TABLE OF CONTENTS
Section
Heading
Page
A
Executive Summary
2
B
Business overview
4
C
Industry Overview
6
D
Marketing strategy
8
E
Management and Staffing
10
F
Implementation Plan
11
G
Financial Plan
12
H
Annexure
13
1
A
EXECUTIVE SUMMARY
3.
Executive summary
3.1
Business Description
Bethesda Holiday resort is a start business that will operate a holiday resort with overnight
facilities; recreational facilities (quad bikes; put-put; sport centre; restaurant; game camp);
conferencing and workshop facilities. The activities offered will also include camping and
caravan facilities a swimming pool etc.
The land is currently agricultural and has the following structures namely a house with
outbuildings and a storeroom used for packing of grapes.
This plan serves to illustrate the developmental potential that will evolve from the establishment
of a holiday resort and entertainment centre.
3.2
Ownership and Management
Bethesda Holiday resort is a close cooperation belonging to Mr John Marsh. The owner will
obtain the services of a skilled management team to operate the business with the aim of
providing cutting edge services.
The business will be operated from a farm owned by the developer. The site is approximately
12km from Upington and adjacent to a township called Louisvale. The land is held under
T91097/2005 and is paid off.
3.3
Key initiatives and Objectives
This business plan serves to detail the direction, vision and planning to achieve my goals for
the provision of superior and comprehensive holiday resort coupled with recreational facilities.
Our main objectives could be described as;
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
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
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3.4
Implement the cost-effective promotional strategy that would ensure the
implementation of the project
Achieve a minimum of 25% return and referral visits
Provide local; regional and international facilities to the public
Track and direct growth of the proposed business
Ensure the sustainable operation of the business
Marketing opportunities
In light of the research done, the target market will be tourists; local families; business people
and back packers. The business will also seek to service businesses per se in the form of
conferencing and workshop facilities and will embark on a marketing plan to solicit such
opportunities. Studies will be done on an ongoing basis to learn the changing needs and best
practices of the market to operate throughout the year.
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3.5
Competitive Advantages
The Holiday resort operates within the Siyanda district. Bethesda will be the only one owned
and managed by a PDI-individual. The services of Bethesda will however differ from the
existing product entities in that it will combine recreational and accommodation facilities
simultaneously.
3.6
Marketing strategy
Bethesda Holiday resort will market itself locally; nationally and internationally so as to
maximise knowledge of our product and will obtain membership of industry associations that
will promote it.
Brochures and pamphlets will be distributed amongst our guests; institutions and private
persons.
Special incentives will be offered locally to enhance the occupation and ongoing basis.
3.7
Summary of Financial Projections
The business will apply for a loan of R11 167 818 from a financial institution for a period of 10
years to start up the venture. As there are not many facilities in place, costs are very high.
Costs will lower substantially as there would be must lower expenditures involved.
3.8
Conclusion
This business is a viable project and has a big success potential if operated sufficiently.
3
B.
BUSINESS OVERVIEW
4.1
Business History
Bethesda Holiday resort is a closed cooperation, registered on 12 May 2008 with registration
number 2007/238384/23 and will be a resort establishment with overnight accommodation,
restaurant, conference facilities, camping and caravan facilities and entertainment facilities.
4.2
Ownership and Management
The business will be a one man business. Management will be handled by the owner and he
envisages appointing the following management staff:
Managers:
Administrative (Bookings; day-to-day admin) (5)
Maintenance (5)
Laundry & cleaning services (15)
Catering (8) (Temps 15)
4.2
Vision & Mission Statements
4.3.1
Vision
To provide a comprehensive service to accommodation and conferencing facilities of a high
standard
4.3.2
Mission
We want to provide a well managed holiday resort that is well managed.
To enable us to accomplish our vision we will provide the following services:
 Chalets to cater for bachelors; families and groups
 Facilities for workshops and training
 Recreational facilities
4.4
Objectives
The primary objectives of the corporation for the immediate future are:
 Apply for financial assistance to start-up and initial operating costs of the
Bethesda Resort
 Implement a cost-effective promotional strategy that must maximize and trail
for this venture
 Increase exposure and market using different advertising strategies
 Achieve 50% occupancy in the first year of operation
 Track and direct growth
4.5
Location and Facilities
Bethesda Resort is situated on the plot named a portion of the farm Bethesda 38 which form
part of //Khara Hais Municipality in the Siyanda district area.
