The below are the hotel outlines, it will provide quality hospitality services, cost-effectively, in a popular resort environment. This plan successfully raised capital for property acquisition, renovation, and company start-up related costs.

• EXECUTIVE SUMMARY
• COMPANY SUMMARY
• HOTEL OVERVIEW
• MARKET ANALYSIS
• COMPETITIVE ENVIRONMENT
• STRATEGY & IMPLEMENTATION
• PROMOTION STRATEGY
• FINANCIAL PLAN
• RESUME

INTRODUCTION

In today’s highly competitive environment, formal business planning is an essential element in achieving business success. This business plan also serves as a strategic plan.

From the numerous investment opportunities, we choose only a few. Our management team does an in-depth analysis of the opportunities and conclude that the chosen one has an excellent chance to succeed.

OUR STEP BY STEP BUSINESS PLAN

1. SITE IDENTIFICATION
2. SURVEY AND FEASEABILITY
3. DUE DILLIGENCE
4. BRANDING
5. STRATEGIC COLLABORARATION AGREEMENT
6. PLANNING A REALISTIC COURSE OF ACTION
7. EXECUTION OF PLANS
8. MANAGEMENT OF PROPERTY
9. REVENUE OPTIMIZATION

Methodology for Business Planning

Sophisticated business planning helps management answer questions, such as: What will be our record of achievement? How have we fared compared to our competitors? Are we setting realistic and attainable goals and objectives?

Constructive and useful business planning requires a broad-based understanding of changes taking place in the marketplace in which the company competes, or plans to compete, and the ever-changing financial markets. In-depth technical skills in a variety of disciplines such as financial analysis, sales and marketing, latest technology, and managing growth are critical components in assessing a company’s opportunities and risks.

Developing the Business Plan

The management of Greentown home developers has developed this disciplined planning methodology to help the company anticipate its start-up costs and other critical information to arrive at this realistic plan.

Guidance from Outside Professionals

We sought legal assistance and advisors to develop the concept. We will maintain an active management involvement in every aspect. This plan reflects our vision.

Five Objectives of Greentown home developers

1. Attract investment capital;
2. Focus ideas and establish goals;
3. Identify and quantify objectives;
4. Track and direct growth;
5. Create benchmarks for measuring success.

Ideal Property Location

The preferred location is a 30-100-acre parcel. The grounds are beautifully landscaped, wooded acres. Approximately 50% acres are wooded and undeveloped, which creates an opportunity for significant expansion or potential for an entirely new enterprise. The location should be in close proximity of a big city or near a tourist place frequently visited by for business, leisure and pilgrimage essentially with street signage, and beautiful landscaping with a mature variety of trees and shrubs.

Mission Statement

Our mission is to provide quality hospitality services to our guests in a comprehensive and cost competitive manner, providing the finest farm experience and comfortable serviced accommodations.

Company Business Plan Objective

This business plan serves to detail the direction, vision, and planning to achieve our goal for providing superior and comprehensive holiday serviced mini farms/resort and lounge services. Our plan objectives are:

• To create attractive investment opportunity in multiple unit sales
• Time sharing sales
• Multiple tie up methods to maximize revenue
• Club membership sales
• To create Destination marriage hot spot

This shall fill a niche not presently available and will form the basis of a highly profitable venture.

Mr. Sanjay Lakhanpaul founded Greentown home developers, He has had extensive experience in creating and managing organizations for environmental and economic development-oriented companies involved in nationwide projects.

SANJAY LAKHANPAUL/ Founder & CEO

Mr. Sanjay Lakhanpaul is an experienced real estate and land developer; growing up in a family which focuses their entire life substance in Industrial electrical sector and having invested in real estate and all aspects within the sector. He is founder of LII Land Investment International. Just in the last 17 years, Mr. Sanjay Lakhanpaul contributed to the development of more than 50 residential units and commercial properties. His peers describe him as a dynamic, methodical entrepreneur, and one of the best positioned individuals to take advantage of real estate development within in NCR. Mr. Sanjay lakhanpaul oversees all aspects the investment criteria that is required prior to any acquisition done by the Company as well as supervises with a hands approach every single step of land development process in all of projects.

Mr. Sanjay Lakhanpaul has acquired a solid expertise in real estate development and has more than 17 years of experience in land Mr Sanjay Lakhanpaul is responsible for securing capital from private and institutional investors.

