example of an amusement park business plan

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Abandoned Amusement Parks with Even Creepier Backstories

Every year people travel from far and wide to spend time at their favorite amusement park. But you, dear traveler, are not so cliché. You don’t seek thrill rides. You seek a more spine-tingling thrill. Your instagram won’t be just another grid of mouse ears, kitschy snacks, and rollercoaster pics. No, no– you are looking for a more refined amusement park experience.

From the eerie to the downright terrifying, nothing says creepy like an abandoned amusement park. The juxtaposition of a former fun-for-the-whole-family attraction and the remnants of what’s left behind give “haunting” a whole new meaning. Ruins that are overtaken by nature are like decaying memories of what used to be, and amusement parks without patrons can be intriguing, and in some cases, nightmare-inducing. You can find a startling number of abandoned parks around the world, and some are creepier than others simply because of how they met their demise. Dig into our round up of abandoned amusement parks and start planning your next thrilling visit.

Pripyat Amusement Park, Ukraine

The Pripyat Fun Fair met its untimely end before the locals even got a chance to enjoy a single spin on the Ferris wheel, bumper cars and swing boats. Opening day was set for May 1, 1986, but the Chernobyl disaster struck less than a week before.

It’s been rumored that the owners opened it up for one day on April 27 in an attempt to distract people from the terrifying situation, but an order to evacuate forced everyone out of the area. Pictures have turned up of people enjoying the site prior to its completion. You can visit, and people do still tour the site today, but with questionable radiation levels, it’s a dangerous game.

Castle d’Oultremont, Land van Ooit, Netherlands

The fairytale appearance of the Castle d’Oultremont is like something out of a Grimm’s story. When it opened in 1989, Land van Ooit was meant to be a perfect children’s play place. With people and props all playing a part in the magical stories made for the park, the children were the kings of the castle.

They entertained visitors with their pretend knight fights, but a tragic death during one of the routine duels turned the whimsical tale into a real-life nightmare. The park recovered but shut down in 2007 due to bad finances. The pink castle has since been repurposed by the local government and turned into a public park. You’re welcome and encouraged to visit and reflect on all that is, and all that was.

Hồ Thuỷ Tiên (Thuy Tien Lake), Vietnam

This three million dollar water park opened in 2004 before it finished construction. The main draw was a giant dragon aquarium that stood three stories tall and housed manta rays, sharks and an assortment of live fish in its ribcage stairway and lower body.

Although the park closed due to financial constraints, its existence now is what makes it so interesting. It seems to be lost between two worlds, and travelers are more likely to find the location through word of mouth. Among the decaying remnants of the park, some of the crocodiles survived its closure.

Disney’s River Country, USA

As the first water park built by Walt Disney Company, River Country had a lot of promise. Its close proximity to Discovery Island and Fort Wilderness Campgrounds provided easy access for tourists wanting to enjoy an adventure through the Floridian wilds.

After its closure in 2002, rumors began to swirl. Some said that it closed because of financial cutbacks, but another rumor was far more menacing. A child died in 1980 after swimming at River Country. Doctors discovered that he died from amoebic meningoencephalitis after an amoeba that lives in the nearby waters got into his body and attacked his nervous system.

The front half of the park is still open to visitors. Walk past the abandoned ticket gates as far as you can, and you’re likely to find some small places to peer through the fencing and gaze at what is left of this abandoned park, imagining what could have been.

Jungle Habitat, New Jersey

Warner Brothers opened Jungle Habitat in 1972 with the promise of giving tourists a safari-like experience with more than 1,500 wild animals. It didn’t offer rides, but glimpses of exotic wildlife were enough to get patrons excited about the opening.

The open-concept zoo didn’t last long. A man and a woman were attacked, animals escaped into the nearby town of West Milford and a tuberculosis outbreak forced the park to euthanize several of its main attractions. Warner Brothers hoped to expand to include amusement rides, but the good folks of West Milford, New Jersey, put a stop to that idea. Today the remains of Jungle Habitat serve as a public park, and visitors can wander the grounds hoping for a rogue kangaroo sighting .

Lake Shawnee, USA

Lake Shawnee is perhaps one of the most infamous abandoned amusement parks, thanks to its bloody history. Not only was the amusement park built on an ancient Native American burial ground, but it was also the site of a tragic massacre that claimed the lives of three children.

That might explain the trail of death that Lake Shawnee left in its wake. Two children died in park accidents before it finally closed in 1966. All that’s left are the remnants of what used to be — a field of rides covered in vines and growing grasses.

Enchanted Forest Theme Park, USA

Leaping straight out of a fairytale, the Enchanted Forest Theme Park in Maryland was supposed to be an imaginary world of whimsical storied times for children to enjoy after WWII. After its opening in 1955, it welcomed more than 300,000 visitors each year.

By the time the ’80s rolled around, the park began to lose its fanbase and slowly became obsolete in a world filled with video games and arcades. By the ’90s, the park closed, and the Cinderella castle and attractions deteriorated rapidly. The contents of the park were moved to a nearby farm, and people can visit to see the remaining buildings from April to November each year.

Spreepark, Berlin

This creepy park was built in East Berlin by the German Democratic Republic (GDR) government in 1969 and welcomed more than a million visitors each year until closing 20 years later. It was reopened in 1991 by Norbert Witte, who renovated it with new rides and a more scenic landscape.

Witte’s ownership only lasted until 2002 when police discovered he used ride parts from Peru to smuggle cocaine. He was arrested for drug smuggling, and the park was abandoned to be consumed by nature. It was used in the film Hanna before falling victim to arson in 2014. All that remains are a few rides and a restaurant.

Holy Land, USA

The derelict Christian attraction that is Holy Land USA has been closed since 1984. The owner of the park closed it for renovations in an attempt to attract more visitors. Before it reopened, he passed away, leaving the religion-themed park to a group of nuns.

It was designed to be a smaller version of Biblical Bethlehem, but the park was vandalized after its closure, and the nuns couldn’t maintain it. In 2010, a teenage girl was murdered on the grounds, and the park was sold. A cross is still visible from the roadside, enticing visitors to check out the ruins to this day.

Kejonuma Leisure Land, Japan

Kejonuma Leisure Land was home to all the typical amusement park rides, but it also housed something darker. Japanese legend says that a woman gave birth to a snake on the grounds. The snake-baby then escaped into the water, constantly crying for her mother and slowly driving her mad.

The woman committed suicide by drowning herself in the lake. Some explorers say their cries can be heard when visiting the park grounds at night. Visitation remained high until 2000, and the park finally closed. Tourists can now wander the grounds and watch nature consume the slowly rusting ferris wheel and other attractions.

Joyland Amusement Park, USA

Joyland has been plagued with death and destruction ever since it opened in 1942. A series of ride-related deaths damaged the reputation of what was once the biggest amusement park in the Southwest. It continued to grow over the years, but the vicious murder of a park employee in 1982 paused the expansion.

Once the dust settled, the park was getting back to normal when another employee was hit by a roller coaster and killed, and a young patron died after falling off the Ferris wheel. These events brought on significant financial hardship for the park and led to its inevitable closure. Now it serves the purpose of creeping out the visitors who dare to wander its grounds.

Rocky Point Amusement Park, USA

Generations of Rhode Islanders have precious memories of visiting Rocky Point Amusement Park. It opened in the 19th century and had more than 25 attractions, including the famous Shore Dinner Hall.

Shortly after the opening of the park, a 5-year-old-girl was murdered by her father after they finished their meal at the dining hall. He took her to the edge of the water and bludgeoned her to death with a rock. The gruesome murder didn’t mar the park’s reputation, however, and it stayed open for more than 150 years. The park finally closed in 1995 due to financial issues, but you can still go explore the grounds.

Six Flags – New Orleans, USA

In 2002, Six Flags purchased the failing Jazzland Theme Park in New Orleans in an attempt to open another amusement destination in the U.S. The new park had six different areas for visitors to explore. The popular theme park closed for the season in 2005 because of the destruction caused by Hurricane Katrina.

The park was flooded and didn’t drain for more than a month, which ultimately led to its permanent closure. After a lengthy battle with the city — who insisted Six Flags honor its lease and reopen — the company decided to remove the rides that could be saved. What was left behind was a forlorn skeleton.

In 2021 a developer was identified by the city to revitalize the decrepit park. Let’s hope that third time’s the charm.

Land of Oz, USA

Even the Wonderful Wizard of Oz couldn’t have saved Land of Oz from its inevitable failure. The park opened in the ’70s, but shortly before the official launch, the owner lost his battle with cancer before things even got off the ground.

The park was destined for closure after a mysterious fire destroyed Emerald City and some buildings that housed props from the original 1939 film. A decade after it opened, the doors closed until the ’90s, when it was reopened as a cabin rental hot-spot. Many of the park’s rides and attractions are still on the site today.

Western Village, Japan

The Western Village was an ode to all things Wild West America. The weird thing, though, was that it was located in the heart of Japan, about 70 miles north of Tokyo. The weirdly-specific theme park opened in 1970 with attractions like a haunted house, a Wild West Show and a scaled-down Mount Rushmore.

After its closure in 2007 due to some much-needed maintenance that was never completed, the remnants of the park remained. Visitors of the park today can find decaying pictures of the old Wild West and even some creepy statues of Clint Eastwood and John Wayne.

Expoland, Japan

Expoland wasn’t ever meant to enjoy a long-lasting life. It was supposed to be an add-on for Expo ’70 and nothing else, but after the popularity of the park skyrocketed, the owners reopened in a more permanent way. The park had tons of attractions and rides, including roller coasters, a water park and a Ferris wheel.

In May 2007, the Fujin Raijin II roller coaster came off the tracks, killing one woman and injuring more than 70 others. After that tragedy, the park was never the same, and attendance became so abysmal that they closed up shop in December of that same year. The park was reportedly renovated into a much smaller park called Farm Expo.

Loudoun Castle Theme Park, Scotland

The Loudoun Castle Theme Park was built around the ruins. What was left of the area surrounding Loudoun Castle became part of the quaint theme park, giving it an eerie sense of urban decay, even while people still rode the roller coasters and ate the cotton candy. The park was left abandoned after the owner couldn’t keep up with financial payments.

Today, many of the rides and attractions still stand on the site, completely abandoned and taken over by the natural surroundings. It now blends in with the ruins it was built upon, upping the creepy factor ever so slightly.

Chippewa Lake Park, USA

This century-old park opened in 1878 and was a popular attraction for generations of families. It ended up closing its doors in 1978 due to poor attendance. After it closed, several buildings and structures were destroyed or damaged in fires.

Because of the haunting relics of amusement park history left behind, horror films often use the derelict conditions to create backdrops for their scary stories, such as the 2008 film Closed for the Season . The Ferris Wheel, the Little Dipper and some remnants of the burned structures still remain. In 2020, the Medina County Park District agreed to buy the property and restore it to a nature park, with the intent to leave some of the relics of its former days intact.

Takakanonuma Greenland, Japan … Part 1

The Takakanonuma Greenland Park is so shrouded in mystery that some believe the park itself never existed. It was real and opened in 1973. Shortly after, ride-related deaths occurred, and locals thought the park was cursed. Almost two years after its opening, the park closed to investigate the number of ride-related deaths. A lengthy 10 years later, it was determined the park staff were to blame.

The Japanese government closed the park 12 years after it opened, denying access to anyone who wants to visit it. The only known records of the park’s location are coordinates that can be found online.

Takakanonuma Greenland, Japan … Part 2

In 2007, an urban explorer by the name of Bill Edwards found the park and uploaded a picture to prove it. Some people claimed to spot a young girl wearing all white in the picture, but that’s just another myth. The validity of his creepy find couldn’t be further investigated because Edwards himself seemed to vanish shortly after his picture surfaced.

The photo was scrutinized and found to be an undoctored photo proving the park’s existence, but it still wasn’t enough. The myth of Takakanonuma is now all that’s left unless a brave explorer manages to find it again — and prove it.

Umoja Children’s Park, Zanzibar

The mystery behind Umoja Children’s Park has gone unsolved for years. The history of when it opened or closed is nowhere to be found online, and all that remains are the remnants of a carnival-like amusement park. It could have been a wondrous place, but no one really knows for sure what happened there.

The eerie photographs that circulate online show a park in disarray, with a run-down Ferris wheel, a merry-go-round taken over nature and a rusted-over children’s train. The details of the park exist now only in the macabre scenery that is Umoja Children’s Park.

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Amusement Park Business Plan

Start your own amusement park business plan

Wasatch Family Fun Center

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

I&B Investments is a new limited liability company formed under the laws of the state of Utah.

This document has been prepared to provide the reader with information about our company, including business structure, company goals, projected growth, venture capital requirements, start-up costs, an investment analysis and the industry trends.

I&B Investments has identified the family entertainment industry as its primary interest and to that end the company has focused its efforts on the development of one or more family entertainment centers (FEC) to provide quality family entertainment activities to the communities in the Weber County, Utah area.

Focused on family entertainment in a family-oriented community, I&B Investments is a company primed to take advantage of an expanding and profitable industry.

