager to be our target

market because of many reason, One of those reason is the population of teenager zone

is highest when compare with the total population in Chiang Rai and our position, we

want to be the one of the amusement park in Chiang Rai in customer mind. So,

Wonderland Park offer new experience to customer in exciting plaything, extremely for

they to shows bravery and get fun and happy time with Wonderland Park.

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Content

Chapter 1: Introduction......................................................................................................71.1...........................................................Background and Significance of the Project................................................................................................................................81.2 Project objectives............................................................................................141.3 Benefits of Project..........................................................................................141.4 Time Frames...................................................................................................14

Chapter 2: Industry Profile.............................................................................................152.1 Nature of Industry..........................................................................................162.2 Top 10 Amusement park best most in the world...........................................182.3 History of amusement parks in Thailand.......................................................292.4 Situation of Industry......................................................................................302.5 Product/Service..............................................................................................322.6 Vision............................................................................................................352.7 Mission..........................................................................................................352.8 Business Strategy...........................................................................................36

Chapter 3: Marketing Feasibility Study...........................................................................443.1 Marketing Analysis........................................................................................453.2 STP Analysis..................................................................................................573.3 Marketing Mix Strategy.................................................................................583.4 The table of sale forecast................................................................................603.5 Conclusion......................................................................................................65

Chapter 4: Technical Analysis.........................................................................................664.1 Investment Analysis......................................................................................674.2 Production Analysis.......................................................................................694.3 Operations Analysis.......................................................................................714.4 Location.........................................................................................................784.5 Facility Layout...............................................................................................794.6 Administration Analysis................................................................................824.6.2 Administration Cost....................................................................................834.7 Organization Chart........................................................................................844.8 Conclusion.....................................................................................................85

Chapter 5: Financial Feasibility.......................................................................................865.1 Financial........................................................................................................87

Chapter 6: Risk Management........................................................................................1106.1 Risk Analysis...............................................................................................1116.2 Identifying and Managing Risks.................................................................1126.3 For our company topics that we concern are...............................................1156.4 Conclusion...................................................................................................136

Chapter 7: Summary......................................................................................................138Appendix.......................................................................................................................140

6

Chapter 1: Introduction

7

1.1 Background and Significance of the Project

Today, our country very confused and has many problems such as political,

environmental, social and economic etc. Which each problem it builds seriousness to

population in our country because they concerned about their country in the future and some

people serious from work and education. They want to relax and entertainment during

holiday or weekend by they try to find the activities that can reduce from seriousness. Our

company thinks the amusement park will reduce seriousness from the problems in country

and then Thailand less has the amusement park which not enough the demand of customer

want and although it has but the mostly it will has in the center of Thailand such as Dream

World, Siam Park City and Banana Family Park but in the North and West of Thailand, it’

not have yet.

The project plan starting from a member of company live in Chiang Rai and want to

develop and up standard of living in Chiang Rai population So, our company wants to build

an amusement part in Chiang Rai province of Northern Thailand because in the Northern of

Thailand didn’t have the amusement park anywhere. If we build the amusement park, we

will more customers come and increase income.

1.1.1 Dream World Park“Dream world” as well knows as Disneyland in Hong kong or zontoze ice land,

Singapore, all tourist who like to enjoy in the amusement park as Chinese, Honh kong,

Singapore etc. One in the trip to adventure the way to Dream world located and Rungsit –

Nakonnayok city 5 – 6 kg. Dream world has special package to provide their guests. In

2010 they introduced the new playthings that we call “Alean” they think this plaything will

increase their sales about 15-20 %.

(http://www.ryt9.com/s/bmnd/981973)

Trend of Dream world

8

(http://www.google.com/trends?q=dreamworld+park)

1.1.2 Siam Park

Siam Park or Suan Siam is a huge water park on the outskirts of Bangkok and this is a good

family day trip to cool off from the heat. Bangkok can be difficult for a child given it is a capital

city with more concern for cars, buildings and commerce than the needs of the younger visitors.

Suan Siam water park solves that by providing as many opportunities to get wet and enjoy as

many water activities as possible. In the water park there are is a 400 meter spiral water slide,

along with big swimming areas, waterfalls and an artificial surf beach. Other attractions within

the park are a children’s play area, an aviary, an open zoo and botanical gardens. They provide

many promotion for attract the guests come to their park and they develop Tenerife's Awesome

New Water Park in September 2008.

(http://www.articlesnatch.com/Article/Siam-Park--Tenerife-s-Awesome-New-Water-Park/559877)

Trend of Siam Park

(http://www.google.com/trends?q=siam+park&ctab=0&geo=all&date=all&sort=0)

1.1.3 YOYO Land Park

9

This entertainment zone has been operating since 1994 and since then has seen hordes of

children pass through its doors. Yoyo Land is a great place to bring your kids for a fun time on

the weekends. The activities are aimed at children aged 3-10 years. There is a playground and

many game machines; all for attractive ride price. The ride is priced per person; also you can

enjoy working out in the Yoyo, which again charges separately. They do activity to children

“Yoyo Land Karaoke /singing Contest 2011” for attend their children guests

(http://www.travelmuse.com/pois/TH/40/attractions/yoyo-land)

1.1.4 Banana Family Park It's a venue for variety activities in the same compound such as Dhamma Library " Baan

Aree", Yoga, Musical School  together with Spa and Fitness and also provide food shop and

coffee corner, also being able to join Dhamma Lecture in the cozy atmosphere at the Prem Pri

park. In the year 2008, Art Land Project will be launched for exhibits variety pieces of Art

works of both old and new generation, organized by Artery, Also there is Art Land for youth

and students to perform their imagination and some creative activity.

(http://www.bangkokguidebook.com/public-parks/banana-family-park.html)

Trend of theme Parks in the world

( http://www.google.com/trends?q=theme+park&ctab=0&geo=all&date=all)

A = Universal theme park lots reopen after blaze

B = China agrees Disney theme park in Shanghai: Disney

C= Universal Studios theme park unfazed by Comcast deal; light bulbs are only GE reminder

D = Theme park to keep whale that killed

E = A sneak peek at Harry Potter theme park in Orlando

F = Disney signs deal for Shanghai theme park

10

The level happiness of Thai people in the world

124 th, in 2009 years

118 th, in 2008 years

105 th, in 2007 years

76 th, in 2006 years

32 rd, in 2005 years

The happiness of Thai people will decrease all years because Thai social will meet with

political problem, economic problem and social problems.

(http://www.khwanjaithailand.com/2010/11/happy-thailand/, http://dusitpoll.dusit.ac.th/polldata/2553/2553_018.html)

The graph show the happiness of Thai people

(http://www.google.com/trends?q=%E0%B8%84%E0%B8%A7%E0%B8%B2%E0%B8%A1%E0%B8%AA

%E0%B8%B8%E0%B8%82%E0%B8%84%E0%B8%99%E0%B9%84%E0%B8%97%E0%B8%A2&ctab=0&geo=all&date=all)

GROSS PROVINCIAL PRODUCT AT CURRENT MARKET PRICES BY INDUSTRIAL ORIGIN, CHIANG RAI PROVINCE: 2000 - 2009

Industrial origin -2000 -2001 -2002 -2003 -2004 -2005 -2006 -2007 -2008 -2009

Agriculture 6,692 7,569 8,828 10,666 12,506 15,507 13,684 15,691 19,767 19,009

Agriculture, Hunting and Forestry 6,512 7,400 8,618 10,294 12,071 14,845 13,025 15,026 18,995 18,136

Fishing 180 169 210 371 435 662 659 665 772 874

Non-Agriculture 24,839 25,042 26,440 26,803 29,327 31,609 34,115 38,982 44,804 47,244

Mining and Quarrying 180 200 248 260 302 325 311 376 357 473

Manufacturing 1,259 1,296 1,338 1,686 1,948 1,755 1,983 4,171 7,793 8,535

Electricity, Gas and Water Supply 672 643 623 628 735 749 760 761 763 888

Construction 1,232 1,160 1,823 1,935 1,777 1,741 1,872 2,228 2,381 2,513

Wholesale and Retail Trade 7,870 7,969 7,893 7,846 8,394 8,891 9,169 9,690 10,809 10,619

Hotels and Restaurants 1,078 1,035 1,081 998 1,117 1,159 1,354 1,490 1,570 1,758

Transport, Storage and Communications 2,279 2,072 2,145 2,133 2,509 2,760 3,015 3,206 3,377 3,645

Financial Intermediation 1,331 1,337 1,452 1,463 1,650 1,828 2,220 2,433 2,604 2,724

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Real Estate, Renting and Business Activities 2,356 2,355 2,444 2,452 2,509 2,596 2,706 2,742 2,705 2,647 Public Administration and Defense 1,938 2,004 2,341 2,448 2,771 3,119 3,314 3,555 3,850 4,013

Education 2,849 3,064 3,174 3,246 3,756 4,417 4,908 5,601 5,786 6,408

Health and Social Work 1,426 1,545 1,517 1,321 1,436 1,812 2,036 2,249 2,311 2,503

Other Community, Social and Personal Services Activities 295 285 281 301 330 360 367 370 382 394

Private Households with Employed Persons 74 78 81 87 93 98 102 109 116 124 Gross Provincial Product (GPP) 31,531 32,611 35,268 37,468 41,833 47,116 47,799 54,673 64,571 66,253

GPP Per capita (Baht) 27,364 28,100 30,201 31,916 35,474 39,793 40,202 45,774 53,815 54,977

Population (1,000 persons) 1,152 1,161 1,168 1,174 1,179 1,184 1,189 1,194 1,200 1,205(http://service.nso.go.th/nso/nsopublish/BaseStat/tables/35700_Chiang_Rai/E11116-43-52.xls)

The expense per day of visitors in Chiang Rai 2007 ( Unit baht/person/day)

         

Expenses

Tourists

Thai Percent Foreigner Percent

Accommodation 609.89 25.31 858.81 26.79

Food and beverage 395.44 16.42 518.37 16.17

Souvenir 569.76 23.65 735.40 22.94

Entertainment 266.92 11.08 358.72 11.19

Travel 209.69 8.70 249.79 7.79

Transportation 263.88 10.95 363.61 11.34

Others 93.77 3.89 121.28 3.78

Total 2,409.35 100.00 3,205.98 100.00

Expenses

Excursionists

Thai Percent Foreigner Percent

Accommodation 0.00 0.00 0.00 0.00

Food and beverage 386.45 22.68 407.57 23.45

Souvenir 599.36 35.16 528.67 30.43

Entertainment 235.55 13.82 241.08 13.88

Travel 158.00 9.27 199.10 11.46

Transportation 230.14 13.50 290.43 16.72

Others 95.00 5.57 70.62 4.06

Total 1,704.50 100.00 1,737.47 100.00

Expense

Visitors

Thai Percent Foreigner Percent

Accommodation 574.50 24.26 818.50 26.09

Food and beverage 394.92 16.67 513.17 16.36

Souvenir 571.47 24.13 725.69 23.13

Entertainment 265.10 11.19 353.20 11.26

Travel 206.69 8.73 247.41 7.89

Transportation 261.92 11.06 360.18 11.48

Others 93.84 3.96 118.90 3.79

Total 2,368.44 100.00 3,137.05 100.00

12

The number of visitor in Chiang Rai, 2007         

Age

Tourists

Thai Percent Foreigner Percent

1. 15 - 24 years 236,360 24.80 63,959 24.09

2. 25 - 34 years 283,130 29.72 76,210 28.70

3. 35 - 44 years 211,240 22.17 48,262 18.18

4. 45 - 54 years 179,311 18.82 41,309 15.56

5. 55 - 64 years 32,140 3.37 30,058 11.32

65 moreover 10,632 1.12 5,720 2.15

Total 952,813 100.00 265,518 100.00

Age

Visitors

Thai Percent Foreigner Percent

1. 15 - 24 years 39,101 21.39 10,533 29.87

2. 25 - 34 years 57,078 31.22 7,713 21.88

3. 35 - 44 years 42,903 23.46 8,982 25.48

4. 45 - 54 years 34,142 18.67 4,511 12.79

5. 55 - 64 years 7,136 3.90 2,982 8.46

65 moreover 2,486 1.36 537 1.52

Total 182,846 100.00 35,258 100.00

Age

Visitors

Thai Percent Foreigner Percent

1. 15 - 24 years 275,461 24.24 74,492 24.78

2. 25 - 34 years 340,208 29.96 83,923 27.90

3. 35 - 44 years 254,143 22.38 57,244 19.03

4. 45 - 54 years 213,453 18.80 45,820 15.23

5. 55 - 64 years 39,276 3.46 33,040 10.98

65 moreover 13,118 1.16 6,257 2.08

Total 1,135,659 100.00 300,776 100.00

(http://www2.tat.or.th/stat/web/static_tst.php)

1.2 Project objectives

To study about investment feasibility of the fun park.

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To analyze the market feasibility of the fun park in Chiang Rai.

To study about the financial risk feasibility of the business.

To study about customer behaviors of buying the ticket to relax in the fun park.

To understand management system of the fun park business.

1.3 Benefits of Project

Understand more about investment feasibility of the fun park business.

Understand more the market feasibility of the fun park in Chiang Rai.

Learn more about the financial risk feasibility of the business.

Understand more customer behaviors of buying the ticket to relax in the fun park.

Understand more about management system of the fun park business.

Understand and know more about solve the problem between working

1.4 Time Frames

Gantt chart and Time frame of the study

No. Project steps / ActivitiesNovember December January February

1 2 3 4 1 2 3 4 5 1 2 3 4 1 2 3 4

1To study the general of Amusement Fun Park in Chiang Rai.                                  

2To study management in Amusement Fun Park business.                                  

3To study competitor analysis and marketing feasibility.                                  

4To study the technical process in Amusement Fun Park business.                                  

5To study the financial feasibility of Amusement Fun Park business.                                  

6

To study and analysis risk of Amusement Fun Park business in Chiang Rai.                                  

7 To Summary the                                  

14

feasibility of Amusement Fun Park business in Chiang Rai.

Chapter 2: Industry Profile

15

2.1 Nature of Industry

Amusement park is the more generic term for a collection of amusement rides and

other entertainment attractions assembled for the purpose of entertaining a fairly large group of

people. An amusement park is more elaborate than a simple city park or playground, as an

amusement park is meant to cater to adults, teenagers, and small children. Many coin machine

collectors are also amusement park enthusiasts. Maybe it's because you could always find a

penny arcade in an amusement park.

The first amusement park, called Pleasure Gardens, appeared in Europe in the 16th

century. The Bakken in Denmark opened in 1583 and is still in operation today.

The first roller coaster, called the Switchback Gravity Pleasure Railway, opened in

Coney Island in 1884. The roller coaster was an outgrowth of the large ice slides that were

popular in Russia in the 1600's.

With roller coasters, Ferris wheels, games, entertainment and more, amusement parks

have been a part of our lives and provided families with hours of entertainment for many

years. Amusement parks over time have ranged from small community fairs which move from

town to town, to the large corporate sponsored parks which offer something for everyone in the

family.

The origin of amusement parks can be traced back to the 1100’s in England, when

Elizabethan Fairs were held. While they are not like today’s parks, they offered a variety of

entertainment and food which became a popular pastime with people of that era.  The

Oktoberfest became another form of amusement park, where not only beer was served, but other

events to celebrate that year’s harvest with food, drink and displays.

16

The amusement park genre began to increase in popularity with the start of the World

Fair. In 1851 the first World’s Fair was held at Crystal Palace in England. The World’s Fair

became a place for vendors to showcase new products, star entertainers to perform and for

people to sample food and view products from countries around the world. Throughout the

1800’s and into the 1900’s the World’s Fair was a chance for the world to get together, meet

and have a good time in one location.

The golden age of amusement parks took place in the early 1900’s. With transportation

becoming easily accessible via trolleys, cars and trains, people were able to move freely

between cities and into different areas. New amusement parks such as Coney Island, Dreamland

and Luna Park started to operate near large cities. The lure of thrilling rides, food and

entertainment began to draw large numbers of fans. However, in the 1930’s, amusement parks

along with the rest of the world took a major hit when the Great Depression hit. Many

amusement parks closed forever and others barely survived the economic downturn.  Even when

the Depression was over, the amusement park industry recovered a portion of their business;

however, they never achieved the same level of success.

After the Great Depression amusement parks started the transformation to larger

parks. Amusement parks such as Disneyworld, Disneyland, Six Flags, Hershey Park and Knotts

Berry Farm started to gain popularity. These new large parks had the latest in thrill rides and

roller coasters, featured family entertainment, all types of food and fun for the entire family.

(http://www.gameroomantiques.com/Feature/AmusementParks.htm)

2.1.1 History of American amusement parks

The first American amusement park, in the modern sense, was at the 1893 World

Columbian Exposition, held in Chicago, Illinois. The 1893 World's fair was the first to have a

Ferris wheel and an arcade midway, as well as various concessions. This conglomeration of

attractions was the template used for amusement parks for the next half-century, including those

known as trolley parks.

In 1897, Steeplechase Park, the first of three significant amusement parks opened at

Coney Island in Brooklyn, New York. Often, it is Steeplechase Park that comes to mind when

one generically thinks of the heyday of Coney Island. Steeplechase Park was a huge success and

by the late 1910s, there were hundreds of amusement parks in operation around the world. The

introduction of the world-famous Cyclone roller coaster at Steeplechase Park in 1927 marked

17

the beginning of the roller coaster as one of the most popular attractions for amusement parks as

well as the later modern theme parks of today.

During the peak of the "golden age" of amusement parks from roughly the turn of the

20th century through the late 1920s, Coney Island at one point had three distinct amusement

parks: Steeplechase Park, Luna Park (opened in 1903), and Dreamland (opened in 1904).

However, the Great Depression of the 1930s and World War II during the 1940s saw the decline

of the amusement park industry. Furthermore, fire was a constant threat in those days, as much

of the construction within the amusement parks of the era was wooden. In 1911, Dreamland was

the first Coney Island amusement park to completely burn down; in 1944, Luna Park also

burned to the ground.

By the 1950s, factors such as urban decay, crime, and even desegregation led to

changing patterns in how people chose to spend their free time. Many of the older, traditional

amusement parks had closed or burned to the ground. Many would be taken out by the wrecking

ball to make way for suburban development. In 1964, Steeplechase Park, once the king of all

amusement parks, closed down for the last time.

In 1955, Disneyland in Anaheim, California revived the amusement industry with its

themed lands and matching attractions instead of using the older formula with traditional rides

in one area and a midway, concessions, and sideshow attractions in another. The idea of theme

parks caught on and, by the 1980s, became a billion dollar-a-year industries in the United States

and around the world.

(http://www.weitzlux.com/themeamusementparksattorney/history_4650.html)

2.2 Top 10 Amusement park best most in the world

2.2.1 Alton Towers in England

18

Alton Towers is one of the world’s leading theme park resorts! With a host of rides and

attractions spread over 500 acres of countryside, truly a fantastic short break or a great day out

for the whole family. They offering the new things to guests such as Alton Towers Resort have

now released the key promotional image for the 2011 season. This year’s visual has a number of

slight changes compared with previous years, as it is expected that Alton Towers have slightly

changed their brand image for this season. Alton Towers Resort has re-opened the Water Park

ahead of schedule following a refurbishment programmed which has taken place over the past

two weeks. It is the first time in some years that the Water Park has been the subject of a major

refurbishment, and it is hoped that the new lease of life will mean a better experience for guests

– including fixed effects in the Wacky Waterworks attraction and repainted pool areas together

with a new admissions system. Guests will no longer be able to access the changing rooms

without a valid admission ticket/wristband.

(http://old.towerstimes.co.uk/index.php)

Trend of Alton Towers in England

19

(http://www.google.com/trends?q=Alton+Towers+park)

2.2.2 Busch Garden in United States

Busch Gardens is a thrilling African safari and a sun-soaked Florida vacation all rolled

into one. Experience up-close encounters with wild animals, and explore fascinating attractions

based on cultures and legends of far away lands. A unique blend of thrilling rides, one of the

country's premier zoos featuring nearly 3,000 animals, live shows, restaurants, shops and games,

Busch Gardens provides unrivaled excitement for guests of every age.

(http://www.buschgardens.com/bgt/Plan/ParkInfo.aspx) “Busch Gardens Tampa” is the new project in 2011.

The news of they, Busch Gardens officials announced five new changes to both the theme park

and Water Country USA that will take place between this fall and 2012, among them three new

thrill rides. For 2012, a new roller coaster on the site of Big Bad Wolf that Reilly described as a

“multi-launching, high-speed, electro-magnetic” coaster. He said additional details would be

revealed periodically on the Busch Gardens website. And The Park will also revamp its iconic

Oktoberfest section of the park. Among the additions are multiple venues for street entertainers,

a pretzel market where pretzels and sausages will be made as guests watch, a beer garden, and a

centralized Maypole where dancers will perform.

(http://www.vagazette.com/articles/2010/09/19/news/doc4c94f979278b3378889803.txt)

Trend of Busch Garden 

20

(http://www.google.com/trends?q=Busch+Garden&ctab=0&geo=all&date=all)

2.2.3 Cedar Point in United States

Cedar Point, people throughout the entire world know about it. It's the number-one rated

amusement park on the planet. It's also the second oldest amusement park in North America.

With a history dating back to 1870, the classic amusement park/resort on the shore of Lake Erie

has seen its share of rides, roller coasters, trends and history. The Wind Seeker is the new thing

for 2011; Cedar Point has announced that it will introduce Wind Seeker, a 30-story-tall swing

ride to the Sandusky, Ohio, amusement park/resort for next summer. Wind Seeker will tower

above everything around its location on the beach, rising almost as high as the Millennium

Force roller coaster’s giant first hill. (http://www.cedarpoint.com/) The Cedar Point, they manage 2011

Audition Tour in their park; Cedar Point's Award-Winning Live Entertainment Department is

searching for talented entertainers and technicians like you to fill more than 100 positions for

our 2011 show season. They hire singers, dancers, karaoke hosts, technicians, stage managers,

office clerks, theater ushers, costume shop personnel and more!

 (http://www.cedarpoint.com/public/jobs/auditions.cfm)

21

Trend of Cedar Point in United States

(http://www.google.com/trends?q=+Cedar+Point+&ctab=0&geo=all&date=all&sort=0)

2.2.4 Discovery Cove in Florida

Discovery Cove, a sister park to SeaWorld Orlando, opened in 2000 as the first park in

Orlando to allow visitors a chance to swim alongside dolphins. Tickets to the high-end park top

$200 and admission is limited to around 1,000 guests per day. In addition to its signature

22

dolphin swim, the park offers a ray lagoon, aviary, coral reef, a tropical river and resort pool.

Busch Entertainment Corp. a division of Anheuser-Busch Cos., operates the park that reportedly

sells out frequently during the spring and summer months. They announced The Grand Reef

2010, which expands the parks theme of a tranquil beach side paradise, with new places to soak

up the sun or splash in the water with aquatic animals.

(http://www.clickorlando.com/entertainment/25377396/detail.html)

Trend of Discovery Cove 

(http://www.google.com/trends?q=Discovery+Cove+&ctab=0&geo=all&date=all&sort=0)

2.2.5 Disney in California

23

Disney California or simply California Adventure is a theme park in Anaheim,

California, adjacent to Disneyland Park and part of the larger Disneyland Resort. Combine the

magic of Disney with the best that California has to offer and the result is Disney California

Adventure, a theme park that celebrates the Golden State in style. They try providing the new

things to guests such as Power to 10; give kids the world $1 million dollar challenge,

Discounted packages available! Get a Quote!, Disney Cruise Line Reservation Quotes; Exclusive

Shipboard Credit Offer for Dreams Unlimited Clients!

(http://www.wdwinfo.com/news/disneyland/Disney_adds_new_scene_to_World_of_Color.htm)

Trend of Disney

(http://www.google.com/trends?q=Disney+in+California+&ctab=0&geo=all&date=all&sort=0)

2.2.6 Kennywood in United States

24

Founded in 1898 as a small trolley park near Pittsburgh, Kennywood was begun by the

Monongahela Street Railway Company, which was controlled by Andrew Mellon. Today's

Kennywood still contains two major buildings dating from 1898 -- a carousel pavilion and a

restaurant. Kennywood Park will add a new coaster to the theme park located near the Pittsburgh

area. Riders ascend to 95 feet before a brief cliffhanger pause at the top. Then there's a 90-

degree drop into a maximum G-force pullout. They offering the new plaything in 2010 that we

call “sky-flying adventure” and “Kennywood Laser Spectacular”

(http://www.kennywood.com/park_info/park_info.php)

Trend of Kennywood

(http://www.google.com/trends?q=Kennywood+park&ctab=0&geo=all&date=all&sort=0)

2.2.7 Lake Compounce in Connecticut

25

Lake Compounce is an amusement park located in Bristol, Connecticut, United States

and a part of the neighboring town of Southington, Connecticut; the lake itself lies completely

in Southington. The park is now in its 164th season, and covers 332 acres (1.3 km²) of land. The

park also has a beach and a water park within the actual amusement park for no extra charge.

This year, they introduced the new plaything that we call “REVOLUTION”, offered unlimited

parking pass! For season pass holders only and sell the ticket season passes it’s never too early

for a season pass and for 2010, visitors will find extra enticements to visit the park including the

nation's first Text2Ride system, new shows and more.

(http://www.lakecompounce.com/lake-compounce-general-park-information.php)

Trend of Lake Compounce 

(http://www.google.com/trends?q=Lake+Compounce+park&ctab=0&geo=all&date=all&sort=0)

2.2.8 Legoland in California

26

LEGOLAND at California is a family theme park with rides and attractions primarily

for children between the ages of 2 and 12. Just like with LEGO play materials, kids are the ones

who make things happen at the park. LEGOLAND California features more than 50 rides and

attractions, live shows and three family roller coasters. One of the highlights of the

LEGOLAND Park is the elaborate scale-models constructed out of LEGO building blocks.

They will open spring “OCTOPUS Garden” in this year at SEA LIFE Aquarium, a new STAR

WARS™ Miniland area will be opening at the family theme park on March 31, 2011

(http://california.legoland.com/explore/)

Trend of Lego land

(http://www.google.com/trends?q=Legoland+in+California+&ctab=0&geo=all&date=all&sort=0)

27

2.2.9 Paramount’s in America

Paramount's Great America is an amusement park owned and operated by Cedar Fair,

L.P., located in the San Jose suburb Santa Clara, California. Great America is one of two major

amusement parks that operate in the San Francisco Bay Area, the other being Six Flags Marine

World in Vallejo, California. Paramount Pictures have chosen the region of Murcia for the

construction of the biggest theme park in Spain, which aims to compete directly with Disneyland in Paris.

The project is estimated to be completed within 2 years.

(http://www.themeparkreview.com/forum/viewtopic.php?f=2&t=56754)

Trend of Paramount’s in America

(http://www.google.com/trends?q=Paramount+park&ctab=0&geo=all&date=all)

28

2.2.10 Sea World in California

SeaWorld is a United States chain of marine mammal parks, oceanariums, and animal

theme parks owned by SeaWorld Parks & Entertainment .SeaWorld California has announced a

new attraction for 2011 that will put the spotlight on Sea Turtles. This will make use of the

former Manatee attraction building which was renamed wonders of the River this past summer.

In addition to this a new family ride will also be added to the park called Riptide Rescue as part

of this new attraction area. SeaWorld is working on a replacement show for “Believe” at

Shamus Stadium that will launch sometime in 2011. SeaWorld Parks CEO, Jim Atchison,

confirmed that the new show would open in the Orlando, San Diego and San Antonio parks.

(http://www.screamscape.com/html/seaworld_california.htm)

Trend of Sea World 

(http://www.google.com/trends?q=Sea+World+in+California )

( http://www.besttherank.com/2010/07/25/top-10-amusement-park-best-most-in-the-world/)

29

2.3 History of amusement parks in Thailand

Fortunately, Bangkok has plenty of amusement parks for when the kids are getting

restless. At one time, all the city's amusement parks were outdoor, but with the boom in the

retailing industry many more are now built indoors, as an adjunct to department stores and

shopping centers.

