1. What are your target visitors? All types of Classes, from Type A to C.

We also cater
foreigner patrons.
2. What are your peak day/hour/time of year? Peak days are Fridays and Saturdays,
from 9pm onwards and usually in time of Araw ng Dabaw, KAdayawan and Christmas
(whole month of December)
3. Approximately how much is your rental fee on retail spaces? more or less 500 per sq.
meter
4. How many visitors do you usually have in a day, week, month, and
yearly? approximately around 5,000 foot traffic during weekend, and 3,000 for
weekdays.




Just as entertainment ventures today often are described by variety of different
nomenclature to establish their own individual class or type of venue such as
amusement parks, theme parks, water parks, splash parks, spray parks, family
entertainment centers, urban entertainment centers, urban destination resorts, "et al"
the economic feasibility analysis of earlier times now comes disguised in a variety of
different titles. These are now often described as a market analysis, market and
feasibility analysis, development potential, location study, development scenario, etc.
Generally they all address the same basic elements. For our purposes here, I will simply
identify the document as a "feasibility report or analysis"

The preparation of a feasibility analysis for any amusement park, entertainment center or
similar leisure oriented project are all similar in their approach and the structure of the
document. However, each is likely to be somewhat different (even if prepared by the
same authors) due to the differences in the project, the market environment and the
available market.
A theme park may utilize somewhat different criteria than and amusement park, or water
park or FEC.

In spite of this, each will follow much of the same format in its development:

1. A general product is defined. (Often established by the client).

2. A market area is selected. (Unless the report purpose is to select the most logical
market area.) Although, often the market area and actual property has been been
established by the owner before they contact anyone who knows something about the
amusement industry. Disneyland's first proposed location was scrapped, as was the first
location selected by the original owners of Six Flags Texas. Other parks have
experienced the same - choosing the area or final site for reasons which had nothing to
do with the potential success of the park project.

3. A geographic market envelope is established to reflect the product's likely reach.

4. The number and demographic picture of those persons residing within the available
market envelope is examined and analyzed, often by driving time bands i.e.: 0 to one
half-hour drive time band: one half-hour drive to a one hour drive band; one to two hour
drive or what ever the limits of available market has been established. (Parks are
usually greater market areas and population and entertainment centers are usually a
smaller market area.)

5. Address the potential tourist market of available numbers and their demographic
profile.

6. Examine and analyze market deterrents including toll bridges,lack of access roads,
environmental blight, slum areas and other community problems.

7. Identify and examine the market area existing and proposed competition for the
market's time and leisure spending.

8. Analyze market findings to quantify and qualify available market population.

9. Develop the projected annual attendance together with the five or ten year
forecast (depending upon funding requirements).

10. Develop attendance distribution seasonal, monthly, daily, hourly and the impacts of
peak arrival and departure conditions as well as peak in-grounds attendance
conditions. (From market capture ratios).

11. Develop facilities for all planned rides, shows and attractions, as well as food &
beverage, gifts & souvenirs, games and other revenue centers as well as all service and
support facilities such as ticket sales, entrance and exits, toilets, security, first aid,
maintenance, warehousing, wardrobe, laundry & locker rooms administrative & d
operations offices, cash control & accounting offices, marketing & group sales offices
and other support elements.

12. Forecast revenues, based on projected attendance together with per capita
revenues for all profit centers, including admissions & rides, food & beverage, gifts &
souvenirs, games & arcades, arts & crafts and other sources of operating revenues
together with total revenues for the entire analysis period required.

13. Project operating costs for all expense centers including administration, and all
operating and support centers. These will include salaries and wages and other
operation expenses as well as cost of goods sold, and the cost of marketing the
project.

14. Develop construction casts based on the scope of facilities required, together with
the estimated soft costs required to develop the project. Land cost are identified
separately but must be included in the development budget - as are estimated financing
costs.

15. Prepare pro-forma operating statements based of revenues expenses and
development costs previously established. These figures will include estimated taxes as
well as financing repayment and reserve for annual capital improvements for the
required analysis period.

16. Generally a break even analysis is provided for the first year's operation.