SU SP 11 GP Graduation Project Format 1-2-2011

8/2/2019 SU SP 11 GP Graduation Project Format 1-2-2011

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SU

001. SERRENIA.COM.........New Mega Hospitality Project in Egypt...

....... . Graduation Project (G/P) Plan Developed by Dr. Youssri Allam for Senior Students

1- .....C O N C E P T ..of The Graduation Project (G/P)

1-1- Select Team Members who Add Value to the Group......No Compliments

1-2- Meet and Brainstorm to Find Graduation Project IDEAS...

1-3- Select 2 or 3 IDEAS and Write a Couple of Pages about each IDEA

1-4- Meet Your Professor to Discuss and Select a G/P IDEA....

1-5- Crystallize and Clearly Define the CONCEPT of your Proposed G/P IDEA....

1-6- Write 1 page about the Outlook of the World Economy.....

1-7- Write 1 page about the Outlook of the Regional Economy.....

1-8- Write 1 page about the National Egyptian Economy.....

1-9-Write 1 page about the Egyptian SPECIFIC INDUSTRY (GP) Economy.....

1-10- Write 1 page about the SPECIFIC Segment Econ. related to your G/P.....

1-11- Write 1 page Justification for Selecting the G/P IDEA.....

2- .....M A R K E T ...S T U D I E S

2-1-Identify your Market Segments ,Primary and Secondary markets.

2-2- Identify your Competitors and Conduct Competitors Analysis Studies.....

2-3- Develop the Outline of the G/P Product and Service Mix.....

3- .....P H Y S I C A L ...P L A N T (infrastructure and superstructure)

3-1- Select a LOCATION... LOCATION ...for your Graduation Project (G/P).....

3-2- Develop the Architectural Concept of your Graduation Project G/P.....

3-3- Develop Cost Schedules for Land, Building, FF&E, Decoration etc.....

3-4- Calculate Total Capital Investment for the Graduation Project G/P.....

3-5- Draw the Layout, Floor plans, Elevation of your G/P.....

3-6- Develop a Capital Budget for the Graduation Project G/P.....

4- .....M A R K E T I N G ...O P E R A T I O N

4-1- Set Marketing Objectives based on SWOT Analysis.....

4-2- Develop Plans for Promo, Adv., and Personal Selling.....

4-3- Develop P/S offerings, , Price Lists of Product/Services.....

4-4- Forecast the Sales Figures by Week, Month for Year 1, 2, 5.....

4-5- Develop Marketing Budget for Advertising, Promotion, Staff, etc.....

4-6-Develop Revenue Schedules (sales) by Profit Center and Outlet.....

5- .....0 P E R A T I O N ... S Y S T E M

5-1- Draw the Organizational Chart of your Graduation Project G/P.....

5-2- Write Job Description and Job Specification of major Position in your G/P..

5-3- Develop Human Resources (HR) Functions and Procedures for your G/P.....
http://www.serrenia.com/hotels-gallery.htmlhttp://www.serrenia.com/hotels-gallery.htmlhttp://www.hvacindia.com/journals_20042005/2005apr/article02.htmlhttp://www.hvacindia.com/journals_20042005/2005apr/article02.htmlhttp://www.hvacindia.com/journals_20042005/2005apr/article02.htmlhttp://www.serrenia.com/hotels-gallery.html


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5-4- Develop Manning Chart for your G/P.....

5-5- Develop a Salary Scale for your Graduation Project G/P.....

5-6- Develop a Payroll Budget for your Graduation Project G/P.....

5-7- Develop the Food Cycle for your Graduation Project G/P.....

5-8- Develop the Company (G/P) Policy and Procedures.....

5-9- Develop the Administrative and General Budget for your G/P.....

5-10- Develop the Repairs and Maintenance Budget for your G/P..... 5-11- Develop the Heat, Light, and Power (HLP) Budget for your G/P.....

5-12- Develop a Budget for Controllable Expenses for your G/P.....

6-.....F I N A N C E

6-1- Develop Cost Schedules for Depreciation, Amortization, Interest, Insurance,

6-2- Develop a Finance Scheme for your Graduation Project G/P.....

6-3- Develop a Proforma Balance Sheet for Year 1, 2, 5 for your G/P.....

6-4- Develop a Proforma Income Statement for Year 1, 2, 5 for your G/P....

6-5- Develop Cash Flow Statement for Year 1, 2, a5 for your G/P

6-6 Develop a closing paragraph for your Finance Section of the G/P.....

7- .....C O N C L U S I O N ......

Dear Student

@ You can add or omit any points from the previous outline if it doesnt apply to your GP.

@ For the purpose of finishing the GP on time you are allowed to make any assumption as longas you identify that in your GP report.

@ It is advisable that you start early and orderly so you can meet the GP deadlines.