Anyone who prefers their fun in the outdoors should make for either Siam Park in

Minburi or Dream World, located off the Rangsit-Onkarak highway in Pathum Thani province.

Apart from being the largest open zoo in Thailand, Safari World on Ram Indra Road, also

provides numerous amusement activities and special shows for family vacationers. But if you

don't want to suffer the heat of the day, try one of the many amusement parks located in

department stores.

Central Bangna's Leo Land, Seacon Square's Yoyo Land, and several branches of The

Mall department store are good choices. Most have indoor swimming pools with slides, kids'

games and other entertainments.

Outside of Bangkok, the places are few and far between. In Pattaya, Ripley's World of

Entertainment located on the third floor of the Royal Garden Plaza has a number of educational

and entertainment activities for the family. Pattaya Park is another place where packages are on

offer, an overnight stay in the hotel included.

(http://www.thailand.com/travel/recreation/recreation_amusement.htm)

30

2.4 Situation of Industry

2.4.1 Amusement Park

Thai people are great thrill seekers and site of the country is very good for going to

other countries. Thailand is well known about ancient temples and beautiful scenery, but there

are people who might want to balance their Thai experience with entertainment of a more novel,

innovative kind. For those fun seekers, a growing number of world class amusement parks offer

all kinds of excitement for the whole family. Of course the main amusement parks are in places

like Bangkok and Pattaya, but smaller, less sophisticated sites are dotted around the country.

Many of fun parks are located in the central of Thailand. Most of them are easy to reach

from Bangkok. Others are located in popular tourist spots like Pattaya, Chiang Mai and Chiang

Rai. The bigger parks, like their counterparts in the West are entire cities by themselves,

combining world class water parks, amusement parks, and cultural attractions on sprawling

premises of several hundred thousand square meters.

Magic land at Lat Phrao, is in the Northeast of Bangkok's Central Plaza Hotel, is the

capital's major amusement park in Bangkok. The complex offers a wide range of exciting rides

and other amusements including haunted houses and side shows.

Similar facilities are found in the Eastern suburb of Minburi at the Siam Water Park.

This water theme park features an artificial sea replete with authentic waves, waterfalls, water

slides, whirlpools, and other numerous water related activities.

The adjacent Safari World features a collection of African and Asian mammals,

including lions, tigers, giraffes, zebras, and bears, who live in natural surroundings. The

sprawling complex also contains Asia's largest aviary with over 4,000 birds.

There is a little movement in amusement park business in Thailand because there is the

limitation that a tourist cannot spend money every day for traveling. There are also old

playthings and service which are not different from others. Moreover, it takes long time to

change or put new playthings and service into the amusement parks, and setting up machine

playthings takes long time, and importantly, the investment is very high.

Nowadays, amusement park industry has obviously changed on marketing because of

consumer behavior. Especially, at of 209, many amusement parks spent a lot of money on

marketing for attracting consumers. In 2010, Siam Parks has strategic market plan. That is

31

adjusting cost of ticket to be one price. A consumer can play all playthings at one price; adult is

600 Baht and children is 300 Baht. This has a consequence that its competitor, Dream World, is

trying to change to new strategic marketing, especially the cost of ticket strategy and

collaboration strategy with its partners, to promote the business in peak season.

Competitive trend in amusement park industry is not high in Thailand because there are

few big amusement parks. Most of them are doing market strategy in their own way. But there

is only one way, to attract new and more consumers, is putting new playing into the amusement

park. But it takes much money on investment. However most of them try to segment consumers

on several activities. One of the most effective ways to promote the business is speech because

people will be known by speech from people who have been in the amusement park already.

Chiang Rai is a tourist province and it is the 12 th biggest province in Thailand. Chiang

Rai is one of the important provinces because Chiang Rai is border to Laos and Myanmar.

There are many universities in The North of Thailand. There is no amusement park in Chiang

Rai yet. So, this is a good opportunity to set up an amusement park in Chiang Rai. It could gain

much revenue to Thailand and to the amusement park itself.

(http://www2.manager.co.th/mgrWeekly/ViewNews.aspx?NewsID=9530000034569)

2.5 Product/Service

Our company offer many kinds of playthings in the amusement park which are divided

in two main parts. The first part is an adventure plaything. And the second is a classical and

softer than the adventure plaything.

The reason that we separate the categories into two main point because the need of

customer are not the same; some of our customer is a little kids with the age about 5-10 they

cannot allow to play an adventure plaything and the teenager older than 17 may want to try and

feel excite on the adventure plaything.

This amusement park can be a center appointment point of the teenage in a holiday, can

be a happy place for the family, and can be a big and awesome entertainer.

For a service our amusement park we train our employee to be friendly and smiling

with mind to the customer when they asking for something or some information. Our staffs are

support to help and convince the customer well. The amusement park also provide a general

32

service like a public phone and toilet, an internet Wi-Fi, Clinic for the customer and employee,

Food and drink zone, Souvenir shop, Shopping zone for parents. Snack, Ice cream, candy,

healthy food and snack shop, etc.

(http://www.associatedcontent.com/article/399524/how_to_be_a_good_employee.html)

2.5.1 Adventure Plaything

X-Scream

Panorama Shock

33

Flying Dutchman (Pirate Ship)

2.5.2 Classical Playthings

Wonderla nd

Palace

34

Octopus swing hand

Roundabout (Merry-go-round)

2.6 Vision

Wonderland Park, to become the biggest amusement park in Chiang Rai.

2.7 Mission

Wonderland Park have purpose to create entertainment place for people can get relax

from hard study and working. We want to be the one of an amusement park in Chiang Rai

and in the customer mind which we provide both adventures experience and fun and we

35

want to be a place that good for the brain and society of kids. The value that we offer is an

extreme excide experience with the wonderlands amusement park. The customer can do

many activities together in this park. Wonderland Park has many parts for customer such as

Wonderland Palace for family, Extreme Zone for teenage and Wonder Garden for people

who want to take a photo or picnic. Our aim is to maintain a healthy financial status, while

striving to deliver the highest standards of safety, products and guest service.

2.8 Business Strategy

2.8.1 Corporate Level

Chiang Rai amusement park is the new amusement business park that will opening in

Chiang Rai. Our services will be positioned to provide our customers with the customer mind

which we provide both adventure experience and fun and we want to be a place that good for

the brain and society of kids. The value that we offer is an extreme excide experience with the

wonderlands amusement park. The customer can do many activities together in this park.

This organization is a strategy of horizontal integration. We will design a classification

system such as Fairy Tales Land for family, Extreme Land for teenage and Wonder Garden for

people who want to take a photo or picnic.

Our segment is divided in two main group of customer. The first group is the teenagers

who want to play adventure playthings. The second is the kid’s who play a classical and softer

than the adventure plaything. The will go to use our product and service when they have free

time may be on weekends and holiday. The number of teenager is highest number in Chiang

Rai. Every income level and can be local residents or tourists to the area.

Region and

province  

2537 2539 2541 2543 2545 2547 2549 2550 2552

(1994)

(1996)

(1998)

(2000)

(2002)

(2004)

(2006)

(2007)

(2009)

Chaing rai 6,248

7,955 8,924

7,930

8,369

8,920

10,495

13,736

13,278

(http://service.nso.go.th/nso/nsopublish/BaseStat/basestat.html)

From Average Monthly Income Per Household : 1994-2009 we can see that the

average income of people in Chiang Rai increased every year because of more income, so it is

likely that costs more than the opinion that there is. Likely to have people come to parks

increases every year as well.

AVERAGE MONTHLY INCOME PER HOUSEHOLD: 1994 - 2009

36

2.8.2 Business Level

Target Group is the first group is the teenagers who want to play adventure playthings.

The second is the kid’s who play a classical and softer than the adventure plaything.

Competitive advantages

- Planning for provide good service with low price

- striving to deliver the highest standards of safety, products and guest service.

- Relaxing place and adventure.

Cost leadership

- Local employment. Dramatically reducing the cost of living in Chiang Rai because

employees working less than in the capital.

Quick-responses

- Take the feedback to improve our service or make new attractions.

- Have insurance for injury or loss.

2.8.3 Functional Level strategy

Functional level strategy relates to many part of our company in eight main important

parts which are Purchasing Department, Marketing & Development Department, Technical

Department, Finance Department, Acting Department that response to the parade also, Location

Department, Human resource Department, and Advertising Department. These are the important

part that helps us to operate the business in the better way and then get more profit from

amusement park.

Purchasing Department

Function and role

To buy at the right time, right price and right terms

Ensuring the continuity of supply

Selection and evaluation of suppliers/vendors

Aware of long-term and short term effects

Preserving and enhancing reputation of company

Aware of all supply options

Maintain the fun park are available

37

Major activity

Obtaining and analyzing quotations of vendors/suppliers

Interview representatives and correspondence

Deciding best buying terms and conditions

Negotiating and checking contracts

Scheduling orders and following up

Work with finance department to obtain discount, matching invoices, verify receipt,

purchase journal entry, passing of invoices for payment and settlement of accounts

Disposing of surpluses

Other activities like assisting with preparation of material expenditure/purchasing

budget.

(http://basiccollegeaccounting.com/the-function-or-role-of-purchasing-department-and-

the-major-purchasing-activities-in-a-company/)

Marketing & Development Department

Function and role

Monitoring and identifying customer need

Managing customer relations

Concentrating on customers

Researching customers’ habits

Analyzing customers’ reaction to advertizing

Identifying customer’s influential groups

Collaborating with marketplace

Specifying target audiences or market segments

Processing orders and payments

Getting feedback from target audience

Researching markets

Managing vendors

Managing budget

Tracking competitors’ activity

Conducting advertizing campaigns

Preparing sales presentation materials

Making marketing schedules

Measuring effectiveness of marketing promotion

Developing company and product brand

38

Forecasting sales

Planning sales

Analyzing sales

Reporting sales

After sales support

Analyzing price

Developing price strategy

Developing product to be newly and response to customer need

Online promotion

(http://www.taskmanagementsoft.com/solutions/departments/marketing-

department/marketing-department-functions.php)

Technical Department

The main duties of the Technical Department are to provide technical support to the

operations of our fun park. The department's functions include:

Supervision of repairs

Maintenance follow up

Trouble-shooting of all technical problems

Planning and execution of modifications and major repairs

Planning and execution of plaything

Liaise closely with the Classification Associations and all applicable Authorities

Continuously keeping a jour with all applicable rules and regulations

Carrying out audits as per the annual audit programs

Developing and maintaining technical procedures and manuals, including

maintenance procedures

Providing technical input to specifications of plaything or major 

modifications and repairs

Regularly carrying out inspections of the all plaything to ensure a high technical

standard and quality of plaything is maintained.

(http://www.polycrest.com/index.php?option=com_content&task=view&id=20&cid=11&right=yes)

Finance Department

39

We will set a financial strategy to analyze revenue and expense in all level and process

of operation such as construction, hire labor, import playthings, create the shop, and etc. by

consider from all financial resource from the amusement park. The most of our income is

from the entrance fee and a ticket to play playthings. We have financial database to separate

each expense in different kind and identify what is fixed and variable cost and also we have

the financial auditor to check, allocate and report how much money is spent or received in

the business semi-annually. For this duty we can hire a financial professor and accountant to

look after it and we just check it carefully.

Function and role

Finance department staff members

The Finance department has a team of professionals which regularly review the

company's practices and converts personal skills into efforts to continually improve the

financial statements of the company. Through effective management practices and

creative ideas, financial department team strives to build a working environment that

enables to use financial resources and capabilities to serve customers better. The

Finance department staff shares the company's dedication to customer satisfaction. The

staff structure may include the following team members: Finance Director, Deputy

Finance Director, Accountants, Finance Specialist, and Cashiers.

Short overview of Finance department staff responsibilities

o Finance Director

Working closely with his Deputy and the Finance Team, Finance Director

has direct oversight and responsibility over all finance operations. The

emphasis of the departmental director is made in rendering proper financial

services and getting accuracy and integrity in financial status reports

including financial forecasting, use of finance resource for productivity

gains, and providing relevant information to decision-makers, stakeholders

and owners.

o Deputy Finance Director

Deputy Finance Director is also called Finance Manager. This person is

responsible for the preparation of the annual company budget and assisting

in the preparation of the annual financial statements. Deputy Finance

Director closely works with the departmental director by providing

40

financial status reports, assisting development of financial strategy and

managing the department team.

o Accountant

This is the person who is in charge of processing accounts receivable,

accounts payable, and payrolls. There can be several accountants in Finance

department depending on the company's size and the scope of financial

operations. Accountants assist in the preparation of financial reports,

auditing documents, revision memorandum, and the monthly closing of the

books.

o Finance Specialist

Finance Specialist is in charge of monitoring the company's capital

investment projects as well as the revenue analysis including sales tax and

property tax analysis. This person is also accountable for keeping the

general ledger, reconciling bank accounts and monitoring the company's

funds.

o Cashier

Cashier is in charge of paying and receiving money. This person can be

also involved in the process of managing cash transactions with customers.

Cashier ensures that all cash money records are in line with existing cash in

the cash desk. This employee reports to Accountant.

Finance department resource list 

Staff members of Finance Department hold responsibilities for their department

and render a wide range of financial services, including: budget planning, procurement,

risk management, cash management, accounting operations, and financial reporting.

The variety of responsibilities and the complexity of departmental functions require

creation of staff list which contains comprehensive and complete Information about

duties and roles of the staff members. This can be reached by using VIP Task Manager.

Financial Administration

41

Their function is about planning financial activities, implementing financial

plan, and reporting financial plan implementation.

(http://www.taskmanagementsoft.com/solutions/departments/finance-

department/finance-department-functions-workflow.php)

Acting Department that response to the all acting and parade

Location Department takes care all for the fun park location.

Human resource Department

We are going to hire a reliable constructive outsourcing company to build the

amusement park and then hire the professional manager to control and mange this

theme park. After that recruit a local staff for distribute the benefit to local area and

train them to do their duty well for serve high quality of service to the customer.

The reception in each theme zone have to has the main same standard to do in

greeting and inform the customer in everything in the theme park because we want

to make the customer satisfy and happy when they chosen to have the experience

with our service. However; we will not ignore to perform a job with good ethic.

Function and role

Human Resource Management involves the development of a perfect

blend between traditional administrative functions and the well-being of all

employees within an organization. Employee retention ratio is directly

proportionate to the manner in which the employees are treated, in return for

their imparted skills and experience. A Human Resource Manager ideally

empowers inter-departmental employee relationships and nurtures scope for

down-the-rung employee communication at various levels. The field is a

derivative of System Theory and Organizational Psychology. Human resources

has earned a number of related interpretations in time, but continues to defend

the need to ensure employee well-being. Every organization now has an

exclusive Human Resource Management Department to interact with

representatives of all factors of production. The department is responsible for

the development and application of ongoing research on strategic advances

while hiring, terminating and training staff. The Human Resource Management

Department is responsible for:

42

o Understanding and relating to employees as individuals, thus identifying

individual needs and career goals.

o Developing positive interactions between workers, to ensure collated and

constructive enterprise productivity and development of a

uniform organization culture.

o Identify areas that suffer lack of knowledge and insufficient training, and

accordingly provide remedial measures in the form of workshops and

seminars.

o Generate a rostrum for all employees to express their goals and provide the

necessary resources to accomplish professional and personal agendas,

essentially in that order.

o Innovate new operating practices to minimize risk and generate an overall

sense of belonging and accountability.

o Recruiting the required workforce and making provisions for expressed and

promised payroll and benefits.

o Implementing resource strategies to subsequently create and sustain

competitive advantage.

o Empowerment of the organization, to successfully meet strategic goals by

managing staff effectively.

(http://www.buzzle.com/articles/functions-of-human-resource-management.html)

Advertising Department response to create and advertise fun park for us

43

Chapter 3:

Marketing Feasibility Study

3.1 Marketing Analysis

3.1.1 General Environment Analysis

44

Political Factors

Mr. Wuthichai luangamonlerd association of recreational parks and

gardens of Thailand and President of the Company Amornphan City (Siam Park

Amusement Co.) Executive, Suan Siam, said that the association was preparing

the wiring of a source of tourism in the province of surfing. Travel around

Thailand. For comment on the association of ideas. Preparation for the

government. Measures to promote investment in theme parks. And garden.

When the data will provide a summary to the government early next year

When viewed from neighboring countries like Singapore, Malaysia,

Macau, Hong Kong all have a place in this format is to be a tourist magnet for

tourists. Thailand should be a selling point to do this. It will help strengthen

competitiveness in the long run. We emphasize the variety of tourist attractions

in Thailand." ( manager.co.th, 2010 )

The government must provide support for tourism and amusement parks

also provide more security for children and families, From the fact that the

Tourism Authority of Thailand has organized to promote a policy of promoting

tourism to foreigners. As well as campaigning for the Thai travel within the

country even more. Project objectives. "Thai way of fun. The Thai economy

vibrant. " From such policies. The Governor of Chiang Rai, Mr.Sumet

Sangnimnuan as head of the Northern Province on 2 (Chiang Rai, Phayao,

Phrae, Nan) recognizes the importance about tourism policy and support the

government's policy. And Mr.Sumet Sangnimnuan Governor of Chiang Rai.

Said in one lecture that Chiang Rai Province is considered to have high

potential for tourism. Because many important tourist attractions. Antiques and

historic traditions of ancient cultures. And natural attractions that have held a

reputation as the world knows. So the province has set measures to promote

tourism as a measure that includes Three measures first increase tourism is to

develop existing and find a new attraction. The project that took a one day trip

visit Chiang. Which is now held then 9 times in 9 district and will complete the

18 district where the project has received interest from tourists significant

second measures reduced, it is something that tourists are not comfortable

45

service poor. Contaminants make various waste reduction, to create the

impression to tourists. And final measures to stabilize the conservation of

antiquities and historical sites in every culture.

Nowadays, government supports for tourism business to build stability

for any business. Government releases a lot of fund to give an opportunity to any

business, so it becomes more positive impact for our business as well.

(http://www.cots.go.th/newsdetail.php?id=179&cn=1)

Economic Factor

“Mr. Sumad Sangnimnuan Governor of Chiang Rai said that “In order to

promote tourism of Chiang Rai. Be able to travel throughout the year. And

activities for tourists to experience the events have every month. This will be

good for tourism business people who travel the province of Chiang Rai and to

increase economic in tourism business. This is the main income of the province

flow throughout the year. This will result in Chiang Rai province's economy

become more grows. And can create revenue for the tourism industry.” And the

province of Chiang Rai In collaboration with the Mae Fah Luang district.

Administrative Organization Mae Salong Nok and ethnic groups in the area of

Doi Mae Salong. It will be held during 12 - 15 February 2553 by a task that

"honeymoon Doi Mae Salong miracle.” for support tourist business.

(chiangmainews.co.th 2010)

For business parks that accept year 2553 has been affected by economic

and political problems. Affect the number of users decreased from normal in

terms of number and how often to use the service. The company has set fine plan

sales to market corporate clients for presents a theme of outdoor activities. As

well as building relationships with travel agencies and to offer theme parks in

the packed excursions offered to foreign visitors.

46

AVERAGE MONTHLY EXPENDITURE PER HOUSEHOLD BY REGION AND PROVINCE:1994 – 2009

Region and province

2537 2539 2541 2543 2545 2547 2549 2550 2551 2552(1994) (1996) (1998) (2000) (2002) (2004) (2006) (2007) (2008) (2009)

Chiang Rai 6,427 7,302 7,486 6,487 7,678 8,428 10,484 10,702 10,157 10,337

AVERAGE MONTHLY INCOME PER HOUSEHOLD: 1994 - 2009

Region and province  

2537 2539 2541 2543 2545 2547 2549 2550 2552(1994) (1996) (1998) (2000) (2002) (2004) (2006) (2007) (2009)

Chiang Rai 6,248 7,955 8,924 7,930 8,369 8,920 10,495 13,736 13,278

PER CAPITA INCOME OF POPULATION BY REGION AND PROVINCE: 2000 - 2009

Region and province  

2543 2544 2545 2546 2547 2548 2549r 2550r 2551p 2552p(2000) (2001) (2002) (2003) (2004) (2005) (2006) (2007) (2008) (2009)

Chiang Rai 27,364 28,100 30,201 31,916 35,474 39,793 40,202 45,774 53,815 54,977(http://service.nso.go.th/nso/nsopublish/BaseStat/basestat.html)

Social and environment factors

Thai society is a society that is bound together in a kinship between

closely. This is because the Thai society is agrarian society. The need for labor

in the family is mainly the family of the Thai people, but there was a big family,

parents, sons, grandparents or other relatives.

• Business life cycle; industry or market products/services mostly

have cycle short or long that may be different such as fashion product

has short life cycle, fast outdated and low demand in market faster than

other products.

• Consumer behavior in each market including more or less brand

loyalty, price conscious if it’s high, high price competition and low profit

rate. Chiang Rai Province covers some 11,678 square kilometers with the

47

population of 1.23 million.  The average elevation is 580 meters above

sea level.  The provincial capital is 829 kilometers north of Bangkok.  To

get there we can go by bus or by plane.

Chiang Rai is administratively divided into 16 districts and 2 sub-

districts: Muang Chaing Rai, Chiang Khong, Wiang Chai, Theong, Phan,

Pa Daet, Mae Chan, Chiang Saen, Mae Sai, Mae Suai, Wiang Pa Pao,

Phraya Meng Rai, Wiang Kaen, Khun Tan, Mae Fah Kuang, Mae Lao,

Wiang Chaing Rung sub-district and Doi Luang sub-district.

Boundaries

North: Myanmar, and Loa PDR

South:     Lampang

East:        Loa PDR and Phayao

West:      Chiang Mai

Key statistics of population and households of Chiang Rai(From Population and Housing Census 2000)

Items    

Demographic characteristics    

          Total population (’000) 1,129.7

          Population in Municipal Area (%) 17.7

          Sex ratio (Males per 100 females) 100.7

          Median age 31.2

          Population by age group     

              0-14 years (%) 23.7

             15-59 years (%) 66.1

             60 years and over (%) 10.2

         Age dependency ratio (per 100 adults 15-59 years)     

             Total 51.3

             0-14 years 35.9

             60 years and over 15.4

         Singulate mean age at first marriage (SMAM)     

             Males 26.9

48

             Females 23.2

          Thai nationality (%) 92.0

          Buddhism (%) 90.6

          Minority population    

              Muslims (%) 0.3

              Population speaking hill tribe languages (%) 12.5

Education               Average years of education attainment of population            aged 15 years and over

5.3

          Population aged 6-24 years not attending school (%) 38.3

Employment characteristics of population aged 15 years and over      

          During last year industry    

               Population in the agricultural sectors (%) 67.0

          Work status (%)                    Employers 0.7

               Own account worker 37.8

               Employees 26.0

               Unpaid family workers 35.4

               Members of producers’ cooperatives 0.1

Fertility                 Mean number of children ever born (per ever married            woman 15- 49 years)

1.82

           Mean number of children still living (per ever married

           woman 15-49 years) 1.73

Migration                Five-year migration (1995-2000)    

               Population who migrated within previous 5 years (%) 3.8

          Lifetime migration                       Population who were nor living in province of birth (%) 11.6

Housing characteristics               Average household size 3.5

          Female headed households (%) 20.5

Population of Chiang Rai by age group and sex

49

        Population       Percentage Age group Total Males Females Total Males Females

Total 1,129,701 566,877 562,824 100.0 100.0 100.00-4 79,334 40,774 38,560 7.0 7.2 6.95-9 96,074 49,279 46,795 8.5 8.7 8.3

10-14 92,704 47,558 45,146 8.2 8.4 8.015-19 96,537 49,255 47,282 8.5 8.7 8.420-24 81,867 41,643 40,224 7.2 7.3 7.125-29 85,767 42,507 43,260 7.6 7.5 7.7 30-34 98,008 47,608 50,400 8.7 8.4 9.035-39 108,472 53,426 55,046 9.6 9.4 9.840-44 104,113 52,106 52,007 9.2 9.2 9.245-49 78,510 39,592 38,918 6.9 7.0 6.950-54 52,127 26,590 25,537 4.6 4.7 4.555-59 41,382 20,891 20,491 3.7 3.7 3.660-64 37,643 18,562 19,081 3.3 3.3 3.465-69 33,059 16,194 16,865 2.9 2.9 3.070-74 21,892 10,711 11,181 1.9 1.9 2.075-79 12,475 5,925 6,550 1.1 1.0 1.280-84 5,798 2,694 3,104 0.5 0.5 0.6

85 and over 3,939 1,562 2,377 0.3 0.3 0.4

Population Data (As of 31 December 2001)

Total Population 1,263,169

        Males 630,324

       Females           632,845

Reproductive Health Statistics (2001) :Family Planning

     Contraceptive Prevalence Rate (per cent) 82.53Maternal and Child Health

        Perinatal mortality rate 13.70 : 1,000 total births         Maternal mortality ratio 65.30 : 100,000 live births        Birth asphyxia rate 42.26 : 1,000 live births        Low birth weight  9.62 %        Rate of anemia in pregnant women 13.00 %        Rate of mothers aged less than 20 years 9.96 % HIV/AIDS

        AIDS case rate 92.91 : 100,000 population

(http://www.unescap.org/esid/psis/population/database/thailanddata/north/chiangrai.htm#Data)

50

Technological factors

Technology plays a vital role in business. Over the years businesses have

become dependent on technology so much so that if we were to take away that

technology virtually all business operations around the globe would come to a

grinding halt. Almost all businesses and industries around the world are using

computers ranging from the most basic to the most complex of operations.

(http://ezinearticles.com/?Importance-of-Technology-in-Business&id=2237597)

Technology has enabled many of the social and economic development

as well as a more global economy today. Of course, technology is very

important and complex that is known as the heart of the amusement park that has

it because If we must have priority. And differences in the response to these

exciting theme park attractions Chiang Rai’s wonderland of technology is

focused on the player and service are implementing sound for communication

for tourists to come to know the time of local shows, and other attractions, the

device is now being updated to include the important and interesting information

about outdoor theme park areas.

3.1.2 Competition analysis (The 3 C’s Analysis)“This is a basic framework but is very useful. It is especially applicable to business strategy

and new market opportunity questions.”

(mpd.cdtm.de/resources/documents/3c.doc)

Competitor Analysis:

We have to know who our direct and indirect competitors are. Then do the

Competitor’s Industry analysis or compare with our company’s competitive advantages.

Direct Competitor

Our company is the first amusement park in Chiang Rai; the north of

Thailand, so we have no direct competitor.

Indirect Competitor

In Chiang Rai, The substitute product and service is

about someplace that provides fun and can go for relaxed in

51

the holiday. Big-C supercenter Department store, Playground at Suan Tung, and Mae

Sai are our indirect competitor.

Big- C supercenter Department store

In Chiang Rai, Big C is the biggest Department store which newest and largest

that provides many kinds of goods and foods.

Straight

- Big C provides varieties of things together with the air condition. People in Chiang Rai

go to Big C for many purposes such as Shopping, See a movie, Have a meal, Play the

game, and take their children to play at kid’s zone, etc.

Weakness

- Big C has a small kid’s zone for the children and

did not provide any exciting playthings.

- There have no varieties of playthings at Big C

Opportunities

- Because of the global warming the climate at noon is so hot and when people have no

idea and no choice to go, they decide to go to Big C for walk and talk in free air

condition public area.

- Chiang Rai is s rural city, so it has no choice for the parents and kids who want to play

in the area that not hot.

Threats

- The Central Plaza; the biggest and most luxury

department store in this area is building in front of

Big C location. People will go there a lot because

it is the newest and best in this province.

Playground at Suan Tung and Kom

This playground is provided by the Chiang Rai Municipality. Normally the

Teenager will go to Suan Tung and Kom for doing the evening activity such as

Dancing, B-boy, Skateboard, Play sports but not too much people go there in the

afternoon because of the hot climate.

52

Strength

- Offer for free; Children can play without paying

the entrance fee

- It locates in the centre of the city people can go

easily and it is near the aerobic dance area, so

mother can leave the kid to play and she go to

dance. If the kids come with their brother, he

can leave them to play here and he will go to

play a skateboard.