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5.
Products and Services
5.1
Description of products
Bethesda Holiday Resort aims to provide cutting edge holiday facilities and accommodation at
reasonable rates for tourists, business customers and the local people.
Accommodation:
Upon completion the accommodation facilities will consist of single and double bedroom units
(60 units)
Group facility housing between 10 and 20 guests
Caravanning
Swimming pool (including a kids pool)
3 ablution blocks
Sport centre
Putt-putt course
Quad bike track
Kiddies’ playground
Game camp
Entertainment centre
Restaurant
Sport bar
Tearoom/ disco club (existing)
Church
Admin/ Conferencing
Office block
Maintenance facilities (storeroom)
5.2
Description of services
This business will focus on the provision of overnight accommodation for single persons;
families and groups. Overnight accommodation will be enhanced by providing
conference/workshop facilities. Accommodation will further be provided in the form of camping
sites as well as caravan sites.
The business will additionally focus on recreational facilities consisting of a quad-bike track; a
putt-putt course so as to provide services that can accommodate both the family and
individuals.
Other services include facilities to accommodate workshops; business conferences and
weddings and other parties. A full-time curio- and kiosk will also be provided to give patrons
with their immediate needs.
The market will be researched and evaluated on a ongoing basis to inform the extension of
services and maintain good practices in the field in which the business will operate.
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Bethesda Holiday resort will maintain a high standard of service to its clients by providing clean
accommodation units; prompt responses to reservation requests; friendly services; updated
information on local recreational occasions; a flexible menu which is patron driven whilst also
providing culturally meals.
5.3
Production of products
Mr Marsh intends to appoint a well structured and efficient staff to serve the needs of its highly
appreciated clientele. During peak times non permanent staff will be utilized to provide
services efficiently. The costs for these additional human capital will be a function of the need
and will thus not negatively impact on budgeting thereof. Accommodation units will be
furnished differently according to the level of services needed and costs.
5.4
Eclectic adaptations
Bethesda Holiday strives to provide cutting edge services and will thus adapt their services to
reflect on changing industry trends and clientele needs. Regular comments from the clientele
will be utilized to inform the adaptations required to provide efficient and satisfactorily services
and products. The atmosphere of the resort will be peaceful and enhanced by keeping wild
animals.
C
INDUSTRY OVERVIEW
6.
Market Research
The market research done locally and within the Siyanda District was performed to assess the
feasibility of the venture and to point out the key factors that could potentially influence the
operation and service delivery.
6.1
Product categories
Accommodation and recreational facilities within the Siyanda District Municipal are provided
separately and in variable quality. The following segments are currently identified according to
the Upington Tourism guide:
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
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Hotels
Bed & Breakfast (guest houses)
Holiday resorts
Lodges
These institutions provides accommodation in different forms but is categorized on the size of
the concern, the prize and level of service to the patrons. Holiday resorts currently available
have the following characteristics:
Pricing varies between medium to high relative to others
Locational and character of the building and personalized ambiance
Service concentrate mainly on accommodation
Existing facilities are provided as annexure A to this document.
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6.2
Customer profile
Our customers envisaged will include:
Tourists
Business people
Backpackers
Local patrons (families; individuals; groups)
The following chart roughly represents our envisaged clientele:
ENVISAGED CUSTOMER BREAK-UP
Tourists
travellers
Business
People
Local
Patrons
Tourists
Business People
Local Patrons
travellers
The tourism facilities available in Upington region leave a great need for a facility as we
envisage. With the right recreational facilities added, it is our understanding that there is a
huge opportunity to operate sustainably throughout the year. We intend to provide services to
the business man going through, but also accommodate the upper class by providing secluded
accommodation and services of a higher standard. Local patronage will be accommodated by
focussing on the whole family through the provision of swimming pools; put-put course; and
conferencing as well as workshop facilities. Businesses and government department staff will
be attracted by special events like end-of year parties; staff competitions and team building
opportunities. Extra clientele will be created through the hosting of weddings; receptions;
church events.