Entertainment has become a buzzword of the new millennium. David L. Malmuth, senior vice president of the TrizenHahn Development Corp. has observed, “People are not just interested in buying things. They want an experience, adding that the keys to providing successful experiences are authenticity, fun and participation. Americans have money to spend and will spend it on entertaining themselves. In fact, statistics show that people in the United States spend more on entertainment than on health care or clothing.”

Quality family entertainment is the focus of I&B Investments. The construction and commercialization of one initial FEC is factored into the initial development phase detailed within. The company’s proposed FECs will be designed to provide the type of family entertainment and adventure the current market demands.

The first proposed site is a ten-acre parcel in Weber County, with a second site to follow within five years.

In addition to other funding and capitalization efforts detailed herein, the Company anticipates that it will seek funds from the Government Redevelopment Agency which may assist in the purchasing of land for development of the proposed sites.

A recent census conducted by the U.S. Census Bureau found that from 1990 to 1998, personal consumption and expenditures for amusement and recreation increased by $31.5 billion, with an overall industry gross of $56.2 billion. Source: U.S. Census Bureau, Statistical Abstract of the U.S: 2000 – The National Income and Product Accounts of the U.S., 1929-94, Vol.1.

Based on the current entertainment prices and cost of revenue structure in the local amusement and recreation industries, we believe that our anticipated FEC’s will have the potential of several million dollars in gross sales in the first year of operations.

With our strong management team and our aggressive marketing plan, we project a consistent and minimum annual growth of five percent.

1.1 Objectives

The company’s objective is to build quality, full-service FECs that will command the approval of the predominantly LDS community which it serves.

Our goals include:

• A 10% market share in our first year.
• An modest increase in our gross margins within the second year of operation
• An increase in our market share by a minimum of 10% for each of our first five years.

Currently, there ARE no quality FECs in Weber County, or the surrounding areas (for a radius of 50 miles).  The company believes that by entering the marketplace first and by establishing quality facilities, it will become, and remain, a leader in the FEC industry in the Northern Wasatch Front.

Our fundamental objective is to realize how we impact the community that we do business in, knowing that we will stand the test of time if the local residents approve and support our center.

1.2 Mission

I&B Investments sole purpose is to establish a profitable and well managed company while at the same time creating an atmosphere of fun and excitement for the entire family, with activities designed to please the local residents, as well as the substantial tourist base of the Northern Wasatch Front.

1.3 Keys to Success

Based on our research, our primary targeted market is parents and their children (ages 5-15 to 54).  With that in mind, we intend to design our facilities to address this primary market, while keeping in mind the secondary markets such a teens and young adults.

We believe that our main keys to success include:

• Providing popular and wide-ranging entertainment activities
• Ample and secure parking
• Indoor activities for year round entertainment
• The use of state-of-the-art technology
• Easy access
• Target high traffic areas for maximum public exposure
• Design facilities to curb overcrowding
• Seasoned management team

We believe that we can minimize certain risk factors by:

• Initial capitalization of the company to sustain operations through year one
• Low overhead through the use of multi-skilled employees and continual training
• Strong customer base through aggressive marketing
• Strong community ties and involvement
• Eliminate collection costs by establishing cash/credit/debit card only facilities

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Amusement Park Business Plan Sample

FEB.26, 2021

Amusement Park Business Plan for Starting Your Own Theme Park

Do you want to build an amusement park? Well, amusement park is a large facility that contain gardens, play areas, amusement rides, games and other entertainments. The amusement park business can be extremely profitable and enjoyable to run. If you possess the ability to manage the park activities and maintain the technical structure, you must not delay planning about opening it.

Like all other businesses, the first step would be to create a detailed business plan. Before launching your business, you’ll have to develop accurate amusement park marketing plan, personnel plan and financial plan.

In this guide on how to start a theme park business we’re providing business plan of Holiday Ventures. Through this, you can know the important details that must be included while making business plan for your startup.

Amusement Park Business Plan Summary

2.1 the business.

Holiday Ventures will be a registered and licensed family amusement park based in Charlotte. The business will provide amusement rides, slides, magic shows, themed events, games, picnic areas, and entertainment for people of all ages.

Under the supervision of experienced managers and with the collaboration of responsible employees, the business will provide people with unforgettable joyful experience.

2.2 Management of Amusement Park

Managing an amusement park requires is not so easy. You will need highly responsible personnel who have the required technical skills, and efficient supervisors who would adhere to your business values. To ensure a structured and organized management, you must first make a theme park business model.

To manage your finances, you should also analyze how much does it cost to run an amusement park in your business model. If you don’t have a clear idea of startup costs, you should explore some amusement park business plan examples like this one to get an analogous idea of your finances.

2.3 Customers of Theme Park

The customers of a theme park can be categorized in the following groups:

• Youngsters & Adults
• Senior Citizens

2.4 Business Target

The business target of Holiday Ventures is to establish a name in amusement park business domain. The startup aims to include more activities and entertainment opportunities by the end of first five years. Financially, the company’s profitability targets can be seen from the following graph.

Company Summary

3.1 company owner.

Holiday Ventures will be owned by Adam Redford. Adam completed his MBA from Harvard University and proceeded to work in notable institutes as senior manager. After serving as an operation manager in Herschend Family Entertainment for seven years, Adam has decided to launch his own business.

3.2 Why the amusement park business is being started

Adam always wanted to start his own business. Due to his inclination towards recreation and entertainment industry, he decided to build a theme park. He had several ideas to bring innovation in amusement parks. As without innovation it would be very difficult to earn fame in a field so saturated.

3.3 How the amusement park business will be started

Step1: Create amusement park business plan template

The first step is to explore how to create an amusement park. After detailed research, you would have to prepare an accurate business plan for your startup. Ideally, the business plan must contain accurate resources, expenses, management system, and financial projections of your business.

Step2: Risk Analysis

Before launching your startup, you must carry out a detailed marketing and risk analysis. Your critical risks problems and assumptions business plan amusement park must study

• Positive and negative risks involved in starting this business.
• Proper strategies to avoid, deflect, or resolve risks.

The risks may range from unexpected injuries, mechanical hazards, technical issues, financial ups and downs, and more.

Step3: Define the Brand/ Establish Physical Presence

After planning all the aspects of your business you should start establishing a physical presence. It is the time when you acquire licenses and registrations – while also hiring staff for running your business. Procuring the inventory and installation of rides, games, and other entertainment staff must also be started side-by side.

Step4: Web & Social Media Presence

Through using online tools, you can run cost-effective campaigns to let your target customers know about you. Moreover, establishing online presence can help you in managing large scale operations such as ticketing systems etc. in a much efficient way.

Step5: Promote and market

Lastly, you have to start executing your advertisement and sales strategy to gain more and more customers.