Weakness

- Have no air condition.

- No one go to play at noon because of have no roof to protect the sunlight and the hot

climate.

- The plaything and the toilet quite old and dirty

Opportunities

- The government have received the letter note form people in Chiang Rai to improve the

toilet at Suan Tung and Kom, People may come here more than before.

Threats

- People can go in evening but do not want to go in the afternoon because of hot climate.

3.1.3 Customer Analysis

Customer is the person who uses our product and service and goes further than their

expectation then they will pay money to us and can evaluate our performance. We need to know

who is our customer and how many of them.

Our customer is everyone who goes to use our product and service of company which

offer many kinds of playthings. However, our segment is divided in two main group of

customer. The first group is the teenager who wants to play an adventure plaything. The second

is the kid’s who play a classical and softer than the adventure plaything. The will go to use our

product and service when they have free time may be

53

on weekends and holiday.

(http://reg.mfu.ac.th/registrar/learn_time.asp?f_cmd=2&studentid=5131205077&studentname=%B9%D2%A7%CA%D2%C7+

%CD%C0%D4%C9%AE%D2+%BB%C3%D0%CA%D4%B7%B8%D4%EC

%E0%A2%B5%A1%D4%A8&acadyear=2553&maxsemester=2&rnd=40484.0348611111&firstday=1/11/2553&semester=2)

This is the example of Mae Fah Luang University’s student free time.There are many

schools in Chiang Rai http://www.cri1.obec.go.th/areaschool.php and there are many numbers

of teenagers in Chiang rai, most of them study in the school; for one example Chiang Rai

Vidhayakhome School Student (http://www.cvk.ac.th/ data/datastudent.htm)

Purchasing Behaviour of the teenager is higher than the kid because the teenagers who

older than 17 years old can make decision by themselves, some of them who study at the

university get lots of money from their parents around 6,000-10,000 baht.

(http://www.manager.co.th/Campus/ViewNews.aspx?NewsID=9490000004815)

For the kid; they have more free time but they cannot go by themselves, the parents

have to bring them to our amusement park. They have no money and cannot have a power to

make decision.

When they came to play we have to make sure that they have a security and have fun.

Use our service with the smile and laugh. The families have time to do the activity together.

Level total

kindergarten 215

Elementary 1 406

Elementary 2 568

Secondary 1 518

Secondary 2 776

54

Size of our Target Market

Age

Year

< 1 1-2 3-5 6-11 12-14 15-17 18-49 50-59 >60

2548 3,85

4

10,55

8

22,60

3

61,84

8

36,55

5

33,29

5

366,2

91

88,36

4

80,39

8

(http://www.chiangrai.net/database45/d45/N10/N1003.aspx?pg=N10)

We choose teenager to be our target market because of many reason, One of those

reason is the population of teenager is highest when compare with the total population in Chiang

Rai.

3.1.4 Competitive Analysis for our Company

Cause we have to know ourselves for use it to compete with the competitor, like the

idiom said “One who knows the enemy and knows himself will not be in danger in a hundred

battles“.

We are monopoly in Chiang Rai because we are the first amusement park, so the

proportion of our company in the Chiang Rai market share nearly to be 100%

For our Service and Product we did not sell in high price and we have the

differentiation in our concept. We did not only focus on having fun but also support the learning

in both physical and psychological. We help people to have wide society. Our company relies

55

on technology to create the amusement park. We need the up to date information about the

related technology to improve our company to be on the majority line of Life Cycle.

Strengths

- Our core competencies is we are the first brand in Chiang Rai

- We have the newest playthings.

- The location is good because the customer can come from other country can came.

- The location is next to the road, so easy to access

- Located not so far from an airport, welcome all foreigner and people in other country.

- We help the development of the brain and personality. Support developing in IQ and

EQ of the kids.

- Provide the way to have an exciting experience to the customer

- Expand the society of people

- Provide the shop for shopping and have a meal.

- Have two types of playthings; the teenagers who don’t like to play an adventure can

play in classical zone.

Weaknesses

- Use more money to built

- Our product cannot be used frequently for everyday

- We are new company; the employee may unprofessional.

- High cost to hire and train many of staff

- So many things to care so something may unexpected situation can happen.

Opportunities

- Chiang Rai did not have any amusement park yet.

- There are problem in people life then people stress; go to use our service.

- Student in the university study hard and somebody bored of studying need the place to

make them fun and relax which can go to meet the happy time with friends.

- The climate in the winter can attract more tourists to come.

(http://www.tmd.go.th/province.php?id=1,

http://travel.mthai.com/travel-news/41271.html,

http://www.dekmaejo.com/index.php?topic=151.0)

Threats

- Economic down people have no money

- People go to work and study for 5 days per week; have the free time just only weekend

and holiday.

56

3.2 STP Analysis

3.2.1 Market Segmentation

Market segmentation of Wonderland Park we focus on teenager and kids in Chiang Rai, the

north of Thailand. We focus on teenager who’s studying. Who want to have an exciting activity

and kids who want to have a happy time and want trying something that they never done it

before. Know more about our segmentation; the kids in Chiang Rai at the age 5-10 can play

in a Classical and not more adventure zone. Another is the teenager older than 15 years

old who need to stroll and have fun when they have free time to came.

Age

Year < 1 1-2 3-5 6-11 12-14 15-17 18-49 50-59 >60

2548 3,854 10,558 22,603 61,848 36,555 33,295 366,291 88,364 80,398

(http://www.chiangrai.net/database45/d45/N10/N1003.aspx?pg=N10)

3.2.2 Target Market

We choose teenager to be our target market because of many reason, One of those

reason is the population of teenager zone is highest when compare with the total population in

Chiang Rai. We will show the example of Teenager in Mae Fah Luang University student.

There are 8,745 teenagers in this university which you can check by this reference website.

(http://reg.mfu.ac.th/registrar/statistics/RepStudent1.asp?acadyear=2553&maxsemester=2&semester=2)

3.2.3 Position Analysis

We want to be the one of the amusement park in Chiang Rai in customer mind. So,

Wonderland Park offer new experience to customer in exciting plaything, extremely for they to

shows bravery and get fun and happy time with Wonderland Park (The first amusement park in

the north of Thailand). Moreover, we also want to be a place that good for the brain and society

of kids.

57

3.3 Marketing Mix Strategy

For marketing strategy our business use 4Ps (http://marketingteacher.com/ lesson-

store/lesson-marketing-mix.html) which contain of 4 components; product, price, place,

promotion. We want our amusement park differentiate, provide fun, and attract tourist both in

and out of country.

3.3.1 Product

Our core product is an amusement park. We have to provide safe and secure to the

customer life with quality of playthings. The color and design is attracting the eye sight which

separate decoration by a theme of each part.

3.3.2 Place

We select the direct distribution channel which is the amusement park at Chiang Rai;

the location of our business is 80 Rai in South Nang Lae village, Nang Lae district, Chiang Rai,

Thailand. We can attract the customer from Northern of Thailand.

(http://www.tvs.co.th/stats/north.pd.) In this case Chiang Rai didn’t have the amusement park.

So, it means that didn’t have the direct competitor then we will get benefit.

3.3.3 Price

Setting a price per capita covers the cost and not over than competitor product’s price.

The price is suit for product and service. We will set higher price because our business want to

make the customer know that our product and service have high quality. The prices have 4

types; our adult’s price is 150 for entrancing and playing, 80 for the entrancing only (do not

want to play), kids’ price is 120 for entrancing and playing, and 50 for the entrancing only (do

not want to play).

58

3.3.4 Promotion

We almost communicate our product and service through itself already because it is a

big project but we also need to promote with WOM, TV, Radio, signboard at the building

location, post the poster at the university and the department store and so on. Our business is

new so we have to inform and explain customer about our product and service. Make them

know more about us in order to invite them to go for use product and service.

59

3.4 The table of sale forecastThe sale by product 1st year[฿]

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Adults 1,923,60

0.00 2,010,162.00

2,070,466.86

2,132,580.87

2,196,558.29

2,262,455.04

2,307,704.14

2,353,858.22

2,400,935.39

2,508,977.48

2,621,881.47

2,739,866.13 27,529,046

Children 817,000.00

853,765.00

879,377.95

905,759.29

932,932.07

960,920.03

970,529.23

980,234.52

990,036.87

1,034,588.53

1,081,145.01

1,129,796.54 11,536,085

Total 2,740,600.00

2,863,927.00

2,949,844.81

3,038,340.15

3,129,490.36

3,223,375.07

3,278,233.37

3,334,092.75

3,390,972.26

3,543,566.01

3,703,026.48

3,869,662.67 39,065,131

 

The sale by product 2st years [฿]  

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec  Total

Adults 2,863,160

2,992,002

3,081,762

3,174,215

3,269,442

3,367,525

3,401,200

3,435,212

3,469,564

3,625,695

3,788,851

3,959,349 40,427,979

Children 1,180,637

1,233,766

1,270,779

1,308,902

1,348,169

1,388,615

1,402,501

1,416,526

1,430,691

1,495,072

1,562,350

1,632,656 16,670,665

Total 4,043,797

4,225,768

4,352,541

4,483,118

4,617,611

4,756,140

4,803,701

4,851,738

4,900,255

5,120,767

5,351,201

5,592,005 57,098,643

  The sale by product 3st years [฿]

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec  Total

Adults 4,137,520

4,323,708

4,453,420

4,587,022

4,724,633

4,866,372

4,915,036

4,964,186

5,013,828

5,239,450

5,475,225

5,721,610 58,422,011

Children 1,706,126

1,782,901

1,836,388

1,891,480

1,948,224

2,006,671

2,026,738

2,047,005

2,067,475

2,160,512

2,257,735

2,359,333 24,090,588

Total 5,843,646

6,106,610

6,289,808

6,478,502

6,672,857

6,873,043

6,941,773

7,011,191

7,081,303

7,399,962

7,732,960

8,080,943 82,512,598

  The sale by product 4st years [฿]

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec  Total

Adults 5,979,083

6,248,142

6,435,586

6,628,654

6,827,513

7,032,339

7,102,662

7,173,689

7,245,425

7,571,470

7,912,186

8,268,234 84,424,981

Children 2,432,802

2,542,278

2,618,547

2,697,103

2,778,016

2,861,357

2,889,970

2,918,870

2,948,059

3,080,721

3,219,354

3,364,225 34,351,301

Total 8,411,885

8,790,420

9,054,133

9,325,757

9,605,529

9,893,695

9,992,632

10,092,558

10,193,484

10,652,191

11,131,539

11,632,459 118,776,282

  The sale by product 5st years [฿]

Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec  Total

Adults 8,640,305

9,029,118

9,299,992

9,578,992

9,866,361

10,162,352

10,263,976

10,366,615

10,470,282

10,941,444

11,433,809

11,948,331 122,001,577

Children 3,515,615

3,673,817

3,784,032

3,897,553

4,014,479

4,134,914

4,176,263

4,218,026

4,260,206

4,451,915

4,652,251

4,861,603 49,640,673

Total 12,155,919

12,702,936

13,084,024

13,476,544

13,880,841

14,297,266

14,440,239

14,584,641

14,730,487

15,393,359

16,086,061

16,809,933 171,642,250

60

Sale forecast chart

In sales forecast, it increase in the sale volume on winter season because in this

season is the travel season more people want to come to Northern for touch good

atmosphere. By we use sales increase winter season 0.045, raining season 0.01 and

summer 0.03. From the situation, Mrs. Aekachai (local government of Chiang Rai) tell

“he think the number of tourists in this year (2009) will increase about 2-3% from last

year or about 100,000 people”

(http://www.bangkokbiznews.com/2010/11/05/news_31874971.php?news_id=31874971)

The expenses per day of visitors in Chiang Rai 2007 (Unit baht/person/day)

Expenses

Tourists

Thai Percent Foreigner Percent

Accommodations 609.89 25.31 858.81 26.79

Food and beverage 395.44 16.42 518.37 16.17

Souvenir 569.76 23.65 735.40 22.94

Entertainment 266.92 11.08 358.72 11.19

Travel 209.69 8.70 249.79 7.79

Transportation 263.88 10.95 363.61 11.34

Others 93.77 3.89 121.28 3.78

Total 2,409.35 100.00 3,205.98 100.00

Expenses

Excursionists

Thai Percent Foreigner Percent

Accommodations        

Food and beverage 386.45 22.68 407.57 23.45

Souvenir 599.36 35.16 528.67 30.43

Entertainment 235.55 13.82 241.08 13.88

Travel 158.00 9.27 199.10 11.46

Transportation 230.14 13.50 290.43 16.72

Others 95.00 5.57 70.62 4.06

Total 1,704.50 100.00 1,737.47 100.00

61

Expenses

Visitors

Thai Percent Foreigner Percent

Accommodations 574.50 24.26 818.50 26.09

Food and beverage 394.92 16.67 513.17 16.36

Souvenir 571.47 24.13 725.69 23.13

Entertainment 265.10 11.19 353.20 11.26

Travel 206.69 8.73 247.41 7.89

Transportation 261.92 11.06 360.18 11.48

Others 93.84 3.96 118.90 3.79

Total 2,368.44 100.00 3,137.05 100.00

The number of visitor in Chiang Rai, 2007

Age

Tourists

Thai Percent Foreigner Percent

1. 15 - 24 years 236,360 24.80 63,959 24.09

2. 25 - 34 years 283,130 29.72 76,210 28.70

3. 35 - 44 years 211,240 22.17 48,262 18.18

4. 45 - 54 years 179,311 18.82 41,309 15.56

5. 55 - 64 years 32,140 3.37 30,058 11.32

65 moreover 10,632 1.12 5,720 2.15

Total 952,813 100.00 265,518 100.00

Age

Excursionists

Thai Percent Foreigner Percent

1. 15 - 24 years 39,101 21.39 10,533 29.87

2. 25 - 34 years 57,078 31.22 7,713 21.88

3. 35 - 44 years 42,903 23.46 8,982 25.48

4. 45 - 54 years 34,142 18.67 4,511 12.79

5. 55 - 64 years 7,136 3.90 2,982 8.46

65 moreover 2,486 1.36 537 1.52

Total 182,846 100.00 35,258 100.00

Age

Visitors

Thai Percent Foreigner Percent

1. 15 - 24 years 275,461 24.24 74,492 24.78

2. 25 - 34 years 340,208 29.96 83,923 27.90

3. 35 - 44 years 254,143 22.38 57,244 19.03

4. 45 - 54 years 213,453 18.80 45,820 15.23

5. 55 - 64 years 39,276 3.46 33,040 10.98

65 moreover 13,118 1.16 6,257 2.08

Total 1,135,659 100.00 300,776 100.00

(http://www2.tat.or.th/stat/web/static_tst.php

Marketing Expense in the 1st year

Descriptions Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

62

Brochure Ads. 2,0

00 - - 2

,000 - -

2,000 - -

2,000

-

-

8,000

Radio Ads. 1,5

00 1,50

0 1,50

0 1

,500 1

,500 1,50

0 1,50

0 1,50

0 1,50

0 1,

500 1,5

00 1,

500 18,00

0

Booth 3,0

00 - - -

- 3,000 - - -

3,000

-

-

9,000

Signboard 3,2

25 -  -  -  -  -  3,22

5 -  -  -  -  -  6,45

0

Public Re. 2,0

00 2,00

0 2,00

0 2

,000 2

,000 2,00

0 2,00

0 2,00

0 2,00

0 2,

000 2,0

00 2,

000 24,00

0

Other 3,0

00 3,00

0 3,00

0 3

,000 3

,000 3,00

0 3,00

0 3,00

0 3,00

0 3,

000 3,0

00 3,

000 36,00

0

Total 14,7

25 6,50

0 6,50

0 8

,500 6

,500 9,50

0 11,72

5 6,50

0 6,50

0 11,

500 6,5

00 6,

500 101,45

0

Marketing Expense in the 2nd year

Descriptions Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Brochure Ads. 2,0

00 - - 2

,000 - -

2,000 - -

2,000

-

-

8,000

Radio Ads. - - -

-

- - - - -

-

-

15,000

15,000

Signboard 3,2

25 -  -  -  -  -  3,22

5 -  -  -  -  -  6,45

0

Booth 3,0

00 - - -

- - - - -

3,000

-

-

6,000

Public Re. 2,0

00 2,00

0 2,00

0 2

,000 2

,000 2,00

0 2,00

0 2,00

0 2,00

0 2,

000 2,0

00 2,

000 24,00

0

Other 3,0

00 3,00

0 3,00

0 3

,000 3

,000 3,00

0 3,00

0 3,00

0 3,00

0 3,

000 3,0

00 3,

000 36,00

0

Total 13,2

25 5,00

0 5,00

0 7

,000 5

,000 5,00

0 10,22

5 5,00

0 5,00

0 10,

000 5,0

00 20,

000 95,45

0

Marketing Expense in the 3rd year

Descriptions Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Brochure Ads. 2,5

00 - - -

- -

2,500 - -

-

-

-

5,000

Radio Ads. - - -

-

- - - - -

-

-

15,000

15,000

Booth 4,0

00 - - -

- - -

3,000 -

-

-

-

7,000

Signboard 3,2

25  -  - -  -  - 3,22

5  -  - -  -  -  6,45

0

Public Re. 2,0

00 2,00

0 2,00

0 2

,000 2

,000 2,00

0 2,00

0 2,00

0 2,00

0 2,

000 2,0

00 2,

000 24,00

0

Other 3,0

00 3,00

0 3,00

0 3

,000 3

,000 3,00

0 3,00

0 3,00

0 3,00

0 3,

000 3,0

00 3,

000 36,00

0

Total 14,7

25 5,00

0 5,00

0 5

,000 5

,000 5,00

0 10,72

5 8,00

0 5,00

0 5,

000 5,0

00 20,

000 93,45

0

Marketing Expense in the 4th year

Descriptions Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Brochure Ads. - -

2,500

-

- - - - -

-

2,500

-

5,000

Radio Ads. - - -

-

- - - - -

-

-

15,000

15,000

Booth 5,0

00 - - -

- - - - -

-

-

-

5,000

Signboard 3,2

25 -   - -  -  -  3,22

5 -  -  -  -  -  6,45

0

Public Re. 2,0

00 2,00

0 2,00

0 2

,000 2

,000 2,00

0 2,00

0 2,00

0 2,00

0 2,

000 2,0

00 2,

000 24,00

0

Other 3,0

00 3,00

0 3,00

0 3

,000 3

,000 3,00

0 3,00

0 3,00

0 3,00

0 3,

000 3,0

00 3,

000 36,00

0

Total 13,2

25 5,00

0 7,50

0 5

,000 5

,000 5,00

0 8,22

5 5,00

0 5,00

0 5,

000 7,5

00 20,

000 91,45

0

Marketing Expense in the 5th year

Descriptions Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Brochure Ads. 2,5 - - - - 2,50 - 5,00

63

00 - - 0 - - - 0

Radio Ads. - - -

-

- - - - -

-

-

15,000

15,000

Booth 2,0

00 - - -

- - -

2,000 -

-

-

-

4,000

Signboard 3,2

25 -  -  -  -  -  3,22

5 -  -  -  -  -  6,45

0

Public Re. 2,0

00 2,00

0 2,00

0 2

,000 2

,000 2,00

0 2,00

0 2,00

0 2,00

0 2,

000 2,0

00 2,

000 24,00

0

Other 3,0

00 3,00

0 3,00

0 3

,000 3

,000 3,00

0 3,00

0 3,00

0 3,00

0 3,

000 3,0

00 3,

000 36,00

0

Total 12,7

25 5,00

0 5,00

0 5

,000 5

,000 5,00

0 8,22

5 9,50

0 5,00

0 5,

000 5,0

00 20,

000 90,45

0

64

3.5 Conclusion

From the cost information; we are big and new, so we have to put lot amount of money

for invest in this project. We need to buy an expensive thing like big equipment, large land,

Plant and Machinery, building, Office Equipment, and especially plaything that divided into 2

types Adventure and Classic. There are 3 playthings in each type which are Panorama Shock,

X-Scream rollercoaster, Flying Dutchman Ship (Pirate Boat), roundabout or merry-go-round,

octopus swing hand, and wonderland Palace which Inside the wonderland palace there are 5

building, big one of it have 4 floors another 4 have 3floors. These make our investment use

more money for operate.

We need lots of people to operate this project, so we hire many employees such as

technical specialist, life guard, marketer, accountant, and so on. That why there are eight

Departments in our company which are Purchasing Department, Marketing Development

Department, Technical Department, Finance Department, Acting Department that response to

the parade also, Location Department, Human resource Department, and Advertising

Department. For these reason the cost is higher.

65

Chapter 4:

Technical Analysis

66

4.1 Investment Analysis

67

No. Details Amount Price Total

1 Land 80.00 400,000.00 32,000,000.00

2 Building - - 83,500,000.00

  Total     115,500,000.00

  Machine A      

3 Lawnmowers 4.00 9,700.00 38,800.00

4 Receivers 10.00 12,000.00 120,000.00

5 Vacuum cleaners 2.00 12,000.00 24,000.00

6 Floor machines 2.00 20,000.00 40,000.00

7 Winn cooling 10.00 16,500.00 165,000.00

8 Water coolers 2.00 12,700.00 25,400.00

      Total 413,200.00

  Machine B      

9 Water cooler and hot 3.00 4,850.00 14,550.00

10 Cash entry equipment s 2.00 28,000.00 56,000.00

11 Printers 13.00 10,500.00 136,500.00

12 Telephones 14.00 570.00 7,980.00

13 Faxes 5.00 15,000.00 75,000.00

14 Televisions 2.00 13,000.00 26,000.00

15 Projector 1.00 40,000.00 40,000.00

16 Refrigerators 3.00 8,090.00 24,270.00

17 Vacuum bottles 3.00 1,030.00 3,090.00

18 Microwaves 3.00 1,990.00 5,970.00

19 Cutting paper machine 2.00 1,850.00 3,700.00

20 Air-conditions 9.00 22,000.00 198,000.00

      Total 591,060.00

  Furniture      

21 Clothes lines 2.00 1,000.00 2,000.00

22 Counter 1.00 7,500.00 7,500.00

23 Counter for buy ticket 3.00 4,700.00 14,100.00

24 File cabinets 9.00 6,820.00 61,380.00

25 Sofas 2.00 19,990.00 39,980.00

26 Meeting Table Set [Big] 1.00 35,000.00 35,000.00

27 Meeting Tables Set [Small] 4.00 7,500.00 30,000.00

28 Chairs 11.00 1,200.00 13,200.00

29 Office desks 11.00 1,900.00 20,900.00

30 Workstations 6.00 39,000.00 234,000.00

31 Bookshelf 2.00 850.00 1,700.00

32 Lockers 4.00 9,000.00 36,000.00

33 President desk 1.00 8,600.00 8,600.00

34 Disk Racks 3.00 500.00 1,500.00

      Total 505,860.00

  Equipment      

35 Whisk 60.00 8.00 480.00

36 Brooms 36.00 35.00 1,260.00

37 Mops 5.00 440.00 2,200.00

38 Toilet equipment ֿ ֿ 1,860.00

39 Cobweb broom 30.00 5.00 150.00

40 Shovel dust 35.00 8.00 280.00

41 Broom hard 24.00 35.00 840.00

42 Bins 5.00 4,400.00 22,000.00

43 Squeegee 240.00 5.00 1,200.00

44 Litter Bins 10.00 220.00 2,200.00

      Total 32,470.00

47 Computers 38.00 12,000.00 456,000.00

68

4.1.1 Investment Cost [Depreciation]

Investment Amount Depreciation Annual DEP. Monthly DEP.

Building 83,500,000 20 years 4,175,000 347,916.66

Machine A 413,200 5 years 82,640 6,886.66

Machine B [Office] 591,060 5 years 118,321 9,860.10

furniture 505,860 20 years 25,293 2,107.75

Computer 456,000 3 years 152,000 12,666.66

Play- Thing 180,000,000 5 years 36,000,000 3,000,000.00

Total 265,466,120.00   40,553,254.20 3,379,437.83

4.2 Production Analysis

4.2.1 Production Cost

Electricity cost for Medium-sized business

For the using of electricity for industrial business that is similar to an industrial

enterprise as well as related areas which demand an average of 15 minutes maximum

from 30 kW but less than 1,000kW. Average power consumption 3 months is up to250,

000 units per month.

No. Details

The demand of Energy.

(Baht / kW)

Energy Charge.

(Baht / unit).

1 Voltage of 69 kV up 175.70 1.6660

2 Voltage 22-33 kV 196.26 1.7034

3 Voltage of less than 22 kV 221.50 1.7314

The normal rate

(http://www.eppo.go.th/power/pw-Rate-PEA.html)

Our customers come a lot in winter and summer. They come in winter because of the

great weather, and there are many public holiday in winter. The summer is the semester ended

time, the student or teenager who is our target market can come to play in our amusement park.

The cost of operation in these two seasons may higher than another two seasons.

69

Water supply cost divided by user size (Satang per Liter)

Level of water

used

Cum./month

USER TYPES

ConnectionOfficial and Small

Business

State Enterprise,

Industrial and large

Business

baht/cum. satang/liter baht/cum. satang/liter baht/cum. satang/liter

Low Level Rate 50

Baht

Low Level Rate 100

Baht

Low Level Rate 200 Baht

0 - 10 10.20 1.020 11.45 1.145 12.50 1.250

11 - 20 10.95 1.095 14.20 1.420 15.50 1.550

21 - 30 13.20 1.320 15.45 1.545 18.50 1.850

31 - 50 15.20 1.520 16.45 1.645 21.50 2.150

51 - 80 16.45 1.645 16.85 1.685 23.50 2.350

81 - 100 16.95 1.695 16.95 1.695 23.75 2.375

101 - 300 - - 17.05 1.705 24.00 2.400

301 - 1,000 - - 17.15 1.715 24.25 2.425

1,001 - 2,000 - - 17.25 1.725 24.00 2.400

2001 - 3,000 - - 17.35 1.735 23.75 2.375

>3,000 - - 17.45 1.745 23.50 2.350

70

(http://www.pwa.co.th/service/tariff_rate.html)

This is our operation cost which calculates from the provided data above and it’s

in the averaged form.

Operation Cost

Electricity (Averaged)

Water supply (Averaged)

Total in each month

Month 1 455659.5 6860 462519.5

Month 2 437433.12 6002.5 443435.62

Month 3 437433.12 6002.5 443435.62

Month 4 437433.12 6002.5 443435.62

Month 5 455659.5 6860 462519.5

Operation Cost

Electricity (Averaged)

Water supply (Averaged)

Total in each month

Month 6 455659.5 6860 462519.5

Month 7 455659.5 6860 462519.5

Month 8 437433.12 6002.5 443435.62

Month 9 437433.12 6002.5 443435.62

Month 10 437433.12 6002.5 443435.62

Month 11 437433.12 6002.5 443435.62

Month 12 455659.5 6860 462519.5

Total in 1 year 5340329.34 76317.5 5416646.84

4.3 Operations Analysis

Operation cost

Our Product is plaything in the Theme park which divided into 2 types Adventure and

Classic. There are 3 playthings in each type like the following tabl

4.3.1 Product Characteristics

4.3.1.1 Adventure

Panorama Shock

Customer can choose the period of

time. There are 3 the period of times, this

followings show in per times unit.

Adventure Classic

Panorama Shock Wonderland Palace

X-Scream rollercoaster Octopus swing hand

Flying Dutchman Ship

(Pirate Boat)

Roundabout

(merry-go-round)

71

Height: 68.8m, 79.9m, 91.2m.

Height speed:  93 km/h 98 km/h 105 km/h

Number of persons: 40-40-40

Ride Time: 56 sec. 70 sec. 138 sec.

X-Scream

We just got the budget to buy

only for an X-Scream rollercoaster; a

giant teeter-totter at 866 feet above the

ground with simplistic design

resembles a massive teeter-totter. After

being shot over the edge, you'll dangle weightlessly before being pulled back and

propelled over again for more.