@ Group size depends on GP type and complexity, for example if your GP is a Cement Plant,Touristic Village, Fish Processing Plant, you will need three students in the group, if your GP isCar Wash, Mobile Shop, Gourmet Market, Seafood Restaurant, or Olive Oil Press you will needtwo students in the group. (Communicate now with your colleagues and decide on the ideas andthe group members. Each member will be responsible for sections of the GP and will be gradedaccordingly. The group leader will be responsible to put the sections together in a final reportformat).

@ Group members are allowed to decide on everything concerning the GP and may consult thecourse Instructor or the Assistant Instructor.

@ Groups may get external help for the architectural design of the GP or any other task that wasnot covered during the study program at SINAI UNIVERSITY.


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SU SP 11 GP Graduation Project Course Format 1-2-2011

Graduation Project (Management Department)

This course is the culmination of three and half years of work at SINAIUNIVERSITY. Each student(s) will seek out an idea or a prospect investorand then develop and produce a project for that investor.

The project will both develop and demonstrate the students knowledge andkey skills (report writing, presentation, market research, and creativity). Theproject should investigate some of the technologies or issues introduced intheir preceding studies at the faculty of Business Administration and

International Marketing. Students will need an understanding of thefollowing knowledge areas: Design & Layout, Marketing & Promotion,Operations Management, Human Resources Management, Economics,Business Law, and Finance.

After the initial introductory lectures, students will have weekly groupmeetings to discuss their progress and any problems being encountered.During the session there are a number of milestones including precedent

studies and seminars that the students complete. In addition to the weeklyface-to-face contact, students will produce reports showing their weeks

progress and will participate in class discussions. Students will produce areport describing and discussing their project, in addition to a poster &abstract which will summarize and present their work. The students will alsoorganize the presentations at the end of the Spring Semester 2011.

All students are obliged to attend classes, lab. sessions, meetings, and submitthe weekly report. Students must follow the standard format developed bythe course instructor and are free to use their own creativity within the scopeof the course and its specific objectives.

All students should integrate knowledge acquired at the University of Sinaiand should remember that the graduation project they develop is going to bethe only tangible thing they get out of their studies at the University of Sinaibeside the hard copy of the graduation certificate. The graduation Project isgoing to be the students passport to enter the job market, the more effortand creativity the students put in their graduation project the more chancesthey can get a decent job after they graduate and the better they represent


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Sinai University. All students projects will be well kept in the SinaiUniversity Library bearing their names, please be proud and make SinaiUniversity proud of its graduates. According to Sinai University rules anycheating will be severely punishedby Sinai Universitys Administration.

There are several ideas for the graduation project. Investigate several ideasbefore you submit your proposal and remember to choose an idea that isfeasible, can be finished in eight weeks, acceptable to the market, andpreferably can use Sinai resources ( Marble, Olive Oil, Dates, Salt, Touristicbeaches, Sand, Fish & Crustaceans, Medicinal Herbs).

The following points list the different section of your Graduation Project forthe Management section of the Faculty of Business Administration andInternational Marketing at the Sinai University.

Feasibility Study Definition

A Feasibility Study is a formal project initiation document that shows

results of the analysis and evaluation of a proposal project and determines if

the project is technically feasible, cost-effective and profitable. The primary

goal of the project feasibility study is to assess and prove the economic

viability of the business idea. The outcome of the feasibility study will

determine if there is economic sense to take the project initiative and

proceed with the development of the business plan.

Section One (Intro)

1- Introduction the Graduation Project (GP)

2- Conceptualization of the GP

3- Justification of the GP

4- World economic outlook.

5- Egypts economic outlook.

6- Local (Sinai) economic outlook emphasizing on the Ind. related to GP.


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7- Review of the literature (what has been written about similar GP).

8- Methodology of the GP. (How are you going to collect and analyze data)

9- Legal entity (sole proprietorship, partnership, or corporation)

Section Two (Physical Plant)

1- Land (size, zoning, location, site development, utilities, soil conditions,licenses, cost,).

2- Building (type, description, design, layout, interior design, cost).

3- Equipment, machinery, vehicles, furniture, fixtures, cost).

4- Landscape design (theme, cost)

Section Three (Marketing)

1- Market Research (questionnaire, survey, administration).

2- Identification of market needs (geo-demographic and geo-lifestyle clusteranalysis, five-year population projections should be obtained and analyzed).

3- Competitors analysis

4- Product/Service design

5- P/S pricing

6- P/S Promotion and Advertising

7- Projection of sales (volume, revenues, patterns)

8- Future expansion of P/S.

Section Four (Operation Management)

State the goals and objectives of the proposed company GP, perhaps in

bullet statements.

GP Business goals


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GP Market share goals

GP Sales objectives

GP Profit objectives

1- Organization Chart

2- Manning requirements

3- Job Description, Job Specification, Recruitment, Selection, hiring process.

4- Salary Scale, Payroll

5- Schedules, supervision, productivity

6- Policies and Procedures

7- Production Cycle (procurement, storing, issuing, conversion, packaging.