Services of Amusement Park

Amusement parks may contain many types of entertainment and services. Since it takes a lot of planning and management in organizing each activity, you must decide your offerings as early as possible. Before you make an amusement park business plan, you should decide the services you want to provide.

In this amusement park project report sample we’re listing the services of Holiday Ventures. So that you can get an idea of what type of entertainment is in demand these days.

Amusement Rides & Fun Game Challenges

At us our customers will find a huge variety of amusement rides and games. Our major offerings in amusement rides and family fun activities will include:

• Roller Coaster Ride
• Train Rides
• Pendulum Ride
• Frisbee Ride
• Pirate Ship Ride
• Drop Tower Ride
• Amusement Slides

Our fun game challenges will include:

• Skipping Stones
• Ball Cupping
• Bridge Ball
• Bridge the gap
• High Rollers
• Mud Skipping
• Ride the Wave
• Slippery Wall Climbing

Gardens & Picnic Services

For families who would want to arrange reunion and picnics, we’ll offer immersive and natural garden areas. We’ll also facilitate them by arranging peaceful and recreational outdoor space for them.

Themed Events, Shows & Nights

We’ll also organize themed shows, magic shows and musical nights. Through our website and social media accounts, we’ll keep our customers’ updated about the incoming activities.

High Quality Food

To provide our visitors with one-in-all recreation, we’ll offer high quality local food and some international cuisines.

Marketing Analysis of Amusement Parks Business

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excellent work, competent advice. Alex is very friendly, great communication. 100% I recommend CGS capital. Thank you so much for your hard work!

After having an in-depth knowledge of how to start amusement park you must start doing marketing analysis. Marketing analysis studies the current and forecasted market stats to analyze whether a business can succeed in a marketplace or not.

Moreover, this analysis explores the interest and expectations of potential customers. Knowing your customers will help you in predicting their buying trends and estimating monthly and yearly sales. Through a rough idea of expected, optimistic and pessimistic sales, you can define amusement park feasibility study pdf. Overall, the information will help you in setting pricing policies that can enable to earn profit while also drawing more and more people to your site.

In this business plan small amusement park we’re providing the marketing analysis done for Holiday Ventures. It is recommended to do marketing analysis according to your specific location, if you are starting this business. The stats will also be different in case you’re looking for indoor amusement park business plan.

5.1 Market Trends

Hundreds of amusement park businesses are running in the United States. However, only a few of them are well-known and profitable. According to IBISWorld, amusement parks all over the U.S. collectively holds a market size of $13 billion. The business is expected to grow and earn more annual revenue in the coming years. This growth and profitability is forecasted on the basis of newer trends that business owners are incorporating in their amusement parks.

5.2 Marketing Segmentation

Our potential customers are divided into the following groups:

5.2.1 Youngsters & Adults

Youngsters and adults living in our city will be our primary customers. Young people are enthusiastic to take thrill rides and participate in physical activities. Thus, they are expected to avail all of our services.

5.2.2 Teenagers

Secondly thrill-seeking teens will also be our target customers. As people of this age group are usually careless, we will ensure strict supervision by our guides and instructors. This will be done to ensure their safety and protection.

5.2.3 Senior Citizens

Senior citizens are not likely to take part in our amusement activities. However, we believe that they will avail our space for reunions and picnics. They are also expected to roam around in the facility to explore our beautiful gardens.

5.2.4 Tourists

Tourists who will be looking for thrilling and joyful break will also be our potential customers.

5.2.5 Children

Though we are not providing any entertainment specifically for kids. Still, we believe them to enjoy our simple rides and slides.

5.3 Business Target

• To earn a net profit margin of $32k per month by the end of the third year.
• To expand our offerings and also include water sports by the end of the first five years.
• To achieve an average rating above 4.75 within 6 months of our launch.
• To achieve a Net Promoter Score above 75% within a year of our launch.
• To maintain a Customer Satisfaction Score above 90% throughout our service years.

5.4 Product Pricing

Our prices are almost in the same range as that of our competitors. However, the prices of food items are a little higher due to the supreme quality we’re providing.

Marketing Strategy of Amusement Park Business

After you know everything about how to build an amusement park, you should start exploring ways to promote it. In this sales strategy, you can see the competitive aspects and advertisement plan of Holiday Ventures.

6.1 Competitive Analysis

Our first competitive advantage is that we are providing an all-in-one recreation. At a single place, our customers will be able to enjoy thrilling rides, arrange friends’ and family reunions, and enjoy high quality food and drinks.

Secondly, we’ll develop an overall schedule business plan for amusement park to update our customers about the upcoming themed events.

Lastly, we’ll make the best possible use of technology. Through our website, our customers will be able to book area and time for their reunions. And issue any guidelines or requirements regarding their picnic/ event.

6.2 Sales Strategy

• We’ll advertise us through Google Local ads Services, social media, and local newspapers.
• We’ll offer a 60% discount on our amusement rides and fun outdoor games for the first two months of the launch.
• We’ll keep track of our repeat customers through online transactions, to offer them exclusive benefits.
• After every $140 transaction, we’ll gift $30 to our customers. The gifted amount will be valid for one month.

6.3 Sales Monthly

6.4 Sales Yearly

6.5 Sales Forecast

Personnel plan

Since there are a lot of risks involved in running an amusement park, you’ll need highly responsible and efficient staff to help you manage it. In this free sample amusement park business plan, we’re listing the staff recruited by Holiday Ventures along with their expected salaries.

7.1 Company Staff

• 1 Operation Manager
• 1 Sales Manager
• 5 Lifeguards and Instructors
• 8 Recreation Workers
• 1 Amusement Ride Engineer to assure technical assistance
• 2 Technicians to help maintain mechanical infrastructure
• 3 General Amusement Park Attendants
• 1 Web Developer to develop and maintain company’s sites
• 1 Sales Executive to execute the marketing business strategy
• 2 Parking Attendants
• 4 Cooks & Waiters

7.2 Average Salary of Employees

Financial plan.

Starting an amusement park requires a lot of investment. First, you’ll need to purchase or rent a large space for amusement rides and games. Second, the cost of amusement rides, their installation and maintenance are also high. Therefore, it is essential to make a detailed financial plan to realize accurate amusement park construction costs.

Your financial plan should state major strategies to balance your investment with the earned profits. Moreover, by analyzing break-even, profit and loss projections, balance sheets, and gross margins, your plan should figure out a financial trajectory to prevent you from running into loss.

To give you an idea of how to develop an accurate financial plan, we’re providing the financial plan of Holiday Ventures here.

8.1 Important Assumptions

8.2 break-even analysis.

8.3 Projected Profit and Loss

8.3.1 profit monthly.