(http://www.stratospherehotel.com/Tower/Rides/X-scream)

Flying Dutchman Ship (Pirate Boat)

This Flying Dutchman Ship

(Pirate Boat) is 520 metres long. Its

capacity is 45 persons. It’ll sway

and swing into the front and back.

Legend of Flying

Dutchman Ship (Pirate Boat) is

from real story and it says that after

nearly running the "Adventure"

aground, Navy soldiers raided the

pirate ship, shooting Edward "Blackbeard" Teach five times and stabbing him forty

times. They then cut off his head and tossed his body overboard, where it is said to have

swam away. Today, people say they see Blackbeard's headless corpse sailing the

“Adventure" near Teac’s Hole in North Carolina. In the Atlantic and Caribbean, a ship

called the "Nightmare" has been seen by many witnesses. It is said to have torn sails

and destroyed lines and looks as if its been burned to charcoal. It flies a black flag and

has a figure head of a horse that breathes fire. The ship is reportedly seen most in the

Bermuda Triangle. Perhaps the most famous pirate ghost is that of "The Flying

Dutchman," captained by Dutchman Bernard Fokke. It is said that Fokke was in league

with the devil and now has to sail the oceans forever, never returning to port. Witnesses

often say the ship glows and are known for bringing bad luck to anyone who bears

72

witness to its existence. "The Flying Dutchman" is known for attempting to send row

boats to meet other ships and pass letters home.

( http://www.ehow.com/about_4570913_ghost-pirate-ships.html)

4.3.1.2 Classic

Roundabout or merry-go-round

There are 20 Sculpture of Horse, Coach and an animal located on a platform which has

diameter is 16-mater. Its 80-meter-high and 1 cabin can contain 2 people. It revolves to 70 km.

The light is warm light with many beautiful accessories on above.

Octopus swing hand

Its capacity is 16 persons, this plaything can swing

around. It has level of moving are low and high.

73

Wonderland Palace

Inside the wonderland palace there are 5 building, big one of it have 4 floors

another 4 have 3floors.

1. King and Queen hall, have 4 floors

1.1 Hall with King and Queen‘s throne.

1.2 Prince and Princess Room; for example, dressing and bedroom.

1.3 Treasure room keeps toys or property of the royal.

1.4 The star of astronomy on the above of 4 floor

2. Summer designed building with a twist stairs in the middle through

3 floors

2.1 Doll; for example, Barbie and Blythe.

74

2.2 Sculpture of Cartoon

2.3 Drawing zone

3. Rainy designed building with a twist stairs in the middle through 3 floors.

3.1 Jigsaw puzzle zone for a little kid at the age 5-6.

3.2 The occupation zone for a kid that allow the kid act in the career that they want

to be.

3.3 IQ development zone have library contain comic and academic book for kids

4. Autumn designed building with a twist stairs in the middle through 3

floors.

4.1 The toy zone for a boy kids society

like Gun dam.

4.2 Robot theme

4.3 Monster land for the kid who want

to act as the hero

5. Spring designed building with a

twist stairs in the middle through 3 floors.

5.1 Magician zone

5.2 Game zone in Pirate theme

5.3 Scientist and astronaut zone

4.3.2 Souvenir shop and shopping zone for

parents is in log style.

75

4.3.3 Public phones [amount 6]

4.3.4 General toilet and 3 disable toilet in mushroom style [amount 60]

4.3.5 Clinic for the customer and employee is in strawberry style

76

4.3.6 Food and drink zone in present box style with the 5 foods and drink shops inside.

4.3.7 Snack, Ice cream, candy, healthy food and snack shop for 10 shops

4.3.8 Bins in separate area [amount 5]

77

4.3.9 Internet Wi-Fi in Food and drink zone

4.3.10 Water coolers [amount 2]

4.3.11 Counter for sell ticket and Reception counter for giving information.

4.4 Location

Our business is located in South Nang Lae village, Nang Lae district, Chiang Rai, Thailand. It has 80 Rai for building and playthings.

78

4.5 Facility Layout

Layout of office

79

1st Floor

2nd Floor

80

3rd Floor

4th Floor

81

Food Center

4.6 Administration Analysis

4.6.1 Employee Salary

No. Position Amount Salary/month Total

1 Secretary 1 12,000.00 12,000.00

2 General Manager 1 13,000.00 13,000.00

3 Development Manager 3 9,500.00 28,500.00

4 Marketing Manager 4 9,500.00 38,000.00

5 Advertising Manager 4 9,500.00 38,000.00

6 Technical Manager 3 9,500.00 28,500.00

7 Accounting Manager 2 12,000.00 24,000.00

8 Finance Manager 2 12,000.00 24,000.00

9 Sale-Tickets 3 7,000.00 21,000.00

10 Security Guard 2 6,500.00 13,000.00

11 Housekeeping 6 6,500.00 39,000.00

12 Gardener 7 6,500.00 45,500.00

13 Play-Thing Guard 10 7,000.00 70,000.00

82

14 Purchasing Manager 5 9,000.00 45,000.00

15 Credit and Legal Manager 1 10,000.00 10,000.00

16 Cartoon Parade Show Manager 1 9,500.00 9,500.00

17 Human resource manager 4 9,500.00 38,000.00

18 Actor/ Actress 25 7,000.00 175,000.00

19 Special technical 1 18,600 18,600

  Total 84 184,100.00 690,600.00

83

4.6.2 Administration Cost

No Description JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Total

1 Salary 690,6

00 690,6

00 690,

600 690,60

0 690,6

00 690,6

00 690,6

00 690,6

00 690,

600 690,60

0 690,6

00 690,6

00 8,287,20

0

2 Water Exp. 4

00 4

50

579 68

9 6

89 5

64 4

20 5

00

400 60

2 5

67 7

89 6,64

9

3 Electricity Exp. 7,5

90 7,005.

00 7,98

0.00 6,98

0 7,9

03 7,8

65 7,9

80 8,009 7,980 6,890.0 6,908.0 6,789.0 89,879

4Internet and Telephone Exp.

680

680

680

680

680

680

680

680

680

680

680

680

8,160

5 Fire Insurance 7

10 7

10

710 71

0 7

10 7

10 7

10 7

10

710 71

0 7

10 7

10 8,52

0

6 Training Exp. ֿ� ֿ� ֿ� 3,00

0 3,0

00 3,0

00 3,

000 3,

000 15,00

0

10 Other exp. ֿ� 2,5

00 1,00

0 3,0

00 4,0

00 2,8

90 ֿ� 13,39

0

Total 699,

980 701,

945 700

,549 703,6

59 700,5

82 706,

419 703,

390 704,

499 703

,370 699,4

82 702,3

55 702,

568 8,428,798.0

0

President

General Manager

Purchasing Department

Advertising Department

Technical Department

Marketing & Development Department

Finance Department

Acting Department

Human Resource

Department

Location Department

Accounting Manager

Sale - Tickets

Play-Thing Guard

Housekeeping

Gardener

84

4.7 Organization Chart

85

4.8 Conclusion

From the cost information; we are big and new, so we have to put lot amount of money

for invest in this project. We need to buy an expensive thing like big equipment, large land,

Plant and Machinery, building, Office Equipment, and especially plaything that divided into 2

types Adventure and Classic. There are 3 playthings in each type which are Panorama Shock,

X-Scream rollercoaster, Flying Dutchman Ship (Pirate Boat), roundabout or merry-go-round,

octopus swing hand, and wonderland Palace which Inside the wonderland palace there are 5

building, big one of it have 4 floors another 4 have 3floors. These make our investment use

more money for operate.

We need lots of people to operate this project, so we hire many employees such as

technical specialist, life guard, marker, accountant, and so on. That why there are eight

Departments in our company which are Purchasing Department, Marketing Development

Department, Technical Department, Finance Department, Acting Department that response to

the parade also, Location Department, Human resource Department, and Advertising

Department. For this reason the cost is higher.

For example; Our Land and building cost 120,300,000 baths. Plant and Machinery cost

737,030 baths. Play- Thing180, 000,000 baths, and total operation cost in the theme park zone is

about 5416646.84 baths.

86

Chapter 5:

Financial Feasibility

87

5.1 Financial

5.1.1 Income statement

Income statement or profit and loss statement is an essential financial statement

and the key value reported is Net Income. It summarizes a company's revenues and

business expenses and provides a picture of the financial performance over time. It is

usually used in combination with a balance sheet statement. We will explanation for

the income statement for Wonderland Park.

Revenue of our company comes for selling ticket we separate children and

adults by we think in one month it has 31 days on Sat – Sun has 8 days per month and

Mon-Fri has 28 days. On Sat – Sun day we will get the children guest 285 people and

adults 350 people per week and on Mon-Fri day we will get children guest 165

people and adults 280people per week. We calculate the price of ticket for

children by if the children enter and play all plaything for children 120 baht and adults

150 per person but if didn’t play the plaything sell for children 50 baht and adults 80

baht per person. Moreover we will get the revenue from rent out for trading; our

company has collect the rent 2,000 baht per month and collect from the insurance of

trading 10,000 baht per year.

Children(5-13 years old)

Sat-Sun

enter and play

250 x 8 x 120 240,000

enter 120 x 8 x 50 48,000

Mon-Fri

enter and play

150 x 23 x 120 414,000

enter 100 x 23 x 50 115,000

     Total 817,000

Adults(over 14 years old)

Sat-Sun

enter and play

400 x 8 x 150 480,000

enter 200 x 8 x 80 128,000

Mon-Fri

enter and play

280 x 23 x 150 966,000

enter 190 x 23 x 80 349,600

     Total 1,923,600

88

5.2 Cash flow

Cash flow is determined by looking at three components by which cash enters

and leaves a company: core operations, investing and financing.

Cash inflow, there are 2 mainly source of cash inflow from operating activities;

selling the ticket and rent out for trading.

Cash outflow, the cash outflow from purchased land, building and equipment in

first year and purchased inventory including papers and ink to make ticket in every year.

And financing activities pay interest payment, we borrowing from Bangkok Bang

50,000,000 baht and 6.38% of interest rate per month. Moreover we will pay taxes for

government from our profit every month follow with our revenue.

5.3 Balance sheet

Balance sheet is financial statement that summarizes a company's assets,

liabilities and shareholders' equity at a specific point in time. These three balance sheet

segments give investors an idea as to what the company owns and owes, as well as the

amount invested by the shareholders. The balance sheet must follow the following

formula: Assets = Liabilities + Shareholders' Equity

89

Little Cows Co., Inc.Income statement

Year 1 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Revenues                          

Sales for ticket 2,740,60

0 2,863,92

7 2,949,84

5 3,038,34

0 3,129,49

0 3,223,37

5 3,278,23

3 3,334,09

3 3,390,97

2 3,543,56

6 3,703,02

6 3,869,66

3 39,065,

131

Rent out for trading 405,

000 30,

000 30,

000 30,

000 30,

000 30,

000 30,

000 30,

000 30,

000 30,

000 30,

000 30,

000 735,

000

Total revenues 3,145,

600 2,893,

927 2,979,

845 3,068,

340 3,159,

490 3,253,

375 3,308,

233 3,364,

093 3,420,

972 3,573,

566 3,733,

026 3,899,

663 39,800,

131

Cost of goods sold                          

Inks 2,16

0 - - 2,16

0 - - 2,16

0 - - 2,16

0 - - 8,

640

Paper 4,80

0 - 4,80

0 - 4,80

0 - 4,80

0 - 4,80

0 - 4,80

0 - 28,

800

Other cost of good sold                          

Water exp. 66

0.00 40

2.50 60

2.50 68

9.50 68

6.00 48

6.00 64

0.00 50

2.50 40

2.50 60

2.50 60

2.50 64

0.00 6,

917

Electricity Exp. 132,65

9.50 97,43

3.12 107,43

3.12 11,43

3.12 95,65

9.50 55,65

9.50 55,65

9.50 57,43

3.12 87,43

3.12 87,43

3.12 87,43

3.12 110,65

9.50 986,

329

Total other COGS 133,31

9.50 97,83

5.62 108,03

5.62 12,12

2.62 96,34

5.50 56,14

5.50 56,29

9.50 57,93

5.62 87,83

5.62 88,03

5.62 88,03

5.62 111,29

9.50 993,

246

Total COGS 140,

280 97,

836 112,

836 14,

283 101,

146 56,

146 63,

260 57,

936 92,

636 90,

196 92,

836 111,

300 1,030,

686

                           

Gross magin 3,005,

321 2,796,

091 2,867,

009 3,054,

058 3,058,

345 3,197,

230 3,244,

974 3,306,

157 3,328,

337 3,483,

370 3,640,

191 3,788,

363 38,769,

445

                           

Operating exp.                          

Advertising exp. 14,725 6,500 6,500 8,500 6,500 9,500 11,725 6,500 6,500 11,500 6,500 6,500 101,

450

Administration exp. 825,31

0 792,32

6 800,02

6 708,11

3 788,33

6 754,13

6 751,29

0 753,92

6 782,82

6 780,02

6 782,91

6 806,29

0 9,325,

516

Depreciation                          

Building 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.6

6 347,916.6

6 347,916.6

6 347,916.6

6 347,916.6

6 4,175,

000

Machine A-B 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 200,

961

Computer 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 152,

000

Furniture 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 25,

293

play-thing 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.0

0 3,000,000.0

0 3,000,000.0

0 3,000,000.0

0 36,000,

000

Total depreciation 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.8

3 3,379,437.8

3 3,379,437.8

3 3,379,437.8

3 40,553,

254

                           

Total operating exp. 4,219,472

.33 4,178,26

3.45 4,185,96

3.45 4,096,05

0.45 4,174,27

3.33 4,143,07

3.33 4,142,45

2.33 4,139,86

3.45 4,168,76

3.45 4,170,96

3.45 4,168,85

3.45 4,192,22

7.33 49,980,21

9.80

Operating income -1,214,151.83 -1,382,172.07 - 1,318,954.26 -1,041,992.92 -1,115,928.47 - 945,843.76 -897,478.46 -833,706.32 - 840,426.81 -687,593.06 -528,662.59 - 403,864.16 -11,210,774.72

Interest exp. (6.38%) 505,08

3.33 504,03

8.53 502,98

8.16 501,93

2.21 500,87

0.65 499,80

3.45 498,73

0.57 497,65

1.98 496,56

7.67 495,47

7.58 494,38

1.70 493,28

0.00  

90

EBIT -1,719,235.16 -1,886,210.60 -1,821,942.42 - 1,543,925.13 -1,616,799.12 -1,445,647.21 -1,396,209.03 -1,331,358.31 - 1,336,994.48 -1,183,070.65 - 1,023,044.30 - 897,144.16 -17,201,580.56

taxes -

-

-

-

-

-

-

-

-

- -153,456.64 -134,571.62 -288,028.27

Net income -1,719,235.16 -1,886,210.60 -1,821,942.42 -1,543,925.13 -1,616,799.12 - 1,445,647.21 -1,396,209.03 -1,331,358.31 -1,336,994.48 -1,183,070.65 - 869,587.65 - 762,572.54 - 16,913,552.29

Beginning Retain Earning - -1,719,235.16 -3,605,445.76 -5,427,388.18 -6,971,313.31 -8,588,112.43 -10,033,759.64 -11,429,968.67 -12,761,326.98 -14,098,321.46 -15,281,392.10 -16,150,979.76 -106,067,243.46

Retain Earning -1,719,235.16 -3,605,445.76 -5,427,388.18 -6,971,313.31 -8,588,112.43 -10,033,759.64 -11,429,968.67 -12,761,326.98 - 14,098,321.46 -15,281,392.10 -16,150,979.76 -16,913,552.29 -122,980,795.75

Year 2 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Revenues                          

Sales for ticket 4,043,797.

49 4,225,768.

38 4,352,541.

43 4,483,117.

67 4,617,611.

20 4,756,139.

54 4,803,700.

93 4,851,737.

94 4,900,255.3

2 5,120,766.8

1 5,351,201.3

2 5,592,005.3

8 57,098,64

3.39

Rent out for trading 405,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 735,00

0.00

Total revenues 4,448,79

7.49 4,255,76

8.38 4,382,54

1.43 4,513,11

7.67 4,647,61

1.20 4,786,13

9.54 4,833,70

0.93 4,881,73

7.94 4,930,25

5.32 5,150,76

6.81 5,381,20

1.32 5,622,00

5.38 57,833,64

3.39

Cost of goods sold                          

Papers 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 28,80

0.00

Inks 2,160.0

0 - - 2,160.0

0 - - 2,160.0

0 - - 2,160.0

0 - - 8,64

0.00

Total 6,960.0

0 - 4,800.0

0 2,160.0

0 4,800.0

0 - 6,960.0

0 - 4,800.0

0 2,160.0

0 4,800.0

0 - 37,44

0.00

Other cost of good sold                          

Water exp. 66

0.00 4,00

2.50 60

2.50 68

9.50 68

6.00 48

6.00 64

0.00 50

2.50 40

2.50 60

2.50 60

2.50 64

0.00 10,516.5

0

Electricity Exp. 132,65

9.50 97,43

3.12 107,43

3.12 11,43

3.12 95,65

9.50 55,65

9.50 55,65

9.50 57,43

3.12 87,43

3.12 87,43

3.12 87,43

3.12 110,65

9.50 986,329.3

4

Total other COGS 133,31

9.50 101,43

5.62 108,03

5.62 12,12

2.62 96,34

5.50 56,14

5.50 56,29

9.50 57,93

5.62 87,83

5.62 88,03

5.62 88,03

5.62 111,29

9.50 996,845.8

4

Total COGS 140,27

9.50 101,43

5.62 112,83

5.62 14,28

2.62 101,14

5.50 56,14

5.50 63,25

9.50 57,93

5.62 92,63

5.62 90,19

5.62 92,83

5.62 111,29

9.50 1,034,28

5.84

                           

Gross magin 4,308,51

7.99 4,154,33

2.76 4,269,70

5.81 4,498,83

5.05 4,546,46

5.70 4,729,99

4.04 4,770,44

1.43 4,823,80

2.32 4,837,61

9.70 5,060,57

1.19 5,288,36

5.70 5,510,70

5.88 56,799,35

7.55

                           

Operating exp.                          

Advertising exp. 13,225.0

0 5,000.0

0 5,000.0

0 7,000.0

0 5,000.0

0 5,000.0

0 10,225.0

0 5,000.0

0 5,000.0

0 10,000.0

0 5,000.0

0 20,000.0

0 95,45

0.00

Administration exp. 825,309.

50 792,325.

62 800,025.

62 708,112.

62 788,335.

50 754,135.

50 751,289.

50 753,925.6

2 782,825.6

2 780,025.6

2 782,915.6

2 806,289.5

0 9,325,51

5.84

Total Advertising & ads. 838,53

4.50 797,32

5.62 805,02

5.62 715,11

2.62 793,33

5.50 759,13

5.50 761,51

4.50 758,92

5.62 787,82

5.62 790,02

5.62 787,91

5.62 826,28

9.50 9,420,96

5.84

Depreciation                          

Building 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.6

6 347,916.6

6 347,916.6

6 347,916.6

6 347,916.6

6 4,174,99

9.92

Equipment 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 200,96

1.12

Computer 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 151,99

9.92

Furniture 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 25,29

3.00

play-thing 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.0

0 3,000,000.0

0 3,000,000.0

0 3,000,000.0

0 36,000,00

0.00

91

Total depreciation 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.8

3 3,379,437.8

3 3,379,437.8

3 3,379,437.8

3 40,553,25

3.96

                           

Total operating exp. 4,217,97

2.33 4,176,76

3.45 4,184,46

3.45 4,094,55

0.45 4,172,77

3.33 4,138,57

3.33 4,140,95

2.33 4,138,36

3.45 4,167,26

3.45 4,169,46

3.45 4,167,35

3.45 4,205,72

7.33 99,948,43

9.60

Operating income 90,54

5.66 - 22,430.69 85,24

2.36 404,28

4.60 373,69

2.37 591,42

0.71 629,48

9.10 685,43

8.87 670,35

6.25 891,10

7.74 1,121,01

2.25 1,304,97

8.55 6,825,13

7.75

Interest exp. (6.38%) 492,17

2.44 491,05

8.99 489,93

9.61 488,81

4.29 487,68

2.99 486,54

5.67 485,40

2.30 484,25

2.85 483,09

7.30 481,93

5.60 480,76

7.72 479,59

3.63 5,831,26

3.38

EBIT -401,626.78 -513,489.68 -404,697.26 -84,529.69 - 113,990.62 104,87

5.04 144,08

6.80 201,18

6.02 187,25

8.95 409,17

2.14 640,24

4.53 825,38

4.91 993,87

4.37

taxes -100,406.69 -154,046.90 -121,409.18 -25,358.91 -34,197.18 31,46

2.51 43,22

6.04 60,35

5.81 56,17

7.69 122,75

1.64 192,07

3.36 247,61

5.47 318,24

3.65

Net income - 301,220.08 -359,442.78 - 283,288.08 -59,170.78 -79,793.43 73,412.

53 100,860.

76 140,830.

21 131,081.

27 286,420.

50 448,171.

17 577,769.

44 675,630.

72

Beginning Retain Earning -16,913,552.29 - 17,214,772.37 - 17,574,215.15 - 17,857,503.23 - 17,916,674.01 - 17,996,467.45 - 17,923,054.92 - 17,822,194.16 - 17,681,363.95 - 17,550,282.68 - 17,263,862.18 - 16,815,691.01 - 210,529,633.39

Retain Earning - 17,214,772.37 - 17,574,215.15 - 17,857,503.23 - 17,916,674.01 - 17,996,467.45 - 17,923,054.92 - 17,822,194.16 - 17,681,363.95 - 17,550,282.68 - 17,263,862.18 - 16,815,691.01 - 16,237,921.57 - 209,854,002.67

Year 3 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Revenues                          

Sales for ticket 5,843,645.

62 6,106,609.

67 6,289,807.

96 6,478,502.

20 6,672,857.

26 6,873,042.

98 6,941,773.

41 7,011,191.

15 7,081,303.0

6 7,399,961.7

0 7,732,959.9

7 8,080,943.1

7 82,512,59

8.15

Rent out for trading 405,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 735,00

0.00

Total revenues 6,248,64

5.62 6,136,60

9.67 6,319,80

7.96 6,508,50

2.20 6,702,85

7.26 6,903,04

2.98 6,971,77

3.41 7,041,19

1.15 7,111,30

3.06 7,429,96

1.70 7,762,95

9.97 8,110,94

3.17 83,247,59

8.15

Cost of goods sold                          

Papers 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 28,80

0.00

Inks 2,160.0

0 - - 2,160.0

0 - - 2,160.0

0 - - 2,160.0

0 - - 8,64

0.00

Total 6,960.0

0 - 4,800.0

0 2,160.0

0 4,800.0

0 - 6,960.0

0 - 4,800.0

0 2,160.0

0 4,800.0

0 - 37,44

0.00

Other cost of good sold                          

Water exp. 66

0.00 4,00

2.50 60

2.50 68

9.50 68

6.00 48

6.00 64

0.00 50

2.50 40

2.50 60

2.50 60

2.50 64

0.00 10,51

6.50

Electricity Exp. 132,65

9.50 97,43

3.12 107,43

3.12 11,43

3.12 95,65

9.50 55,65

9.50 55,65

9.50 57,43

3.12 87,43

3.12 87,43

3.12 87,43

3.12 110,65

9.50 986,32

9.34

Total other COGS 133,31

9.50 101,43

5.62 108,03

5.62 12,12

2.62 96,34

5.50 56,14

5.50 56,29

9.50 57,93

5.62 87,83

5.62 88,03

5.62 88,03

5.62 111,29

9.50 996,84

5.84

Total COGS 140,27

9.50 101,43

5.62 112,83

5.62 14,28

2.62 101,14

5.50 56,14

5.50 63,25

9.50 57,93

5.62 92,63

5.62 90,19

5.62 92,83

5.62 111,29

9.50 1,034,28

5.84

                           

Gross magin 6,108,36

6.12 6,035,17

4.05 6,206,97

2.34 6,494,21

9.58 6,601,71

1.76 6,846,89

7.48 6,908,51

3.91 6,983,25

5.53 7,018,66

7.44 7,339,76

6.08 7,670,12

4.35 7,999,64

3.67 82,213,31

2.31

                           

Operating exp.                          

Advertising exp. 14,725.0

0 5,000.0

0 5,000.0

0 5,000.0

0 5,000.0

0 5,000.0

0 10,725.0

0 8,000.0

0 5,000.0

0 5,000.0

0 5,000.0

0 20,000.0

0 93,45

0.00

Administration exp. 825,309.

50 792,325.

62 800,025.

62 708,112.

62 788,335.

50 754,135.

50 751,289.

50 753,925.6

2 782,825.6

2 780,025.6

2 782,915.6

2 806,289.5

0 9,325,51

5.84

Total Advertising & ads 840,03

4.50 797,32

5.62 805,02

5.62 713,11

2.62 793,33

5.50 759,13

5.50 762,01

4.50 761,92

5.62 787,82

5.62 785,02

5.62 787,91

5.62 826,28

9.50 9,418,96

5.84

92

Depreciation                          

Building 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.6

6 347,916.6

6 347,916.6

6 347,916.6

6 347,916.6

6 4,174,99

9.92

Equipment 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 200,96

1.12

Computer 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 151,99

9.92

Furniture 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 25,29

3.00

play-thing 3,000,

000 3,000,

000 3,000,

000 3,000,

000 3,000,

000 3,000,

000 3,000,

000 3,000,

000 3,000,

000 3,000,

000 3,000,

000 3,000,

000 36,000,00

0.00

Total depreciation 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.8

3 3,379,437.8

3 3,379,437.8

3 3,379,437.8

3 40,553,25

3.96

                           

Total operating exp. 4,219,47

2.33 4,176,76

3.45 4,184,46

3.45 4,092,55

0.45 4,172,77

3.33 4,138,57

3.33 4,141,45

2.33 4,141,36

3.45 4,167,26

3.45 4,164,46

3.45 4,167,35

3.45 4,205,72

7.33 49,972,21

9.80

Operating income 1,888,89

3.79 1,858,41

0.60 2,022,50

8.89 2,401,66

9.13 2,428,93

8.43 2,708,32

4.15 2,767,06

1.58 2,841,89

2.08 2,851,40

3.99 3,175,30

2.63 3,502,77

0.90 3,793,91

6.34 32,241,09

2.51

Interest exp.(6.38%) 478,41

3.31 477,22

6.70 476,03

3.79 474,83

4.53 473,62

8.90 472,41

6.86 471,19

8.38 469,97

3.41 468,74

1.94 467,50

3.91 466,25

9.31 465,008.0

9 5,661,23

9.13

EBIT 1,410,48

0.48 1,381,18

3.90 1,546,47

5.10 1,926,83

4.60 1,955,30

9.53 2,235,90

7.29 2,295,86

3.21 2,371,91

8.66 2,382,66

2.05 2,707,79

8.71 3,036,51

1.59 3,328,90

8.25 26,579,85

3.38

taxes 423,14

4.14 414,35

5.17 463,94

2.53 578,05

0.38 586,59

2.86 670,77

2.19 688,75

8.96 711,57

5.60 714,79

8.62 812,33

9.61 910,95

3.48 998,67

2.48 7,973,956.

01

Net income 987,336.

34 966,828.

73 1,082,532.

57 1,348,784.

22 1,368,716.

67 1,565,135.

10 1,607,104.

24 1,660,343.

06 1,667,863.

44 1,895,459.

10 2,125,558.

12 2,330,235.

78 18,605,89

7.36

Beginning Retain Earning - 16,237,921.57 - 15,250,585.23 - 14,283,756.50 - 13,201,223.93 - 11,852,439.72 - 10,483,723.04 - 8,918,587.94 - 7,311,483.70 - 5,651,140.63 - 3,983,277.20 - 2,087,818.10 37,740.0

2 - 92,986,295.98

Retain Earning - 15,250,585.23 - 14,283,756.50 - 13,201,223.93 - 11,852,439.72 - 10,483,723.04 - 8,918,587.94 - 7,311,483.70 - 5,651,140.63 - 3,983,277.20 - 2,087,818.10 37,740.0

2 2,367,975.7

9 - 90,618,320.19

                           

Year 4 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Revenues  

Sales for ticket 8,411,885.

