Enfue presentation gta6

Toronto’s coolest Lounge

Business Plan and Investment Proposal BUSINESS PLAN EN FUE

BUSINESS PLAN EN FUE

EN FEU Entertainment Complex provides a local solution to the lack of live and dance music venues in a medium-sized market, and will help keep late-night entertainment expenditures within the region. The company's good grasp of how to market an entertainment complex adds to the plan's attractiveness.

EXECUTIVE STATEMENT CONCEPT & DESIGN EXAMPLES 1 - 10

MISSION STATEMENT OUR MISSION 11

OBJECTIVES SHORT & LONG TERM GOALS 12

RATIONALE ABOUT THE BUSINESS AND LOCATION 13

INVESTOR INFORMATION BUDGET REQUIRED FOR PROJECT 14

MANAGEMENT SUMMARY AN OVERVIEW OF THE MGMT TEAM 15- 17

TARGET MARKET & DEMOGRAPHICS AREA DEMOGRAPHICS 18 - 19

SITE DEMOGRAPHICS MAPS AND SATELLITE VIEW 20 - 23

MARKETING OVERVIEW OF THE MARKETING AVENUES 24 - 26

CUSTOMER DEMOGRAPHICS SEGMENTED PATRONS 27

FINANCIALS SALES PROJECTIONS CHARTS 1ST , 2ND & 3RD 28 - 30

Our proposal is to purchase real estate and develop the premises into a sensational hospitality bar and nightclub entertainment complex on 3 acres of land in the borough Etobicoke of the Greater Toronto Area. The size and occupancy of this premises determines the level of profitability proposed. In combination of the rooftop and ground floor patios the venue will accommodate up to 2000 patrons and yield minimum profits of 3 to 6 million per year. The name for this sensational concept will be called “EN FEU” a French word meaning “On Fire” This name was chosen especially for it’s marketability which also serve to create signatures within the venue for branding and advertising. EN FUE will specialize in high-energy dance music; it will have various entertainment areas to offer patrons dining, dancing, lounging, and outdoor socials, and will be extremely passionate about it’s entertainment making sure to have the best live performances, as well as being host to very special functions; it will offer beer, wine, an array of liquors and mixed drinks. In addition, the venue will sell non-alcoholic beverages such as soft drinks, juices, and bottled water along with a casual dining food menu of our “signature EN FUE” appetizers and entrees ranging from $8 to $30 dollars. The focus of the venue’s design will be to create a highly social atmosphere on the patios during the summer months and also provide a chic warm and vibrant atmosphere in the interior . The chic ambiance of the interior will be achieved through the placement of couches, booth seating, quieter lounge areas located away from the dance floor to add to it’s breath taking atmosphere on the patios. This concept is created by experienced entrepreneurs who have a great knowledge and sense of the industry and have led the way in new trends, concepts and marketing for nightclubs. (please see the Management Summary in our business plan). The venue’s initial hours of operation will be 4:00 P.M. to 3:00 A.M. Monday through Sunday, and will draw primarily from the local retail malls, industrial businesses, nearby residents, colleges, universities, and from other major boroughs in close proximity to the Area. The demographics of the area are extremely favorable, with minimal competition from other nearby lounges , dance-themed venues and bars.

Executive Summary 1

Having a “wow factor” is very crucial and a must have in today’s hospitality and nightclub industry. Using the wow factor as a hype to spread word of mouth about EN FUE, it will feature the best dynamic lighting , state of the art sound system and a “stunning living room” outdoor patio to feature that “wow factor” making it a true destination to dine, socialize and to party. ENFUE will generate sales through several revenue streams that comprise the company's products and services: Membership Fees Food and Beverage Gate/Entertainment Retail Merchandise Venue Rentals Bottle Service Private Functions

Executive Summary: 2

Executive Summary:

The focus of design will be to create a highly social atmosphere on the patios during the summer months

En Feu, offers an incomparable atmosphere for the area and nearby cities where shoppers and employees from local businesses can stop over for lunches, afternoon and after-work socials