8.3.2 Profit Yearly

8.3.3 Gross Margin Monthly

8.3.4 Gross Margin Yearly

8.4 Projected Cash Flow

8.5 Projected Balance Sheet

8.6 business ratios.

Download Amusement Park Business Plan Sample in pdf

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Amusement Park Business Plan

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It should be noted that there is no special software required to use these templates. All business plans come in Microsoft Word and Microsoft Excel format. Each business plan features:

• Excecutive Summary
• Company and Financing Summary
• Products and Services Overview
• Strategic Analysis with current research!
• Marketing Plan
• Personnel Plan
• 3 Year Advanced Financial Plan
• Expanded Financial Plan with Monthly Financials
• Loan Amortization and ROI Tools
• FREE PowerPoint Presentation for Banks, Investors, or Grant Companies!

1.0 Executive Summary

The purpose of this business plan is to raise $20,000,000 for the development of a an amusement park while showcasing the expected financials and operations over the next three years. Amusement Park, Inc. (“the Company”) is a New York based corporation that will provide customers with a massive regional amusement park that will be available for Amusement Park operations on site. The Company was founded by John Doe.

1.1 Products and Services

The primary revenue center for the business will come from the ongoing usage of the Company’s amusement park facility for roller coaster rides, arcade games, water slides, and other common rides that are associated with amusement parks.

The business will generate secondary revenues from concession sales, product sales, and other products.

The third section of the business plan will further describe the services offered by the Amusement Park.

1.2 The Financing

Mr. Doe is seeking to raise $20,000,000 from an investor(s). Mr. Doe expects to sell a 50% equity interest in the business in exchange for the requisite capital. The tentative terms of this agreement can be found in the second section of the business plan. The financing will be used for the following:

Development of the Company’s Amusement Park location.

Financing for the first six months of operation.

Capital to purchase FF&E and other equipment for the Amusement Park.

1.3 Mission Statement

Amusement Park, Inc.’s mission is to become a well known amusement park facility for people within the Company’s targeted market.

1.4 Mangement Team

The Company was founded by John Doe. Mr. Doe has more than 10 years of experience in the entertainment management industry. Through his expertise, he will be able to bring the operations of the business to profitability within its first year of operations.

1.5 Sales Forecasts

Mr. Doe expects a strong rate of growth at the start of operations. Below are the expected financials over the next three years.

1.6 Expansion Plan

The Founder expects that the business will aggressively expand during the first three years of operation. Mr. Doe intends to implement marketing campaigns that will effectively target individuals that are interested in amusement park facilities.

2.1 Registered Name and Corporate Structure

Amusement Park , Inc. The Company is registered as a corporation in the State of New York .

At this time, the Amusement Park requires $20 million funds. Below is a breakdown of how these funds will be used:

2.3 Investor Equity

At this time, the Company is seeking to sell a 50% equity interest in the business for the requisite capital sought in this business plan. The investor(s) will also receive a seat on the board of directors and a regular stream of dividends starting in the first year of operation. Please reference the Company’s private placement memorandum for more information regarding the specifics of this investment.

2.4 Management Equity

After the requisite capital is raised, Mr. Doe will retain a 50% ownership in the business.

2.5 Exit Strategy

The Management has planned for three possible exit strategies. The first strategy would be to sell the Company to a larger entity at a significant premium. Since, the amusement park industry maintains a moderate risk profile once the business is established; the Management feels that the Company could be sold for ten to fifteen times earnings.

The second exit scenario would entail selling a portion of the Company via an initial public offering (or “IPO”). After a detailed analysis, it was found that the Company could sell for twenty times earnings on the open market depending on the business’s annual growth rate and strength of earnings. However, taking a company public involves significant legal red tape. Amusement Park, Inc. would be bound by the significant legal framework of the Sarbanes-Oxley Act in addition to the legal requirements set forth in form S1 of the Securities and Exchange Commission. The Company would also have to comply with the Securities Act of 1933 and the Exchange Act of 1934.

The last exit scenario would involve the use of a private placement memorandum to raise capital from private sources. This is also a significantly expensive process that requires the assistance of both an experienced securities law firm and an investment bank. Funds would be raised from private equity and merchant banking sources in exchange for a percentage of the Company’s stock.

3.0 Products and Services

3.1 Amusement Park Operations

Management intends to develop five roller coasters as well as two water slide rides that will be provided as the primary source of entertainment to visitors. The business will primarily generate income through the sale of admission to the Amusement Park while concurrently generating income from individuals that purchase yearly passes to the Amusement Park.

Management intends to use $13 million of financing in order to develop these rides and the amusement park facility.

3.2 Concessions and Products

The secondary revenue stream for the business will come from the ongoing sale of concessions and products as it relates to events and daily admissions that are related to the Amusement Park facility. This revenue center will ensure that the business remains profitable and cash flow positive at all time.

4.0 Strategic and Market Analysis

4.1 Economic Outlook

This section of the analysis will detail the economic climate, the amusement park industry, the customer profile, and the competition that the business will face as it progresses through its business operations.

Currently, the economic market condition in the United States is moderate. Unemployment rates have declined while asset prices have risen substantially. As such, now is a strong economic climate for starting an Amusement Park. During times of economic recession, the business may have issues with top line income.   

4.2 Industry Analysis

Within the United States , there are approximately 2,000 amusement park complexes that operate on a for profit basis or a not for profit basis. Each year, these businesses generate approximately $20 billion of revenues while providing jobs to more than 312,000 people. Annual payrolls in each of the last five years have exceeded $8 billion.

This is a mature industry, and the expected future growth rate is expected to remain in lockstep with that of the general economy. Due to the high costs associated with developing an Amusement Park– the associated costs with developing this facility should generate a very high return on investment.

4.3 Customer Profile

The Amusement Park average client will be an upper middle class man or woman that enjoys amusements parks as family entertainment. Common traits among clients will include:

Annual household income exceeding $35,000.

Will spend $100 to $250 per person (only a daily visit basis) per visit to the Amusement Park.

Is located within 200 miles of the Company’s Amusement Park location.

4.4 Competitive Analysis

This is one of the sections of the business plan that you must write completely on your own. The key to writing a strong competitive analysis is that you do your research on the local competition. Find out who your competitors are by searching online directories and searching in your local Yellow Pages. If there are a number of competitors in the same industry (meaning that it is not feasible to describe each one) then showcase the number of businesses that compete with you, and why your business will provide customers with service/products that are of better quality or less expensive than your competition.

5.0 Marketing Plan

Amusement Park, Inc. intends to maintain an extensive marketing campaign that will ensure maximum visibility for the business in its targeted market. Below is an overview of the marketing strategies and objectives of the business.