National and international tourists will be attracted by vigorous advertising in the press; tourism
agencies and web site advertising. All existing advertising opportunities will be studied with the
aim of soliciting edge breaking facilities and best practices.
Exclusive services will be encouraged by a recreational club where members will affiliate to it
whilst receiving special privileges.
6.3
Market needs
National and international tourists has according to research findings soliciting resorts have a
need for relaxation; recreation and stress relieve in a calm and friendly environment. A cosy
family-friendly environment should not eliminate the need to socialise and meet new people
whilst providing sufficient privacy to enjoy the time spent at the resort.
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With the intended facilities provided, we are convinced that we will be in a position to serve the
needs of the patronage.
6.4
Purchase Options and buying creteria
People making use of a resort are also attracted by providing friendly and comfortable payment
options. Accepting credit and debit card payment for services and facilities used are important
to more than 80% of travellers and tourists.
Satisfied customers are returning visitors to a facility and more than 15% of new visitors are
being referred to by past guests. Quality of stay and customer satisfaction enhances staying
possibilities and forms an important criterion in decision making.
These attributes are further enhanced by the availability and standard of provisions in the
rooms and ensure the overall satisfaction of the guest at the facility. It is therefore our intention
to provide basic amenities of a good quality.
The quality of stay is to a great extent informed by the quality of service and the friendliness in
which services are given. Hospitality will therefore form an important part of the services
rendered at Bethesda holiday resort.
6.5
Key industry trends
Our intention to provide recreational services together with tourism and overnight
accommodation will have sustainable success and will ensure a continuous income for the
enterprise.
Tourism is rated is the best economic sector that can produce a sustainable income locally,
nationally and internationally. It is a fact that tourism to our area has increased substantially
over the immediate past and will remain increasing due to the fact that the rural areas have
been characterised as having less crime. Domestic tourism has increased over the last 10
years.
During our quiet periods, it is envisaged that the recreational services will add value to our
enterprise with regard to our local guests. This will ensure that the facility is visited at a
constant pace. Catering for social and work events will further provide the necessary feet to
ensure sustainability.
6.6
Industry Keys to Success
The following characteristics are proven to be keys for success in the industry:
Facilities designed for the guests
Controlled overhead and operational costs
Regular and ongoing guest feedback
Best practices and latest technology
Dedicated management
Unique & comfortable environment
Sufficient and efficient service
6.7
Regional & National industry prognosis
The outlook for the industry is good and 8
has huge growth potential.
D
MARKETING STRATEGY
7.
7.1
Swot-analysis
The table underneath summarizes the key evaluations of our enterprise against the
background of our competition.
STRENGHTS
 100% black owned
 PDI- owned
 Owners have experience in the
industry
 Property is owned and has no bond
 Some facilities are existing and
needs upgrading
 Recreational opportunities will
enhance sustainability
 Sole ownership
 Location in rural surroundings
 Proximity to Upington
 Unskilled labour available
OPPORTUNITIES
 Growing market sector
 Government policy in terms of
BBBEE
 State department events
 Business labour competitions

WEAKNESSES
Lack of business management skills
Lack of start-up capital
No marketing experience
Costs for the erection of top structures
Lack of skilled labour
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THREATS
 Competition of long established
product owners
 Political interference
 Theft
 water
Strategy for handling the weaknesses and threats
 A loan will be taken up by the owner and if successful, the lack in capital will be resolved
 Staff will be enrolled in training by specialists and in-service training will be given to
unskilled labour
 An experienced marketing consultant will be utilized for a pre-determined period with the
onus on leaving skills to identified staff to build on
 Continued market and related research will be done to provide edge-cutting services and
best practices
 New adjustments will be encouraged to accommodate and sustain the changing needs of
the clients
In-house security services will be established and sustained to provide security and minimize
theft
7.2
Key competitors- differences with our product
The following resorts have been identified in the jurisdictional area of Siyanda:
 The island resort- accommodation, swimming pool and a community hall
 Oranjerus resort- accommodation; fishing
 Khamkiri- resort- accommodation and water sport
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Bethesda has the following unique characteristics:
 Located 12km from Upington within a agricultural environment
 Couples accommodation with recreational facilities
 Focus on the needs of the whole family
 Game park to the east of the business will add to its rural atmosphere
 Provide conferencing facilities
 Swimming pool; put-put court and a quad bike track
 Wedding facilities (chapel)
With this facilities; Bethesda will stand out and will claim guests from its competitors if managed
well.
