Indian Institute of Planning & Management

PROJECT REPORT

TOPIC: BUSINESS PLAN

BATCH: PGP/09-11/SS/FS1

GROUP NO 3

SUBMITTED TO: SUBMITTED BY:

PROF. SMITA KUMAR ALIKHAN MERCHANT

FINANCIAL MANAGEMENT NAMRATA HERYANI

KALPAK BHINDE

RATAN GERA
 PINKY DULERA

RICHIE SANCHETI

TABLE OF CONTENTS
Serial No. Topic Page Number

1 Executive Summary 2

2 Introduction 3

3 Business Plan : Pre-requisites 7

4 Venture Capital funding 9

5 Bank funding 15

6 Feasibility study 17

7 Foosbar : Introduction 19

8 Location feasibility 20

9 Market feasibility :
Questionnaire

10 Analysis of the Survey

11 Financial feasibility :
Statements

12 Conclusion

2
 EXECUTIVE SUMMARY
Foosball, a lesser - known recreational indoor game, is slowly gaining ground in India.
However, the popularity of this sport is spreading rather slowly. This group thought to
cash in on this very opportunity by taking the entrepreneurial way. They have come up
with a business plan of setting up a chain of Foos-bars - a combination of a Foosball
arena and a liquor and snacks bar. The place will have Foosball tables for the customers
to play, along with other indoor games like snooker, table tennis, et al. Customers
wanting to play will be charged per game, and they will even have the option of going in
for monthly, quarterly, semi-annual and annual memberships. The Foosball tables will
be classified into regular and premium. The outlets will be put up mainly in malls and
commercial hubs of metro cities. Their target customers will be young adults, falling in
the age group of 17 to 30 years. The promotional activities will be mainly concentrated
on getting the masses acquainted with the game of Foosball, and creating hype around
it. The items on the menu and the games will be priced at a premium. An approximate
capital of Rs. 2 to 5 crores would be required for the first outlet. The major costing
would consist mainly of sourcing the interiors, Foosball tables, obtaining liquor licenses.
They intend to raise funds by a bank loan or angel/venture capital funds.

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INTRODUCTION
Table football, also known as fussball, foosball, and many other names, is a table-top
game and sport that is loosely based on association football. Although patents for similar
games may exist from as far back as the 1890s, the game of Table Football as we know it
today was first invented by Harold Searles Thornton in 1922 and patented in 1923 (UK
patent no. 205,991 application dated 14 October 1922 and accepted 1 November 1923).

The concept was conceived after Harold had been to a Tottenham Hotspur F.C. football
match (he was an avid supporter). He wanted to provide a game that replicated football
that could be played at home. The inspiration came from a box of matches: by laying the
matches across the box he had formed the basis of his game.

His uncle (United States resident Louis P. Thornton, who lived in Portland, Oregon)
visited Harold and took the inspiration back to the USA where it was patented in 1927.
The patent eventually expired.

In 2002, the International Table Soccer Federation (ITSF) was established in France
with the mission of promoting the sport of Table Soccer as an organizing sports body,
regulating international competitions, and establishing the game with the International
Olympic Committee (IOC) and General Association of International Sport Federation
(GAISF).

To begin the game, the ball is served through a hole at the side of the table, or simply
placed by hand at the feet of a figure in the center of the table. The initial serving side is
decided with by coin toss. Players attempt to use figures mounted on rotating bars to
kick the ball into the opposing goal. Expert players have been known to move balls at
speeds up to 56 km/h (35 mph) in competition.

Most rules consider "360-degree shots" or "spinning" (using the palm of the hand to
swiftly spin the bar all around, instead of using wrist strokes to kick the ball with a bar-
mounted figure) to be illegal. There are many rules variations - in some variations, the

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keeper is allowed to spin, in others as long as a goal is scored from a controlled position,
rotations of the rod after striking the ball are permitted. Generally, shots short of a full
360-degree rotation before (or after) striking the ball are legal. Since the establishment
of the ITSF, the rules have become standardized in most international competitions.

The winner is determined when one team scores a predetermined number of goals,
typically five, ten, or eleven in competition. When playing Bonzini competitions the
target numbers of goal is seven.

