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BUSINESS PLAN «EcoWood City» Eco-Hotel (Sochi)

Стоимость: 30 000 руб
  • 148
  • Английский
  • 06.10.2014
  • В электронном виде
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Adaptation of this business plan is possible for similar project around the world.

Project Description

Project Idea: construction of eco-hotel (complex) on the territory of Krasnodar Krai (Sochi), forest array. The construction is carried out by the unique technology with application of ecological buildings (houses cottages).

Project Target Audience:

  • people for which the environmental friendliness and simplicity of residential premises have a priority;
  • young families;
  • people wanted to rest near the beach and native environmental (forest) simultaneously;
  • fishermen and tourists;
  • youth companies;
  • sports teams (ski and snowboard) – for period of November-April.

Key project idea: the opportunity of leaving in the environmental zone, among forest array, in secluded cottages where the sea view is opened from windows of each of them.

Residential buildings of the complex: houses-cottages of «Futteralhaus» company (Germany) production. Amount of houses on lot is 20. «Futteralhaus» are the mobile compact energy efficient and environmentally friendly houses. They are made from natural materials and available for year-round living of family consisting of 1-6 members. Ecological friendless of construction means the usage of natural and simply materials only which are available for secondary processing.

Uniqueness of project economy. The cost of one cottage amounts to 22 thsd EUR, which is lower in 14 times then the cost price of construction of one hotel room in this region.

Indicators of project efficiency (as a result of performed calculations with accounting of 2 scenarios)

Indicators of Project Efficiency

Optimistic Scenario

Pessimistic Scenario

NPV (thsd RUB)

21,925

5,689

IRR (%)

40.65%

27.32%

PI

1.63

1.16

PBP (years)

3.39

4.26

DPBP (years)

4.56

7.21

 

Excerpts from Research:

The project uniqueness will mean the same distance from Sochi, Krasnaya Poliana and Olimpic cluster in Imeretinka (the territory with highly developed infrastructure).

In the Adler district the sanatorium sphere of service is developed. A large number of sanatoriums and pensions, private hostelries and guest houses is offered for tourists.

The railway station «Adler», Adler wagon depot, international airport «Sochi» (4 Kostromskaya Str) are represented in the district.

The base of productive forces of Krasnodar Krai are the industrial, construction, fuel and energy complexes, field of information and communication technologies as well as agriculture, transport, tourist, resort and recreation complexes. The last three directions (agriculture, transport, tourist, resort and recreation complexes) are appropriate for the social and economic development of Russia and determine the especial status of Krasnodar Krai and country economy.

The natural and climatic conditions of the region which are unique for Russia, presence of advanced medical facilities and technologies, historical sights create the potential for development of highly-efficient, competitive tourist and recreational complex of international level which forms the positive image of the country in the international arena and provides the increasing needs of population in services associated with the rest, treatment and tourism:

  • climate in the region is one of the most favorable in Russia for human living and activity. Krasnodar Krai is the warmest region in Russia; the average time length when the sun weather is obtaining in the daytime on the territory of region is 2 300 hours per year;
  • through a combination of favorable climatic conditions and presence of deposits of mineral waters and curative mud Krasnodar Krai is the most popular resort and tourist regions and actually the only in Russia seaside balneological resort and recreational center;
  • during the period of maximum deployment the daily capacity of regional resorts reaches to 450-480 thsd of seats;
  • potential of sanatorium and tourist complex of the region is implemented due to the creation on its territory of special economic zone of tourist-recreational type.

The leading industries by attracted investments are transport and communications, agricultural, sanatorium and tourist complexes which determine the priorities of regional economy.

Components of the hotel:

  1. Houses-cottages. Inside area is *** sq m (corresponds to the category of 3 stars). A full set of necessary services included: a large bed, complete bathroom, living room, kitchen block, the work area. There is, as assumed, a hairdryer, TV-set, mini-bar, conditioner, smoke detector WI FI, etc. in the room.
  2. Block-reception is combined with the household unit. The total area is approximately *** sq m. The front desk with a waiting area is situated in the block. The household part is the storage of clean linen and detergents as well as the premises for personnel.
  3. Café. The placement of café with not large end-cooking kitchen is possible as an application or in case of absence on the adjacent territory. Only the light appetizers, packaged salads, coffee/tea, sandwiches etc. are served in café.

Due to the construction and competent planning the house consumes very little energy for hitting and in the autonomous version can be completely energy independent.

In 2013 Sochi was visited by *** mln people, and in 2014 through the Olympiad and implementation of deferred demand the increasing of tourist flow is expected by 30%. It can lead to straightening of competition among hotel operators.

Approximately *** means of accommodation with total number of rooms about *** thsd were constructed by the Olympiad. Herewith *** hotels and sanatoriums are classified (*** thsd of rooms) in the city. Thus, through the Olympiad the total number of rooms of Sochi was replenished by more than 60%, which is a significant growth for such short period.

Twenty developed and reconstructed by the Olympiad hotels belong to categories of 4* and 5*, herewith *** of them is under the management of international hotel operators.

During the assessing of this investment project two scenarios of implementation were used: pessimistic and optimistic. The distinction among scenarios is concluded in offering of different occupancy of hotel rooms, and accordingly, the calculations were performed under the new indicators. Thus, the average annual occupancy at the pessimistic forecast amounts to ***%, at the optimistic – ***% of maximum possible.