3

Managing several separate revenue streams requires ramping up each one individually, ensuring that each area performs well before developing the next revenue stream. In order of importance, Food/Beverage and Gate/Entertainment are expected to provide the most stable revenue streams. The venue appeals to four major market segments: • Business Executives •Young Professionals •University & College Students •Tourists and Business Travelers

Executive Summary:

(Entertainment “On Fire”)

ENTERTAINMENT “EN FEU “

4

Bar tenders and Mixologist will keep you entertained with their special skills exhibiting unique and special cocktails:

Executive Summary:

Cocktails EN FEU (“On Fire”)

5

And with “Signature Desserts” from the kitchen

Executive Summary:

Deserts EN FEU (“On Fire”)

6

A well design venture that is warm and is not overly manicured or sterile like some contemporary design spaces today:

Executive Summary: 7

Executive Summary: 8

Dining areas: Cow hide chairs and benches

Executive Summary: 9

Dining areas: Cow hide chairs and benches

Executive Summary: 10

Mission Statement The mission for EN FEU is to create a destination for sophisticated entertainment and dining for the area while offering a similar ambiance and dynamics of the downtown core. It will be a very accessible and affordable venue providing a sensational experience and opportunity for social interaction with dancing, in addition to top entertainment for all visitors. Our EN FUE signature: •flaming dishes &deserts, •alcoholic beverages beer and wine bar • emphasis on great music by top local and international DJs •over the top live performances Various programming for every night of the week, will give residents of the area and beyond quality diversion in an enjoyable and pleasant atmosphere.

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Objectives:

•To achieve and produce minimum profits of 3 million in the first year of operation and take up market shares in the area. •To implement new formats and offer a new style of programming and entertainment for the area thus creating more revenue streams, more audiences and giving more entertainment value while building up new clientele. •To locate and select patrons, sponsors and promoters to attend the official launch gala celebration by Jan, 2014 thereby having an opportunity to meet everyone in person and discuss partnership opportunities. •To succeed over the long term and generate appropriate revenue for turning a net profit and servicing a private loan obligation through a business partnership.

To established the following goals (detailed in this business plan) •Maintain a gross margin of 65% •Maintain a net profit margin 40% •Maintain the cost of goods less than 33% •Maintain the costs of labour less than 12% of sales •Maintain a sales & marketing budget of 3%

12

Dance venues in the 1990s have significantly impacted cities from coast to coast dazzling their audiences with high-powered lights, sound, and music, this industry is still one of the highest cash flow businesses in the world. Studies have shown that the average person will spend three to four hours per weekend in an entertainment environment and will spend an average of 20 to 50 dollars in that timeframe. This trend also shows no signs of declining. The typical dance club is open from 9:00 P.M. to 2:00 A.M., and within this span of five hours, the venue can achieve gross revenues anywhere from $5,000 to $150,000 nightly. The primary sources of revenue in a nightclub are high-volume traffic, coupled with nominal spending. In addition to alcohol sales, a nightclub also generates substantial revenues from door charges that can typically range from fifteen to fifty dollars and more per person. For example, a 1,000-person capacity nightclub will typically turn over approximately 1,500 people in the five-hour span of operation. A $15 door charge, in addition to a conservative figure of $30 collected from each patron in alcohol sales, would generate approximately $60,000 in nightly revenue. Currently the nightclub industry is shifting towards more entertainment-oriented concepts. Guests of these clubs are not only offered a dynamic place to dance, but also a place to participate in the entertainment through interactive contests, theme nights, and other events. Our intentions are to heavily utilize entertainment-oriented marketing in an effort to withstand the perpetual shift in trends and cater to as large a client base as possible. A huge emphasis will be placed on the patio’s atmosphere, since during the summer months it’s when and where most businesses in this industry thrive. Patios with having longer hours of operation generally triple the gross sales of the venue. The allure in the summer months for the patios are for a quick after work social, or starting off the evening early , it’s also when and where the party begins especially on the weekends, and also to add as a very useful area for creating various promotions.

