The Spot is a new night club that will focus on attracting the students of State University, with a student population that exceeds 22,000 and growing by 15% each year. The night club will be located one block away from the main campus. The area already has three bars that have been thriving for the past 10 years. Each establishment has long lines waiting for entry each weekend. Recently, commercial space has become available next to the campus when two adjacent business relocated. The Spot will consolidate this space into a 5,000 square foot night club. The location is on the main street most often used by students.
Once opened, the Spot will have the exceptional management team to guide its success. The Spot's three owners, Robert Shaw, Jill Morse, and Sheila Thompson, have over 25 years of night club management experience between them. Robert has been the manager of Tom's Landing, the most popular bar in the university area, for the past five years. Jill and Sheila are co-owners of Olympus, a popular downtown night club that has dominated the city's club scene for the past four years.
It's not the lights; it's not the liquor; and it's not the sound. It's the people!
And its the FUN! Successful nightclubs are based on an accurate understanding of the core customers. The mission of the Spot is to create a nightclub environment that satisfies the changing tastes and expectations of our core customers; i.e. college-age women. If the women come, the men will follow. In order to achieve this goal, we must constantly improve our response to the customers' entertainment needs.
1.2 Keys to Success
Provide exceptional service that leaves an impression with our core customers.
Consistent entertainment atmosphere and product quality.
Managing our internal finances and cash flow to enable upward capital growth.
Strict control of all costs, at all times, without exception.
Capitalize on excellent location opportunity.
Launch the venue with a highly publicized grand opening event in the spring of Year 1.
Maintain tight control of costs, operations, and cash flow through diligent management and automated computer control.
Maintain food costs below 33% of food revenue.
Maintain total beverage costs below 25% of beverage revenue.
Exceed £1 million in annual sales by the third year of plan implementation.