8- Cost Control

9- Quality Control

Section Five (Finance)

The purpose of a financial analysis is to indicate the venture's potential and

timetable for financial viability. It can also serve as an operating plan for

financial management of the project.1- Capital Investment Structure (owners equity, loans, partners)

2- Proforma Balance Sheet for five years

3- Proforma Income statement for four years

Section Six (Conclusion and Recommendations)

A statement of proposed approach in starting the new organizationState the total capital needed and safety factor used

State the expected profit and when it will be realized

Indicate the organizational structure and percentages of ownership

State planned schedule for starting the business

1- Ratio Analysis (liquidity, solvency, leverage)


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2- Return on Investment, Return on Equity

EXTENDED OUTLINE with GUIDANCE to START

Section One (Intro)1- Introduction the Graduation Project (GP)(A statement to introduce the reader to the GP, description of the concept of the GP, clear

justification for the selection of the idea, the steps of the methodology selected by the student to

conduct the GP based on the review of literature, and the economic outlook).

(The selection of legal entity format and its relation to the investment laws of Egypt).

1- Introduction the Graduation Project (GP)

2- Conceptualization of the GP (Explanation of the idea and concept)

3- Justification of the GP

4- World economic outlook.

5- Egypts economic outlook.

6- Local (Sinai) economic outlook emphasizing on the Ind. related to GP.

7- Review of the literature (what has been written about similar GP).

8- Methodology of the GP. (How are you going to collect and analyze data)

9- Legal entity (sole proprietorship, partnership, or corporation)

10- The total cost of the project, and how resources are going to be acquired.


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Section Two (Physical Plant)

This portion should be based on verifiable data and contains sufficient

information and analysis so that a determination may be made on the

technical feasibility of achieving the levels of income or production that are

projected in the financial statements.

Address the suitability of the site including site environmental impact

analysis (provided by architect or project engineer or other independent

party with the expertise necessary to make the determination)

What are the technology needs for the proposed business?

Other equipment neededWhen and where can the technology and equipment be obtained

What does the technology and equipment cost?

Will the technology achieve intended income and production levels?

1- Land (size, zoning, location, soil conditions, licenses, cost). This item isobviously different from project to project but students will have to

remember to put in consideration future expansion of the project and to take

advantage of the real state opportunities available in the free zones and

industrial cities.

2- Land Improvements (Paving, utilities, pipelines, ect..)

3- Building (type, description, design, layout, interior design, cost). Thebuilding structure should match the type of the GP i.e. cement factory, fish

processing plant, glass factory, touristic village, salt packing plant,

restaurant, theme park, water mania, olive pressing plant, advertising

agency, auto repair center, sport goods shop, or gymnasium complex.

4- Capital Investment (Equipment, machinery, vehicles, furniture, fixtures,cost).

5- Landscape design (theme, cost)


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Section Three (Marketing)Determines the potential markets and marketing strategies for the product.

Who are the potential customers, is the market accessible, how will the

market be accessed, what is the cost of accessing the market, how will theproduct be priced?

Sales organization and management

Nature and extent of markets and marketing area

Existing demand adequate

Projected supply

Marketing plans for sale of projected outputs

Marketing alternatives

Extent of competition - Who are the competitors, location, production

capabilities

How strong are the competitors, can they drive down margins, are they

large and entrenched?

Commitments from customers

Probable prices of the product or service

Export Markets - Discuss any relevant trade issues, are there foreign

competitors?

Alternative competing products

(During this phase you will inspect the surrounding community, identify existingcompetition and determine primary and secondary market areas based upondrive times, competition, patterns of shopping, natural or psychological barriers,and other market area influences).

1- Market Research (questionnaire, survey, administration).

2- Identification of market needs (geo-demographic and geo-lifestyle clusteranalysis, five-year population projections should be obtained and analyzed).

3- Competitors analysis (selection of major competitors and analyze them

vis a vis P/S, Sales, Customers, Points of strength & weaknesses, prices).

4- Product/Service design. (decide on the product range, packing design andsize, example 50 KG white cement, 50 KG gray cement, 2 tons jumbo bag).

5- P/S pricing (develop a matrix with product and prices)


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PRODUCTSERVICE 50 KG 2 Tons

2 TonsEXPORT

Gray Cement $ 7.50 $ 120 $ 140

White Cement $ $ $

Special Cement forSalt water

$ $ $

6- P/S Promotion and Advertising (develop a calendar for all thepromotional and advertising activities over the fiscal year. This should

include all the media you are going to use for your marketing & advertisingcampaign i.e. radio, TV, newspaper, magazine, outdoor, give away etc..)

TV Advertising

MONTH / CHANNEL NILE TV MEHWAR MOGA

January (dates) Theme, duration,

time, cost, target

consumer, P/S to be

advertised etc..