17 8,790,420.

00 9,054,132.

60 9,325,756.

58 9,605,529.

27 9,893,695.

15 9,992,632.

10 10,092,558.

43 10,193,484.

01 10,652,190.

79 11,131,539.

38 11,632,458.

65 118,776,28

2.12

Rent out for trading 405,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 735,00

0.00

Total revenues 8,816,88

5.17 8,820,42

0.00 9,084,13

2.60 9,355,75

6.58 9,635,52

9.27 9,923,69

5.15 10,022,63

2.10 10,122,55

8.43 10,223,48

4.01 10,682,19

0.79 11,161,53

9.38 11,662,45

8.65 119,511,28

2.12

Cost of goods sold  

Papers 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - - 24,00

0.00

Inks 2,160.0

0 - - 2,160.0

0 - - 2,160.0

0 - - 2,160.0

0 4,800.0

0 - 13,44

0.00

Total 6,960.0

0 - 4,800.0

0 2,160.0

0 4,800.0

0 - 6,960.0

0 - 4,800.0

0 2,160.0

0 4,800.0

0 - 37,44

0.00

Other cost of goods sold                          

Water exp. 66

0.00 4,00

2.50 60

2.50 68

9.50 68

6.00 48

6.00 64

0.00 50

2.50 40

2.50 60

2.50 60

2.50 64

0.00 10,51

6.50

Electricity Exp. 132,65

9.50 97,43

3.12 107,43

3.12 11,43

3.12 95,65

9.50 55,65

9.50 55,65

9.50 57,43

3.12 87,43

3.12 87,43

3.12 87,43

3.12 110,65

9.50 986,32

9.34

Total other COGS 133,31

9.50 101,43

5.62 108,03

5.62 12,12

2.62 96,34

5.50 56,14

5.50 56,29

9.50 57,93

5.62 87,83

5.62 88,03

5.62 88,03

5.62 111,29

9.50 996,84

5.84

Total COGS 140,27

9.50 101,43

5.62 112,83

5.62 14,28

2.62 101,14

5.50 56,14

5.50 63,25

9.50 57,93

5.62 92,63

5.62 90,19

5.62 92,83

5.62 111,29

9.50 1,034,28

5.84

                           

Gross magin 8,676,60

5.67 8,718,98

4.38 8,971,29

6.98 9,341,47

3.96 9,534,38

3.77 9,867,54

9.65 9,959,37

2.60 10,064,62

2.81 10,130,84

8.39 10,591,99

5.17 11,068,70

3.76 11,551,15

9.15 118,476,99

6.28

93

                           

Operating exp.  

Advertising exp. 13,225.0

0 5,000.0

0 7,500.0

0 5,000.0

0 5,000.0

0 5,000.0

0 8,225.0

0 5,000.0

0 5,000.0

0 5,000.0

0 7,500.0

0 20,000.0

0 91,45

0.00

Administration exp. 825,309.

50 792,325.

62 800,025.

62 708,112.

62 788,335.

50 754,135.

50 751,289.

50 753,925.6

2 782,825.6

2 780,025.6

2 782,915.6

2 806,289.5

0 9,325,51

5.84

Total Advertising & ads 838,53

4.50 797,32

5.62 807,52

5.62 713,11

2.62 793,33

5.50 759,13

5.50 759,51

4.50 758,92

5.62 787,82

5.62 785,02

5.62 790,41

5.62 826,28

9.50 9,416,96

5.84

Depreciation                          

Building 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.6

6 347,916.6

6 347,916.6

6 347,916.6

6 347,916.6

6 4,174,99

9.92

Equipment 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 200,96

1.12

Computer 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 151,99

9.92

Furniture 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 25,29

3.00

play-thing 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.0

0 3,000,000.0

0 3,000,000.0

0 3,000,000.0

0 36,000,00

0.00

Total depreciation 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.8

3 3,379,437.8

3 3,379,437.8

3 3,379,437.8

3 40,553,25

3.96

                           

Total operating exp. 4,217,97

2.33 4,176,76

3.45 4,186,96

3.45 4,092,55

0.45 4,172,77

3.33 4,138,57

3.33 4,138,95

2.33 4,138,36

3.45 4,167,26

3.45 4,164,46

3.45 4,169,85

3.45 4,205,72

7.33 49,970,21

9.80

Operating income 4,458,63

3.34 4,542,22

0.93 4,784,33

3.53 5,248,92

3.51 5,361,61

0.44 5,728,97

6.32 5,820,42

0.27 5,926,25

9.36 5,963,58

4.94 6,427,53

1.72 6,898,85

0.31 7,345,43

1.82 68,506,77

6.48

interest exp.(6.38%) 690,537.

15 690,449.

58 690,361.

31 690,272.

35 690,182.

68 690,092.

30 690,001.

20 689,909.3

9 689,816.8

4 689,723.5

7 689,629.5

6 689,534.8

0 60,226,265.7

7

EBIT 3,768,09

6.19 3,851,77

1.35 4,093,97

2.22 4,558,65

1.16 4,671,42

7.77 5,038,88

4.03 5,130,41

9.07 5,236,34

9.97 5,273,76

8.10 5,737,80

8.15 6,209,22

0.75 6,655,89

7.02 60,226,26

5.77

taxes 1,130,42

8.86 1,155,53

1.41 1,228,19

1.67 1,367,59

5.35 1,401,42

8.33 1,511,66

5.21 1,539,12

5.72 1,570,90

4.99 1,582,13

0.43 1,721,34

2.45 1,862,76

6.23 1,996,76

9.11 18,067,879.7

3

Net income 2,637,667.

33 2,696,239.

95 2,865,780.

55 3,191,055.

81 3,269,999.

44 3,527,218.

82 3,591,293.

35 3,665,444.

98 3,691,637.

67 4,016,465.

71 4,346,454.

53 4,659,127.

91 42,158,386.0

4

Beginning Retain Earning 2,367,97

5.79 5,005,64

3.13 7,701,88

3.07 10,567,66

3.63 13,758,71

9.44 17,028,71

8.88 20,555,93

7.69 24,147,23

1.04 27,812,67

6.02 31,504,31

3.69 35,520,77

9.40 39,867,23

3.92 233,470,79

9.91

Retain Earning 5,005,64

3.13 7,701,88

3.07 10,567,66

3.63 13,758,71

9.44 17,028,71

8.88 20,555,93

7.69 24,147,23

1.04 27,812,67

6.02 31,504,31

3.69 35,520,77

9.40 39,867,23

3.92 44,526,36

1.83 277,997,161.

74

Year 5 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Revenues  

Sales for ticket 12,155,919.

29 12,702,935.

65 13,084,023.

72 13,476,544.

44 13,880,840.

77 14,297,265.

99 14,440,238.

65 14,584,641.

04 14,730,487.

45 15,393,359.

38 16,086,060.

56 16,809,933.

28 171,642,250.

23

Rent out for trading 405,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 30,00

0.00 735,000.0

0

Total revenues 12,560,91

9.29 12,732,93

5.65 13,114,02

3.72 13,506,54

4.44 13,910,84

0.77 14,327,26

5.99 14,470,23

8.65 14,614,64

1.04 14,760,48

7.45 15,423,35

9.38 16,116,06

0.56 16,839,93

3.28 172,377,250.

23

Cost of goods sold  

Papers 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 4,800.0

0 - 28,800.0

0

Inks 2,160.0

0 - - 2,160.0

0 - - 2,160.0

0 - - 2,160.0

0 - - 8,640.0

0

Other cost of good sold 6,960.0

0 - 4,800.0

0 2,160.0

0 4,800.0

0 - 6,960.0

0 - 4,800.0

0 2,160.0

0 4,800.0

0 - 37,440.0

0

Water exp. 66

0.00 4,00

2.50 60

2.50 68

9.50 68

6.00 48

6.00 64

0.00 50

2.50 40

2.50 60

2.50 60

2.50 64

0.00 10,516.5

0

Electricity Exp. 132,65

9.50 97,43

3.12 107,43

3.12 11,43

3.12 95,65

9.50 55,65

9.50 55,65

9.50 57,43

3.12 87,43

3.12 87,43

3.12 87,43

3.12 110,65

9.50 986,329.3

4

94

Total other COGS 133,31

9.50 101,43

5.62 108,03

5.62 12,12

2.62 96,34

5.50 56,14

5.50 56,29

9.50 57,93

5.62 87,83

5.62 88,03

5.62 88,03

5.62 111,29

9.50  

Total COGS 140,27

9.50 101,43

5.62 112,83

5.62 14,28

2.62 101,14

5.50 56,14

5.50 63,25

9.50 57,93

5.62 92,63

5.62 90,19

5.62 92,83

5.62 111,29

9.50 1,034,285.8

4

                           

Gross magin 12,420,63

9.79 12,631,50

0.03 13,001,18

8.10 13,492,26

1.82 13,809,69

5.27 14,271,12

0.49 14,406,97

9.15 14,556,70

5.42 14,667,85

1.83 15,333,16

3.76 16,023,22

4.94 16,728,63

3.78 171,342,964.

39

                           

Operating exp.                          

Advertising exp. 12,725.0

0 5,000.0

0 5,000.0

0 5,000.0

0 5,000.0

0 5,000.0

0 8,225.0

0 9,500.0

0 5,000.0

0 5,000.0

0 5,000.0

0 20,000.0

0 90,450.0

0

Administration exp. 825,309.

50 792,325.

62 800,025.

62 708,112.

62 788,335.

50 754,135.

50 751,289.

50 753,925.6

2 782,825.6

2 780,025.6

2 782,915.6

2 806,289.5

0 9,325,515.8

4

Total Advertising & ads. 838,03

4.50 797,32

5.62 805,02

5.62 713,11

2.62 793,33

5.50 759,13

5.50 759,51

4.50 763,42

5.62 787,82

5.62 785,02

5.62 787,91

5.62 826,28

9.50 9,415,965.8

4

Depreciation                          

Building 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.

66 347,916.6

6 347,916.6

6 347,916.6

6 347,916.6

6 347,916.6

6 4,174,999.9

2

Equipment 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 16,746.7

6 200,961.1

2

Computer 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 12,666.6

6 151,999.9

2

Furniture 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 2,107.7

5 25,293.0

0

play-thing 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.

00 3,000,000.0

0 3,000,000.0

0 3,000,000.0

0 3,000,000.0

0 36,000,000.0

0

Total depreciation 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.

83 3,379,437.8

3 3,379,437.8

3 3,379,437.8

3 3,379,437.8

3 40,553,253.9

6

                           

Total operating exp. 4,217,47

2.33 4,176,76

3.45 4,184,46

3.45 4,092,55

0.45 4,172,77

3.33 4,138,57

3.33 4,138,95

2.33 4,142,86

3.45 4,167,26

3.45 4,164,46

3.45 4,167,35

3.45 4,205,72

7.33 49,969,219.8

0

Operating income 8,203,16

7.46 8,454,73

6.58 8,816,72

4.65 9,399,71

1.37 9,636,92

1.94 10,132,54

7.16 10,268,02

6.82 10,413,84

1.97 10,500,58

8.38 11,168,70

0.31 11,855,87

1.49 12,522,90

6.45 121,373,744.

59

interest exp.(6.38%) 689,43

9.29 689,34

3.03 689,24

6.00 689,14

8.20 689,04

9.64 688,95

0.29 688,85

0.15 688,74

9.22 688,64

7.50 688,54

4.96 688,44

1.62 688,33

7.46 8,266,747.3

5

EBIT 7,513,72

8.17 7,765,39

3.56 8,127,47

8.66 8,710,56

3.16 8,947,87

2.30 9,443,59

6.88 9,579,17

6.67 9,725,09

2.75 9,811,94

0.88 10,480,15

5.35 11,167,42

9.87 11,834,56

8.99 113,106,997.

23

taxes 2,254,11

8.45 2,329,61

8.07 2,438,24

3.60 2,613,16

8.95 2,684,36

1.69 2,833,07

9.06 2,873,75

3.00 2,917,52

7.82 2,943,58

2.26 3,144,04

6.61 3,350,22

8.96 3,550,37

0.70 33,932,099.1

7

Net income 5,259,609.

72 5,435,775.

49 5,689,235.

06 6,097,394.

21 6,263,510.

61 6,610,517.

81 6,705,423.

67 6,807,564.

92 6,868,358.

62 7,336,108.

75 7,817,200.

91 8,284,198.

30 79,174,898.0

6

Beginning Retain Earning 44,526,361.

83 49,785,971.

55 55,221,747.

04 60,910,982.

10 67,008,376.

31 73,271,886.

93 79,882,404.

74 86,587,828.

41 93,395,393.

33 100,263,751.

95 107,599,860.

69 115,417,061.

60 889,345,264.

66

Retain Earning 49,785,971.

55 55,221,747.

04 60,910,982.

10 67,008,376.

31 73,271,886.

93 79,882,404.

74 86,587,828.

41 93,395,393.

33 100,263,751.

95 107,599,860.

69 115,417,061.

60 123,701,259.

90 1,013,046,524.

56

*** Our company according to interest rate of Bangkok Bank; 6.38%. We have loan 9.5 million Baht.

The revenues from rent out for trading of our company we get 2,000 baht per month the total shop is 15 shops. In the first month of year they will pay the insurance with our company 10,000 baht per shop.

Little Cows Co., Inc.Cash flow

Year 1 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Cash Provided From Operating Activities                          

Cash Inflow                          

95

Revenue 3,145,600

.00 2,893,927

.00 2,979,844

.81 3,068,340

.15 3,159,490

.36 3,253,375

.07 3,308,233

.37 3,364,092

.75 3,420,972

.26 3,573,566

.01 3,733,026

.48 3,899,662

.67 39,800,130.92

Total Cash Inflow 3,145,600.00 2,893,927.00 2,979,844.81 3,068,340.15 3,159,490.36 3,253,375.07 3,308,233.37 3,364,092.75 3,420,972.26 3,573,566.01 3,733,026.48 3,899,662.67 39,800,130.92

Cash Outflow                          

Cost of good sold 133,320 97,835.6

2 108,035.6

2 12,122.6

2 96,345.5

0 56,145.5

0 56,299.5

0 57,935.6

2 87,835.6

2 88,035.6

2 88,035.6

2 111,299.5

0 993,245.8

4

Advertising exp. 14,725 6,500.0

0 6,500.0

0 8,500.0

0 6,500.0

0 9,500.0

0 11,725.0

0 6,500.0

0 6,500.0

0 11,500.0

0 6,500.0

0 6,500.0

0 101,450.0

0

Administrate exp. 825,310 792,325.6

2 800,025.6

2 708,112.6

2 788,335.5

0 754,135.5

0 751,289.5

0 753,925.6

2 782,825.6

2 780,025.6

2 782,915.6

2 806,289.5

0 9,325,515.8

4

Interest exp. 505,083 504,038.5

3 502,988.1

6 501,932.2

1 500,870.6

5 499,803.4

5 498,730.5

7 497,651.9

8 496,567.6

7 495,477.5

8 494,381.7

0 493,280.0

0 5,990,805.8

4

Taxes exp. 0

-

-

-

-

-

-

-

-

- -

153,456.64 -

134,571.62 -

288,028.27

Total cash outflow 1,478,437 1,400,700 1,417,549 1,230,667 1,392,052 1,319,584 1,318,045 1,316,013 1,373,729 1,375,039 1,218,376 1,282,797 16,122,989.2

5

Net Cash from Operating Activities 1,667,162.6

7 1,493,227.2

3 1,562,295.4

1 1,837,672.7

0 1,767,438.7

1 1,933,790.6

2 1,990,188.8

0 2,048,079.5

2 2,047,243.3

5 2,198,527.1

8 2,514,650.1

8 2,616,865.2

9 23,677,141.6

7

Cash Provided From Investing Activities                          

Cash inflow                          

Sale on equipment                          

Total cash inflow                          

Cash outflow                          

Ticket Supply 187,200.0

0                       187,200.0

0

Purchased Land & Building 115,500,

000

-

-

-

-

-

-

-

-

-

-

- 115,500,000.0

0

Purchased Machine 1,004,

260                       1,004,260.0

0

Purchased Furniture 505,

860                       505,860.0

0

Purchased Play-things 180,000,

000                       180,000,000.0

0

Purchased Equipment 488,

470                       488,470.0

0

Total Cash Outflow 297,685,

790                       297,685,790.0

0

Net Cash from Investing Activities - 297,685,790

-

-

-

-

-

-

-

-

-

-

- -297,685,790.00

Cash Provided From Financing Activities                          

Cash inflow                          

Borrowing Bank 95,000,00

0

-

-

-

-

-

-

-

-

-

-

- 95,000,000.0

0

Owner's capital 200,000,00

0                       200,000,000.0

0

Total cash inflow 295,000,00

0                       295,000,000.0

0

Cash outflow                          

Principal Payment 196,515

.64 197,560.45 198,610.82 199,666.76 200,728.32 201,795.53 202,868.41 203,946.99 205,031.31 206,121.39 207,217.27 208,318.98 2,428,381.8

9

Total Cash Outflow 196,515.64 197,560.45 198,610.82 199,666.76 200,728.32 201,795.53 202,868.41 203,946.99 205,031.31 206,121.39 207,217.27 208,318.98 2,428,381.8

9

Net Cash from Financing Activities 294,803,484.3

6 - 197,560.45 - 198,610.82 - 199,666.76 - 200,728.32 - 201,795.53 - 202,868.41 - 203,946.99 - 205,031.31 - 206,121.39 - 207,217.27 - 208,318.98 292,571,618.1

1

Net Cash Increase or Decrease - 1,215,142.98 1,295,666.7

8 1,363,684.5

9 1,638,005.9

4 1,566,710.3

8 1,731,995.0

9 1,787,320.3

9 1,844,132.5

3 1,842,212.0

4 1,992,405.7

9 2,307,432.9

0 2,408,546.3

2 18,562,969.7

8

96

Cash Beginning of the month 0 - 1,215,142.98 80,523.8

1 1,444,208.4

0 3,082,214.3

3 4,648,924.7

2 6,380,919.8

1 8,168,240.2

0 10,012,372.7

3 11,854,584.7

7 13,846,990.5

6 16,154,423.4

6 74,458,259.8

1

Cash Ending of the month - 1,215,142.98 80,523.8

1 1,444,208.4

0 3,082,214.3

3 4,648,924.7

2 6,380,919.8

1 8,168,240.2

0 10,012,372.7

3 11,854,584.7

7 13,846,990.5

6 16,154,423.4

6 18,562,969.7

8 93,021,229.5

9

Year 2 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Cash Provided From Operating Activities                          

Cash Inflow                          

Revenue 4,448,797.4

9 4,255,768.3

8 4,382,541.4

3 4,513,117.6

7 4,647,611.2

0 4,786,139.5

4 4,833,700.9

3 4,881,737.9

4 4,930,255.3

2 5,150,766.8

1 5,381,201.3

2 5,622,005.3

8 57,833,643.3

9

Total Cash Inflow 4,448,797.4

9 4,255,768.3

8 4,382,541.4

3 4,513,117.6

7 4,647,611.2

0 4,786,139.5

4 4,833,700.9

3 4,881,737.9

4 4,930,255.3

2 5,150,766.8

1 5,381,201.3

2 5,622,005.3

8 57,833,643.3

9

Cash Outflow                          

Cost of goods sold 133,319.5

0 101,435.6

2 108,035.6

2 12,122.6

2 96,345.5

0 56,145.5

0 56,299.5

0 57,935.6

2 87,835.6

2 88,035.6

2 88,035.6

2 111,299.5

0 996,845.8

4

Advertising exp. 13,225

.00 5,000

.00 5,000

.00 7,000

.00 5,000

.00 5,000

.00 10,225

.00 5,000

.00 5,000

.00 10,000

.00 5,000

.00 20,000

.00 95,450.0

0

Administrate exp. 825,309.5

0 792,325.6

2 800,025.6

2 708,112.6

2 788,335.5

0 754,135.5

0 751,289.5

0 753,925.6

2 782,825.6

2 780,025.6

2 782,915.6

2 806,289.5

0 9,325,515.8

4

Interest exp. 492,172

.44 491,058

.99 489,939

.61 488,814

.29 487,682

.99 486,545

.67 485,402

.30 484,252

.85 483,097

.30 481,935

.60 480,767

.72 479,593

.63 5,831,263.3

8

Taxes exp. -

100,406.69 -

154,046.90 -

121,409.18 -

25,358.91 -

34,197.18 31,462.5

1 43,226.0

4 60,355.8

1 56,177.6

9 122,751.6

4 192,073.3

6 247,615.4

7 318,243.6

5

Total cash outflow 1,363,619

.74 1,235,773

.32 1,281,591

.68 1,190,690

.62 1,343,166

.80 1,333,289

.18 1,346,442

.34 1,361,469

.90 1,414,936

.22 1,482,748

.48 1,548,792

.32 1,664,798

.11 16,567,318.7

1

Net Cash from Operating Activities 3,085,177.7

5 3,019,995.0

5 3,100,949.7

5 3,322,427.0

5 3,304,444.4

0 3,452,850.3

6 3,487,258.5

9 3,520,268.0

4 3,515,319.1

0 3,668,018.3

3 3,832,409.0

0 3,957,207.2

7 41,266,324.6

8

Cash Provided From Investing Activities                        

-

Cash inflow                        

-

Sale on equipment                        

-

Total cash inflow                        

-

Cash outflow                        

-

Ticket Supply                        

-

Purchased Land & Building                        

-

Purchased Machine                        

-

Purchased Furniture                        

-

Purchased Play-things                        

-

Purchased Equipment

-

-

-

-

-

-

-

-

-

-

-

-

-

Total Cash Outflow

-

-

-

-

-

-

-

-

-

-

-

-

-

Net Cash from Investing Activities

-

-

-

-

-

-

-

-

-

-

-

-

-

Cash Provided From Financing Activities                          

Cash inflow                          

Borrowing Bank

-

-

-

-

-

-

-

-

-

-

-

-

-

97

Owner's capital                        

-

Total cash inflow                        

-

Cash outflow                          

Principal Payment 209,426

.54 210,539

.99 211,659

.36 212,784

.69 213,915

.99 215,053

.31 216,196

.68 217,346

.12 218,501

.68 219,663

.38 220,831

.26 222,005

.34 2,587,924.3

5

Total Cash Outflow 209,426

.54 210,539

.99 211,659

.36 212,784

.69 213,915

.99 215,053

.31 216,196

.68 217,346

.12 218,501

.68 219,663

.38 220,831

.26 222,005

.34 2,587,924.3

5

Net Cash from Financing Activities - 209,426.54 - 210,539.99 - 211,659.36 - 212,784.69 - 213,915.99 - 215,053.31 - 216,196.68 - 217,346.12 - 218,501.68 - 219,663.38 - 220,831.26 - 222,005.34 - 2,587,924.35

Net Cash Increase or Decrease 2,875,751.2

1 2,809,455.0

6 2,889,290.3

9 3,109,642.3

6 3,090,528.4

1 3,237,797.0

5 3,271,061.9

1 3,302,921.9

2 3,296,817.4

2 3,448,354.9

5 3,611,577.7

4 3,735,201.9

2 38,678,400.3

3

Cash Beginning of the month 18,562,969.7

8 21,438,720.9

8 24,248,176.0

5 27,137,466.4

3 30,247,108.7

9 33,337,637.2

0 36,575,434.2

5 39,846,496.1

6 43,149,418.0

8 46,446,235.5

0 49,894,590.4

5 53,506,168.1

9 424,390,421.8

6

Cash Ending of the month 21,438,720.9

8 24,248,176.0

5 27,137,466.4

3 30,247,108.7

9 33,337,637.2

0 36,575,434.2

5 39,846,496.1

6 43,149,418.0

8 46,446,235.5

0 49,894,590.4

5 53,506,168.1

9 57,241,370.1

1 463,068,822.2

0

Year 3 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Cash Provided From Operating Activities                          

Cash Inflow                          

Revenue 6,248,645.6

2 6,136,609.6

7 6,319,807.9

6 6,508,502.2

0 6,702,857.2

6 6,903,042.9

8 6,971,773.4

1 7,041,191.1

5 7,111,303.0

6 7,429,961.7

0 7,762,959.9

7 8,110,943.1

7 83,247,598.1

5

Total Cash Inflow 6,248,645.6

2 6,136,609.6

7 6,319,807.9

6 6,508,502.2

0 6,702,857.2

6 6,903,042.9

8 6,971,773.4

1 7,041,191.1

5 7,111,303.0

6 7,429,961.7

0 7,762,959.9

7 8,110,943.1

7 83,247,598.1

5

Cash Outflow                          

Cost of good sold 133,319.5

0 101,435.6

2 108,035.6

2 12,122.6

2 96,345.5

0 56,145.5

0 56,299.5

0 57,935.6

2 87,835.6

2 88,035.6

2 88,035.6

2 111,299.5

0 996,845.8

4

Advertising exp. 14,725

.00 5,000

.00 5,000

.00 5,000

.00 5,000

.00 5,000

.00 10,725

.00 8,000

.00 5,000

.00 5,000

.00 5,000

.00 20,000

.00 93,450.0

0

Administrate exp. 825,309.5

0 792,325.6

2 800,025.6

2 708,112.6

2 788,335.5

0 754,135.5

0 751,289.5

0 753,925.6

2 782,825.6

2 780,025.6

2 782,915.6

2 806,289.5

0 9,325,515.8

4

Interest exp. 478,413

.31 477,226

.70 476,033

.79 474,834

.53 473,628

.90 472,416

.86 471,198

.38 469,973

.41 468,741

.94 467,503

.91 466,259

.31 465,008

.09 5,661,239.1

3

Taxes exp. 423,144.1

4 414,355.1

7 463,942.5

3 578,050.3

8 586,592.8

6 670,772.1

9 688,758.9

6 711,575.6

0 714,798.6

2 812,339.6

1 910,953.4

8 998,672.4

8 7,973,956.0

1

Total cash outflow 1,874,911

.45 1,790,343

.11 1,853,037

.56 1,778,120

.15 1,949,902

.76 1,958,470

.05 1,978,271

.34 2,001,410

.25 2,059,201

.79 2,152,904

.77 2,253,164

.03 2,401,269

.56 24,051,006.8

3

Net Cash from Operating Activities 4,373,734.1

7 4,346,266.5

6 4,466,770.4

0 4,730,382.0

5 4,752,954.5

0 4,944,572.9

3 4,993,502.0

7 5,039,780.8

9 5,052,101.2

7 5,277,056.9

3 5,509,795.9

5 5,709,673.6

1 59,196,591.3

2

Cash Provided From Investing Activities                          

Cash inflow                          

Sale on equipment                        

-

Total cash inflow                        

-

Cash outflow                          

Ticket Supply                        

-

Purchased Land & Building                        

-

Purchased Machine                        

-

Purchased Furniture                        

-

98

Purchased Play-things                        

-

Purchased Equipment

-

-

-

-

-

-

-

-

-

-

-

-

-

Total Cash Outflow

-

-

-

-

-

-

-

-

-

-

-

-

-

Net Cash from Investing Activities

-

-

-

-

-

-

-

-

-

-

-

-

-

Cash Provided From Financing Activities                          

Cash inflow                          

Borrowing Bank

-

-

-

-

-

-

-

-

-

-

-

-

-

Owner's capital

-                      

-

Total cash inflow

-                      

-

Cash outflow                          

Principal Payment 223,185

.67 224,372

.28 225,565

.19 226,764

.44 227,970

.07 229,182

.12 230,400

.60 231,625

.56 232,857

.04 234,095

.06 235,339

.67 236,590

.89 2,757,948.6

0

Total Cash Outflow 223,185.6

7 224,372.2

8 225,565.1

9 226,764.4

4 227,970.0

7 229,182.1

2 230,400.6

0 231,625.5

6 232,857.0

4 234,095.0

6 235,339.6

7 236,590.8

9 2,757,948.6

0

Net Cash from Financing Activities -

223,185.67 -

224,372.28 -

225,565.19 -

226,764.44 -

227,970.07 -

229,182.12 -

230,400.60 -

231,625.56 -

232,857.04 -

234,095.06 -

235,339.67 -

236,590.89 -

2,757,948.60

Net Cash Increase or Decrease 4,150,548.5

0 4,121,894.2

8 4,241,205.2

1 4,503,617.6

0 4,524,984.4

3 4,715,390.8

2 4,763,101.4

7 4,808,155.3

3 4,819,244.2

3 5,042,961.8

7 5,274,456.2

8 5,473,082.7

2 56,438,642.7

3

Cash Beginning of the month 57,241,370.1

1 61,391,918.6

1 65,513,812.8

9 69,755,018.1

0 74,258,635.7

1 78,783,620.1

3 83,499,010.9

5 88,262,112.4

3 93,070,267.7

6 97,889,511.9

8 102,932,473.8

5 108,206,930.1

2 980,804,682.6

5

Cash Ending of the month 61,391,918.6

1 65,513,812.8

9 69,755,018.1

0 74,258,635.7

1 78,783,620.1

3 83,499,010.9

5 88,262,112.4

3 93,070,267.7

6 97,889,511.9

8 102,932,473.8

5 108,206,930.1

2 113,680,012.8

4 1,037,243,325.3

8

Year 4 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Cash Provided From Operating Activities                          