Mr. Sanjay Lakhanpaul started his entrepreneurial career within the real state sector by successfully developing and commercializing over eight locations (60000 sq ft commercial units) for METRO CASH & CARRY INDIA PVT LTD in India. Mr. Sanjay Lakhanpaul’s set of skills has enabled him to become a successful capital raiser as well as a driving management force incorporating and implementing profitable business models and gaining the trust and interest from private and institutional investors.

acquisition, in conceptual design of residential, commercial and industrial projects in India. Renowned for his solid knowledge in sustainable development, he developed some skills in creating innovative projects in Group housings, township plotting and commercials. Self-sufficient and relentless, he performs in negotiating and finding solutions for important issues assuring success to all projects.

Mr. Sanjay Lakhanpaul Besides an expert in the Real Estate industry with more than 17 years’ experience is also a successful entrepreneur with a vast network of contacts in the Region comprising: investors, sponsors, financial institutions and public authorities. His peers prize him as a natural leader with a unique flair for new business opportunities.

Mr. Sanjay Lakhanpaul‘s extensive career and business development experience is extremely valuable to GREENTOWN HOME DEVELOPERS as he is expanding company’s corporate platform and establishing a solid foundation for growth. This, along with his significant knowledge and business savvy, are particularly helpful  as it continues to expand and grow into the future.

Key Advisors to the Company

Greentown home developers have additional key staff members and advisors to assist during the development, planning, and initial planning phases.

Mr. Sanjay Lakhanpaul will manage all aspects of the business and service development to ensure effective customer responsiveness. Qualified resort associate professionals will provide additional support services. Support staff will be added as guest and/or patron load factors mandate. Recently joined the American Holiday serviced mini farms and Motel Association.

For purposes of this Business Plan document,.—Phase I Phase ll and Phase IIl for developmental growth are defined below:

Phase I

This phase involves plan preparation and development of Holiday serviced mini farms /Resort. On identifying the ideal property, the property will be duly visited and on selection the feasibility report will be prepared by international property consultants to evaluate and establish all factors involved. On receiving positive report, the owners submit copies of title papers and conversion documents for due diligence. After the due diligence process we reach the strategic collaboration agreement stage, defining the scope of work, revenue sharing and other related factors.

Phase I

Capital (start-up) funds are documented for business plan.

Phase II

Continue implementation of sales, advertising, and marketing strategies developed in Phase I. Identify and pursue additional investor markets.

Phase lll

Establishing a holiday serviced mini farms and lounge business clientele will take less time, as the research revealed internet booking/word-of-mouth /recommendations /referrals and value as the primary way in which holiday serviced mini farms and lounge services are selected by new buyers. People who are completely new to the area, who have few established connections, may look to other advertising to establish availability, and then call for information or pricing.

Strengths of our brand include its broad base of experience in managing different types of companies. We have extensive development experience and a track record of hiring the right people and training them. We understand the service sector business, and have gained invaluable experience in organizational management.

1. A property designed as per demand and latest trend
2. Frequent Guest Award Program
3. Controlled overhead and operational costs
4. Regular and ongoing guest feedback
5. Latest technology/software capacity
6. Weekend lounge (piano bar, dance floor) entertainment
7. Unique, timeless and comfortable environment
8. Dedicated management and associate support staff

1. Computer programs greatly simplify the financial recordkeeping for today’s businesses. As a business, holiday serviced mini farms /Resort will need to watch its expenses closely. By utilizing the existing software packages available in the holiday serviced mini farms  industry, including: room and facility management database, controlled bar and inventory measuring systems, and room key cards that allow patrons to charge directly to their room account, this technology shall assist management in controlling costs, reducing cash management, and maximizing revenue. Holiday serviced mini farms / Resort shall attract the resources necessary to train and operate the system in order to generate the reports and manage the inventory.

1. A hypothetical behavior sequence model for a new customer (future guest) contemplating using a holiday serviced mini farms and lounge service for the first time might look something like the following (based on discussions and interviews with potential guests):

Target Markets—Geographical: The major cities within a three-hour drive of the property.

Target Markets – Consumer:

• Various associations and corporates
• New visitors travelling to the area
• Middle- and upper-income bracket
• Returning visitors to the area
• Businesses needing to hold small overnight planning and strategy sessions
• Area wedding parties
• Couples

For its guests, Our Holiday serviced mini farms /Resort will be positioned as a new, beautifully landscaped, nature-filled, unique atmosphere holiday serviced mini farms with a bar lounge service that fits an adult “getaway” market niche. A full range of referral services (i.e. restaurant recommendations, shopping, taxis, area attractions) will be made available and tailored to the needs of the particular guest.