 During the process of project estimation its accordance to the different criteria of acceptability was verified and also the analysis of its basic parameters and variants was performed.

List of Tables, Diagrams and Figures

4

Executive Summary

5

1.0.Project Concept

6

2.0. Description of Region

8

3.0. Technical and Economic Project Parameters

11

3.1.Lot Description

11

3.2.Residential Buildings Description

12

3.3.Lot Infrastructure

17

4.0. Marketing Strategy

21

4.1.Marketing Concept, Target Audience

21

4.2.Competitive Environment

25

4.3.Pricing Policy

28

5.0. Organizational Plan

29

5.1.Hotel Personnel

29

6.0. Operational Plan

31

6.1. Plan of Implementation

31

6.2. Plan of Sales

31

6.2.1. Project Basic Parameters

31

6.3. Complex Occupancy (Pessimistic Scenario)

33

6.4. Services Volume (Pessimistic Scenario)

34

6.5. Revenue from Project Services Sales (Pessimistic Scenario)

38

7.0. Financial and Investment Plan (Pessimistic Scenario)

42

7.1.Costs for Project Personnel

42

7.2. Costs for Personnel by Years (Pessimistic Scenario)

44

7.3. Total Project Costs (Pessimistic Scenario)

45

7.4. Project Taxation (Pessimistic Scenario) by Years

58

7.5. Capital Expenditures

59

7.6. Investment

60

7.7. Depreciation

60

7.8. Profit and Loss Statement

70

7.9. Cash Flow Statement

79

7.10. Efficiency Indicators by Years

86

7.11. Cash Flow to Invested Capital

86

7.12. Cash Flow

87

7.13. Project Financial Indicators (Pessimistic Scenario)

88

8.0. Financial and Investment Plan (Optimistic Scenario)

89

8.1. Complex Occupancy (Optimistic Scenario)

89

8.2. Services Volume (Optimistic Scenario)

90

8.3. Revenue from Project Services Sales (Optimistic Scenario)

94

8.4. Costs for Project Personnel

98

8.5. Total Project Costs (Optimistic Scenario)

101

8.6. Project Taxation (Optimistic Scenario) by Years

114

8.7. Capital Expenditures

115

8.8. Investment

115

8.9. Depreciation

116

8.10. Profit and Loss Statement

126

8.11. Cash Flow Statement

135

8.12. Cash Flow Statement by Years

140

8.13. Efficiency Indicators by Years

141

8.14. Cash Flow to Invested Capital

142

8.15. Cash Flow

143

8.16. Project Financial Indicators (Optimistic Scenario)

145

9.0. General Conclusion by Project

146

INFORMATION ABOUT THR «VTSConsulting» COMPANY

148

Figure 1. Location of Lot of Eco-Hotel Development

5

Figure 2. Lot and View from Lot of Eco-Hotel Development

6

Figure 3. Plan of Eco-Hotel on Lot

10

Figure 4. Visualizing of Development Lot with Residential Buildings of Eco-Hotel  

11

Figure 5. Interior of House-Cottage

12

Figure 6. Layout of House-Cottage (Variant 1)

13

Figure 7. Layout of House-Cottage (Variant 2)

13

Figure 8. Internal Furnish of Project Houses-Cottages

15

Figure 9. Variants of Facades Furnish of Project Houses-Cottages

15

Figure 10. Example of Café Interior Decoration

16

Figure 11. Remoteness of Village from Main Infrastructure Facilities and Settlements

19

 

Table 1. Dynamics of Number of district Population, 2002-2010

7

Table 2. Basic Macroeconomic Indicators of Krasnodar Krai in 2008-2012

8

Table 3. Chronicle of Terms of the First Snow Cover and Opening of Season in Krasnaya Poliana, 2009-2014

25

Table 4. Comparative Analysis of Competitive Projects

26

Table 5. Eco-Hotel Personnel

28

Table 6. Project Basic Indicators

30

Table 7. Cost of Basic Services on the Territory of Eco-Village

31

Table 8. Indicators of Project Efficiency (by Pessimistic Scenario)

87

Table 9. Indicators of Project Efficiency (by Optimistic Scenario)

146

Table 10. Summary Table of Indicators of Project Economic Efficiency

147

 

Diagram 1. Average Seasonality of Prices by Number of Rooms

34

Diagram 2. Average Occupancy by Total Number of Rooms

34

Diagram 3. Dynamics of Complex Occupancy, % of Planed Occupancy

39

Diagram 4. Revenue Dynamics by Years

42

Diagram 5. Revenue Structure by Groups

42

Diagram 6. Cash Flows

86

Diagram 7. Accumulated Cash Flows

88

Diagram 8. Average Seasonality of Prices by Number of Rooms

91

Diagram 9. Average Occupancy by Total Number of Rooms

91

Diagram 10. Dynamics of Complex Occupancy, % of Planed Occupancy

95

Diagram 11. Revenue Dynamics by Years

98

Diagram 12. Revenue Structure by Groups

98

Diagram 13. Cash Flows

142

Diagram 14. Accumulated Cash Flows

145