Table football tables can vary in size, but a typical table is about 120 cm (4 ft) long and
61 cm (2 ft) wide. The table usually contains 8 rows of foos men, which are plastic,
metal, wooden, or sometimes carbon-fibre figures mounted on horizontal metal bars.
Each team of 1 or 2 human players controls 4 rows of foos men. Common table layouts
typically require no less than 8 feet (2.4 m) of open space on
each side of the table to permit advanced players to perform at
the highest level. Olympic foosball exhibitions are often
held in aircraft hangars. The following arrangement is
common to ITSF competition tables, though there are
substantial variations, particularly in Spain and South
America - where the Futbolín table model is common and uses
a different configuration.

Table football can be played by two individuals (singles) - and also with four people
(doubles), in which there are teams of two people on either side. In this scenario, one
player usually controls the two defensive rows and the other team member uses the
midfield and attack rows. In informal matches, three or four players per side are also
common.

Table football is often played for fun in pubs, bars, workplaces, schools, and clubs with
few rules. Table football is also played in official competitions organized by a number of
national organizations, with highly evolved rules and regulations. Organized
competition can be traced back to the 1940s and 1950s in Europe. But the professional
tours and bigtime money events began when the founding father of modern professional

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table soccer, Lee Peppard of Seattle, Washington, United States announced a "quarter
million dollar tour" in 1975. Peppard went on to award several million dollars in prize
monies and, ever since his Tournament Soccer Organization went out of business in
1981, several organizations and promoters have continued holding large purse
professional table soccer events worldwide.

The ITSF now regulates International events including the annual World
Championships and the World Cup. The World Cup was originally intended to coincide
with the FIFA World Cup, but since January 2009 it runs annually. In 2006 - the
inaugural ITSF World Cup - Austria, Germany and Belgium took the Gold, Silver and
Bronze respectively.

A vast number of different tables exist. The table brands used at the ITSF World
Championships are the "French-style" Bonzini, "American-style" Tornado, "Italian-
style" Roberto Sport and Garlando and the "German-style" Tecball. Other major brands
often used in international competitions include Fireball, Kicker, Deutscher Meister,
Rosengart, Jupiter Goldstar, Eurosoccer, Löwen-Soccer, Warrior, Lehmacher and
Leonhart.

Several companies have created "luxury versions" of table football tables. One of the
most notable is the Opus Table created by the Elevenforty Company. There was also a 7-
meter table created by artist Maurizio Cattelan for a piece called Stadium. It takes 11
players to a side.

The CARROM® Company created a sports division in 1996 and began making several
models of high quality Foosball tables for use in the home. Their tables are made in the
USA.

Differences in the table types have great influence on the playing styles. Most tables
have one goalie whose movements are restricted to the goal area. On some of these
tables the goalie becomes unable to get the ball once it is stuck out of reach in the
corner; others have sloped corners to return the ball to play. Other tables - notably the
Tornado model - have three goalies, one in the center and one in each corner to reach

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the ball so sloped corners are not needed. Another major difference between table types
is found in the balls, which can be made of wood (cork in the case of traditional French
tables), various forms of plastic or rarely even marble and metal, varying the speed of
shots a great deal, as well as the "grip" between the man and the ball and the ball and
the playing surface.

One of the newest additions to the foosball table family, the Fireball table, is
manufactured in China. In 2010 it became an officially-recognized ITSF table, approved
for use in internationally-recognized competition.

The most common English names are table football, footzy, bar football and foosball,
though table soccer is also used. Among French-style players it is known as baby-foot.
Foosball is also known as "fußball" (German for football), although in Germany the
game is most often called "Kicker". In Italy is the most used name "Calcio Balilla". In
Pakistan it is also known as "Patti". In Argentina, table football is known as "metegol",
and in other latinamerican countries, it's known as "canchitas" o "fulbito".

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8
BUSINESS PLAN: PRE – REQUISITES
A business plan is a formal statement of a set of business goals, the reasons why they are
believed attainable, and the plan for reaching those goals. It may also contain
background information about the organization or team attempting to reach those goals.

Business plans may also target changes in perception and branding by the customer,
client, tax-payer, or larger community. When the existing business is to assume a major
change or when planning a new venture - a 3 to 5 year business plan is essential.

Business plans may be internally or externally focused. Externally focused plans target
goals that are important to external stakeholders, particularly financial stakeholders.
They typically have detailed information about the organization or team attempting to
reach the goals. With for-profit entities, external stakeholders include investors and
customers. External stake-holders of non-profits include donors and the clients of the
non-profit's services. For government agencies, external stakeholders include tax-
payers, higher-level government agencies, and international lending bodies such as the
IMF, the World Bank, various economic agencies of the UN, and development banks.

Internally focused business plans target intermediate goals required to reach the
external goals. They may cover the development of a new product, a new service, a new
IT system, a restructuring of finance, the refurbishing of a factory or a restructuring of
the organization. An internal business plan is often developed in conjunction with a
balanced scorecard or a list of critical success factors. This allows success of the plan to
be measured using non-financial measures. Business plans that identify and target
internal goals, but provide only general guidance on how they will be met are called
strategic plans.

Operational plans describe the goals of an internal organization, working group or

department. Project plans, sometimes known as project frameworks, describe the goals
of a particular project. They may also address the project's place within the
organization's larger strategic goals.

Business plans are decision-making tools. There is no fixed content for a business plan.
Rather the content and format of the business plan is determined by the goals and
audience. A business plan represents all aspects of business planning process; declaring
vision and strategy alongside sub-plans to cover marketing, finance, operations, human
resources as well as a legal plan, when required. A business plan is a bind summary of
those disciplinary plans.

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For example, a business plan for a non-profit might discuss the fit between the business
plan and the organization’s mission. Banks are quite concerned about defaults, so a
business plan for a bank loan will build a convincing case for the organization’s ability to
repay the loan. Venture capitalists are primarily concerned about initial investment,
feasibility, and exit valuation. A business plan for a project requiring equity financing
will need to explain why current resources, upcoming growth opportunities, and
sustainable competitive advantage will lead to a high exit valuation.

Preparing a business plan draws on a wide range of knowledge from many different
business disciplines: finance, human resource management, intellectual property
management, supply chain management, operations management, and marketing,
among others. It can be helpful to view the business plan as a collection of sub-plans,
one for each of the main business disciplines.

"... a good business plan can help to make a good business credible, understandable, and
attractive to someone who is unfamiliar with the business. Writing a good business plan
can’t guarantee success, but it can go a long way toward reducing the odds of failure."

The most difficult time for a business is surviving the Valley of Death. The Valley of
Death is the funding gap between promising research and the transition to the
marketplace. Below are the typical stages of funding and potential funding sources a
business can consider to successfully navigate its way through the commercialization
process.

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VENTURE CAPITAL FUNDING
Venture capital (VC) is financial capital provided to early-stage, high-potential, and
growth Startup companies. The venture capital fund makes money by owning equity in
the companies it invests in, which usually have a novel technology or business model in
high technology industries, such as biotechnology, IT, Software etc. The typical venture
capital investment occurs after the seed funding round as growth funding round (also
referred as Series A round) in the interest of generating a return through an eventual
realization event, such as an IPO or trade sale of the company.

In addition to angel investing and other seed funding options, venture capital is
attractive for new companies with limited operating history that are too small to raise
capital in the public markets and have not reached the point where they are able to
secure a bank loan or complete a debt offering. In exchange for the high risk that
venture capitalists assume by investing in smaller and less mature companies, venture
capitalists usually get significant control over company decisions, in addition to a
significant portion of the company's ownership (and consequently value).

Venture capital is also associated with job creation accounting for 21% of US GDP, the
knowledge economy, and used as a proxy measure of innovation within an economic
sector or geography.

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12
STAGES OF VENTURE CAPITAL
There are several customary stages in venture capital investments, which will be
discussed in this section. All of the stages are affected by several characteristics that
change from one investment round to the next: the condition of the company, the
sources of financing, the company's value, the amount of capital raised, the designation
of the capital raised, and problems related to the specific stage of financing. Obviously,
these are general characteristics that change from one company to another and also
depend on the condition of the given market. For instance, the value of seed companies
rose immensely in the years 1998–1999 and dropped sharply, beginning in the second
half of the year 2000. It is also important to note that several rounds of investment are
possible within one stage before the company moves on to the next stage.

Distinguishing among preliminary rounds of investment

The distinction among the different rounds of investment at the first stage—pre-seed,
seed, and first round—is not simple. There are many differences which are sometimes a
little artificial. Nevertheless, we shall now attempt to explain these differences according
to the development axes described above.

It is customary to use different terminology for seed and pre-seed investments according
to the progress achieved in proving the feasibility of the idea. When the idea has not yet
been proven, an investment is required to prove the technology (or even the existence of
a market), and the company usually does not yet exist, the investment is considered pre-
seed. If, on the other hand, the company plans on developing a product whose feasibility
is proven, although the company itself may still be in its infant phase, the investment is
considered a seed investment. Furthermore, a company in the seed phase is expected to
be an actual company (even if it is just starting out) and not a project—a status which is
perfectly acceptable for the pre-seed stage. What is meant by a "company" is more than
just legal incorporation; mainly it implies the existence of a preliminary managerial
team in the company as opposed to a single entrepreneur in the pre-company stage. In
other words, the main differences between seed and pre-seed financing lie along the
R&D axis and perhaps also on the leading team axis.

The main difference between seed financing and first-round financing is the progress of
the company, mainly on the business axis, but also on the leading team axis. In the first
round, the company will probably have a thorough familiarity of the market and its
characteristics and the competition, an understanding and conception of its product
with respect to its definition and market fit, as well as a visible management team, or
even one significant leader.

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It is quite possible for a company to go through all three stages of preliminary financing,
or it could skip directly to the first round. A more detailed discussion of each of the three
stages of preliminary financing, and of the subsequent stages of financing, now follows.

Pre-seed financing
• The condition of the company— At this phase, talk of a "company" is still
premature. What usually exists is an immature idea and an incomplete
management team, and there is no guarantee that the idea is technologically
feasible or commercially viable.

• Sources— the preliminary financing in the first stage is obtained from individuals
who are close to the entrepreneur and know him or her personally (family and
friends), private investors who are not organized in investing institutions, or
incubators.

• Use— The money is needed to support the development of the idea in order to
promote the product at least to the stage in which its feasibility is proven and to
write the business plan.

Seed financing
• The condition of the company— At this stage, there already is a company with a
basic team of managers and/or entrepreneurs and possibly also a demo and a
basic business plan.

• Sources— once the feasibility of the idea has been proven, capital can also be
raised from private investors (angels) who specialize in preliminary investments
and from entities who invest in companies in their early phases, such as
incubators and specialized funds.

• The financing process and the investors' involvement— The process of raising
capital from private investors is relatively short, since private investors do not
require more than several weeks to reach a decision. However, the entrepreneur
should be prepared to present his or her project repeatedly since he or she must
try to reach as many investor groups as possible, be they angel clubs, angel
associations, or key persons who can influence other private investors because
they have faith in the former's ability to screen investments. If the investors are
funds or associations of investors, the process takes the form of institutional
financing (see below), but this is still done in relatively short time frames. At this
stage, investors are primarily involved in providing general advice.

A large amount of capital is channeled to this field, although the amounts are
much smaller following the decline in capital markets, but due to the multitude of
new ventures, many investors find it hard to evaluate all the business plans that

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 are sent to them, and without a good reputation of the entrepreneurs, or referrals
and assistance by outsiders, a startup's chances of obtaining financing are slim.

• Use— At this stage, the money is applied toward recruiting a broader

management team and employees, completing the business plan, and developing
the product to achieve a beta version that will operate at a beta site (a working
model at the customer's facilities) or at least an alpha version (a fully operative
preliminary model).

First-stage financing
As mentioned above, the focus of many funds on seed financing has blurred the
distinction between seed financing and first-stage financing. We shall, however, attempt
to point out several characteristics of first-stage financing.

• The condition of the company— The conditions for an investment are generally
the existence of a functioning company with a reasonable understanding of the
market and a product under development (at least a working prototype). In the
past it was customary to expect a product that is ready to be launched on the
market, but in recent years this type of financing has been provided at earlier
stages.

• Sources— The source of finance at this stage is usually venture capital funds.

• The financing process and the investors' involvement— An investment is usually

made after a vigorous due diligence process, designed to corroborate the
assumptions underlying the business plan submitted by the company, and after
the signing of a detailed contract regulating the terms of the investment, the
relationship between the shareholders, and the conditions of the fund's exit. On
average, this process lasts between three and six months, and during its course
entrepreneurs are required to dedicate many efforts to the capital-raising process
while continuing the daily management of the company. At this stage, investors
(most of whom are, as mentioned above, venture capital funds) make important
decisions for the company, supervise the development activities and the
recruitment of employees, and monitor the management's performance closely.
These investments are also made in consideration for shares in the company
(usually preferred shares which confer priority in distributions at the time of
dissolution).

• Use— First-stage financing is used to complete the development and

commercialization of the product, to expand the managerial team, and to
commence the marketing efforts, including recruiting an initial marketing team
and sometimes also a sales team.