February (dates)

March (dates)

April (dates)

May (dates)

June (dates)


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July (dates)

August (dates)

September (dates)

October (dates)

November (dates)

December (dates)

TOTAL COST

NEWSPAPER Advertising

MONTH / PAPER ALAHRAM ALAKHBAR ALDOSTOUR

January (dates) Theme, size, time, cost

,target consumer, P/S

to be advertised etc..

February (dates)March (dates)

April (dates)

May (dates)

June (dates)

July (dates)

August (dates)

September (dates)

October (dates)

November (dates)

December (dates)

TOTAL COST

7- Projection of sales (volume, revenues, patterns)

Sales in L.E. 1000s

MONTH J F M A M J J A S

White

Cement

800 900 850 1000 1200 1150

Gray

cement

300 280 340 450


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Special

Cement

180 195

8- Future expansion of P/S.

(Remember to concentrate on the following points:

Identification of market areas; Definition and character of the market area population including

demographic, lifestyle clusters and socio-economics;

Breakdown of the population into appropriate segments to determinepotential users;

Estimates of the number of customers appropriate for the proposedproject;

Identification and impact of other competitive similar activities; Recommended strategic direction for development; and

Recommended product/service mix).

Section Four (Operation Management)State the goals and objectives of the proposed company GP, perhaps in

bullet statements.

GP Business goals (specific goals for the different profit centers of the GP)

GP Market share goals (determine expected goals of market share for all the

P/S you are going to produce and offer in your GP).

GP Sales objectives (expected revenues per month or quarter or semester for

each product you offer and for each market).

GP Profit objectives

Describe the requirements for the management positions and responsibilitiesfor those personnel.(who is your management team who will lead the GP,

what is their past experience, qualifications, and records).

Evidence that the continuity and adequacy of management has been

evaluated and documented. (how are you going to evaluate the

qualifications of top management).


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Show the potential economic impact to a region (North Sinai) by discussing

the impact of the construction costs, sales of raw product, and salaries of

employees to the selected region (North Sinai).

1- Organization Chart (type of Organization Chart, size, span of control,etc).


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2- Manning requirements (the number of people for each position in the G/P


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3- Job Description, Job Specification, Recruitment, Selection, hiring process.


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4- Salary Scale, Payroll


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5- Schedules, supervision, productivity

6- Policies and Procedures


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7- Production Cycle (procurement, storing, issuing, conversion, packaging.

8- Cost Control

9- Quality Control

Section Five (Finance)

(Based upon the market analysis, project concept plan and costestimate, pricing recommendations and order projections will bemade and a five year operating proforma should be prepared

according to the Uniform System of Accounts detailing probablerevenue, expenses, profits, cash flow and pre-tax return oninvestment. The projection will detail expenditures by revenuecategory, example white cement and gray cement. These projectionswill be run based upon the estimates of the project's cost andproposed financing structure (owner equity and loans). A breakevenanalysis should also be included).

The purpose of a financial analysis is to indicate the venture's potential and

timetable for financial viability. It can also serve as an operating plan forfinancial management of the project.

Project development costs

Operating costs

Fixed costs

Five-year projections (becomes more necessary in business plan)

Income statement

Cash flow statement

Balance sheet

Compare projections with industry standards (RMS or Dun & Bradstreet)

List assumptions upon which the projections are basedSources and uses of funds

Loan repayment schedule

Break even analysis

Estimated return on investment


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1- Capital Investment Structure (owners equity, loans, partners)

2- Proforma Balance Sheet for five years

3- Proforma Income statement for four years

Section Six (Conclusion and Recommendations)

A statement of proposed approach in starting the new organization

State the total capital needed and safety factor used

State the expected profit and when it will be realized

Indicate the organizational structure and percentages of ownership

State planned schedule for starting the business

1- Ratio Analysis (liquidity, solvency, leverage)

2- Return on Investment, Return on Equity


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14-2-2011

Example of an outline for a recreation facility project for your guidance.

SINAI UNIVERSITY Spring 2011 Graduation Project Course Dr. Youssri Allam

A Guide for a Feasibility Study of recreation enterprises

***** This guide can help students who want to make a feasibility study for a recreation facility

for the Graduation Project.....

Introduction

Section I. Analyzing the Site

Section II. Developing a Consumer Profile

Section III. Selecting the Best Alternatives

Section IV. Evaluating Personal Characteristics and Objectives

Section V. Estimating Resource Requirements

Section VI. Estimating Investment Requirements

Section VII. Estimating Income

Section VIII. Analyzing Profitability

Section IX. Tips for Conducting the Feasibility Study

Section X. Summary of Decisions and Priority of Steps

Conclusion

Information Sources & Bibliography

ACKNOWLEDGEMENT


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The authors wish to thank Eugene Dice and Roger Murray of

the Parks and Recreation Resource Department of

Michigan State University, for their assistance in the

development of this publication.

INTRODUCTION

Recreation-related enterprises are becoming an

increasingly important American business. Increased

leisure time and discretionary, disposable income;

greater mobility; and the social thrust toward relaxation,

leisure and satisfying personal wants are creating

exciting, new recreation opportunities that did not exista decade ago.

Many people are asking questions about this dynamic,

growing industry. Some possess land or financial resources

which they feel would yield greatest economic returns in a

recreation enterprise. Others would like to manage a

recreation business. Thus, there is need for criteria

which can be used to justify the application of finances

or talents in this area. That is the purpose of this

bulletin.

To make a feasibility study, it is necessary to (1) gather

significant information about the planned enterprise and

(2) analyze this data to determine the best possible

alternatives. The following outline will help the

potential entrepreneur accomplish this task. Because there

are many possible recreation enterprises, this check list

is somewhat general. It is not meant to provide a complete

feasibility study or prospectus, but should help determine

whether a contemplated recreation enterprise has potential

for a sound economic return.

The following sections are not necessarily in the correct

order for your particular use, nor are all necessary for

every study. There is a great deal of overlapping, which

should be expected, since each section is interdependent


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on all of the others.

This check list can help you take an intelligent and

systematic look at your opportunities for success in a

recreation enterprise.

SECTION I ANALYZING THE SITE

There should be some recreation activities

that could be developed, given any of three natural

resources: water, forest, or open land --or a combination

of all of them.

For example, several recreation activities are possible

with a natural resource like water. If forest or open landis adjacent to the water, other activities can be

included. If only forest or open land is available,

activities must be land-oriented.

Determine which natural resource(s) you have available;

then use the one most suitable to your market in North Sinai.

Summer-Winter Recreation Activities Available with Water,

Forest or Open Land Resources

Activities that Require Minimal DevelopmentActivities that Require Extensive Development

SECTION II DEVELOPING A CONSUMER PROFILE

To be successful, every business must establish a profile

of the consumer it wishes to attract. This is particularly

true of the recreation business weather it is in Sinai or elsewhere.

People have different recreation interests because of

differences in age, family status, income level, etc. If


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you attempt to attract all consumers, you are likely to

fail or be less successful. At the same time, it is

important to recognize that there is a wide area of common

recreation interest among the overall population. Location

factors, such as proximity and accessibility to your

potential consumer, are other important considerations.

To develop a consumer profile for your business, begin

with your Section I site analysis and rank the most

important consumer and location characteristics (for the

success of your business) within each of the following

categories.

(Where appropriate, rank your market targets 1, 2, 3,

etc.)

1. Age of Clientele

a) Senior citizens

b) Middle years (age 35-55)

c) Post school youth (age 2535)

d) Older youth, teens (age 16-25)

e) Younger youth (age 10-16)

f) Children (age 1-10)

2. Family Status

a) Older (children raised)

b) Married, family oriented (children, youth)

c) Young married (young children)

d) Married (no children)

e) Honeymooners

f) Older and post school youth (single)

g) Younger, single youth and children group

3. Income

a) High

b) Above average

c) Middle or average

d) Low

4. Other Factors About Clientele

a) Occupational differences or similarities

b) Religious beliefs

c) Ethnic characteristics


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d) Cultural background

e)Sex (males or females)

f) Educational levels

5. Location Factors

a) Transient or destination type facility

b) Distance of clientele from you (in km. and time)

c) Competitive facilities in area

d) Complementary facilities ~ attractions in area

6. Transportation Available

a) highway system

b) rail - bus

c) air facilities

d) accessible and easily located

e) private transportation needed

7. Composite Consumer Profile

From items checked in (1)-(6) above, list below those

factors which are most pertinent to the consumer profile

of your recreation enterprise. (Example-middle years,

married, family oriented, high income, destination

facility, travel by air, etc.)

This type of analysis will help you determine your

business targets. The kinds of physical facilities and

services you offer should be based on your consumer

profile.

By matching this consumer profile with planned recreation

activities from Section I, you will enhance your chances

of success. Section III can help you do this. Don't make

the mistake of trying to be all things to all people!

SECTION III. SELECTING THE BEST ALTERNATIVES

This Section is important since it will help you further

evaluate your site according to anticipated activities and

the clientele you wish to attract. It can help you select

the best alternatives as well as answer important

questions, like:


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Are these recreation activities realistic in my particular

situation in North Sinai?

Do they match my consumer profile?

Are there any apparent conflicts or contradictions?

Information from Sections I and II should enable you to

complete this Section.

("Selecting the Best Alternatives,")

SECTION IV.

EVALUATING PERSONAL CHARACTERISTICS AND OBJECTIVES

Anyone planning to go into business should evaluate his

own personality, self perception and expectations as they

will affect the proposed enterprise. Recreation-oriented

businesses can be particularly demanding since they are

often seasonal, must cater to other people's needs,

involve long working days and are open for business on

weekends, holidays, Fridays, etc. Just because you personally like to

water ski, play golf, etc., doesn't mean you should develop such

a recreation business. You may find yourself far too busy

operating the business to enjoy the sport! Your own

personality, objectives and expectations from the

enterprise should be carefully analyzed to prevent

disillusionment.