5.1 Marketing Objectives

Develop an online presence by developing a website and placing the Company’s name and contact information with online directories.

Establish relationships with the local community of the target market.

Establish a broad based public relations firm to target people living within Amusement Park, Inc.'s target market radius.

5.2 Marketing Strategies

Management intends to use a qualified advertising and marketing firm to help the Amusement Park reach its intended audience of people living in the Company’s targeted market. This campaign will include the use of traditional print and media advertising as well as the Internet. Direct advertising campaigns will be of significant importance to the Company as the business is offering its services to a specified group of middle and upper income people.

Timely coverage of the Company and its Amusement Park and related facilities will be further directed through ongoing press relations, news releases and feature stories targeted at key professional communities and other media outlets. Publicity activities will be designed to generate ongoing coverage about the Amusement Park in targeted media by providing writers and editors with newsworthy releases, features, stories, briefs, and visual material for their columns and stories. In depth coverage may also be obtained about the Company by hosting in-house interviews to be conducted by our company spokesperson, John Doe.

5.3 Pricing

In this section, describe the pricing of your services and products. You should provide as much information as possible about your pricing as possible in this section. However, if you have hundreds of items, condense your product list categorically. This section of the business plan should not span more than 1 page.more than 1 page.

6.0 Organizational Plan and Personnel Summary

6.1 Corporate Organization

6.2 Organizational Budget

6.3 Management Biographies

In this section of the business plan, you should write a two to four paragraph biography about your work experience, your education, and your skill set. For each owner or key employee, you should provide a brief biography in this section.

7.0 Financial Plan

7.1 Underlying Assumptions

The Company has based its proforma financial statements on the following:

Amusement Park will have an annual revenue growth rate of 17% per year.

The Founder will acquire $20 million of capital to start the business.

The Amusement Park property will hav an annual appreciation rate of 6%.

7.2 Sensitivity Analysis

In the event of an economic downturn, the business may have a decline in its revenues. Going to an Amusement Park is typically considered to be a luxury expense and during times of deleterious economic conditions, the business may have issues with its top line income. Additionally, the high margins generated by the business will ensure its continued profitability despite moderate decreases in revenue.

7.3 Source of Funds

7.4 General Assumptions

7.5 Profit and Loss Statements 

7.6 Cash Flow Analysis

7.7 Balance Sheet

7.8 General Assumptions

7.9 Business Ratios

Expanded Profit and Loss Statements

Expanded Cash Flow Analysis

Amusement Park Business Plan

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Resources On Amusement Park

• Financial Model
• Value Proposition
• One-Page Business Plan
• SWOT Analysis
• Business Model
• Description

Executive Summary

Products & services, market analysis, marketing plan.

• Management Plan
• Financial Plan

The ThrillCo Amusement Park is solving the problem of limited ride options and outdated facilities in the amusement park industry. Many amusement parks offer a limited number of ride options with outdated technology and amenities.

Additionally, visitors are often restricted to purchasing expensive all-access passes, even though they may only be interested in a few specific rides. This lack of options and flexibility can lead to a negative customer experience. ThrillCo Amusement Park fills the need for customers seeking convenient and flexible pay-per-ride options with a wider range of high-quality, modern rides and amenities.

Target Market

Competition.

ThrillCo Amusement Park will be competing against several other established amusement parks in the Orlando, Florida area, including Walt Disney World and Universal Studios. These parks offer a wide range of attractions, rides, and services, and have loyal customer bases. Our company will differentiate itself by offering a unique and thrilling experience with a focus on providing convenience and flexibility through the pay-per-ride business model. We aim to establish ourselves as a top player in the market through the use of modern technologies and exceptional customer service.

Financial Summary

Key highlights of the financial plan that covers costs, sales, and profitability are:

• The company plans to raise $30 million in capital
• The funds will be used for construction and maintenance of rides and facilities, marketing and advertising expenses, employee salaries and benefits, and administrative and operational costs
• The company aims to generate revenues of $20 million in the first year of operations
• The revenue stream is expected to increase by 25% in the second year
• The company anticipates achieving an all-time high of $60 million in revenue by the fifth year of operations
• The pay-per-ride business model will be the main revenue stream
• The company will invest in technology aimed at improving customer experience, such as online ticket sales and digital payment solutions
• The cost structure includes maintenance and operation of rides, employee salaries and benefits
• The key resources include amusement park rides, employees, technology for ticketing and payment
• The channels for sales include direct sales at amusement parks, online ticket sales, and marketing through various channels

The financial plan aims to achieve profitable growth for the company while providing customers with a positive amusement park experience.

Funding Requirements

To launch the ThrillCo Amusement Park, we require a significant amount of funding to cover the following expenses:

• Construction and maintenance of rides and facilities: $20 million
• Marketing and advertising expenses: $5 million
• Employee salaries and benefits: $3 million
• Administrative and operational costs: $2 million

In total, we need to raise $30 million in capital through a combination of equity investment and debt financing. This funding will enable us to create a state-of-the-art amusement park that offers unique and thrilling rides to visitors from around the world. We are confident that this investment will lead to significant revenue streams and a successful, profitable business in the long term.

Milestones and Traction

Problem worth solving.

The problem worth solving through ThrillCo Amusement Park is the lack of convenient and flexible payment options for visitors to amusement parks. Many amusement parks require customers to purchase tickets or wristbands for a set price, regardless of how many rides they plan to go on. This can be an inconvenience for visitors who may only want to go on a few rides, or those who want to try out new attractions without committing to a full day pass.

Through the pay-per-ride business model, ThrillCo Amusement Park aims to provide customers with a more convenient and cost-effective way to enjoy the park. Visitors will be able to pay for rides as they go, without having to commit to a full day pass or spend more money than necessary. This model encourages visitors to explore more attractions and have a better overall experience at the park.

Furthermore, the use of technology for ticketing and payment will make the process even more convenient and efficient for customers. Through online ticket sales and digital payment solutions, visitors can avoid long lines at ticket booths and have a more seamless experience at the park.

Our Solution

Validation of problem and solution, product overview.

ThrillCo Amusement Park will provide visitors of all ages with an unforgettable experience full of fun, excitement, and thrills. Our amusement park will feature a wide variety of rides, including roller coasters, water rides, and carnival games, among many other attractions.

The pay-per-ride business model we offer aims to provide our customers with convenience and flexibility by allowing them to pay for the rides they choose to experience. Whether our customers want to ride a single attraction or enjoy a whole range of attractions throughout the day, our pay-per-ride model will cater to their needs.