7.3
Analysis of Competitive Position
In terms of its competitors; Bethesda will indeed enjoy various competitive advantages and will
serve a broader spectrum of clientele. Focus will fall on the whole family, without taking away
the businessman and tourist. With this inclination, Bethesda will be able to infringe on the
markets of its competitors but will also built thereon seeing that more products will be provided
to the client.
7.4
Pricing Strategy
Product prices will be determined by the quality of the product rendered and not on the notion
of beating the competitors. It is our intention to provide quality combined with efficient and
friendly service.
7.5
Promotion Strategy
Our promotional strategy will stand on two pillars. On the one side we will strive to amass
maximum awareness of our facility and its products concentrating on providing for the whole
family. A vigorous advertising and marketing campaign will be implemented entailing multimedia programs. Local and regional advertising will be done through special incentives for
business and government departments. A customer database will be set up and maintain and
special incentives will be provided to them for supporting our business and to keep their
patronage. A membership club for locals will be established giving them special rights and
rates.
No tourism service provider can be sustainably be run without giving its clients professional
service and edge cutting hospitability.
7.6
Distribution Strategy
Bookings will be taken by telephone or over the counter. Internet bookings will also be given
via a web site that will be established albeit later.
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E
MANAGEMENT AND STAFFING
8
Human Resource management forms the cornerstone of any business entity.
Bethesda Holiday resort aims to appoint knowledgeable and energetic personal to manage and
maintain the services provided by the company.
8.1
Management Team
The owner envisages appointing the following key managerial staff:
Administrative manager
Accommodation manager
Financial Manager
Maintenance manager
Catering manager
Laundry and cleaning services manager
8.2
Organizational structure
MANAGING DIRECTOR
ADMIN
MANAGER
FINANCIAL
LAUNDRY
MAINTENANCE
CATERING
BOOKINGS
ADMIN
HUMAN RESOURCE
ACQUISITION
KITCHEN
CHALETS
HALLS
BUILDINGS
PLOT
KITCHEN
RESTAURANT
FUNCTIONS
8.3
Labour acquisition
Bethesda adopts the policy to give first priority to the appointment of PDI staff and secondly
local people. The latter concerns labourers who still need to acquire skills. Temporary staff will
be appointed as needed per project.
8.3
Labour market Issues
Unskilled labour is adequately available given the high percentage of unemployment in the
Upington area.
Employee benefits will be informed by labour standard codes and regulations of the
Department of Labour.
Codes in terms of remuneration will be adhered to in all posts.
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F
IMPLEMENTATION PLAN
9.
Implementation tasks and proposed timeframes
9.1
Securing of funding
The business plan will be submitted to various funding agencies by June 2008 to solicit the
funding required
9.2
Construction
Construction will be started as soon as funding has been obtained. The following order will be
followed:
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Planning of project and drafting of plans
(5 months)
Ground works to prepare the land for development
(3 months)
Construct service infrastructure and fencing(6 months)
Phase 1 of accommodation will be constructed (include 10 chalets and the
caravan/camping sites). It is envisaged that the resort be opened after this phase to
start income generation.
(6 months)
Phase 2 of accommodation facilities will be constructed (consisting of 10 chalets;
admin building; restaurant and curio-shop)
(1 year)
Phase 3 implemented ( training facilities and part of recreational facilities) (1 year)
Phase 4 will entail the construction of the sport centre; put-put court and quad bike
track
(1 year)
This timeframes is changeable as construction company’s schedules vary.
Projected annual Cash Flow
See annexure B
H.
ANNEXURES
10.1
10.2
10.3
10.4
Annexure A- Title Deed
Annexure B- Financial Summary
Close Cooperation registration certificate
Site Map
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