1. Planning, Objectives

a) Income or salary expected for own labor and management

b) Rate of profit or return expected on investment

c) Scale or size of business anticipated (Egyptian Pounds, sales,

personnel hired, capital invested)

d) Contributions of others to the venture

e) Rapid growth and expansion planned

f) Plan to devote full time to the enterprise

2. Personal Evaluation

a) Experience and knowledge in management and recreation

enterprises

b) Attitude of family toward venture

c) Visualize yourself as happy and content in this

enterprise as a life's work

d) Able to train and supervise employees

e) Like working with people and catering to their needs


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g) Anticipated problems (privacy, Friday operation,

working on holidays, weekends)

g) Suitable personality.

SECTION V.

ESTIMATING RESOURCE REQUIREMENTS

This Section will help you estimate basic requirements

necessary for your recreation enterprise. It is based upon

typical requirements of various outdoor recreation

enterprises. To determine actual costs, more detailed

study, planning and evaluation will be necessary.

CAPITAL INVESTMENT (Estimated Costs)

1. Water Supply

a) Public water (cost of connecting) amount used cost per month.

b) Artesian or drilled well (cost of drilling, cost of pump and installation)

c) Pipe line through grounds (no. of feet, connections, outlets)

d) Water faucets and drinking fountains

e) Water treatment equipment, heaters, boilers, softeners, chlorinators

2. Sanitary System

Requirements for a sanitary system are determined by local

building codes and the Governorate of North Sinai Contact appropriate authority.

a) Cost of sewerage line through grounds (including connections, plumbing, toilets, urinals,

lavatories, showers)

1. Public sewerage (connecting cost) cost per month

2. Private sewerage (septic tanks and drain tile fields; lagoon systems; other)

b) Dumping station

c) Laundry facilities

3. Electricity See local power company for estimates.a) Installation, safety lights, outlets, transformers, wire

(Use this information to figure controllable costs in

Sections VI and VIII.)

b) electrical equipment amount (kWh) used

4. Fuel

See local gas company for estimates.


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a) Installation, outlets, gas lights, piping, metering, tanks, amounts used:

natural gas cost per month, fuel oil cost per month, gasoline cost per month

5. Telephone System

a) installation, telephone extensions cost per month

6. Heating and Cooling Systems

a) central heating & cooling with connections to individual areas

b) Individual heating or cooling systems

7. Site Development See contractor for estimates.

a) Clearing -

b) Road development, filling, drainage culverts, gravel, paving

c) Parking areas -

d) Beaches, sand -

e) Campgrounds and sites -

f) Picnic area -

g) Swimming pool -

h) Other

8. Buildings and Furnishings (include lances, linens, other supplies)

See contractor or supplier for estimates.

a) Office

b) Camp store

c) Equipment storage

d) Bathhouse

e) Motel - lodge

f) Restaurant

g) Meeting rooms

h) Multipurpose halls.

i) Cabins

j) Sinai arts and crafts

k) Other

9. Recreation Equipment

a) Picnic tables, grills, trash barrels

b) Boats: row, canoe, paddle, sail

c) Snowmobiles

d) Horses and equipment

e) Bicycles

f) Fishing: poles, outboard motors, tackle

g) Golf clubs, carts

h) Playground; swings, slides, teeters, climbing equipment

i) Beach: water safety equipment, rafts, docks

j) Skates, water skis

k) Guns, bows and arrows, targets

l) Projectors


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m) Loudspeaker systems

n) Arts and crafts and equipment

o) Other

10. Vehicles and Maintenance Equipment

a) Tractor-mowing machines, grader, trailer

b) Truck

c) Car

d) Other

11. Signs

a) Highway (including installation)

b) Entrance

c) Building signs

d) Sinai rules

e) Directions

f) Other

GRAND TOTALS (add subtotals of 1-11)

SECTION VI. ESTIMATING INVESTMENT REQUIREMENTS

Many otherwise successful businesses fail due to limited

capital. Don't fail to accurately estimate complete costs

of inputs. Most developers are overly optimistic during

planning and fail to consider all costs.

