This is the third in a series of posts on creating a business plan for a sports facility. In the past weeks, we discussed creating a sports facility business objective and creating a marketing plan. In the upcoming weeks, we’ll discuss how to add details on finances and an exit strategy to your sports facility’s business plan.
Since you’ve already established the summary of your business objectives and the details of how you plan to introduce your sports facility to the community, it’s time to describe exactly how you want your facility to operate. The operational segment of your business plan should consist of two categories: the facility’s physical building and equipment, and facility’s human resources, or staff.
Part 1: Infrastructure
Describe all of the equipment you will need to run the facility and discuss how the equipment will be used. List estimated costs, both upfront and ongoing as the equipment needs to be replaced, and include all taxes and the cost of getting the equipment installed or built.
Also describe the physical building that will house your sports facility, including details such as square footage. Include a few sentences about why the facility is suitable for your needs. List the costs in both time and money of the purchase or rental and maintenance of your physical facility, including cleaning, estimated repairs, and utility costs.
Here’s an example of an introduction to the infrastructure portion of your operations plan: DNA Sports Center’s facility features an open turf field that can be split into various pitching tunnels and batting cages. It also features a weight room for strength training, an office for staff, and a wireless internet enabled waiting area for parents. Since we are operating out of a previous fitness facility, our physical costs will be kept to a minimum by taking advantage of the resources already available. The following equipment will need to be purchased and installed:
Part 1: Staff
In this part of the operations plan, describe the the staff positions at your facility. List the job titles and descriptions, including their specific duties, in detail. Discuss the hours each person will work each week and describe how each staffer will be paid.
Also briefly note your sports facility’s regular hours of operation, and describe when services would be offered to maximize revenue.
Here’s an example of an introduction to the staff portion of your operations plan: DNA Sports Center will hire qualified candidates for the following positions: Office Manager, Speed and Agility program director / Sales Director, Director of Baseball Operations, Director of Midwest Prospects (an elite baseball team). The rest of our staff, including sports-specific instructors, will be considered contractors. (list goes here.)
If you would like to consult with Mike Meszaros about how to maximize profit in your sports facility, contact us!