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 • Concerns— Although the vast majority of the funds dedicated to venture capital
investments are directed at first-stage financing, a company wanting to raise
capital from venture capital funds for this stage still faces many problems:

○ Lengthy investigations— Since at this stage the company is still risky,

venture capital funds perform lengthy investigations into the existence of a
market for the product and into the company's chances of successfully
completing the development of its products (most of the investment in this
stage is dedicated to R&D and to preparing the ground for a managerial
and marketing infrastructure). The entrepreneur is assessed at this stage
on his or her ability to recruit employees, meet operating targets (he or she
is usually not yet required to meet sales targets), and to present the
company's vision.

○ Structural and expensive changes— The introduction of institutional

investors at this stage usually results in a structural leap in the company's
management, for example, financial reporting and a full-fledged board of
directors. This transition, which is made during the course of the
negotiations for an investment contract, is lengthy and requires
considerable managerial resources

Second- and third-stage financing

• The condition of the company— A company seeking this type of financing must
demonstrate that it has a marketing system, solid management, and existing or
pending sales.

• Sources— The investors are usually funds, institutional investors, and corporate
investors who invest in companies whose business is close to their own.

• The financing process and the investors' involvement— Second-stage financing is

usually a long and tedious process which requires considerable managerial
attention. On average, it starts about one year after the first-stage financing and
is followed by a reduced involvement by the investors in the daily management of
the business (although they will still require the achievement of certain goals).

• Use— The money is used for working capital to enhance the marketing system,
buy fixed assets required to support the growth of a company in the stage of
active production, and to expand its sales and support teams. The ultimate aim is
to reach the stage of sales and typically lead the company to profitability.

• Concerns— At this phase in the company's life cycle, it usually enters the stage of
marketing and sales. These activities require vast financial and managerial
resources that often exceed those available internally to the company. Companies
therefore find themselves facing the need to raise more capital immediately,
shortly after they finish their first-round financing. In this state of affairs, the

16
 company's value for purposes of the second-stage financing has usually not risen
substantially, and the need for a large amount of capital may result in a
considerable dilution of the existing shareholders, who would rather see a leap in
scale in the value of the company.

Pre-IPO financing
• Sources and uses— This round of financing is relevant to companies 12–18
months before an IPO. The amount raised depends on the company's needs until
the IPO, and may range between several millions and tens of millions of dollars.
The value of the company is derived from its anticipated value in the IPO. This
round is usually designed to provide bridge financing until the IPO is completed.
The investors in this stage are often passive investors who expect to sell their
stakes after the IPO, and venture capital funds, which have already invested in
the company. In recent years, they have been joined by private-capital divisions
of large investment banks, mutual funds which also invest in the private sector,
and other financial institutions such as insurance companies.

In the months preceding an IPO, many companies want to secure interim

financing to reduce the uncertainty with respect to the timing of the IPO. Such
interim financing, which is becoming more and more popular, reduces the
company's dependency on the condition of the stock exchange when determining
the timing of the IPO and allows the company to wait for the optimal timing. This
interim financing allows investors who are deterred from investing in startups in
their early phases to take part in promising private placements. This type of
financing is sometimes provided by potential underwriters seeking priority or
exclusivity in the role of underwriters for the company's upcoming IPO.

Along with direct investments in consideration for preferred shares, the private
sector has in recent years exhibited a sharp trend toward issuing convertible
debentures before an IPO. Such securities are issued both to groups of
institutional investors and to commercial banks, which have recently been
expanding their activities in this field.

• Concerns— Companies in need of bridge financing are companies which can

demonstrate increasing sales and a well-functioning marketing system, but are
not yet ready to go public for various reasons, such as the absence of past
experience in a consistent growth in sales or unfavorable market conditions.
However, these companies are growing and require ever-increasing investments
to finance their high cash burn rate. In these situations, companies sometimes
face the problem of having to raise capital with shareholders who object to being
diluted other than according to a value that is close to the company's forecasted
value in the IPO. Companies in this phase can sometimes receive financing from
underwriters, with the disadvantage of having to make a long-term informal

17
commitment in advance to a particular underwriter, thus losing their flexibility to
choose the appropriate underwriter when the time comes to go public.

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BANK FUNDING
The group visited Central Bank of India , Khar West branch and met with the bank
manager Mr. Rao and found out the information of being granted a loan for the
purpose of business and they were given the following details:

CENTRAL BANK OF INDIA: Cent Vyapari scheme.