Business services range from room phones that are Internet jack ready and telephone answering message service for each room to on-site fax services and meeting room space (lounge sitting area). We will aim to attract business guests and their partners needing to hold planning or strategy sessions away from the office in a new and comfortable surroundings, in order to even out revenues throughout the week.

Unlike products that are produced, then distributed, and sold, holiday serviced mini farms and lounge services are produced and consumed simultaneously in a real-time environment. Thus, distribution issues centre on making the services available in a convenient manner to the greatest number of potential guests.

Rooms per night fees have been developed. The fee schedule takes into account seasonal rates that are common in the area. For businesses and other large group functions, pricing can be discounted depending upon the number of rooms reserved.

By giving careful consideration to customer responsiveness Greentown home developer’s goal will be to meet and exceed every service expectation of its holiday serviced mini farms and lounge services. Our guests can expect quality service and a total quality management (TQM) philosophy throughout all levels of the staff.

 Investor Returns Programs

For the buyers who also sign lease back agreement, a special ever increasing return formula has been formed

Investor Reward Programs

For present buyers who also sign lease back agreement : “Stay 15 nights for free in one year” promotion and as a means of building business by word-of-mouth, present customers shall be encouraged and rewarded for referring future guests. This can be accomplished by offering a small “rebate” (5% or 10% on food bills) to current customers who successfully refer a new guest.

Time sharing Programs

We sell time share for 25 years and allow prospective buyers to use our properties for 15days per year, present customers shall be encouraged and rewarded for referring future guests. This can be accomplished by offering a small “rebate” (5% or 10% on food bills) to current customers who successfully refer a new guest. Present customers shall be encouraged and rewarded for referring future guests with gift hampers on successful new joining guests.

Advertising

Advertising is utilized primarily to attract new guests and serves to build awareness and name recognition of the resort in general, which is important for word-of-mouth referrals (“Oh yes, I’ve seen that resort’s ads before.”)

• Periodic advertising in target market area newspapers will afford Greentown home developer’s name recognition benefits. From quarter page ads announcing its entertainment line-up to business card-sized logo ads.
• Continuous social media advertisements have huge impact as majority of the new generation are on line and net savvy.
• Yellow Pages—Telephone Directory. Research indicated that new visitors or people who don’t have many personal acquaintances to ask about holiday serviced mini farms  and lounge services will look to the Yellow Pages to establish a list of potential holiday serviced mini farms  and lounge services to call. Even a small 2″ × 2″ boxed ad can create awareness and attract the desired target client, above and beyond the ability of a simple listing. Yellow Pages cover the relevant market area, delivering over 30,000 copies to residents and business..
• Telephone Book Cover. A business card-like ad on the plastic cover which is placed over any telephone book enables the business name/logo to be seen virtually 24 hours a day, 365 days a year. Covers are distributed bi-annually free of charge to residents and businesses.
• Restaurant Placemats—Opportunities exist for a business card-like ad to be placed on the paper placemats used in area restaurants (shelf-life of the ad is about six months), or for special (holiday) events taking place at a restaurant (1-off opportunities). An example would be getting on the area restaurant placemats (about 9,000 in six months), or getting on the special Lions Club dinner placemats at the Village Restaurant (about 1,000 placemats for that event). Placemat advertising will reach area residents as well as area visitors/tourists staying at other places.
• Additional places to post flyers/business cards or for a business card ad include bulletin boards in public buildings (grocery stores, senior centres), and playbills for local theater groups.

Objectives have been established so that actual performance can be measured. Thus, at the end of its first year, we should have:

• Ample total revenue to run and thus reach profit target
• Anticipate 57% occupancy rating

Each subsequent year new objectives will be set for these benchmarks and actual performance will be measured against them. If actual performance falls short of objectives, investigation will be made into the cause, and plans will be adjusted accordingly.

The following assumptions will be incorporated into Greentown home developer’s. Performa statements.

• All operating costs are based on Greentown home developer’s. management research of similar operating companies.
• Automated informational and bar control systems will reduce staff requirements.
• Developmental start-up costs are amortized over a five-year period.
• Room Occupancy Rate at 57%, G & A overhead and operations costs are calculated on an annual basis.
• All fixed and variable labour costs should rise annually at 2.5% per year.

All revenues are figured to rise annually at five percent. Fixed annual, administrative, and office expenses rise at an annual rate of one half of one percent