Rationale

The location for this new venue is prime for several reasons. i.e.: •The lack of direct competition from any other entertainment complex. •For patrons who prefer the comfort of parking which in downtown Toronto can be a very expensive and complicated ordeal •less hwy congestion which is a major highway problem already when headed into the downtown. •the ease of less traveling time because its an easy hwy drive from all other cities and boroughs west and north west. • fulfilling a need to the nearby dense neighborhoods in the city of Mississauga, Oakville and the boroughs , Etobicoke, Mimico, North York, Woodbridge •The area’s real estate is an emerging market of newly built condominiums for sale and at the same time high levels of commercial development.

13

We are seeking unsecured Venture Capital or Angel investment for a budgeted line of credit of up to $5.5 million. This amount is required for purchase of the real estate, to fully develop EN FUE’s concept paying all taxes, licenses, permits, architectural renderings, all and any construction interior and exterior, design cost, as well startup monies for supplies and office. The ROI paid monthly through revenue generated from the business, all chattels, assets and real estate will be assigned to the Investor or PPSA against the premises, until the loan is fully repaid. If sales are achieved as planned the entire debt, and real estate will be paid fully within the first 5 yrs of operation. The management company will not receive any equity and will work within the budgeted salary until the Investors loan is fully repaid. Investors will receive royalties on top of the repayment agreement (royalties to be negotiated) thereafter retaining a percentage of the corporation (percentage to be negotiated) once the debt is fully repaid or simply structure repayment with interest for a duration of 12yrs. How the investment will be used is estimated as follows: Expenses Startup Buildings/real estate $ 3,950,000 Leasehold improvements 200,000 Capital equipment 700,000 Location/administration expenses 100,000 Opening inventory 80,000 Advertising/promotional expenses 170,000 Contingency fund( ESCROW FOR 1st YR MORTGAGE) 200,000 Working capital 100,000 Total Startup Expenses $ 5,500,000 Suggested payment @ 20% for 150 months (12.5 years) at $6.5 Million $1.5 Mil interest paid @ $50,000 for the first 30 months $5 Million repaid for the following 120 months @ $54,167.00/ mo.

Opportunities Expansion. If EN FEU is highly successful, it is our plan to open other venues in another areas of Ontario and cities across Canada.

Investor Information 14

From the very beginning of the 80’s in Toronto, it was an era when fashion, music, and technology. New fashion designers were born, music now electronically made, Rap and Scratching started , Break Dancing became a trend, Punk Rock a new scene, and House Music was later introduced. Toronto had also started it’s own ( NYC Greenwich Village) which back then was known as the “Soho” along Queen St just west of University Ave. At that time two iconic nightclubs brought it all together which also served to put Toronto on the international map. It changed the city’s party life from small disco-techs and converted pubs into the big nightclubs that we are familiar to today. Of the two legendary venues the very first one opened in 1980, The Twilight Zone at 185 Richmond Street, was an all night dance spot on the cutting edge of new music that boast the best sound internationally, it introduced the concept of booking international DJs , and over the span of 10 yrs eventually known for bringing and culturing House Music to Toronto.

MANAGEMENT SUMMARY 15

The second venue was called Fresh Nightclub and Restaurant at “132 Queens Quay”, it was the first nightclub entertainment complex we built in Toronto that set the bar high and changed the nightlife scene to what is enjoyed today. It was the largest and first of it’s kind entertainment complex built and included a restaurant. It with approximately 15.000 sq. ft, two large dance floors , a custom built sound system, dynamic lighting, and staging to put on the big rock shows it had with artist such as, Kid Creole And The Coconuts, Tom Browne, Shannon, Janet Jackson , Black Uhuru, and many more. The vision of the Assoon bros. followed thru with these two establishments RPM and The Guvernment / Koolhaus Entertainment Complex. In fact, Albert Assoon had been recruited as “Executive Consultant” and “Director Of Operations” to spearheaded the opening of the Guvernment / Koolhaus Entertainment Complex

MANAGEMENT SUMMARY 16

An excerpt from a recent article in “The Grid Magazine” outlines some of their accomplishments: “Twilight Zone started off the tradition of bringing international DJs on Saturdays, starting out with DJ Kenny

Carpenter, David Morales, Frankie Knuckles, Dave Madness Del Du Valle—all from NYC—and Jay Armstrong from

Ministry in the UK,” ~ “ The Assoons —also the original visionaries who, in 1984, opened a club space at 132 Queens

Quay E. called Fresh that was eventually RPM (and later The Guvernment)—went on to open Gotham City Bar and

Grill at 81 Bloor St. E. in 1990 and, later, dance-music haven The Living Room at 330 Adelaide St. W.”

WEB RELATED INFO, LINKS AND ARTICLES : http://www.residentadvisor.net/feature.aspx?1310 (RA Resident Advisor Clubbing IN Toronto) http://en.wikipefsdia.org/wiki/Toronto_Entertainment_District - Wikipedia

https://www.facebook.com/groups/129433227125410/ Facebook page `The Architects Of House Music` http://www.the-architects-of-house-music.com/ The Architects Of House Music Website. http://www.thegridto.com/culture/music/then-now-the-twilight-zone/ http://www.thegridto.com/culture/music/than-now-the-living-room/

Suzanne Boyd former chief editor of Flare Magazine and Charmaine Gooden - Zoomer Magazine in the Zone’ -Dean and Dan (D Squared), Raymond Perkins (Director of Roots Canada) just to name a few, were some of the aficionados of the Zone.

MANAGEMENT SUMMARY 17

The primary target market for this venue will range from various age groups between 21 to 45. Market research indicates that the demand for an entertainment venue in this demographic is very high. Most are tired of the existing scene downtown and are looking for a local but dynamic place to dance, socialize, meet people, and have a good time. Currently, high-energy dance clubs are only found only in high traffic and over crowded areas of the city with few parking options. This discourages many markets of the greater Toronto area from frequenting these downtown venues. Coupled with the tremendous current and forecasted growth throughout the Etobicoke area, indicates that the time is perfect for such a venture as EN FEU The market research study included men and women within the target market that do, or would, support the entertainment complex. The most common responses and comments regarding existing venues in the area were: •Not enough room to dance •Tired of the existing sports bar/tavern atmosphere •Existing venues play the same music every night; no variety •Low quality light and sound •Lack of energy and excitement; too low key •Lack of credible entertainment •Lack of ambiance Therefore, the venue being proposed will address all of these concerns. It will maintain a heavy focus on live performances and dancing—offering a substantial dance floor —and will offer a high-energy, but very social atmosphere for the prospective market. Demographic data obtained from City Of Toronto’s web site demonstrates that Toronto will grow over significantly in the next 5yrs within our target market, 46% of the total population of Ontario. Estimates indicate an expected 3-4% annual growth over the next 10 years.

Target Market & Demographics 18

Area Analysis Pizza Pizza and Sunwing Airlines have their headquarters in Etobicoke.[ Skyservice, an airline, was headquartered in Etobicoke, until its demise. Canada 3000 had its headquarters in the City of Etobicoke before it became a part of Toronto; the headquarters remained there until the closing of the airline. The construction industry in Etobicoke has been booming with many new condo towers being developed along the waterfront near humber bay and along Bloor street. This has helped increase Etobicoke's population after a short period of decline. The Film and Television industry has been gaining promise in the area. numerous restaurants and cafes, and fine boutiques. Residential development consists primarily of single-family dwellings, although several large multi-storey hi rise condominium developments have been built in south Etobicoke near the Humber River over the past few years. Kingsway South neighbourhood has attracted many affluent individuals and families (as of 2001, over 50% of households have an income in excess of C$100,000/year),[ and remains one of Toronto's more prominent neighbourhoods. The central areas of Etobicoke, although farther from the subway line, are still well-served by public transit buses. These neighbourhoods are generally middle class. Etobicoke is home to Humber College, University of Guelph-Humber, Woodbine Race Track and Slots, Woodbine Centre and Sherway Gardens Shopping Centre.