Our products and services benefit our customers by creating a unique and unforgettable experience while providing the convenience and flexibility they desire. We aim to deliver exceptional customer experience, with high-quality amenities and a safe and clean environment for our visitors. As the top amusement park in Orlando, Florida, and the US, we strive to become a sought-after destination for thrill-seekers from all over the world.

Our Products & Services roadmap includes the steps taken so far to establish ThrillCo Amusement Park, along with an outline of future plans to grow our business:

Market Segmentation

The market segmentation for the amusement park business plan includes families, thrill-seekers, tourists, young adults, and corporate groups. Families are the largest segment, followed by thrill-seekers and tourists. Young adults and corporate groups are smaller segments, but still offer some market potential. By catering to the needs and preferences of each segment, the amusement park can attract a diverse range of visitors and maximize revenue.

Target Market Segment Strategy

The ideal customer for our amusement park business would be families with children and teenagers who are looking for a fun and thrilling day out. Our pay-per-ride business model provides convenience and flexibility for those who may not want to commit to a full day at the park with a set price. By offering a variety of rides and attractions, we can appeal to a wide range of interests and age groups. Our goal is to create an enjoyable and memorable experience for all visitors, regardless of their budget or time constraints.

Key Customers

Our ideal customer archetype is the family who enjoys spending time together at amusement parks. They are usually parents in their mid-30s with young children. They value safety and cleanliness in the park, as well as a variety of age-appropriate rides. These families are our main advocates, as they often share their positive experiences with friends and on social media, encouraging others to visit our park. We aim to provide them with a memorable and enjoyable experience, ensuring their loyalty and repeat visits.

Future markets

Based on the previous analysis, the potential market for our amusement park is significant, with a focus on visitors seeking a unique and thrilling experience. As we continue to expand and optimize our business model, we plan to target additional customer segments, such as families with young children, by introducing more child-friendly rides and attractions.

Moreover, we plan to leverage emerging technologies, such as virtual and augmented reality, to provide our customers with an innovative and immersive experience. By continuously investing in new rides, technologies, and marketing campaigns, we aim to remain competitive and appeal to a broad range of customers.

Here is a potential list of competitors in the amusement park industry:

While there are several competitors in the amusement park industry, our pay-per-ride model offers convenience and flexibility for customers, and increased revenue for amusement parks, differentiating us from traditional admission-based models.

Marketing and Sales Plan

Our marketing and advertising strategy is centered around reaching out to our target audience and providing them with a personalized and engaging experience. Our goals include raising awareness about our amusement park and increasing ticket sales.

We plan on utilizing various advertising channels such as social media platforms, television commercials, billboards, and radio ads to reach our target audience. Our advertising costs will vary depending on the channel we choose and the duration of the campaign. We are also exploring strategic partnerships with local hotels and travel agencies to offer bundled packages to their customers.

We will prioritize building a strong online presence by creating an attractive and user-friendly website. Our website will allow customers to view ride options, purchase tickets in advance, and get information about our park. We will also utilize search engine optimization to ensure our website ranks high on search engine results.

Additionally, we plan on investing in customer service training for our employees to ensure that every visitor has a positive experience and is likely to return. We will also encourage our satisfied customers to leave positive reviews on social media and other platforms to build brand reputation.

Location and Facilities

ThrillCo Amusement Park will be located in Orlando, Florida, one of the most popular tourist destinations in the US. Our park will be situated on a 100-acre property that will allow for the construction of numerous rides and facilities. The location was chosen for its central location and accessibility to visitors from all over the world.

The cost of operation in Orlando is relatively high due to the competitive nature of the tourism industry. However, the high number of visitors to the area ensures that there will be a steady flow of customers to the park. The cost of rent, utilities, and taxes will be factored into our cost structure, and we plan to keep these expenses as low as possible while still maintaining high-quality amenities and services.

Our park will be designed with visitors in mind, and we plan to offer various facilities such as restaurants, restrooms, and seating areas for visitors to relax and enjoy the surroundings. We will also have a team dedicated to keeping the park clean and safe for visitors, ensuring an unforgettable experience for everyone who visits ThrillCo Amusement Park.

Equipment and Tools

Running an amusement park requires a significant amount of equipment and tools to ensure successful and safe operations. Here is an outline of the required equipment and tools along with the cost associated with purchasing or renting them:

As you can see, the cost of the equipment and tools needed to operate an amusement park is substantial. However, investing in these items is crucial to ensuring a successful business that provides customers with a positive experience.

Management and Organization

Organizational structure.

The amusement park business will have a hierarchical organizational structure, with the top level consisting of the CEO, CFO, and COO. These individuals will be responsible for overall management, financial planning, and operations management, respectively. The mid-level managers will include a Marketing Manager, HR Manager, and Ride Manager, and will report to the top-level executives. Entry-level positions will include Ride Operators and Ticket Sales Representatives who will report to the mid-level managers. Communication and flow of information will be streamlined through regular meetings and reports.

Management Team

As our amusement park continues to grow and expand, we anticipate taking on a strong leadership team to help guide our business. Some potential candidates for high-level management roles within our company include individuals with extensive experience in the hospitality and tourism industries, as well as those with a background in finance and operations management. Our goal is to assemble a team of professionals who are dedicated to providing exceptional customer service and promoting a fun and safe environment for our visitors.

Management team gaps

At present, the management team for the proposed amusement park business plan lacks expertise in the areas of marketing and finance. While there are team members with operational and technical skills, there is a need to hire individuals who can bring in knowledge and experience in developing marketing strategies and managing financial aspects such as budgeting, forecasting, and risk management. The company plans to hire qualified candidates to fill these positions and build a well-rounded management team to successfully launch and operate the amusement park.

Personnel Plan

Below is a table of potential positions that we expect to require in order to run our amusement park effectively:

We will offer competitive salaries and benefits packages to attract and retain top talent in all positions. We will also provide ongoing training and development opportunities to ensure our staff is equipped to provide the best possible service to our guests.

Company History and Ownership

ThrillCo Amusement Park was founded in 2021 by a team of experienced entrepreneurs in the amusement park industry. The team has a combined experience of over 50 years in the planning, development, and management of amusement parks across the US.

The team has been involved in some of the most successful amusement park ventures in the country, and they bring this expertise to ThrillCo. The team has a clear vision for the company, and they believe they can achieve their goal of becoming the top amusement park in the US.

The ownership structure of ThrillCo Amusement Park is closely held. The company is owned by the founding team, with each member holding an equal share of the ownership. The team has a clear division of responsibilities, with each member leading a separate department to ensure the effective management of the company.