A. Capital Investment

1. Land

2. Site development (roads, paving, grading, drainage, parking--Sec.V, 7 and 11)

3. Utilities (installation for water, electricity, telephone, sanitary system, fuel) (do not include

operating expenses--Sec. V. 1-5)

4. Equipment and machinery (recreation, site maintenance, furniture, fixtures, linens,

transportation vehicles--Sec. V, 9-10)

5. Buildings and other supportive facilities (Sec. V, 6 and 8)

6. Costs of procuring loan and drawing legal papers

7. Professional fees (legal, accounting, architectural, consultants, appraisal, etc.) -

8. others -

B. Working Capital


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1. Salary or income needed during development (prior to opening)

2. Personal expenses prior to opening (travel, telephone, etc.)

3. Licenses, fees ( sales percentage, franchise fee, etc.)

4. Operating money needed until cash flow develops sufficiently to meet direct costs

a) Utilities (Sec. V, 1-4)

b) Labor and supplies

5. Stock and inventory for resale

6. other

C. Source of Funds

1. Owner equity (investment in stocks, convertible debentures, owner's interest)

2. Loans (from mortgages, notes, bonds, debentures, line of credit, advances)

3. Total investment or capital and cash needed (add Sections A and B) These should balance4. Total funds or cash available (Section C)

SECTION VII. ESTIMATING INCOME

When anticipating income for your enterprise, use

restraint in calculating the days of facility usage and

rates. Trade associations, competitive operations and

consultants can furnish important data. Remember,

seasonality, time of week, weather conditions, etc., will

affect revenue and usage. This income forecast should beprojected over a three-year period to allow for growth and

development. The worksheet on "Estimating Income) will

help you determine expected income from your business.

SECTION VIII. ANALYZING PROFITABILITY

When analyzing returns, be sure to consider alternative

uses of time and money. High interest costs and a tight

money market make this especially important. While only

basic expense items are listed here, special care should

be taken to include all expenses anticipated in the

enterprise.(Many of these figures can be based on items

listed in previous sections.)

EXPENSES

(A) Fixed


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1. Actual interest to be paid out (borrowed funds)

2. Insurance (other than payroll)--fire, wind, life, liability, bonding, theft, auto, etc.

3. Taxes (other than income and payroll)--business, property, franchise, etc.

4. Depreciation (invested equity in depreciable capital items, divided by no. of years useful life)

Total Fixed Expenses

(B) Controllable (Operational and Administrative)

1. Management and administrative wages (your own, supervision, office wages, expenses, etc.) -

2. Employees wages -

3. Payroll fringe benefits, insurance and taxes (figure 30-45% above actual wages paid)

4. Supplies (for normal conduct of business)

5. Repairs, maintenance of facilities, equipment and grounds

6. Advertising and promotion

7. Utilities and communications (see Section V.)

8. Professional services of continuing nature (auditing, legal, consultant, etc.)

9. Other expenses (miscellaneous, dues, subscriptions, contributions, bad debts)

10. sales taxes

11. Other:

Total Controllable Expenses

ANALYSIS

1. Fixed Expenses

(plus)

Controllable Expenses

(equals)


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Total Expenses

2. Total Income (last entry, sections VII worksheets)

(minus)

Total Expenses (above)

(equals)

Gross Profit

3. Gross Profit

(minus)

Income Tax.

(equals)

Net Profit

(If not a corporation, net income will equal Gross Profit

(above). However, if personal income has not been included

as an expense, it should be deducted from Net Profit for

figuring ratios below)

4. Divide Total Income (line 2, above) into Net Profit for

rate of profit

5. Divide Total Investment (Sec. VI, "C", line 3) into Net

Profit (above) for rate of return on investment %

6. Divide Owner Equity (Sec. VI, "C", line 1) into Net

Profit (from 3, above) for rate of return on owner's

investment %

WORKSHEETS FOR ESTIMATING INCOME (Develop additional

worksheets as needed)

INCOME:

(A) Fees and charges for use of facilities (Bathhouse, marina, golf course, etc.)

Kind of Facility

No. Units(x)

No. Times Used(x)

Charge/Unit Use

= Income

(B) Fees and charges for rental of equipment (towels, water ski equipment, golf clubs, boats,


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etc.)

Kind of Equipment

No. Units(x)

No. Times Used(x)

Charge/Unit Use

= Income

(C) Sale of goods (food, equipment, merchandise,

supplies-groceries, beverages, meals, boats, bait, fishing

equipment, ice, fuel, etc.)

Kind of Goods Sold

Total Sales -

Cost of Goods

= Income (Margin)

Subtotal Total Sales

Total Income (Margin)

(D) Sales or services not included in Items A to C (repair

service, swimming lessons, tours, babysitting, boat

launching, etc.)

Service Income

Total

(E) Other income (memberships, leases, etc.)

Add items (A) through (E) = Total Income

7. Add wages paid yourself to Net Profit (from 3, above)

to arrive at returns to management, labor, and capital of

owner-operator.

8. Take Net Profit (from 3, above) and add Depreciation

(Sec. VIII, "A", line 4) to determine if there is

sufficient cash flow to retire debt principle payments as

needed.


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SECTION IX. TIPS FOR CONDUCTING THE FEASIBILITY STUDY

I. Information and Fact Gathering

a) Determine the information essential to the success of the study (review check lists).

b) Determine possible sources of additional information and bibliography.

c) Assign the responsibility for gathering facts and information--select professional sources such

as appraisers, architects, site development engineers, and designate specific responsibility.

d) Set a timetable for gathering and assembling the information.

II. Analysis of the Facts and Information (much of this is done after the check list is completed)

a) Group the facts and information in an orderly manner (Use the check list to develop an

orderly study).

(Use the check list to develop an orderly study).

1. Draw a map showing location to markets, population centers, competitive andcomplementary facilities, physical factors of site accessibility, developmental factors, etc.

b) Determine if special steps must be taken to fill information gaps crucial to the success of the

enterprise.

c) Assign priority to facts according to how they affect the potential feasibility of information vs.

opinion and" guesstimates." Talking to someone in the business can be helpful.

d) Determine which, if any current trends (public preferences, area development, economics)may have a significant bearing on your enterprise, and the effects of your recreation enterprise

on others. Then, you can decide which alternative or alternatives are feasible and worthy of

detailed study and implementation.

SECTION X. SUMMARY OF DECISIONS AND PRIORITY OF STEPS

So far, site, clientele, personalities and economics have been considered. Which is most

important? Which should be considered first? These are difficult questions. If you have the best

site in the state, but no money to develop it you must decide whether to hold, rent, lease or sell.

And, it can be frustrating to have a willing clientele and available finances, but no site. It is

unfortunate, financing and potential clientele, but lack the needed personality or management


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abilities for the enterprise. For success, balance is needed in all of these important areas.

Recreation enterprises which offer genuinely different or

unique activities have been successful almost regardless

of cost to the developer or user. In contrast, some

successful outdoor enterprises are inexpensively

constructed and operate with almost a "carnival"

atmosphere. The common denominator for success appears to

be management ability. Thus, management ability should

rate high on the priority list. Site also contributes

significantly to the success of an outdoor recreation

enterprise. Some physical features can be altered to

conform to the operation, but location cannot be changed.

Financial backing is essential, and must be available

prior to beginning the venture. Unfortunately, expenses

begin before income, a fact which stops many enterprises

in the development stage.

Because of the interdependence of all priorities, the

decision maker has to consider all of them together.

Visits to existing recreation enterprises can be helpful.

Discussion with others and observation of their successes

and failures has helped many entrepreneurs come to a

decision.

Another important aspect to consider is the community's

attitude toward your potential enterprise. Most cities,

and governorates have planning commissions and

zoning boards that require compliance to their plans and

ordinances. Zoning may prohibit the development of a

recreation enterprise on your property. Visit these groups

and explain your plans. It could save time and money, and

more importantly, dispel unfounded rumors, which seem to

accompany most such developments.

While zoning can prohibit development An attorney can examine a current abstract of title and

advise you on any use limitations.

Public and municipal services should be thoroughly

investigated. Services of importance to a prospective

recreation enterprise include: fire and police protection,


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garbage collection, road maintenance, water, sewerage,

telephone, electrical power, natural gas and others. Lack

of such services could limit operations or cause added

expenses.

The available local labor force is another important item

on the priority list that should be analyzed. Where will

your help come from? What age employee is needed? What

education requirements are necessary? What training will

be needed?

Labor force information is available at the nearest

Employment office in Sinai. This office

will also assist in locating and testing prospective

employees.

CONCLUSION

The need for a systematic method of analyzing a planned

recreation business (or any business) has prompted this

guideline. It will succeed if it assists the developer

in realistically looking at himself, his site, potential

clientele, finances and development of the enterprise.

However, even skillful completion of these worksheetscannot insure success. Usually, it should be followed by a

more complete feasibility study with detailed plans of the

development, including both financing and business

management.


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14-2-2011

Dear Student @ SINAI UNIVERSITY

The selection of the idea of the Graduation Project is as important as theselection of the Group Members (GM).

I will list to you some ideas for the GP for your review, they might help youdecide on the GP.

1- Demonstration Park as (Tahrir Square) equipped with all the facilities forthe demonstrators to (Speak, Consult, Gather in groups, Eat, Drink, Wash,Pray, Writ posters, First Aid, Buy Bullet-Proof Jackets, Nap, Shelter, StoneStorage, Press centers, Registration desk, ect.

2- Net Caf

3- Mobile Shop

4- Advertising Agency

5- Plastic Plant

6- Shopping Bag Manufacturing plant.

7- Resort Hotel in North Sinai

8- Seafood Restaurant in Arish, SINAI

9- Real State Office Building

10- Construction Material Distribution

11- Computer Repair Shop12- Theme Park (Happyland, Wonderland, Magicland, Watermania)

13- Spice Import, Packing and Distribution Company

14- Retail Flower & Souvenirs Shop

15- Plastic Recycling Plant


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16- Mineral Water Bottling Company

17- Marble Mining Company in SINAI

18- Vending Machines & Laundry mat Company

19- Currency Exchange Company (Serrafa)

20- Tire Service Center

SU SP 11 GP Graduation Project Format 1-2-2011

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