Cash Inflow                          

Revenue 8,816,885.1

7 8,820,420.0

0 9,084,132.6

0 9,355,756.5

8 9,635,529.2

7 9,923,695.1

5 10,022,632.1

0 10,122,558.4

3 10,223,484.0

1 10,682,190.7

9 11,161,539.3

8 11,662,458.6

5 119,511,282.1

2

Total Cash Inflow 8,816,885.1

7 8,820,420.0

0 9,084,132.6

0 9,355,756.5

8 9,635,529.2

7 9,923,695.1

5 10,022,632.1

0 10,122,558.4

3 10,223,484.0

1 10,682,190.7

9 11,161,539.3

8 11,662,458.6

5 119,511,282.1

2

Cash Outflow                          

Cost of good sold 133,319.5

0 101,435.6

2 108,035.6

2 12,122.6

2 96,345.5

0 56,145.5

0 56,299.5

0 57,935.6

2 87,835.6

2 88,035.6

2 88,035.6

2 111,299.5

0 996,845.8

4

Advertising exp. 13,225

.00 5,000

.00 7,500

.00 5,000

.00 5,000

.00 5,000

.00 8,225

.00 5,000

.00 5,000

.00 5,000

.00 7,500

.00 20,000

.00 91,450.0

0

Administrate exp. 825,309.5

0 792,325

.62 800,025

.62 708,112

.62 788,335

.50 754,135

.50 751,289

.50 753,925

.62 782,825

.62 780,025

.62 782,915

.62 806,289

.50 9,325,515.8

4

Interest exp. 690,537

.15 690,449

.58 690,361

.31 690,272

.35 690,182

.68 690,092

.30 690,001

.20 689,909

.39 689,816

.84 689,723

.57 689,629

.56 689,534

.80 8,280,510.7

1

99

Taxes exp. 1,130,428.8

6 1,155,531.4

1 1,228,191.6

7 1,367,595.3

5 1,401,428.3

3 1,511,665.2

1 1,539,125.7

2 1,570,904.9

9 1,582,130.4

3 1,721,342.4

5 1,862,766.2

3 1,996,769.1

1 18,067,879.7

3

Total cash outflow 2,792,820

.01 2,744,742

.22 2,834,114

.22 2,783,102

.93 2,981,292

.01 3,017,038

.50 3,044,940

.92 3,077,675

.62 3,147,608

.51 3,284,127

.25 3,430,847

.02 3,623,892

.90 36,762,202.1

2

Net Cash from Operating Activities 6,024,065.1

6 6,075,677.7

8 6,250,018.3

8 6,572,653.6

4 6,654,237.2

7 6,906,656.6

5 6,977,691.1

8 7,044,882.8

1 7,075,875.5

0 7,398,063.5

4 7,730,692.3

6 8,038,565.7

4 82,749,080.0

0

Cash Provided From Investing Activities                          

Cash inflow                          

Sale on equipment                        

-

Total cash inflow                        

-

Cash outflow                          

Ticket Supply                        

-

Purchased Land & Building                        

-

Purchased Machine                        

-

Purchased Furniture                        

-

Purchased Play-things                        

-

Purchased Equipment

-

-

-

-

-

-

-

-

-

-

-

-

-

Total Cash Outflow

-

-

-

-

-

-

-

-

-

-

-

-

-

Net Cash from Investing Activities

-

-

-

-

-

-

-

-

-

-

-

-

-

Cash Provided From Financing Activities                          

Cash inflow                          

Borrowing Bank

-

-

-

-

-

-

-

-

-

-

-

-

-

Owner's capital

-                      

-

Total cash inflow

-                      

-

Cash outflow                          

Principal Payment 11,061

.83 11,149

.40 11,237

.67 11,326

.63 11,416

.30 11,506

.68 11,597

.77 11,689

.59 11,782

.13 11,875

.41 11,969

.42 12,064

.18 138,677.0

2

Total Cash Outflow 11,061.8

3 11,149.4

0 11,237.6

7 11,326.6

3 11,416.3

0 11,506.6

8 11,597.7

7 11,689.5

9 11,782.1

3 11,875.4

1 11,969.4

2 12,064.1

8 138,677.0

2

Net Cash from Financing Activities -

11,061.83 -

11,149.40 -

11,237.67 -

11,326.63 -

11,416.30 -

11,506.68 -

11,597.77 -

11,689.59 -

11,782.13 -

11,875.41 -

11,969.42 -

12,064.18 -

138,677.02

Net Cash Increase or Decrease 6,013,003.3

3 6,064,528.3

8 6,238,780.7

2 6,561,327.0

1 6,642,820.9

7 6,895,149.9

7 6,966,093.4

1 7,033,193.2

2 7,064,093.3

6 7,386,188.1

3 7,718,722.9

3 8,026,501.5

6 82,610,402.9

8

Cash Beginning of the month 113,680,012.8

4 119,693,016.1

8 125,757,544.5

5 131,996,325.2

7 138,557,652.2

8 145,200,473.2

5 152,095,623.2

1 159,061,716.6

2 166,094,909.8

4 173,159,003.2

0 180,545,191.3

3 188,263,914.2

6 1,794,105,382.8

2

Cash Ending of the month 119,693,016.1

8 125,757,544.5

5 131,996,325.2

7 138,557,652.2

8 145,200,473.2

5 152,095,623.2

1 159,061,716.6

2 166,094,909.8

4 173,159,003.2

0 180,545,191.3

3 188,263,914.2

6 196,290,415.8

3 1,876,715,785.8

1

Year 5 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Cash Provided From Operating Activities                          

100

Cash Inflow                          

Revenue 12,560,919.2

9 12,732,935.6

5 13,114,023.7

2 13,506,544.4

4 13,910,840.7

7 14,327,265.9

9 14,470,238.6

5 14,614,641.0

4 14,760,487.4

5 15,423,359.3

8 16,116,060.5

6 16,839,933.2

8  

Total Cash Inflow 12,560,919.2

9 12,732,935.6

5 13,114,023.7

2 13,506,544.4

4 13,910,840.7

7 14,327,265.9

9 14,470,238.6

5 14,614,641.0

4 14,760,487.4

5 15,423,359.3

8 16,116,060.5

6 16,839,933.2

8  

Cash Outflow                          

Cost of good sold 133,319.5

0 101,435.6

2 108,035.6

2 12,122.6

2 96,345.5

0 56,145.5

0 56,299.5

0 57,935.6

2 87,835.6

2 88,035.6

2 88,035.6

2 111,299.5

0  

Advertising exp. 12,725.0

0 5,000.0

0 5,000.0

0 5,000.0

0 5,000.0

0 5,000.0

0 8,225.0

0 9,500.0

0 5,000.0

0 5,000.0

0 5,000.0

0 20,000.0

0  

Administrate exp. 825,309.5

0 792,325.6

2 800,025.6

2 708,112.6

2 788,335.5

0 754,135.5

0 751,289.5

0 753,925.6

2 782,825.6

2 780,025.6

2 782,915.6

2 806,289.5

0  

Interest exp. 689,439.2

9 689,343.0

3 689,246.0

0 689,148.2

0 689,049.6

4 688,950.2

9 688,850.1

5 688,749.2

2 688,647.5

0 688,544.9

6 688,441.6

2 688,337.4

6  

Taxes exp. 2,254,118.4

5 2,329,618.0

7 2,438,243.6

0 2,613,168.9

5 2,684,361.6

9 2,833,079.0

6 2,873,753.0

0 2,917,527.8

2 2,943,582.2

6 3,144,046.6

1 3,350,228.9

6 3,550,370.7

0  

Total cash outflow 3,914,911.7

4 3,917,722.3

3 4,040,550.8

4 4,027,552.3

9 4,263,092.3

3 4,337,310.3

5 4,378,417.1

5 4,427,638.2

9 4,507,891.0

0 4,705,652.8

1 4,914,621.8

2 5,176,297.1

6  

Net Cash from Operating Activities 8,646,007.5

5 8,815,213.3

2 9,073,472.8

9 9,478,992.0

4 9,647,748.4

4 9,989,955.6

4 10,091,821.5

0 10,187,002.7

5 10,252,596.4

5 10,717,706.5

8 11,201,438.7

4 11,663,636.1

3 119,765,592.0

2

Cash Provided From Investing Activities                          

Cash inflow                          

Sale on equipment                          

Total cash inflow                          

Cash outflow                          

Ticket Supply                          

Purchased Land & Building                          

Purchased Machine                          

Purchased Furniture                          

Purchased Play-things                          

Purchased Equipment

-

-

-

-

-

-

-

-

-

-

-

-

-

Total Cash Outflow

-

-

-

-

-

-

-

-

-

-

-

-

-

Net Cash from Investing Activities

-

-

-

-

-

-

-

-

-

-

-

-

-

Cash Provided From Financing Activities                          

Cash inflow                          

Borrowing Bank

-                        

Owner's capital

-                        

Total cash inflow

-                        

Cash outflow                          

Principal Payment 12,159.6

9 12,255.9

5 12,352.9

8 12,450.7

7 12,549.3

4 12,648.6

9 12,748.8

3 12,849.7

5 12,951.4

8 13,054.0

1 13,157.3

6 13,261.5

2 152,440.3

8

Total Cash Outflow 12,159.6

9 12,255.9

5 12,352.9

8 12,450.7

7 12,549.3

4 12,648.6

9 12,748.8

3 12,849.7

5 12,951.4

8 13,054.0

1 13,157.3

6 13,261.5

2 152,440.3

8

Net Cash from Financing Activities -

12,159.69 -

12,255.95 -

12,352.98 -

12,450.77 -

12,549.34 -

12,648.69 -

12,748.83 -

12,849.75 -

12,951.48 -

13,054.01 -

13,157.36 -

13,261.52 -

152,440.38

101

Net Cash Increase or Decrease 8,633,847.8

6 8,802,957.3

7 9,061,119.9

1 9,466,541.2

7 9,635,199.1

0 9,977,306.9

5 10,079,072.6

7 10,174,153.0

0 10,239,644.9

7 10,704,652.5

6 11,188,281.3

8 11,650,374.6

1 119,613,151.6

5

Cash Beginning of the month 196,290,415.8

3 204,924,263.6

8 213,727,221.0

5 222,788,340.9

6 232,254,882.2

4 241,890,081.3

4 251,867,388.2

9 261,946,460.9

6 272,120,613.9

6 282,360,258.9

3 293,064,911.4

9 304,253,192.8

7 2,977,488,031.5

9

Cash Ending of the month 204,924,263.6

8 213,727,221.0

5 222,788,340.9

6 232,254,882.2

4 241,890,081.3

4 251,867,388.2

9 261,946,460.9

6 272,120,613.9

6 282,360,258.9

3 293,064,911.4

9 304,253,192.8

7 315,903,567.4

7 3,097,101,183.2

4

Little Cows Co., Inc.Balance Sheet

Year 1 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Current assets                          

Cash -1,215,143 80,524 1,444,208 3,082,214 4,648,925 6,380,920 8,168,240 10,012,373 11,854,585 13,846,991 16,154,423 18,562,970 93,021,230

supply 180,240 180,

240 175,

440 173,

280 168,

480 168,

480 161,

520 161,

520 156,

720 154,

560 149,

760 149,

760 1,980,000

Total -1,034,903 260,764

1,619,648

3,255,494

4,817,405

6,549,400

8,329,760

10,173,893

12,011,305

14,001,551

16,304,183

18,712,730 95,001,230

Fixed assets                          

Land and building

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000 1,386,000,000

machine 12,051,120

102

1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260

Furniture 505,860

505,860

505,860

505,860

505,860

505,860

505,860

505,860

505,860

505,860

505,860

505,860 6,070,320

Play-things 180,000,000

180,000,000

180,000,000

180,000,000

180,000,000

180,000,000

180,000,000

180,000,000

180,000,000

180,000,000

180,000,000

180,000,000 2,160,000,000

Equipment 488,470

488,470

488,470

488,470

488,470

488,470

488,470

488,470

488,470

488,470

488,470

488,470 5,861,640

Less:accumulate 3,379,437.83 6,758,875.66 10,138,313.49 13,517,751.32 16,897,189.15 20,276,626.98 23,656,064.81 27,035,502.64 30,414,940.47 33,794,378.30 37,173,816.13 40,553,253.96 263,596,151

Total 294,119,152

290,739,714

287,360,277

283,980,839

280,601,401

277,221,963

273,842,525

270,463,087

267,083,650

263,704,212

260,324,774

256,945,336 3,306,386,929

Total assets 293,084,249.19 291,000,478.15 288,979,924.91 287,236,333.01 285,418,805.57 283,771,362.83 282,172,285.39 280,636,980.09 279,094,954.30 277,705,762.26 276,628,957.33 275,658,065.82 3,401,388,159

                           

Liabilities & Owner's Equity                          

Current liabilities                          

Long-term debt 95,000,000 94,803,484.36 94,605,923.90 94,407,313.09 94,207,646.33 94,006,918.00 93,805,122.47 93,602,254.06 93,398,307.07 93,193,275.76 92,987,154.36 92,779,937.09 1,126,797,336

Less: Principal payment 196,516 197,560.45 198,610.82 199,666.76 200,728.32 201,795.53 202,868.41 203,946.99 205,031.31 206,121.39 207,217.27 208,318.98 2,428,382

Total 94,803,484.36

94,605,923.90

94,407,313.09

94,207,646.33

94,006,918.00

93,805,122.47

93,602,254.06

93,398,307.07

93,193,275.76

92,987,154.36

92,779,937.09

92,571,618.11 1,124,368,955

Owners equity                          

Retain Earnings - 1,719,235.16 - 3,605,446 - 5,427,388 - 6,971,313 - 8,588,112 - 10,033,760 - 11,429,969 - 12,761,327 - 14,098,321 - 15,281,392 - 16,150,980 - 16,913,552 - 122,980,796

Owner's capital 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 2,400,000,000

Total 198,280,764.84 196,394,554.24 194,572,611.82 193,028,686.69 191,411,887.57 189,966,240.36 188,570,031.33 187,238,673.02 185,901,678.54 184,718,607.90 183,849,020.24 183,086,447.71 2,277,019,204

Total Liabilities 293,084,249.19 291,000,478.15 288,979,924.91 287,236,333.01 285,418,805.57 283,771,362.83 282,172,285.39 280,636,980.09 279,094,954.30 277,705,762.26 276,628,957.33 275,658,065.82

3,401,388,159

Year 2 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Current assets                          

Cash 21,438,720.98

24,248,176.05

27,137,466.43

30,247,108.79

33,337,637.20

36,575,434.25

39,846,496.16

43,149,418.08

46,446,235.50

49,894,590.45

53,506,168.19

57,241,370.11

463,068,822.20

Supply 142,800.00

142,800.00

138,000.00

135,840.00

131,040.00

131,040.00

124,080.00

124,080.00

119,280.00

117,120.00

112,320.00

112,320.00

1,530,720.00

Total 21,581,520.98

24,390,976.05

27,275,466.43

30,382,948.79

33,468,677.20

36,706,474.25

39,970,576.16

43,273,498.08

46,565,515.50

50,011,710.45

53,618,488.19

57,353,690.11

464,599,542.20

Fixed assets                          

Land and building

115,500,000.00

115,500,000.00

115,500,000.00

115,500,000.00

115,500,000.00

115,500,000.00

115,500,000.00

115,500,000.00

115,500,000.00

115,500,000.00

115,500,000.00

115,500,000.00

1,386,000,000.00

103

machine 1,004,260.00

1,004,260.00

1,004,260.00

1,004,260.00

1,004,260.00

1,004,260.00

1,004,260.00

1,004,260.00

1,004,260.00

1,004,260.00

1,004,260.00

1,004,260.00

12,051,120.00

Furniture 505,860.00

505,860.00

505,860.00

505,860.00

505,860.00

505,860.00

505,860.00

505,860.00

505,860.00

505,860.00

505,860.00

505,860.00

6,070,320.00

Play-things 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 2,160,000,000.00

Equipment 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 5,861,640.00

Less:accumulate

43,932,691.79

47,312,129.62

50,691,567.45

54,071,005.28

57,450,443.11

60,829,880.94

64,209,318.77

67,588,756.60

70,968,194.43

74,347,632.26

77,727,070.09

81,106,507.92

750,235,198.26

Total 253,565,898.21 250,186,460.38 246,807,022.55 243,427,584.72 240,048,146.89 236,668,709.06 233,289,271.23 229,909,833.40 226,530,395.57 223,150,957.74 219,771,519.91 216,392,082.08 2,819,747,881.74

Total assets 275,147,419.19 274,577,436.43 274,082,488.98 273,810,533.51 273,516,824.09 273,375,183.31 273,259,847.39 273,183,331.48 273,095,911.07 273,162,668.19 273,390,008.10 273,745,772.19 3,284,347,423.94

                           

Liabilities & Owner's Equity                          

Current liabilities                          

Long-term debt 92,571,618.11

92,362,191.57

92,151,651.58

91,939,992.21

91,727,207.53

91,513,291.54

91,298,238.23

91,082,041.55

90,864,695.43

90,646,193.75

90,426,530.37

90,205,699.11 1,096,789,350.96

Less: Principal payment

209,426.54

210,539.99

211,659.36

212,784.69

213,915.99

215,053.31

216,196.68

217,346.12

218,501.68

219,663.38

220,831.26

222,005.34

2,587,924.35

Total 92,362,191.57

92,151,651.58

91,939,992.21

91,727,207.53

91,513,291.54

91,298,238.23

91,082,041.55

90,864,695.43

90,646,193.75

90,426,530.37

90,205,699.11

89,983,693.76 1,094,201,426.61

Owners equity                          

Retain Earnings - 17,214,772.37 - 17,574,215.15 - 17,857,503.23 - 17,916,674.01 - 17,996,467.45 - 17,923,054.92 - 17,822,194.16 - 17,681,363.95 - 17,550,282.68 - 17,263,862.18 - 16,815,691.01 - 16,237,921.57 - 209,854,002.67

Owner's capital 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 2,400,000,000.00

Total 182,785,227.63 182,425,784.85 182,142,496.77 182,083,325.99 182,003,532.55 182,076,945.08 182,177,805.84 182,318,636.05 182,449,717.32 182,736,137.82 183,184,308.99 183,762,078.43 2,190,145,997.33

Total Liabilities 275,147,419.19 274,577,436.43 274,082,488.98 273,810,533.51 273,516,824.09 273,375,183.31 273,259,847.39 273,183,331.48 273,095,911.07 273,162,668.19 273,390,008.10 273,745,772.19 3,284,347,423.94

Years 3 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Current assets                          

Cash 61,391,919 65,513,813 69,755,018 74,258,636 78,783,620 83,499,011 88,262,112 93,070,268 97,889,512 102,932,474 108,206,930 113,680,013 1,037,243,325

supply 105,360 105,

360 100,

560 98,

400 93,

600 93,

600 86,

640 86,

640 81,

840 79,

680 74,

880 74,

880 1,081,440

Total 61,497,279 65,619,173

69,855,578

74,357,036

78,877,220

83,592,611

88,348,752

93,156,908

97,971,352

103,012,154

108,281,810

113,754,893 1,038,324,765

Fixed assets                          

104

Land and building 115,500,000.00

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000 1,386,000,000

machine 1,004,260.00

1,004,260

1,004,260

1,004,260

1,004,260

1,004,260

1,004,260

1,004,260

1,004,260

1,004,260

1,004,260

1,004,260 12,051,120

Furniture 505,860.00

505,860

505,860

505,860

505,860

505,860

505,860

505,860

505,860

505,860

505,860

505,860 6,070,320

Play-things 180,000,00

0 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 2,160,000,000

Equipment 488,47

0 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 5,861,640

Less: Depreciation 84,485,945.75 87,865,383.58 91,244,821.41 94,624,259.24 98,003,697.07 101,383,134.90 104,762,572.73 108,142,010.56 111,521,448.39 114,900,886.22 118,280,324.05 121,659,761.88 1,236,874,246

Total 213,012,644.25 209,633,206.42 206,253,768.59 202,874,330.76 199,494,892.93 196,115,455.10 192,736,017.27 189,356,579.44 185,977,141.61 182,597,703.78 179,218,265.95 175,838,828.12 2,333,108,834

Total assets 274,509,922.86 275,252,379.31 276,109,346.69 277,231,366.47 278,372,113.06 279,708,066.05 281,084,769.70 282,513,487.20 283,948,493.59 285,609,857.63 287,500,076.07 289,593,720.96 3,371,433,600

                           

Liabilities & Owner's Equity                          

Current liabilities                          

Long-term debt 89,983,693.76 89,760,508.09 89,536,135.82 89,310,570.63 89,083,806.18 88,855,836.11 88,626,653.99 88,396,253.39 88,164,627.83 87,931,770.79 87,697,675.73 87,462,336.06 1,064,809,868

Less: Principal payment 223,185.67 224,372.28 225,565.19 226,764.44 227,970.07 229,182.12 230,400.60 231,625.56 232,857.04 234,095.06 235,339.67 236,590.89 2,757,949

Total 89,760,508.09

89,536,135.82

89,310,570.63

89,083,806.18

88,855,836.11

88,626,653.99

88,396,253.39

88,164,627.83

87,931,770.79

87,697,675.73

87,462,336.06

87,225,745.17 1,062,051,920

Owners equity                          

Retain Earnings - 15,250,585.23 - 14,283,757 - 13,201,224 - 11,852,440 - 10,483,723 - 8,918,588 - 7,311,484 - 5,651,141 - 3,983,277 - 2,087,818 37,740 2,367,976 -90,618,320

Owner's capital 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 2,400,000,000

Total 184,749,414.77 185,716,243.50 186,798,776.07 188,147,560.28 189,516,276.96 191,081,412.06 192,688,516.30 194,348,859.37 196,016,722.80 197,912,181.90 200,037,740.02 202,367,975.79 2,309,381,680

Total Liabilities 274,509,922.86 275,252,379.31 276,109,346.69 277,231,366.47 278,372,113.06 279,708,066.05 281,084,769.70 282,513,487.20 283,948,493.59 285,609,857.63 287,500,076.07 289,593,720.96 3,371,433,599.60

Years 4 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Current assets                          

Cash 119,693,016 125,757,545 131,996,325 138,557,652 145,200,473 152,095,623 159,061,717 166,094,910 173,159,003 180,545,191 188,263,914 196,290,416 1,876,715,786

supply 67,920 67,

920 63,

120 60,

960 56,

160 56,

160 49,

200 49,

200 44,

400 42,

240 37,

440 37,

440 632,160

Total 119,760,936 125,825,

465 132,059,

445 138,618,

612 145,256,

633 152,151,

783 159,110,

917 166,144,

110 173,203,

403 180,587,

431 188,301,

354 196,327,

856 1,877,347,9

46

105

Fixed assets                          

Land and building 115,500,000.00

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

1,386,000,000

machine 1,004,260.0

0 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 12,051,1

20

Furniture 505,860.0

0 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 6,070,3

20

Play-things 180,000,00

0 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 2,160,000,0

00

Equipment 488,47

0 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 5,861,6

40

Less: Depreciation 125,039,200 128,418,638 131,798,075 135,177,513 138,556,951 141,936,389 145,315,827 148,695,265 152,074,702 155,454,140 158,833,578 162,213,016 1,723,513,293

Total 172,459,390 169,079,952 165,700,515 162,321,077 158,941,639 155,562,201 152,182,763 148,803,325 145,423,888 142,044,450 138,665,012 135,285,574 1,846,469,7

87

Total assets 292,220,326.47 294,905,417.01 297,759,959.90 300,939,689.08 304,198,272.22 307,713,984.35 311,293,679.93 314,947,435.32 318,627,290.85 322,631,881.15 326,966,366.25 331,613,429.99 3,723,817,733

                           

Liabilities & Owner's Equity                          

Current liabilities                          

Long-term debt 87,225,745.17 87,214,683.34 87,203,533.94 87,192,296.27 87,180,969.64 87,169,553.34 87,158,046.66 87,146,448.88 87,134,759.29 87,122,977.16 87,111,101.75 87,099,132.33 1,045,959,2

48

Less: Principal payment 11,061.83 11,149.40 11,237.67 11,326.63 11,416.30 11,506.68 11,597.77 11,689.59 11,782.13 11,875.41 11,969.42 12,064.18

138,677

Total 87,214,683.3

4 87,203,533

.94 87,192,296

.27 87,180,969

.64 87,169,553

.34 87,158,046

.66 87,146,448

.88 87,134,759

.29 87,122,977

.16 87,111,101

.75 87,099,132

.33 87,087,068

.15 1,045,820,5

71

Owners equity                          

Retain Earnings

5,005,643.13

7,701,883

10,567,664

13,758,719

17,028,719

20,555,938

24,147,231

27,812,676

31,504,314

35,520,779

39,867,234

44,526,362

277,997,162

Owner's capital 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 2,400,000,000

Total 205,005,643.13 207,701,883.07 210,567,663.63 213,758,719.44 217,028,718.88 220,555,937.69 224,147,231.04 227,812,676.02 231,504,313.69 235,520,779.40 239,867,233.92 244,526,361.83 2,677,997,162

Total Liabilities 292,220,326.47 294,905,417.01 297,759,959.90 300,939,689.08 304,198,272.22 307,713,984.35 311,293,679.93 314,947,435.32 318,627,290.85 322,631,881.15 326,966,366.25 331,613,429.99 3,723,817,733

Years 5 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Current assets                          

Cash 204,924,264 213,727,221 222,788,341 232,254,882 241,890,081 251,867,388 261,946,461 272,120,614 282,360,259 293,064,911 304,253,193 315,903,567 3,097,101,183

supply 30,480 30,

480 25,

680 23,

520 18,

720 18,

720 11,

760 11,

760 6,

960 4,

800 -

-

182,880

106

Total 204,954,744 213,757,701

222,814,021

232,278,402

241,908,801

251,886,108

261,958,221

272,132,374

282,367,219

293,069,711

304,253,193

315,903,567

3,097,284,063

Fixed assets                          

Land and building

115,500,000.00

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

115,500,000

1,386,000,000

machine 1,004,260.0

0 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 1,004,

260 12,051,1

20

Furniture 505,860.0

0 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 505,

860 6,070,3

20

Play-things 180,000,00

0 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 180,000,

000 2,160,000,0

00

Equipment 488,47

0 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 488,

470 5,861,6

40

Less: Depreciation 165,592,454 168,971,892 172,351,329 175,730,767 179,110,205 182,489,643 185,869,081 189,248,518 192,627,956 196,007,394 199,386,832 202,766,270 2,210,152,341