Key Metrics

The following Key Performance Indicators (KPIs) will help us gauge the overall performance and health of our amusement park business:

• Admissions and ticket sales
• Average revenue per customer
• Ride occupancy rate
• Employee satisfaction and turnover rate
• Cleanliness and safety ratings
• Customer reviews and ratings
• Repeat business and customer loyalty

By analyzing these KPIs regularly, we can identify areas for improvement and make informed decisions to enhance the overall customer experience while also maintaining a profitable business model.

Financial Plan and Metrics

Sales forecast.

Below is the projected sales for the next three years (2023, 2024, 2025) broken down by product categories:

We anticipate a 25% increase in revenue streams in the second year and expect to achieve an all-time high of $60 million in revenue by the fifth year of operations. With the implementation of the pay-per-ride business model and our focus on improving customer experience through technology, we are confident in our ability to achieve these sales targets.

Starting an amusement park can be expensive, and it's essential to plan for the costs associated with getting your business up and running. Here are the expected or incurred costs for starting and operating the park:

Operational Expenses

After the park is open, the following are the estimated operational expenses for maintaining and running the business:

It's important to remember that these figures are estimates and that actual costs may vary. As your business grows, so too will your expenses, and it's crucial to have a financial plan in place to manage your costs effectively.

Projected Profit and Loss

Here is the projected profit and loss statement for ThrillCo Amusement Park for the next three years:

As the table shows, we expect to generate $20 million in the first year, $25 million in the second year, and reach an all-time high of $60 million in the fifth year. Our COGS (Cost of Goods Sold) is estimated to be $5 million in the first year, increasing to $6.25 million in the second year and $15 million in the fifth year. The gross margin percentage will remain constant, at 75%. Our overall expenses list is estimated to be $10 million in the first year, $11.5 million in the second year, and $15 million in the fifth year. We are projected to make a profit of $5 million in the first year and reach a profit of $30 million in the fifth year, with the profit percentage increasing from 25% in the first year to 50% by the fifth year.

Projected Cash Flow

Here is a three-year cash flow statement for ThrillCo Amusement Park:

As seen in the projected cash flow statement, ThrillCo Amusement Park is expected to generate significant revenue streams and achieve profitability by the second year of operations. By providing customers with the convenience of pay-per-ride options, we anticipate a steady inflow of cash while maintaining manageable outflows for maintaining and operating rides, paying employee salaries and benefits, and handling administrative and operational costs.

Projected Balance Sheet

Below is the projected balance sheet for the next three years (2023, 2024, 2025) of the Amusement Park business:

The balance sheet shows that the company is projected to have a solid financial standing in the coming years, with assets and equity increasing each year. The liabilities are also projected to increase, which is expected as the company grows and invests in new rides and infrastructure. Overall, the projected balance sheet demonstrates the financial stability and potential for growth of the Amusement Park business.

As part of our financial plan and metrics, we intend to hire a team of skilled and experienced individuals to maintain and operate our amusement park rides. We will offer competitive compensation packages to ensure that we attract and retain the best talent in the industry.

Our personnel plan will include ride operators, maintenance staff, customer service representatives, and administrative staff. We will hire full-time, part-time, and seasonal employees, depending on our business needs. All employees will play a crucial role in the success of our business, and we will provide ongoing training to ensure they have the skills and knowledge required to perform their duties effectively.

We will also encourage teamwork and collaboration among our employees to foster a positive work environment and ensure seamless business operations. Our personnel plan will be regularly reviewed and adjusted as necessary to ensure it aligns with our strategic business goals and objectives.

Use of Funds

The $30 million funding will primarily be used for the construction and maintenance of rides and facilities, as well as marketing and advertising expenses to promote the amusement park's offerings. Employee salaries and benefits, as well as administrative and operational costs, will also be covered with the funding. This information will be shared with investors or lenders to provide a clear breakdown of how the funds will be used to achieve the amusement park's financial and operational goals.

Exit Strategy

Our plan is to operate the amusement park business for the long term and continue to grow and expand. However, we understand the importance of having a solid exit strategy in place. Our preferred exit strategy is to explore acquisition opportunities with larger amusement park companies that may be interested in acquiring our business for its valuable assets and customer base. We will also consider selling the business to interested parties or passing it along to a family member or trusted employee if it aligns with our goals and objectives.

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AMUSEMENT PARK BUSINESS PLAN TEMPLATE

Scroll down to download your Amusement Park business plan template

Explore Options to Get a Business Plan.

• Business Plans can help to articulate and flesh out the business’s goals and objectives. This can be beneficial not only for the business owner, but also for potential investors or partners
• Business Plans can serve as a roadmap for the business, helping to keep it on track and on target. This is especially important for businesses that are growing and evolving, as it can be easy to get sidetracked without a clear plan in place.
• Business plans can be a valuable tool for communicating the business’s vision to employees, customers, and other key stakeholders.
• Business plans are one of the most affordable and straightforward ways of ensuring your business is successful.
• Business plans allow you to understand your competition better to critically analyze your unique business proposition and differentiate yourself from the market.
• Business Plans allow you to better understand your customer. Conducting a customer analysis is essential to create better products and services and market more effectively.
• Business Plans allow you to determine the financial needs of the business leading to a better understanding of how much capital is needed to start the business and how much fundraising is needed.
• Business Plans allow you to put your business model in words and analyze it further to improve revenues or fill the holes in your strategy.
• Business plans allow you to attract investors and partners into the business as they can read an explanation about the business.
• Business plans allow you to position your brand by understanding your company’s role in the marketplace.
• Business Plans allow you to uncover new opportunities by undergoing the process of brainstorming while drafting your business plan which allows you to see your business in a new light. This allows you to come up with new ideas for products/services, business and marketing strategies.
• Business Plans allow you to access the growth and success of your business by comparing actual operational results versus the forecasts and assumptions in your business plan. This allows you to update your business plan to a business growth plan and ensure the long-term success and survival of your business.
• Executive Summary
• Company Overview
• Industry Analysis
• Consumer Analysis
• Competitor Analysis & Advantages
• Marketing Strategies & Plan
• Plan of Action
• Management Team

The financial forecast template is an extensive Microsoft Excel sheet with Sheets on Required Start-up Capital, Salary & Wage Plans, 5-year Income Statement, 5-year Cash-Flow Statement, 5-Year Balance Sheet, 5-Year Financial Highlights and other accounting statements that would cost in excess of £1000 if obtained by an accountant.

To complete your perfect Amusement Park company business plan, fill out the form below and download our Amusement Park business plan template. The template is a word document that can be edited to include information about your Amusement Park business. The document contains instructions to complete the business plan and will go over all sections of the plan. Instructions are given in the document in red font and some tips are also included in blue font. The free template includes all sections excluding the financial forecast. If you need any additional help with drafting your business plan from our business plan template, please set up a complimentary 30-minute consultation with one of our consultants.