Eligibility:

All types of Traders including Retailers and Distributors.

Facility and Amt. of Finance

Cash Credit against paid Stock and Receivable upto 90 days) up to a Maximum of
Rs.20.00 Lakh per borrower.

Margin

A minimum margin of 25% on stocks and 50% on Receivables (upto 90 days) should
be maintained. For limits up to Rs. 5.00 lakh margin of 25% should be kept on the
combined value of stock and sundry debtors less sundry creditors. No Drawing
Power is allowed on Receivables beyond 90 days.

Security

Primary : Hypothecation of stocks and book debts wherever book debts are taken
in to account for arriving at drawing power.

Collateral : EM of land and building value of which is

At least equal to limit sanctioned in case of limit/loan up to Rs.10 lakh.

At least 133% of sanctioned limits in case of limit/loan above Rs.10 lakh.

The Property should be self-occupied or vacant non- agricultural property.

Repayment

Repayable on demand - to be reviewed / renewed every year.

Inspection Charge

Rs.1000/- per Inspection for any loan amount.

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Rate of Interest

BPLR+1%, RS.1000 per proposal.

Other terms and conditions

Borrower to exclusively deal with our Bank

Credit report from the previous Bankers, if any, to be submitted.

Securities offered to Bank to be comprehensively insured for full value.

Drawing power is calculated on monthly basis on the basis of Stock Statement

and/or Book Debt Statements submitted.

Book debts to be certified by Chartered Accountant on quarterly intervals.

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FEASIBILITY STUDY
A feasibility study is an evaluation of a proposal designed to determine the difficulty
in carrying out a designated task. Generally, a feasibility study precedes technical
development and project implementation. In other words, a feasibility study is an
evaluation or analysis of the potential impact of a proposed project.

Technology and system feasibility

The assessment is based on an outline design of system requirements in terms of

Input, Processes, Output, Fields, Programs, and Procedures. This can be quantified
in terms of volumes of data, trends, frequency of updating, etc. in order to estimate
whether the new system will perform adequately or not. Technological feasibility is
carried out to determine whether the company has the capability, in terms of
software, hardware, personnel and expertise, to handle the completion of the project

Economic feasibility

Economic analysis is the most frequently used method for evaluating the
effectiveness of a new system. More commonly known as cost/benefit analysis, the
procedure is to determine the benefits and savings that are expected from a
candidate system and compare them with costs. If benefits outweigh costs, then the
decision is made to design and implement the system. An entrepreneur must
accurately weigh the cost versus benefits before taking an action.

Cost-based study: It is important to identify cost and benefit factors, which can be
categorized as follows: 1. Development costs; and 2. Operating costs. This is an
analysis of the costs to be incurred in the system and the benefits derivable out of the
system.

Time-based study: This is an analysis of the time required to achieve a return on

investments. The future value of a project is also a factor.

Legal feasibility

Determines whether the proposed system conflicts with legal requirements, e.g. a
data processing system must comply with the local Data Protection Acts.

Operational feasibility

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Operational feasibility is a measure of how well a proposed system solves the
problems, and takes advantage of the opportunities identified during scope
definition and how it satisfies the requirements identified in the requirements
analysis phase of system development.

Schedule feasibility

A project will fail if it takes too long to be completed before it is useful. Typically this
means estimating how long the system will take to develop, and if it can be
completed in a given time period using some methods like payback period. Schedule
feasibility is a measure of how reasonable the project timetable is. Given our
technical expertise, are the project deadlines reasonable? Some projects are initiated
with specific deadlines. You need to determine whether the deadlines are mandatory
or desirable.

Other feasibility factors

Market and real estate feasibility

Market Feasibility Study typically involves testing geographic locations for a real
estate development project, and usually involves parcels of real estate land.
Developers often conduct market studies to determine the best location within a
jurisdiction, and to test alternative land uses for given parcels. Jurisdictions often
require developers to complete feasibility studies before they will approve a permit
application for retail, commercial, industrial, manufacturing, housing, office or
mixed-use project. Market Feasibility takes into account the importance of the
business in the selected area.

Resource feasibility

This involves questions such as how much time is available to build the new system,
when it can be built, whether it interferes with normal business operations, type and
amount of resources required, dependencies,

Cultural feasibility

In this stage, the project's alternatives are evaluated for their impact on the local and
general culture. For example, environmental factors need to be considered and these
factors are to be well known. Further an enterprise's own culture can clash with the
results of the project.