Total 131,906,13

6 128,526,

699 125,147,

261 121,767,

823 118,388,

385 115,008,

947 111,629,

509 108,250,

072 104,870,

634 101,491,

196 98,111,

758 94,732,

320 1,359,830,7

39

Total assets 336,860,880.01 342,284,399.55 347,961,281.63 354,046,225.08 360,297,186.35 366,895,055.47 373,587,730.31 380,382,445.48 387,237,852.62 394,560,907.35 402,364,950.90 410,635,887.67 4,457,114,802

                           

Liabilities & Owner's Equity                          

Current liabilities                          

Long-term debt 87,087,068.15 87,074,908.46 87,062,652.51 87,050,299.53 87,037,848.76 87,025,299.42 87,012,650.73 86,999,901.90 86,987,052.15 86,974,100.67 86,961,046.65 86,947,889.30 1,044,220,7

18 Less: Principal payment 12,159.69 12,255.95 12,352.98 12,450.77 12,549.34 12,648.69 12,748.83 12,849.75 12,951.48 13,054.01 13,157.36 13,261.52

152,440

Total 87,074,908.4

6 87,062,652

.51 87,050,299

.53 87,037,848

.76 87,025,299

.42 87,012,650

.73 86,999,901

.90 86,987,052

.15 86,974,100

.67 86,961,046

.65 86,947,889

.30 86,934,627

.78 1,044,068,2

78

Owners equity                           Retain Earnings

49,785,971.55

55,221,747

60,910,982

67,008,376

73,271,887

79,882,405

86,587,828

93,395,393

100,263,752

107,599,861

115,417,062

123,701,260

1,013,046,525

Owner's capital 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 2,400,000,000

Total 249,785,971.55 255,221,747.04 260,910,982.10 267,008,376.31 273,271,886.93 279,882,404.74 286,587,828.41 293,395,393.33 300,263,751.95 307,599,860.69 315,417,061.60 323,701,259.90 3,413,046,525

Total Laibilities 336,860,880.01 342,284,399.55 347,961,281.63 354,046,225.08 360,297,186.35 366,895,055.47 373,587,730.31 380,382,445.48 387,237,852.62 394,560,907.35 402,364,950.90 410,635,887.67 4,457,114,802

107

Little Cows Co., Inc.Supply Remaining

Year 1 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Beginning of m 187,200 180,240 180,240 175,440 173,280 168,480 168,480 161,520 161,520 156,720 154,560 149,760

Total supply / year 6,960 - 4,800 2,160 4,800 - 6,960 - 4,800 2,160 4,800 -

remaining of supply 180,240 180,240 175,440 173,280 168,480 168,480 161,520 161,520 156,720 154,560 149,760 149,760

                         

Year 2 149,760 142,800 142,800 138,000 135,840 131,040 131,040 124,080 124,080 119,280 117,120 112,320

Total supply / year 6,960 - 4,800 2,160 4,800 - 6,960 - 4,800 2,160 4,800 -

remaining of supply 142,800 142,800 138,000 135,840 131,040 131,040 124,080 124,080 119,280 117,120 112,320 112,320

                         

Year 3 112,320 105,360 105,360 100,560 98,400 93,600 93,600 86,640 86,640 81,840 79,680 74,880

Total supply / year 6,960 - 4,800 2,160 4,800 - 6,960 - 4,800 2,160 4,800 -

remaining of supply 105,360 105,360 100,560 98,400 93,600 93,600 86,640 86,640 81,840 79,680 74,880 74,880

                         

Year 4 74,880 67,920 67,920 63,120 60,960 56,160 56,160 49,200 49,200 44,400 42,240 37,440

108

Total supply / year 6,960 - 4,800 2,160 4,800 - 6,960 - 4,800 2,160 4,800 -

remaining of supply 67,920 67,920 63,120 60,960 56,160 56,160 49,200 49,200 44,400 42,240 37,440 37,440

                         

Year 5 37,440 30,480 30,480 25,680 23,520 18,720 18,720 11,760 11,760 6,960 4,800 -

Total supply / year 6,960 - 4,800 2,160 4,800 - 6,960 - 4,800 2,160 4,800 -

remaining of supply 30,480 30,480 25,680 23,520 18,720 18,720 11,760 11,760 6,960 4,800 - -

109

NPV & IRR

Information Description6.38% Interest Rate

-297,498,590.00 Initial Cost18,562,969.78 Cash flow Year 157,241,370.11 Cash flow Year 2

113,680,012.84 Cash flow Year 3196,290,415.83 Cash flow Year 4315,903,567.47 Cash flow Year 5

NPV 235,107,343.59 IRR 24.5622643883251%

110

Chapter 6:

Risk Management

111

6.1 Risk Analysis

Risk analysis is the process of defining and analyzing the dangers to individuals,

businesses and government agencies posed by potential natural and human-caused

adverse events. In IT, a risk analysis report can be used to align technology-related

objectives with a company's business objectives. A risk analysis report can be either

quantitative or qualitative.

In quantitative risk analysis, an attempt is made to numerically determine the

probabilities of various adverse events and the likely extent of the losses if a particular

event takes place.

Qualitative risk analysis, which is used more often, does not involve numerical

probabilities or predictions of loss. Instead, the qualitative method involves defining the

various threats, determining the extent of vulnerabilities and devising countermeasures

should an attack occur.

Risk is one of the most overlooked areas in small businesses in spite of the fact

that it is clear to most small business owners that operating any business involves risk.

While taking a risk and winning is fun, prudent business owners take care to minimize

the risk, just as you would in any other type of risky venture you undertake. A good risk

management system is a continuous process of analysis and communication.

A search for risk management on the internet turns up a very diverse set of links,

none really addressing comprehensively the risks a business should consider. Some

topics that surface are insurance, environmental issues, OSHA (Occupational Safety and

Health Administration) standards, financial safeguards, security services, backup

systems and government regulations - all of which are valid risk control systems, but are

specialized areas for consideration. Part of the difficulty is that each business will have

different types of risks, so it is difficult to generalize. Insurance covers the ones that are

most common. Specialized insurance for particular risks that are inherent to your

particular field of endeavor is also available for some businesses. However, insurance is

only part of the package you as a business must consider. Contingency planning for

other potential hazards is just as important as insuring against losses.

112

Sloppily thought out risk management plans are almost as bad as none because

they can be time consuming with no long term benefit. One business backed up its data

from its computer on a date storage device and stored the device in a nearby vault. The

vault was closed and sealed when they left for the night. When the toilet water main

broke during working hours and water rushed into the whole floor of the building, the

vault filled with filthy water just like every place else. The computer operator only had

enough warning to flip off the electricity. The computer was a loss and it took months to

recover the data lost. The company had a contingency plan for a corrupted database,

they just were not ready for a flood disaster. While there is always something that

unanticipated that can happen, planning for the worst case will help you through many a

bad moment.

You prepare for marketplace risk through your business plan. In the same way

you need to prepare for the risks of illness, disability, damages, losses, injuries, and

even disasters. A good risk management system not only has adequate insurance

coverage to compensate you for losses which might occur, but it also includes a plan to

prevent losses, if possible, and to manage unexpected events as they occur.

(http://www.smallbusinessnotes.com/business-finances/risk-management-strategies.html)

In business, you can never allow yourself to get comfortable with the status quo,

because it is always changing. Surprises may be fatal to your business. Risk is

inevitable, avoiding risk impossible. Risk management is the key, always tilting the

venture in favor of reward and away from risk.

6.2 Identifying and Managing Risks

While all opportunities are associated with risk, the biggest risk is to miss them.

Risk results usually not from unpredictability but from ignorance. The more you know

about what you are doing, the less risk you run. If you can define risks, you can limit

them. Look back on any opportunities you missed and use your past mistakes to

learn how to recognize opportunities.

113

At any its development stage, the company faces the five major risks that

change in nature as company evolves:

1) growth risk;

2) technology risk;

3) marketing risk;

4) financial risk; and

5) team and management risk

The questions to answer;

(1) Development Risk: Can the product or service actually be created?

(2) Manufacturing Risk: If the product can be developed, can it actually

be produced in appropriate volume?

(3) Marketing Risk: If the product can be made, can it be sold

effectively?

(4) Financial Risk: If the product can be sold effectively, will the

resulting company be profitable and can the profits actually be

realized in a form that allows investors to receive cash?

(5) Growth Risk: If the company can achieve operating profitability at

one level, can profitability be maintaining as the company evolves?

(http://www.1000ventures.com/business_guide/risks-growth_main.html)

6.2.1 To manage risk in your business:

(1) Write your business plan.

(2) Go through your business plan critically looking at every area that

could involve risk, making a list of what areas you need to consider.

(3) Take time, preferably with others who know your business, to

brainstorm all the possible catastrophes that might occur.

(4) From your lists developed in steps 2 and 3, decide what action or

coverage is needed to handle that possibility.

114

(5) For those risks that can be handled by insurance coverage, determine

how much and what type of insurance is needed.

(6) Choose a reasonable amount of insurance to cover those risks.

(7) Contact more than one insurance agent to get quotes on the insurance

that is needed.

(8) Arrange for insurance coverage to begin before the doors open on

your business, if possible.

(9) For those risks not covered by insurance, put together a contingency

plan for handling each of the risks identified.

(10) Train all employees in what to do in any if any of these (or other)

emergencies arise.

(11) Put your plan in a place where it can be located quickly, if

needed. Have an extra copy in a safe location.

(12) Review your plan annually, including input from all employees.

Tips:

(1) Common risks to consider are employee/client safety, theft/fraud,

disasters,

(2) What is a "reasonable" amount of insurance varies from individual to

individual depending upon how risk averse you are.

(3) You can lower insurance rates by taking high deductible levels.

(4) Even ecommerce websites need insurance.

(http://www.smallbusinessnotes.com/business-finances/how-to-manage-risk-in-your-business.html)

115

6.3 For our company topics that we concern are

6.3.1 Strategic Risks

Strategic risk is the current and prospective impact on earnings or capital arising

from adverse business decisions, improper implementation of decisions, or lack of

responsiveness to industry changes. This risk is a function of the compatibility of an

organization’s strategic goals, the business strategies developed to achieve those goals,

the resources deployed against these goals, and the quality of implementation. The

resources needed to carry out business strategies are both tangible and intangible. They

include communication channels, operating systems, delivery networks, and managerial

capacities and capabilities. The organization’s internal characteristics must be evaluated

against the impact of economic, technological, competitive, regulatory, and other

environmental changes.

External

Political Factors

Political and legal factor can build both of opportunities and threats

to manage the business. The politics has any effect on the operations

because of when we think to launch, we need to learn about political and

legal that have certainty or not and make sure those company are

established according the legal. But the political in Thailand not have

certainty because of gathering in each day that send the affect to

entrepreneurs. The legal is also need to learn all of legal that relate

directly about amusement park business. Internal political problems also

unclear and to be an important factor that can make economy of Thailand

have the risk of slowing down before scheduleestimat ed. Economic of

Thailand indicate to slow down point to a problem before the political

crisis within the country. Begin from quarter 4 of 2005 by economic

slowed down clearly in the part of the demand for private sector in both

116

investment and consumption. Although the government still efforts to

stimulate the economy will continue to matter.

Economic Factors

Economic growth

The Gross Domestic Product (GDP) in Thailand contracted 0.20

percent in the third quarter of 2010 over the previous quarter. From 1993

until 2010, Thailand's average quarterly GDP Growth was 0.97 percent

reaching an historical high of 7.10 percent in September of 1993 and a

record low of -5.10 percent in March of 1998. The economy of Thailand

is an emerging economy which is heavily export-dependent, with exports

accounting for more than two thirds of gross domestic product (GDP).

Well-developed infrastructure, a free-enterprise economy, and generally

pro-investment policies, made Thailand one of East Asia's best

performers. However, overall economic growth has fallen sharply in

2008 and 2009 as global downturn and persistent political crisis stalled

infrastructure mega-projects, eroded investor and consumer confidence.

This page includes: Thailand GDP Growth Rate chart, historical data and

news.

(http://www.tradingeconomics.com/Economics/GDP-Growth.aspx?Symbol=THB)

Exchange rates

The Thai Baht exchange rate (USDTHB) depreciated 7.24

percent during the last 12 months. From 1981 until 2011 the USDTHB

exchange averaged 32.92 reaching an historical high of 55.50 in January

of 1998 and a record low of 20.36 in July of 1981. The Thai Baht spot

exchange rate specifies how much one currency, the USD, is currently

worth in terms of the other, the THB. While the Thai Baht spot exchange

rate is quoted and exchanged in the same day, the Thai Baht forward rate

is quoted today but for delivery and payment on a specific future date.

(http://www.tradingeconomics.com/Economics/Currency.aspx?Symbol=THB)

117

Inflation rate

Government, Private estimates are that The Thai economy in

2010 will grow at about 3-4% means that the contraction that occurred

this year (3%) to hit back in the next year or in other words, the economy

in 2010 will return to close. 2008, in the larger (measured by the level of

GDP), but varies in each sector and industries such as 2010, public debt

will increase significantly (from 38% to 50% of GDP) So, The sale of

goods and services to the government. Recovery is likely to be better

than the rest and so on.

Overall, the economy will grow only 3-4% are not likely to be

difficult, because in the past, the Thai economy could grow 6-7% per

year in the continuing global economic recovery, as anticipated. it in the

next year the Thai economy likely to grow 5-6%, but why expectations

are lower than most of the extremely The answer is uncertain whether the

government will solve the problem as soon as the Map Ta Phut to

accomplish it. A key factor that in driving investment in the upstream

industry of Thailand. This will inevitably affect the future to attract

investment in various downstream industries. And will result in a

business relating to other Construction employment and spending of the

people, etc.

  On the other side is a problem of political divisions. This will lead to

conflict both in the House. (The discussion does not trust) and non-

Council (the march against the government of Red) as well as the need

for Cabinet to make a plain lack of clarity. That's why investors want to

add a caution. And slow down investment.

  However, appeared to Thailand's problems would be happening in

late January and early February. And if a problem is likely to be

protracted, it is clear from mid onwards, so it is possible that the second

half of next year. It is clear than the first half of the year, I did not want

118

to conflict with the predictions of the astrologer or fortune teller, but

somehow that is, the Thai economy is likely to be the first half and the

risk. High uncertainty of negative factors that within the country. But the

second half of the event can disentangle Better atmosphere, respectively.

 

In contrast that to the global economy. Most analysts agreed that

the economic recovery will be more clear. More in 2010, although it still

must rely on government incentives. With a relaxed monetary policy by

continuing economic development and will be improving significantly

(the U.S. economy grew 3%, while European and Japanese economic

growth 1-2%) and major developing economies such as such as China

and India will grow at 70-10%, but my observation is. Such growth. If

true, it would cause the conditions in the second half of the year that the

economic policies to stimulate various Need to be relaxed much means

that for the developed countries the central bank cut interest rates near

zero. I will have to start adjusting to the policy interest And measures to

inject liquidity to reduce system (Quantitative easing), such as Merrill

Lynch forecasts that the European Central Bank will need to adjust the

policy interest rate by 0.25% in June. While the U.S. Federal Reserve is

set to cancel the measures inject liquidity into the system almost entirely

(except to buy debt secured by real estate shore approximately 1 trillion

dollars) in the first half of 2010, also see that return or long-term U.S.

bonds are adjusted so on which reflect the expectations of investors that

economic recovery is continuing. Convinced that is inflation will be

increased in future.

  For major developing countries such as China and India will see a

rapidly growing economy and continued in the first half of 2010 because

of the recovery of exports. (From a recovery in demand from developed

countries), coupled with incentives within the country there are

centrifugal (momentum) continued this year. But the hottest growth will

become a concern that the problem of the bubble. Asset prices are

119

formed. Especially if the Chinese currency Yuan, also fixing the dollar at

the current rate means that in the second half of next year, investors may

turn to a concern that the Chinese government. (And other Asian

governments) will be issued policies to slow the economy much. And

such measures will affect the market much.

Similarly, in the first half of next year the economic recovery of

the developed countries will be satisfactory to investors. But in the

second half of the year, it may be seen as divided into two parties

together by one party believes that government must continue to

stimulate the economy. Because of the recovery of the private sector is

not strong enough, and does not want the problem of inflation fears. But

the other one will be worried about inflation problem and spending more

than what the government of the machine to determine the data at that

time, such as speeding up the problem of inflation and bubbles in asset

prices. Especially in Asia, It was concluded that the trend of investing in

the overview of the world will be very bright in the first half of the year.

But many uncertainties are concerns. Likely to have increased in the

second half of the year there is a risk to other adverse issues such as the

ability to pay the debt of small countries such as Dubai and Greece, and

the problem of trade barriers by developed countries. which faced serious

problems of unemployment and continued. Especially the United States

to be elected at the end of next year and the UK. The Prime Minister

would have to declare election in 2010 general election as well.

Technological Factors

With the amount of high competitive in this industry that is one

of all factors to occur new technology to support those competitive.

Moreover most of this business is related with technology more than

other business.

120

Internal risk

Operational risk

Nowadays many of technologies are fast developed and it can

effect to our company because we set our vision to be the leader in

amusement park of Chiang Rai so we have to update our equipment

follow the development in order to satisfy our customer. However; we

have to spend a lot of money to buy it and it will effect to the company

profit.

Human resource risk

The staff is very important to the company because they are the

person who serve service to the customer and make the customer satisfy

with our service. So if they don’t have enough knowledge to serve the

high quality of service to the customer it will make them complain our

company. Because of these we will train to all of our employees to have

more skill to serve the good service, safety and make the customer more

convenience.

6.3.2 Marketing Risks

The risk is normally occur in every business, our fun park also face with the risk

by cannot escape. The normal question of risk in the marketing of our company is "If

the product can be made, can it be sold effectively?”

(http://www.1000ventures.com/business_guide/startup_5risks_tc.html)

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(http://www.ces.purdue.edu/pork/econ/riskaware/marketing.htm)

The most common risks in social media marketing

Social Media is Mainstream; Businesses are jumping in with both feet.

But, there are risks in social media marketing. We should know what they are

and how to minimize these risks. Here is a list of 14 of the top risks.

No Strategy

The questions about marketing risk include;

1. Do you have a year-round marketing plan?

2. Do you use professional marketing services?

3. Are you a member of a "marketing club" or marketing coop?

4. Are you familiar with various marketing contracts that may be available?

5. Do you use futures hedges and options in your marketing plan?

6. Are you involved in contract production?

7. Do your pigs have a "market" -- with the opportunity of getting

a competitive price?

8. Do you know how to read kill sheets from packers? 

9. Do you know the optimum live weight range where you are selling?

10. Are you familiar with seasonal price patterns?

11. Are you familiar with the hog price cycle (e.g., length, timing, etc.)?

12. Do you understand basis risk?

13. Is your income diversified (e.g., do you have non-hog income sources)?

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When a business says let’s just dive into social with no objective

and no strategy, that’s a big risk. We can expect limited or poor results, if

any.

Wrong Strategy

If sales improvement is our goal but we have product problems,

maybe our strategy should be improved customer service. Align our

social media strategy with the current circumstances in business.

Lack of Executive Support

If we want to achieve any social media success, executive support

is a must. Otherwise, it will be a skunk works project; skunk works is

a small group of people who work on a project in an unconventional

way. The group's purpose is to develop something quickly with

minimal management constraints. Skunk works are often used to

initially roll out a product or service that thereafter will be developed

according to usual business processes.. Some companies can pull this

off, but not many.

Wrong Staff

The staff must embrace social media. If they are resistant it could

undermine our social media strategy. Assess if the current staff has

what it take to engage in social media.

Not Measuring Progress

It’s important to measure progress.  For example, measure

customer successes, downloads, comments, reach, subscriptions, etc.

These can be “first downs” along the way to scoring touch downs

(results).

Measuring the Wrong Stuff

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What and how we measure depends on our objectives. If

improving customer service is an objective, then measuring growth

of fans on Facebook is only important if they are existing customers.

Set measurement strategies that align with our objectives.

Not Using Available Tools

Measuring progress and results can be achieved through many

available tools. Some are free and some are fee based. Here is a

partial list of tools to measure our social media progress and results:  

HubSpot, Website Grader, Twitter Grader, Facebook

Grader, Facebook Insights, Unilyzer, Raven,  Hootsuite, Social

Oomph, Manage Flitter, Google Alerts, Google Trends, Social

Mention.

Unwilling to Experiment

We must be willing to try different ideas. That’s why executive

support is so important. If we don’t experiment, we won’t know what

is effective.

Expecting Overnight Results

Results vary according to a business, industry, people, and

circumstances. Set expectations with executive management that

results usually don’t happen overnight.

Trying to Maintain Control

We have little or no control over of our markets. We can

influence our markets, but we can’t control them. we can build your

reputation but you can’t control it in social media.

Employee Abuse

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All employers have this risk, but large employers have more risk

just based on the numbers. For example; the experience of employee

abuse at Domino’s Pizza in 2009.

Responding Slowly to the Community

We now live in a world where we must respond in minutes, not

hours, days or weeks.

Shorting the Effort

Not applying enough resources. If a new social media strategy is

added to someone’s job, in the beginning it may make sense but as it

evolves we’ll need to allocate more resources to be successful. Don’t

under resource our social media marketing plan.

Underestimating the Influence of One Person

We need to care and do not under estimate person. For example,

The case of United Airlines learned this lesson the hard way. Band

leader Dave Caroll wrote a song and  produced a video viewed over 8

million times on YouTube when United Airlines ignored his

complaints due to mishandled luggage which broke his guitar.

These are 14 of the most common risks in social media marketing. The way to

minimize our risk is to have a well defined strategy, get executive support, allocate

resources, get the right people, be responsive in a timely manner, be willing to

experiment and use tools to measure progress and results.

(http://www.findandconvert.com/blog/2010/14-social-media-risk-factors-to-avoid/)

The risk in STP Analysis

Market Segmentation

125

Market segmentation of Wonderland Park we focus on

teenager and kids in Chiang Rai, the north of Thailand. We focus

on teenager who’s studying. Who want to have an exciting

activity and kids who want to have a happy time and want trying

something that they never done it before. Know more about our

segmentation; the kids in Chiang Rai at the age 5-10 can play in a

Classical and not more adventure zone. Another is the teenager

older than 15 years old that need to stroll and have fun when

they have free time to come.

Age

Year < 1 1-2 3-5 6-11 12-14 15-17 18-49 50-59 >60

2548 3,854 10,558 22,603 61,848 36,555 33,295 366,291 88,364 80,398

(http://www.chiangrai.net/database45/d45/N10/N1003.aspx?pg=N10)

The risk some of our segment didn’t make money by themselves; they get it

from their parent. Some of them is not rich so, the need to save money. The kids

may not be allowed to go there because of their parents have no time to go for take

care them. People have a chance to go to Fun Park only on weekend. Student have

to pay attention on studying so, they have no time to go. The future number of our

segment may decrease because of birth control and the effect of economic down.

Target Market

We choose teenager to be our target market because of many

reason, One of those reason is the population of teenager zone is highest

when compare with the total population in Chiang Rai. We will show the

example of Teenager in Mae Fah Luang University student. There are

8,745 teenagers in this university which you can check by this reference

website.

(http://reg.mfu.ac.th/registrar/statistics/RepStudent1.asp?

acadyear=2553&maxsemester=2&semester=2)

126

The risk teenager have many thing to do, such as study, play football, go

to dunk with friends, some of them may think the Theme park is nonsensical.

Some of them fear the height. Don’t want to play with stranger. Some of them

may just go for the once experience and do not go there again.

Positioning

We want to be the one of the amusement park in Chiang Rai in

customer mind. So, Wonderland Park offer new experience to customer

in exciting plaything, extremely for they to shows bravery and get fun

and happy time with Wonderland Park (The first amusement park in the

north of Thailand). Moreover, we also want to be a place that good for

the brain and society of kids.

The risk Our positioning is may not be like this, it depend on a personal

perception of individual. They may think that the plaything in temple fair is

substitute alternative.

The risk in marketing mix strategy

For marketing strategy our business use 4Ps

(http://marketingteacher.com/lesson-store/lesson-marketing-mix.html)

which contain of 4 components; product, price, place, promotion. We want

our amusement park differentiate, provide fun, and attract tourist both in and

out of country.

o Product;

Our core product is an amusement park. We have to provide safe

and secure to the customer life with quality of playthings. The color and

design is attracting the eye sight which separate decoration by a theme of

each part.

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The risk Normally theme park is very risky because it deals with the

extreme adventure. Our product may not safe enough. Moreover, because we

are the new fun park the technical of many labors that take care for it may

not good enough at first.

o Price;

Setting a price per capita covers the cost and not over than

competitor product’s price. The price is suit for product and service. We will

set higher price because our business want to make the customer know that

our product and service have high quality. The prices have 4 types; our

adult’s price is 150 for entrancing and playing, 80 for the entrancing only

(do not want to play), kids’ price is 120 for entrancing and playing, and 50

for the entrancing only (do not want to play).

The risk the customer who has not much money may think our price

is high and they don’t have enough money to pay for us, and the customer

who has more much money may think our price is so cheap and may

stereotype that the quality is bad.

o Place

We select the direct distribution channel which is the amusement

park at Chiang Rai; the location of our business is 80 Rai in South Nang Lae

village, Nang Lae district, Chiang Rai, Thailand. We can attract the customer

from Northern of Thailand. (http://www.tvs.co.th/stats/north.pdf). In this

case Chiang Rai didn’t have the amusement park. So, it means that didn’t

have the direct competitor then we will get benefit.

The risk the customer may think that the location is so far and small.

The natural disaster may occur such as earthquake, flood, fire, etc.

o Promotion

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We almost communicate our product and service through itself

already because it is a big project but we also need to promote with WOM,

TV, Radio, Website, signboard at the building location, post the poster at the

university and the department store and so on. Our business is new so we

have to inform and explain customer about our product and service. Make

them know more about us in order to invite them to go for use product and

service.

The risk TV cost is so high and it may not direct or penetrate to our

target customer. The customer who listens to the radio is mostly an adult

which not be our target customer. The radio has many channels not many

customers listen to our advertising. The website is created for provide the

information of our fun park and internet marketing is good, but it may not

necessary for our business. Signboard may not attract, be destroy by the

wind and sunshine.

The risk in External environment that relate to the marketing

External environment; we focus on 5 issue which are Social, Technology,

Economic, Environment, and Political

Social: the social problem can effect to the Fun Park. The dangerous of bad

person may effect to the area of our location. The customer may fear and do not

want to go. For example, “Homeless children: a significant caution for Thai social

problem” ( http://enews.mcot.net/view.php?id=13702) For the solution we hire the security

guard for look after around area. And we can use the security system to be one of

strength for doing advertise and marketing.

Technology: Technology is continue develop, we may out of date in some

day. The Marketing strategy may be change in some way. The method or strategies

that we use may not good enough. For example, “The Newest Theme Park

Technology Will Save You from Standing in Line”

(http://www.jaunted.com/story/2010/5/5/81525/58273/travel/

The+Newest+Theme+Park+Technology+Will+Save+You+from+Standing+in+Line)

129

We need to update the technology not let the theme park old fashion, and

then we use new or developed technology to advertise and do the marketing.

Economic: The economic down; For example, “Thai Finance Minister Korn

Chatikavanij has forecast economic growth of between 4.5% and 5% this year, but

the civil unrest is threatening to reduce that figure. After meeting with business

associations, Mr Chatikavanij has said the protests could cut 0.3% off his forecast.

Analysts have said growth could be as much as 2% lower than the government

estimate if the clashes continue.”

(http://www.bbc.co.uk/news/10119415 )

“Finance Min admits 2008 GDP to fall from 5% to 2%”

(http://www.moneychannel.co.th/Menu8/SETToday/tabid/120/newsid624/73417/Default.aspx)

“The Asian Development Bank (ADB) has revised down its projection on the Thai

economy for 2009 from a contraction of 2 percent to 3.2 percent”

(http://business.globaltimes.cn/world/2009-09/470467.html)

Thai government will take care about the economic.

Environment: The environment is destroying day by day. If we build this

Fun Park it may increase the using of natural resource and people may not support

our business. The global worming makes the weather hot. The example statements

are “Global warming is when the earth heats up (the temperature rises).  It happens

when greenhouse gases (carbon dioxide, water vapor, nitrous oxide, and methane)

trap heat and light from the sun in the earth’s atmosphere, which increases the

temperature”

(http://library.thinkquest.org/CR0215471/global_warming.htm)

“Global warming is the unusually rapid increase in Earth’s average surface

temperature over the past century primarily due to the greenhouse gases released by

people burning fossil fuels.”

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(http://earthobservatory.nasa.gov/Features/GlobalWarming/)

We need to save the world the resource and energy but our project may use

more energy. So, we need to do the green marketing also. Save the world and

resource.

Political: Political problem in Thailand; For example, “Thailand remains a

political problem at the moment, even if it is one off the news radar because of the

chaos in Iraq. The junta cannot provide good governance because of their

unconstitutional establishment. Their legitimacy is through force and their interest in

democratic forms is selfish in nature.”

(http://www.southsearepublic.org/article/860/read/the_political_problem_of_thailand,

http://www.cbc.ca/world/story/2008/09/15/thailand-political-mess.html)

Political problem in Thailand effect to every business, but it will be better.

Now Thailand try to solve problem.

For deal with the risk, we have the insurance for the theme park and all stake

holder; employee, customer, and so on. Other ways to deal with the risk are following;

“Marketing Trend: Shared Risk”

Finally, a shared risk and accountability model is truly redefining the

relationship of today’s client and marketer. Baseline compensation for discovery and

analysis is established with mileposts for measurement throughout the process.

"Like never before, the new marketer and client are entering into a true

partnership, in that both companies now have a stake in the success -- or failure -- of the

marketing project," Muggon points out.

Some marketers may find this level of accountability objectionable, he adds. But

the ones who know how to apply predictive analytics to their marketing engagements

are more than willing to share the risk in order to gain a competitive advantage and, in

most cases, command higher commissions based on their success.

(http://www.suite101.com/content/marketing-trend-a33579)

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The 3 important risks with the way to avoid

1. Legitimacy Legitimacy of a company can be of risk, unless we take our

precautionary measures. We can easily avoid this risk by doing our research.

Investigate and conclude.

2. Start Up Costs Depending on the amount we need to invest, this could be

a great risk. Risk management in Multi Level Marketing is so important here. How

much do we need to invest to join the business? Now, seriously, if we are prepared

to take that high a risk, we better make sure it is a legitimate business with very high

projective earnings that are realistic!

3. Lack of Knowledge Most people that start business are fairly new to the

arena of direct selling and don't know too much about it. What is our knowledge

about marketing and selling? Serious risk management in multi level marketing

should never underestimate this aspect. We can avoid this by making sure that the

company we are joining is providing we with regular, ongoing, proven and effective

marketing trainings. 

(http://ezinearticles.com/?Risk-Management-in-Multi-Level-Marketing---The-

3-Most-Important-Risks-in-MLM---How-to-Avoid-Them&id=4266423)

After we know the risk, we do the Effectively Report to Provide

Business Intelligence Necessary to Actively Manage Risk

(http://www.qrm.com/Whatwedo/Mortgagebanking/mortgagebanking.htm)

6.3.3 Operational Risks

Operational Risk is risks that arise from failure to perform in an amusement

park. Operational Risks We divided into two major characteristics.

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Human Error: Human Error errors on the work of employees, or to ignore the

safety of tourists. The theme park have children lots of attention. It is likely Wonder

Land Amusement Park have opportunity that the number of children too much. So be

extra careful, And on the control system that requires people who control the player

must use caution And high responsibility, because Wonder Land Amusement Park

Amusement Park is the new Amusement in Chiang Rai . May cause errors to the safety

of tourists.

Risk Control measures.

(1) Provide knowledge and understanding of the system and how to work

properly.

(2) Share the responsibility. Control and monitoring for work with each other.

(3) Have a manual operation . And guide problem-solving.

(4) Reduce the system relies on individuals to a minimum.

Technical Failure: technical malfunction of Wonder Land theme park may be

caused by equipment failure in the system, including communication lines Facility

Computer Software and various equipment, and electrical systems. Players such

defective condition must be checked before the system was first opened normally.

Risk control measures.

(1) Building and computer room design and construction standards for building

construction, fire protection. The security measures are in - the building

(2) The safety equipment such as fire alarms. Fire extinguishers. Temperature

and humidity control.

(3) Electrical installations and equipment are to be adequate With short circuit

protection and power backup systems.

(4) Set backup computer center at another building.

(5) System Backup and Recovery.

(6) Have contingency plan and test periodically

6.3.4 Compliance Risk

133

Compliance Risk is important characteristics that we have concern about health

and safety risks because fun park business has come with both healthy and safety risk of

employee and customers. Our plaything is a big machine that risk for have accident with

customer but our playthings have take care by professional for attend all of our

customers to safety and there are information about each plaything for suggest the

customer before play the playthings. Our company is also concern about our employees

and customers healthy by have small health care or clinic for basic pain. Our employees

have social security insurance for receive medical treatment in hospital when they hurt

from accident.

6.3.5 Financial Risk

Financial risk is the additional risk a shareholder bears when a company uses

debt in addition to equity financing. Companies that issue more debt instruments

would have higher financial risk than companies financed mostly or entirely by

equity.

In our company analysis three case of finance risks including sales decease

2.5%, 5% and 7.5% every month of year and increase interest from 6.38% to

increase 0.15%, 0.2% and 0.25% in five years and the last cost increase following

rate of sales increase .

Sales decrease

Sales decease 2.5%

Income statementYears 1 - 16,992,707.46 Years 2 - 16,687,388.78 Years 3 1,102,240.60 Years 4 23,102,479.76 Years 5 99,901,340.93

134

Cash Flow statementYears 1 18,483,814.61 Years 2 56,791,902.90 Years 3 112,414,277.65 Years 4 174,866,533.75 Years 5 292,103,648.51

Balance Sheet statementYear 1 275,578,910.65 Year 2 273,296,304.98 Year 3 288,327,985.77 Year 4 310,189,547.91 Year 5 386,835,968.71

Sales decease 5%

Income statementYears 1 - 17,940,938.15 Years 2 - 18,639,900.48 Years 3 - 2,294,241.56 Years 4 36,334,677.10 Years 5 110,129,798.89

Cash Flow statementYears 1 17,535,583.92 Years 2 54,839,391.21 Years 3 109,017,795.49 Years 4 188,098,731.09 Years 5 302,332,106.46

Sales decease 7.5%

Income statementYears 1 - 18,889,168.84 Years 2 - 20,592,412.17 Years 3 - 5,690,723.72 Years 4 30,859,610.00 Years 5 101,650,992.41

Cash Flow statementYears 1 16,587,353.23 Years 2 52,886,879.51 Years 3 105,621,313.33 Years 4 182,623,663.99 Years 5 293,853,299.99

Balance Sheet statementYear 2 269,391,281.59

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Year 3 281,535,021.45 Year 4 317,946,678.15 Year 5 388,585,620.19

Interest increase

Increase 0.015% from 6.38% to be 6.53%

Income statementYears 1 - 16,183,033.99 Years 2 - 14,972,749.16 Years 3 4,163,098.54 Years 4 46,943,904.89 Years 5 126,747,680.57

Cash Flow statementYears 1 19,335,095.44 Years 2 58,588,693.03 Years 3 115,596,439.53 Years 4 198,736,316.28 Years 5 318,876,174.28

Balance Sheet statementYear 1 276,430,191.48 Year 2 275,093,095.11 Year 3 291,510,147.65 Year 4 334,059,330.44 Year 5 413,608,494.48

Increase 0.02% from 6.38% to be 6.58%

Income statementYears 1 - 16,229,228.22 Years 2 - 15,052,068.55 Years 3 4,051,160.70 Years 4 46,830,232.21 Years 5 126,634,437.30

Cash Flow statementYears 1 19,302,646.13 Years 2 58,536,528.57 Years 3 115,524,623.77 Years 4 198,631,613.40 Years 5 318,737,656.75

Balance Sheet statementYear 1 276,397,742.17 Year 2 275,040,930.65 Year 3 291,438,331.89 Year 4 333,954,627.56 Year 5 413,469,976.95

136

Increase 0.025% from 6.38% to be 6.63%

Income statementYears 1 - 16,275,426.62 Years 2 - 15,131,402.08 Years 3 3,939,191.74 Years 4 46,716,541.32 Years 5 126,521,194.62

Cost increase: follow rate of sales increase 2.5%, 5% and 7.5%

Income statement 2.5%,Year 1 - 16,019,475.13 Year 2 - 14,689,143.10 Year 3 4,565,013.76 Year 4 47,371,659.29 Year 5 127,194,816.84

Income statement 5%Year 1 - 15,994,473.49 Year 2 - 14,645,929.10 Year 3 4,626,264.75 Year 4 47,450,947.29 Year 5 127,292,141.84

Income statement 7.5%

Year 1 - 15,969,471.85 Year 2 - 14,602,715.11

Year 3 4,687,515.7

5 Year 4 47,530,235.28 Year 5 127,389,466.84

6.4 Conclusion

137

Strategic risk is the current and prospective impact on earnings or capital arising

from adverse business decisions, improper implementation of decisions, or lack of

responsiveness to industry changes. This risk is a function of the compatibility of an

organization’s strategic goals, the business strategies developed to achieve those goals,

the resources deployed against these goals, and the quality of implementation. The

resources needed to carry out business strategies are both tangible and intangible. They

include communication channels, operating systems, delivery networks, and managerial

capacities and capabilities. The organization’s internal characteristics must be

evaluated against the impact of economic, technological, competitive, regulatory, and

other environmental changes.

Marketing risk; we analyze the risk in STP analysis, marketing mix strategy or

4ps, External environment; which we focus on 5 issues which are Social, Technology,

Economic, Environment, and Political

Operational risk; Operational Risks are risks that arise from failure to perform

in an amusement park; we divided into two major characteristics. There are Human

Error and Technical Failure. We provide that with the way to control the risk in Risk

Control.

Compliance Risk is important characteristics that we have concern about health

and safety risks because fun park business has come with both healthy and safety risk of

employee and customers. Our plaything is a big machine that risk for have accident with

customer but our playthings have take care by professional for attend all of our

customers to safety and there are information about each plaything for suggest the

customer before play the playthings. Our company is also concern about our employees

and customers healthy by have small health care or clinic for basic pain. Our employees

have social security insurance for receive medical treatment in hospital when they hurt

from accident.

Financial risk; the change in sale can effect to the financial part of company. In

our company analysis three cases of finance risks including sales decease 2.5%, 5% and

7.5% every month of year and increase interest from 6.38% to increase 0.15%, 0.2%

and 0.25% in five years. Cost increase 2.5%, 5% and 7.5%.

138

Risks from internal and external will affect the corporate status in terms of

Asset, Cost, and Expense. Generally the four main ways of dealing with risks are

accept, transfer (usually via insurance), reduce/manage; and eliminate. These are

sometimes referred to as the four Ts (tolerate, transfer, treat or terminate).

139

Chapter 7:

Summary

Wonderland Park Project’s Conclusion

This project idea begins from a member of company who lives in Chiang Rai

and wants to develop and up standard of living of Chiang Rai people. So, our company

wants to build an amusement part in Chiang Rai province of Northern Thailand because

in the Northern of Thailand didn’t have the amusement park. If we build the amusement

park, we will more customers who want to have fun and we can get income.

At first we do the trend of each theme park in Thailand then find the related

useful information for doing this project. After that we write the time table of doing this

project and learn more about the theme park. We come up with our product and service

6 playthings which are equally divided into classical an adventure type. Vision, mission,

and business strategy was created. After we finish those parts, we do the marketing

analysis which consists of Marketing Mix analysis or 4Ps, STP analysis, 3Cs analysis

140

with SWOT analysis, and then we forecast about the sale. For technical analysis; we

calculate the overall cost for doing this project, explain more about our product

characteristic, draw and show the facility and fun park layout, think about

administration analysis and crate the organization chart. Next is the time for headache

about the financial feasibility analysis which consists of so many numbers, doing the

cash flow, balance sheet, and show NPV is 235,107,343.59 and IRR is

24.5622643883251%. Cash ending of the last month in the fifth year is

3,097,101,183.24. Finally we did not forget about the risk in the business, so we do the

risk analysis and show how to deal with the risk in many part of the business such as

strategic, marketing, operation, Compliance, and financial risk.

We also provided the executive summary, appendix, reference, preface,

acknowledgement, video, picture, and the reliable information and so on in this report.

Moreover, if you want to know more information about our project you can read from

the body part .We hope that Wonderland Park; Fun park in northern Thailand will be

establish for the real by the investor investment support.

141

Appendix

Theme Park News

Year Bunny 'theme parks' busy preparing 'Thai - Hong Kong - Singapore'

break Aamgeded fight.

360 ° Manager Weekly December 24, 2553 17:15 pm

142

Those attractions include the player. Or the ultimate world-class attractions, no

one over "Disneyland" But to break into the market only to see the competition and

amusement parks. May be considered. "Disneyland" Walt Disney's Camp, a legend of a

popular amusement park of your life for decades.

       

 "Walt Disney" is known throughout the world. The success in the making.

Imagination to enter the dreams of children With a determination that will position your

business. "Disneyland" as a world-class theme parks. Especially in the Asian market.

Coming open in Japan and Hong Kong But why the Disneyland successful long

decades. Partly because the representation of the "Walt Disney" A successful film role.

Results to build business parks out continuously.

Ah, but with the old name in the market for a long time. The popularity of the

Disney Land is not pulled this forum is to conquer the best of surfing. Way to shrink

down to it. Besides, in early 2553, despite the new competition as "Resorts World

Sentosa, Singapore. Does not make the magic of the warehouse, "Walt Disney" go away

from tourist zones in Asia.

       

143

Or even you old Hong Kong market as "Ocean Park" to come before the "Walt

Disney", but considered that it was "Walt Disney" suck customers to not less that that

tourist behavior is often like a challenge. In particular favorite player. Often turn to play

new players. Have increased simultaneously. The present service must be modified to

meet customer behavior at different ages as well.

   If talking about amusement parks of the Thai "Siam Park" is probably the early

numbers. Both Thais and foreigners to know. But today, when each country in the

amusement park and a magnet to attract. I have a Thai or we will not use a magnet for

some amusement. Today it's time to "Siam Park" will do anything to win tourists come

to Thailand.

FRESHMEN 'Sentosa'.

"Resorts World Sentosa, Singapore. Is a brand new business of the Genting

Group which recently opened in early 2553 by the giant project is located on the island

of Sentosa. Singapore on the upland area of 306.25 worth 1.58 billion baht style resort

is a tropical style. Within the theme parks. "Universal Studios".

       

  Although no longer operational. Or amusement park known as the freshman of

Southeast Asia. But with the experience of the Genting Group. I guarantee that the parks

must be unusual indeed by the "Universal Studios" is a player with 18 species and 24

species are new designs for "Resorts World Sentosa.

       

  Particularly highlighted as. Roller coaster of double tracks. Who rides the most

and the highest in the world of the "Universal Studios" is divided into seven zones,

including urban sites, IT Zone, Egypt, Zone, New York, Zone The Los post World,

Zone Hollywood Boulevard Dog, zone and zone Madagascar Far Far Away.

Can see that changing the style of player, "Resorts World Sentosa," according to

the trend of the youth market very closely. To reach a real customer. Critical need

allocated through media advertising. It is said that the advertising budget of the camp in

Genting market took quite high.

144

       

  "Resorts World Sentosa, a garden, water the largest in the world named"

Marine Life Park, an area of 50 rai capacity of water up to 20 million gallons, or about

75 million liters of fish and fish as many as 700,000 species. There is also a Maritime

Museum for visitors to sit in the bottom Previous history with ancient maritime routes

of Zheng He through 360-degree multimedia theater.

       

  In addition to fun on the "Resorts World Sentosa, tourists can now. The

leading hotels also have all six of the more than 1,800 rooms are available. Each hotel

has been designed and decorated under the concept that different. And a banquet room

to accommodate participants at a time up to 12,000 people, including a ballroom that

can accommodate up to 7300 he is a banquet of the largest in Asia.

However, Resorts World Sentosa, "not intended to target a tourist favorite

player only To penetrate to a new group of customers. Players like that do not play a

direct one. But popularity and love of shopping and leisure resort in the five-star

Equipped with many services that, because if "Resorts World Sentosa, has just opened

the amusement park business services only. Would not be able to attract tourists to

access the service. If you need to compare a class of Disneyland in Japan and then Hong

Kong. May not be in the eyes of tourists at all.

       

Despite what the "Resorts World Sentosa," made all of this. You may call that

is not enough to stop the competition is formidable. And believe that competitors would

not Ienhra the opening game of this offense only. Attempt to pull out from the theme

park market giants camp. "Disneyland" is not just end this course.

Ocean Park .

        Thai invade customer penetration.

Animated network Paul, Executive Director of Sales and Marketing, Ocean

Park, Hong Kong traveling to Thailand for tourist markets. This is the period during

which the popular Thai tourist departure overseas. Because the baht appreciation. And a

festive trip.

145

       

        By Paul said to markets in Thailand Because the market is an important revenue

for the tourism industry of Hong Kong Because Hong Kong is one of the most popular

travel destinations of Thai people. Seen during the first 10 months of the year 2553 with

Thai tourists travel increased by 20% compared to last year.

       

        So when the year 2549 "Ocean Park" has made a statement of U.S. $ 750

million. In order to increase the number of tourist spots to be 2 times or add extra points

to 70% travel is expected to be complete renovation in 2555-2556, such as Zone

Amazing Asian Ann's New Mall and the Ocean Express. Visitors will have the

opportunity to experience the phenomenal from Amusement Park themed world.

       

        There is also a lake that offers a new show sim BUSINESS O as well as a

variety of shops and restaurants, including Neptune. Which restaurants are in the zone

of Aquarium by Aqua City, opened in April 2554 of the flash player is a jerk Chuan

excite the latest. Was officially opened last month, however, in another the next 18

months will have something different. Occurred much more.

'Siam Park' label partners.

        Organized package customers get to Thailand.

Turned to see the theme parks of Thailand When faced with the competition of

rival forces this past "yellow Wutthichai Amon excellence," President of recreational

parks and gardens of Thailand. And President of the Company Amornphan City - Siam

Park Amusement Co. executives "Siam Park" has found the wiring of tourism in the

province as a tourist attraction in Thailand for comments on the concept of the

association provide for the government. Measures to promote investment in theme

parks. And garden. To synchronize. When the information comes, it will offer public in

early 2554 which will cover the entire zoo, water park and in various forms.

       

        Now, because neighboring countries, whether in Hong Kong, Macau, Malaysia,

Singapore, etc. are also a theme park to be magnet for tourists. If Thailand will compete

146

with other countries. Will need to increase the capabilities of the diverse attractions.

       

        In addition, the Association also wanted to discuss with theme park operators in

Thailand To go hand in hand with tourism. Organize package tours to see the program

with theme parks in Thailand. The Thai market will be students, families flock to the

international market to tap into the tourist trip itself. Highlights of Thailand for the

amusement park. Many players and fees are.

       

        The highlights were amalgamated. Super fun great player thread (Vortex) is the

largest railway somersault twist drill in two of the world with a speed of 80 miles per

hour, Boomerang roller coaster backward somersault. Is a roller coaster that has been

popular in the world, Top Spin Swing Dance 15-meter high big fun spin on a variety of

vertical somersault. Combined with a smooth swing at world-class technology, Sky

View Tower (Si-am Tower) tallest tower view in Southeast Asia. Can rotate around 360

degrees and try Sung great fun (Log Flume) from adding the player 16 has resulted in

Siam Park world-class players over 30 species.

       

        When competing each other to contend with each other more strategic leverage

this. Who would benefit most consumers is inevitable. To test new players. Leverage

each other to come out fighting.

http://mgr.manager.co.th/mgrWeekly/ViewNews.aspx?NewsID= 9530000181087

Shop fine space 'theme park - the kids' zone' for school holidays / 'Dream

World' only 200 l pop a new player.

The Boonboywow on Saturday, December 11, 2010 7:04 pm.

Trade Center fine parade area trend. "Amusement Park - Kid's Zone" after the

big Kornaฉood Survey Reveals father - mother - son widespread use of money and

goods and player become one of the children pointed magnetic pull traffic into store

147

Dream World Tag Team Fashion Island, a joint venture opened theme parks in the

department will expand throughout the country, "Seacon Square, 100 l streamlined

investment Yoyo Land in" The Mall "Kids making a difference Planet.

Mrs. Pat Khanin at Kiti November Waraporn Managing Director of Magic

World Co. executives Dream World. Said the joint venture, Fashion Island shopping

center to open theme park "Kids Island" on a 4000 sqm area that the trend of business

parks in the center to grow every year. Especially among families, parents and children

aged 3-13 years who often used the time to do activities in various forms together as one

during the holidays or long weekends traffic will increase by more than 2 -. In addition,

three times its planned business parks to shopping centers around the country another 15

of the next year. In the Dream World. The company prepared to highlight two things

came to a color is. The launch of "alien" at the end of this year. And year to invest

another 200 million into the new system.

Mr. Prasert Sri Ouฬar Pong Executive Director, Siam Retail D Web

Development Co., Ltd. Executive Center, Fashion Island, said the combined

investments of 50 million baht to launch "Kids Island" under the concept. kingdom of

fun and learning for children from the area after it has been turned into a theme park

before, but closed to more than 4 years after the trial opened more than 3-4 months

found that children and parents to use. Weekday service 400-500 people a day Saturday

- Sunday rose to 4000-5000 per day and income from joint ventures accounted for 70%

of Magic World, and 30% of the center.

"The families come to shop in this zone the average is about 500 baht per visit

on holidays or during the day this child is 3-4 times higher than the number of traffic

and shopping. Zone to become a theme park in the center of the magnet and then. "

Consistent with Mr. Michael Frederic C Den Dining Vice President Office of

Management and theme park company Seacon All rights Development Ltd. Co.

(Thailand) Department Store Seacon Square, said it had invested 100 million for

improvements and construction. Area theme parks under the name "Yoyo Land" on a

148

6500 sq.m. area in the center of a new strategy to improve the Seacon Bangkae and pull

of new players added in Srinakarin Center. The only players that are bringing 3-D and

interactive format that is a major trend has been popular in theme parks around the

world. To differentiate from other theme parks and amusement parks at one of the best.

In Thailand the number of traffic four hundred thousand people per year, Seacon

penetrate markets before targeting adolescents and families primarily. The average

customer will spend time in an amusement park about 2.5 hours, cost 95 baht per person

and a family, parents and children for 2 people

Like Mr. specialize Eamh intuition Director of Senior Vice President of

Marketing The Mall Group, said the fine zone children and toys for children new

subject called "Kids Planet" to make a difference and reinforce the perception in the

group. customers. Especially during school holidays This group of families parents and

children have become Target's main mall to come to a lot of time in shopping centers in

conjunction with the campaign and marketing activities focused on attracting clients in

the child and family kitchen.

Kids Island in the offline looks good.

The Kid's Island occurred under the theme "The Joy of Playing" focus on skills

for the children. Through learning. Playing through the players and skill training for the

imagination and creativity. The kids' area within the Island than 4,000 square meters,

divided into Kids Soft Play Area 600 square meters, focuses on a fun player. And create

new experiences. As well as the relationship between family Junior Chef activities

reinforce learning skills to create imaginative children, where children can practice in

the areas of food such as pizza, tacos Yaki, Sushi, important. Cake and other There are

also other devices such as Jelly Fish (water balls), Fishes (house air), Octopus (car

convoy tunnel run in the yard) Sea Flower (Lisa Damon car ran on a track with a train.

Kids Island in the offline looks good.

The Kid's Island occurred under the theme "The Joy of Playing" focus on skills

for the children. Through learning. Playing through the players and skill training for the

149

imagination and creativity. The kids' area within the Island than 4,000 square meters,

divided into Kids Soft Play Area 600 square meters, focuses on a fun player. And create

new experiences. As well as the relationship between family Junior Chef activities

reinforce learning skills to create imaginative children, where children can practice in

the areas of food such as pizza, tacos Yaki, Sushi, important. Cake and other There are

also other devices such as Jelly Fish (water balls), Fishes (house air), Octopus (car

convoy tunnel run in the yard) Sea Flower (Lisa Damon car ran on a track with a train.

http://www.suansanook.net/forum/viewtopic.php?f= 6 & t= 1284

New amusement park teen scream loudly "Wonderful World. "

Active business parks. After the Chonburi, Pattaya Park, moving troops to the

capital city. Throw hundreds of millions. Opened the first phase. "Wonderful World"

theme park entertainment on the new Ram Road - Ring Road East. To clarify the

rumors with defeat. Oak is not the business of his son, "Thaksin".

To open and then for amusement parks. "Wonderful World" theme park of the

new road intersects the road Ram Kanchana Nrpi a Eษ. (Outer East) across from

Fashion Island shopping center that opened 3-4 player in the first phase set with the

restaurant. While the remaining construction in the area to accommodate the player. All

as planned. Coupled with exposure to employees in areas such as system control officer.

Cashiers, etc., which would be expected to employ hundreds of lives.

MR.SURAPOL growth Supachai, Director of the Pattaya Park Beach Hotel,

said the "national business" that the planned theme park Wonder World, will complete a

150

full permanent amusement parks. Full construction area of 50 to inefficiencies at the end

of 2551, but if waiting to finish and then open it. Will lose business opportunities and

significant capital will be caught.

Therefore, the business strategy was to build a theme park any phase. Already

open. People come to play a player enough to highlight to play like they say buzz. Is in

the public relations. While the money has come to circulate in the business with

Therefore, during the first turn. Company chose to launch the player is

highlighting the first 3 that is Tower Drop, Tower Shot and Ferris wheel The charge per

Tower Drop, Tower Shot charge 100 baht / round of Ferris Wheel 50 baht per round,

while a musical fountain that is open for free viewing. A restaurant offering both buffet

and order. To meet demand fully. For the targeted customers are a group of teenage

family workers and students. Open daily from 11:00 to 23:00 am

The causes of the launch of a Tower Drop, Tower Shot, and the first Ferris

wheel. MR.SURAPOL said the 3 series is the player we produced for itself in using the

Know in Japan and the United States and previous system like this has opened a theme

park in Pattaya before and was pleasantly like adolescents. As well as Thais and

foreigners.

Meanwhile, the other theme parks. To open in Bangkok and its vicinity. This

player is not available. The difference is great. The company can be used to create the

unique differences to call attention To a group of customers. And it is also one of the

reasons we decided to expand the opening in Bangkok too.

"Amusement Park, Pattaya is a well-known customers in teens Hot player Tower

Drop, Tower Shot, when the teenagers are screaming loudly and then play it because

Siew Tower Drop, Tower Shot high as 55 meters or 18 floors of the building height is

the same as when dropped from a high speed. This Saturday - Sunday Bangkok people

will travel to play more popular.

151

But in the business of waiting for visitors on Saturday - Sunday it, rather than

waiting for opportunities. We come to the party itself. So that people in Bangkok will be

easier to play tourist. And also the open market. Expanded with a broader group of

customers.

The behavior of play parks are generally two times a year, but if it is Pattaya.

Frequency is less than But if he comes in Bangkok Frequency may be higher or more

than 2 times / years. Because it comes easily away for free travel is not high. The player

can play more. "

"Our manufacturing system itself. We make savings of up to 100% of the

production itself assumed a player use the capital to 10 million if he might have to

spend $ 20 million because it will have to pay import tax. Combined with the Know

How. Cost to the owner to install them again. This makes the investment in the player's

Wonderful World is not very high. Estimated at 300-350 million, but if you want to

import all the players. Costs will be higher. And capital, excluding land cost. "

For the sake of business parks at the BOI to support that exemption.

MR.SURAPOL said. Now the company has not been BOI Because of our own

production of the player itself. But if in the future. The Company has been importing the

finished player. May have to ask the BOI in order to tax.

http://webboard.mthai.com/ 5 / 2006 - 07 - 10 / 250320 .html

Sale decrease Graph

Sales Decrease 2.5%, 5% and 7.5%

152

153

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