Target Market & Demographics 19

Another geographic target market only a few kilometers away is the city of Mississauga Mississauga is a fast-growing and multicultural city. Statistics Canada estimates that Mississauga now has 734,000 people,[ an increase of 150,000 from the previous decade and the population has roughly doubled in past twenty-five years. Mississauga is now the third most populous city on the Great Lakes; far smaller than Chicago and Toronto, but recently surpassing the cities proper of Detroit,Milwaukee, and Cleveland.[54] The location is also strategic to several other cities such as Oakville, Burlington, Hamilton and Brampton. There are several contributing factors behind the emergence of South Etobicoke; various other projects, including numerous restaurants, and residential housing, and condominiums are currently in development. The location for this new venue is prime for several reasons. i.e.: •The lack of direct competition from any other entertainment complex. •For patrons who prefer the comfort of parking which in downtown Toronto can be a very expensive ordeal •less hwy congestion which is a major problem already when heading into the downtown •the ease of less traveling time because its an easy hwy drive from all other cities and boroughs west and north west. • fulfilling a need to the nearby dense neighborhoods in the city of Mississauga, Oakville and the boroughs of Etobicoke, Mimico, North York, Woodbridge •it’s an emerging market of newly built condominiums for sale and at the same time high levels of commercial development.

Target Market & Demographics Area Analysis

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Site Analysis The proposed location is South Etobicoke is currently in an industrial area between two major shopping centers, Cloverdale Mall and a triple A large retail shopping complex, Sherway Gardens. Sherway Gardens is located just west of downtown (in the former City of Etobicoke) at the junction of Hwy. 427 & QEW. There is easy direct access to the shopping centre from both QEW and Hwy. 427 via Sherway Gardens Road. Anchored by The Bay, Sears, Sporting Life and Holt Renfrew, Sherway Gardens is an upscale fashion and lifestyle centre with over 200 shops and services. Known for its best in class retailers, lush gardens and comfortable leather seating, Sherway is a shoppers' delight. Public Transportation Access: Sherway Gardens is accessible by TTC and Mississauga Transit routes. The bus stops are located on the Ring Road on the south side of the shopping centre, nearest Door #7.

The building required has: •one to maximum 2 floors for less complications with fire evacuation, permits and cost. •Rooftop access for creating a large patio licensed for up to 500 or more •10 to 15,000 sq.ft. to produce an occupancy for 1000 interior capacity •With land to create a ground patio of at least 300 or more occupancy •With land for parking and valet service or for use of promotions to create more revenue streams •Easy access to the nearby major highways along with bus or train services to nearby cities. •At the Hwy interchange to and from all other boroughs and cities surrounding Toronto •In between two triple A retail malls

Site Demographics

x Proposed site area

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This building is ideal in many ways because it has enough land around it which is needed for parking, ground floor patios outdoor concerts and special events.

22 Site Demographics

This location is very strategic, it’s far enough away from residential for playing outdoor music, has a fantastic open sky view and within 20 minutes of other major cities or boroughs of the GTA plus being close to highway exits and entrances. Great access for local customers from many of the local surrounding retail malls, stores and industrial businesses. It’s off the hwy in any direction from hwy 427 north to Brampton and Orangeville, then to the Gardiner Expressway Toronto East and The QEW West to Mississauga, Oakville, Burlington and Hamilton. It’s also a great location for employees and clientele of the shopping centers to visit for an after work or after shopping appetite. It’s also unique because it has a long private road entrance which is another excellent feature for controlling traffic in and out of the venue.

Site Demographics 23

Marketing

The name EN FUE is a French word, which means “on fire” is part of the marketing scheme, it actually means everything we state is on fire, for example: •EN FEU DJs •EN FEU live performance •Cocktails EN FEU, Deserts EN FEU •Chefs EN FEU etc. etc. The imagery also has a play for visuals on flyers, and videos. EN FEU will use traditional and nontraditional marketing efforts to promote the venue. Traditional marketing efforts will include, direct mailings, and newspaper spots, radio campaigns and social media. Nontraditional marketing consists of indirect marketing. The combination of these marketing efforts will be used to create a "buzz" that will generate word–of–mouth marketing in the general public. Together with facebook and our mailing list there are currently over 15,000 friends that are interested consumers who keep up to date with what is going on in our events The opening will be tweeted on Twitter and mailer on facebook along with advertisements and media articles. This mailer is designed and maintained thru our IN Marketing. EN FEU will push to have as many references as possible in this mailer. It will also begin placing advertisements in the Etobicoke Guardian, Snap and Toronto Star, The Grid and Now Mag, about the EN FUE’S opening. An advertising campaign on local radio stations will start up a month before opening and it is likely to be featured in media news articles shortly before opening. EN FEU will also participate in local events such as Toronto Ukranian Festival, Sporting events and with the nearby colleges and university social programs. At these events, merchandise, coupons, and flyers will be handed out. Moreover, EN FEU will hand out these things as much as possible at as many places as it can to give the venue as much promotion as possible.

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Promotional efforts are critical to the proposed club's success. Accordingly, the venue will offer nightly, weekly, and monthly promotional specials. These promotions will help to stimulate excitement for the new venue, thus leading to high traffic and exposure. The main idea is to offer a new entertainment experience night after night. This is the key ingredient for success and profitability, as well as longevity, in this venue at it’s location. Proposals include: •Prize giveaways •Nightly dance floor and stage contests •Cooperative promotions with local radio stations Entertainment will be provided by charismatic disc jockeys featuring a blend dynamic dance music. During the week, live band performances, special themed nights and promotions will be used to attract a more diverse crowd, and to increase the number of customers who frequent the venue. These various nights will change as popularity and demand dictate. The market will be targeted and reached via the following primary vehicles: •advertisements in local print media •strategic broadcast radio spots •Internet web site. •Advertisements in the local newspapers, Broadcasts over the local radio stations which will provide exciting club information about the current promotions and specials. A more "grass roots" marketing campaign also will be employed. This includes club representatives and spokespersons attending area events, posters, a "prize patrol" van, and other person-to-person marketing efforts.

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Marketing

EN FEU will be formatted with a seven day calendar, from various EN FUE (“on fire”) DJs, live performances, along with themed nights that tune in to the local residents and to the large base of students at the nearby U of Toronto, Humber and Sheridan Colleges.

•Creating international appeal from cross promotions with local hotels / airlines - busing people from cities across the US and Canada to socials at our unique venue. •Fashion shows will be a regular occurrence •International DJs •Performance artist of every genre •Dance performances •University student nights •Happy hour food specials •After work party incentives •Birthday party incentives •Corporate bookings •Liquor sponsor festivities •Radio and Newsprint campaigns •Social Network & Affinity programs •Art ,Photography Exhibits •Corporate events

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Our clientele will be segmented into distinct groups that we aim to target by age and location which suit our daily programming. •The first group live in the immediate and surrounding areas, they are the dense population of young professionals ages 25 - 40 and will make up 40% of attendees or approx. 28,000/yr •The second group are over 60,000.00 University Of Toronto Mississauga, Sheridan and Humber College Students age 19 – 25 that will make up 30% of the attendees approx. 21,000/yr •The third group come from across the Greater Toronto Area of mixed ages and making up 27% of attendees or approx. 19,000/yr •The fourth group are tourists who visit Toronto making up at least 3% 2100/yr •The fifth group are the ex-clients, and friends of the Assoon brothers.

Customers Demographics: 27

EN FUE projects net sales forecast 1st year of operation. 28

TOTAL $5,814,260.00

NETPROFITRATIO YR 1

Grossmargin $5,814,260

Netsales $1,856,026

Net Profit Margin Ratio 32%

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JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC

Series1

$5,814,260

$1,856,026

32%

GrossMargin

NetSales

NetProfitMargin

EN FUE projects net sales forecast 2nd year of operation. 29

TOTAL $10,900,024.0

NETPROFITRATIO YR 2

GrossMargin $9,814,110.0

NetSales $5,416,082

NetProfitMargin 55%

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JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC

$9,814,110.00

$5,416,082

55%

GrossMargin

NetSales

NetProfitMargin

30

NETPROFITRATIO YR 3

Grossmargin $10,900,024

NetSales $5,459,383

NetProfitMargin 50%

EN FUE net sales forecast 3Rd year of operation.

$0.00

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$400,000.00

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$1,600,000.00

JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC

$10,900,024

$5,459,383

50%

Grossmargin

NetSales

NetProfitMargin