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 FOOSBAR: AN INTRODUCTION
Foosball, a lesser - known recreational indoor game, is slowly gaining ground in India.
However, the popularity of this sport is spreading rather slowly. This group thought to
cash in on this very opportunity by taking the entrepreneurial way. They have come up
with a business plan of setting up a chain of Foos-bars - a combination of a Foosball
arena and a liquor and snacks bar. The place will have Foosball tables for the customers
to play, along with other indoor games like snooker, table tennis, et al. Customers
wanting to play will be charged per game, and they will even have the option of going in
for monthly, quarterly, semi-annual and annual memberships. The Foosball tables will
be classified into regular and premium. The outlets will be put up mainly in malls and
commercial hubs of metro cities. Their target customers will be young adults, falling in
the age group of 17 to 30 years. The promotional activities will be mainly concentrated
on getting the masses acquainted with the game of Foosball, and creating hype around
it. The items on the menu and the games will be priced at a premium. An approximate
capital of Rs. 2 to 5 crores would be required for the first outlet. The major costing
would consist mainly of sourcing the interiors, Foosball tables, obtaining liquor licenses.
They intend to raise funds by a bank loan or angel/venture capital funds.

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LOCATION FEASIBILITY
LOCALITY – Koregaon Park

3000 sq.ft. unfurnished retail space on lease at koregaon park good commercial
building prime location, lift, dg back up, parking available.

Rent – Rs. 1,50,000/ month

3000 sq. ft area, Rs 50/ Sq. ft.

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 MARKET FEASIBILITY: QUESTIONNAIRE
To understand the market reaction on the groups business venture “Foosbar”
MARKET SURVEY: QUESTIONNAIRE
1. Do you indulge yourself in some kind of indoor or outdoor activities to refresh yourself?
YES NO

2. What kind of activities do you prefer?

INDOOR OUTDOOR BOTH NEITHER

3. Do you know about the game foosball?

YES NO HEARD OF IT BUT NEVER PLAYED IT.

4. Are you keen on trying the game as a recreational outsource for you?
YES NO MAYBE

5. What kind of indoor games would you prefer to play?

TABLE TENNIS
CHESS
FOOSBALL
POOL/SNOOKER
VIDEO GAMES (PLAY-STATION, NINTENDO ETC...)

6. If a lounge that offered gamin indoors opened up would you be willing to try it?
YES NO MAYBE

7. Rank from 1-10 (1 being most important) the attributes that would affect your decision
on going to THE LOUNGE.
FOOD
GAMES OFFERED
SERVICE
DÉCOR
BEVERAGES
PARKING FACILITY
PRICING
GENTRY OF THE LOUNGE
LOCALITY
OFFERS AND CONTESTS

8. Would you be willing to shift your weekend outings to this lounge if it meets your
relaxing needs?

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YES NO MAYBE

9. What kind of pricing do you think such a lounge must adopt?

0-25 PER GAME
25-50 PER GAME
50-100 PER GAME
100-125 PER GAME

10. Do you think alcohol and snacks must be offered at this lounge?
YES NO MAYBE

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(1) Around 25 people from250 do not like to indulge in indoor /outdoor
activities due to their personal issues.

(2) Around 205 /250 prefer indoor or both activities upto age of 45 yrs.

(3) Out of 205 people only 82 have played game at least once and 40 have
heard about it.

(4)Out of 250 around 215 (86%) can be our target audience.

(5) Out of 215, 55 people were interested in TT & Pool with age of 25-30yrs
for TT and up to 55 years for Pool. 50 people preferred to play Foos-ball and
average age of people with this interest is 30 years.

AGE
(YRS
6)Around 170 people were willing to come to come in Lounge .i.e 68% of our
)
target audience.

(7)DECISIONS
AFFECTING FOOT

(8) Out of 170, 140 people don’t mind to go to lounge if it is able to fulfill all
their needs.

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 (9) Price being the key factor for us as well as customers. From the above
graph we can say that Rs. 25 – 100 can be charged according to types of
game offered.

CONCLUSION:

The survey was done in Pune near the locality, outside colleges and IT parks.
Sample size was 250 and out of them 170 supported for the sports Lounge
as recreational activity. This survey when linked with age group of people, it
showed that people of age 25- 40 were interested to play Foos ball & Pool.
Many new games, DJ wars etc were suggested by people as part of Lounge.
These suggestions can be added within 2 years of opening of Lounge.

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