This driving range financial projection template was fun to build. It includes a nice capacity matrix for seasonality that may have a lot of other uses for all sorts of industries. The model goes out for a period of 10 years and shows monthly and annual granularity with a ton of visuals. There are revenue and expense assumptions that can be used for robust sensitivity and cash flow analysis.
$45.00 USD
Revenue Assumptions (configurable in each of the 10 years):
- Start month
- Number of driving Slots Available
- Average Time a Golfer Is at a Slot (minutes)
- Total Hours Open per Day
- Days Open per Month
- Price per Bucket of Balls
Capacity Assumptions
- % of Max Capacity Reached in each month of the year
- Growth of the % of capacity reached per year
There is a helper calculator that lets the user see how many daily golfers would exist based on a defined % of max capacity reached in each of the 10 years.
Cost Assumptions
The startup costs are broken into two parts. The first part is in regards to the number of different pieces of equipment that will be needed per driving range slot. This will populate in the financial model over time based on how many slots are added initially and over time.
The second part is in regards to initial startup costs that are not directly related to the number of driving range slots. This would include things like yardage signs, ball collector, ball dispenser, land acquisition if applicable, and construction if applicable. There are plenty of extra slots for this area as well.
The other cost section is for ongoing monthly costs over 10 years. The total monthly cost for each line item is defined for each year and each line item has a start month to help get more accurate numbers with scaling activities.
There is an assumption to define an exit month and I based the exit value on a cap rate. Normally that is for real estate, but I thought it fit for this kind of model as well. Trailing 12-month Net Operating Income divided by cap rate will result in the exit value if you enter an exit month.
There is an input for two financing options (debt and investor equity). Any remaining cash required will then come from the owners if applicable.
I have built a detailed monthly and annual view as well as high level views of the financials. The high level views include an executive summary and a Distribution summary. The distribution summary includes a DCF analysis for the project, investor, and owner, depending on how the equity requirement was financed.
At the exit month, any debt is assumed to be repaid and effects the cash flow in that period accordingly.
More Industry-Specific Bottom-up Financial Models:
