$125.00 USD
Latest upgrades: Added monthly and annual 3-statement model integration (Income Statement, Balance Sheet, Cash Flow Statement) as well as a cap table, capex (with depreciation), and includes advanced calculations for land cost basis and a portion of hole construction costs that can be depreciated.
One of the most difficult things about getting into the golf course business is figuring out how to balance the time it takes to finish the course vs. the enjoyment of the course. Sometimes factors can be complementary, but sometimes you have to make decisions on what to optimize for.
The reason why is because you only have a certain amount of time that can be used in a day. That means a limited amount of rounds. As a business, you want to maximize the rounds per day, but also make the experience enjoyable for the golfers. The average size of golfing groups and the length of walking distances/golf cart utilization all play a factor in this.
For the above reason, I have built the revenue assumptions in a way where you can determine the total round capacity and then a % utilization of that capacity in your determination of potential monthly revenues over 5 years. You would be adjusting things like:
The reason why is because you only have a certain amount of time that can be used in a day. That means a limited amount of rounds. As a business, you want to maximize the rounds per day, but also make the experience enjoyable for the golfers. The average size of golfing groups and the length of walking distances/golf cart utilization all play a factor in this.
For the above reason, I have built the revenue assumptions in a way where you can determine the total round capacity and then a % utilization of that capacity in your determination of potential monthly revenues over 5 years. You would be adjusting things like:
- Playable Hours per Day
- Avg. Minutes to Play a Round (18 holes)
- Time Between Groups (minutes)
- % Utilization (rounds actually sold of total possible rounds)
- Playable Days per Month
- Avg. Price per Round
- Avg. Players per Round
There is a place for ancillary revenue assumptions as well, such as a food and beverage operation. Margins are editable for that and it all flows into the primary financial line items. You could adjust that to also include spa revenue or what have you.
There are assumptions for investor funding and dynamic returns per each entity and the owner's equity over time-based on the valuation entity's come in at and the final capital requirement after taking into account any financing/investor proceeds. See things like IRR (internal rate of return) and annualized ROI per entity.
There are expense assumptions for operations as well as CapEx, startup costs, and construction/land purchase.
Plenty of graphs and charts are also built in and change dynamically. The goal of the visualization area is to show the story of your assumptions. Usually, visuals are easier to consume compared to just numbers. There is a monthly and annual pro forma.
Questions and Answers From Customers Who Purchased/Inquired About This Template:
Customer Question:
I know in your model you account for the purchase and cost of land including appreciation (I think they meant depreciation). Do you think it would be straightforward to adjust the model to account for the scenario where the land is leased while obviously incorporating the lease costs as part of the model?
Answer:
Yes, this can easily be done by zeroing out the cost inputs for land and simply entering the expected monthly lease cost and start month of that on the 'Expenses' tab.
More Industry-Specific Bottom-up Financial Models:
