Wonderland Park

I
Preface
This report is in this subject; (1203302) Project Feasibility Study. All member
work hard for this project and report. This report has been prepared to Aj. Chaiyawat
Thongintr the lecturer in School of Management Business Administration Program.
Our report is about the project of amusement park named Wonderland Park. The
project plan starting from a member of company who live in Chiang Rai, they want
someplace to provide fun because they stress or bored. So, our company have idea and
wants to build an amusement part in Chiang Rai province of Northern Thailand because
in the Northern of Thailand didn’t have the amusement park yet. If we build the
amusement park, we will get more customers and increase income. Each lesson includes
Introduction, Industry Profile, Marketing Feasibility Study, Technical Analysis,
Financial, and Risk analysis.
We hope that this report can be helpful for people who interest in the business
plan, marketing, financial, SWOT analysis, and so on. If there are any errors, we would
like to say sorry and apologize at here before.
Group members
Miss Benjapha Nilsuwankosit
Miss Apisada Prasitkatkit
Miss Malee Pisailert
Miss Chayada Nitchote
MissTossupol Suripad
II
Acknowledgement
I would like to acknowledge and extend my heartfelt gratitude to the following

persons who have made the completion of this report possible. For their many helpful
suggestions, I would like to thank Aj. Chaiyawat Thongintr the lecturer in School of
Management Business Administration Program. Thank you for being a teacher,
consultant and information giver. We also would like to acknowledge the unique and
invaluable contribution for the internet that allows many specialist accesses to write
very useful information on the website, and we can pick some of them to be rewrite in
this report. Special thanks are due to the website that provide about playthings and fun
park information. Thanks for all member in our group: Benjapha Nilsuwankosit,
Apisada Prasitkatkit, Malee Pisailert, Chayada Nitchote, and Tossupol Suripad. Most
especially to other group friends who answer our question and give the advise when we
face with problem. We deeply grateful thank to Mae Fah Luang University for giving us
this opportunity. Finally, for their support and encouragement, a note of thanks goes to
all people who involve with this project.
III
Excusive Summary
Wonderland Parks is to be the first theme park in Northern region, it located in

South Nang Lae village, Nang Lae district, Chiang Rai, Thailand about 80 Rai and this
amusement park can be a center appointment point of the teenage in a holiday, can be a
happy place for the family, and can be a big and awesome entertainer. The parks offer
many kinds of playthings in the amusement park which are divided in two main parts.
The first part is an adventure plaything. And the second is a classical and softer than the
adventure plaything. Market segmentation of Wonderland Park we focus on teenager
and kids in Chiang Rai, the north of Thailand. We choose teenager to be our target
market because of many reason, One of those reason is the population of teenager zone
is highest when compare with the total population in Chiang Rai and our position, we
want to be the one of the amusement park in Chiang Rai in customer mind. So,
Wonderland Park offer new experience to customer in exciting plaything, extremely for
they to shows bravery and get fun and happy time with Wonderland Park.
IV
Content
Content............................................................................................................................IV
Chapter 1: Introduction......................................................................................................1
1.1 Background and Significance of the Project..............................................................2
1.2 Project objectives.........................................................................................................7
1.3 Benefits of Project.......................................................................................................8
1.4 Time Frames................................................................................................................8
Chapter 2: Industry Profile...............................................................................................9
2.1 Nature of Industry......................................................................................................10
2.2 Top 10 Amusement park best most in the world.......................................................12
2.3 History of amusement parks in Thailand...................................................................24
2.4 Situation of Industry..................................................................................................25
2.5 Product/Service..........................................................................................................26
2.6 Vision.........................................................................................................................29
2.7 Mission .....................................................................................................................29
2.8 Business Strategy.......................................................................................................30
Chapter 3: Marketing Feasibility Study...........................................................................39
3.1 Marketing Analysis....................................................................................................39
3.2 STP Analysis ............................................................................................................52
3.3 Marketing Mix Strategy ............................................................................................53
3.4 The table of sale forecast...........................................................................................55
3.5 Conclusion.................................................................................................................60
Chapter 4: Technical Analysis.........................................................................................61
4.1 Investment Analysis..................................................................................................62
4.2 Production Analysis...................................................................................................65
4.3 Operations Analysis...................................................................................................67
4.4 Location ....................................................................................................................74
.........................................................................................................................................74
.........................................................................................................................................75
4.5 Facility Layout...........................................................................................................75
4.6 Administration Analysis............................................................................................78
4.6.2 Administration Cost................................................................................................79
4.7 Organization Chart....................................................................................................80
4.8 Conclusion.................................................................................................................81
Chapter 5: Financial Feasibility.......................................................................................82
5.1 Financial....................................................................................................................83
Chapter 6: Risk Management........................................................................................107
6.1 Risk Analysis...........................................................................................................108
6.2 Identifying and Managing Risks..............................................................................109
6.3 For our company topics that we concern are...........................................................112
6.4 Conclusion...............................................................................................................133
Chapter 7: Summary......................................................................................................135
V
7.1 Wonderland Park Project’s Conclusion...................................................................135

Appendix.......................................................................................................................137
Reference.......................................................................................................................148
1
Chapter 1: Introduction
2
1.1 Background and Significance of the Project

Today, our country very confused and has many problems such as political,
environmental, social and economic etc. Which each problem it builds seriousness to
population in our country because they concerned about their country in the future and some
people serious from work and education. They want to relax and entertainment during
holiday or weekend by they try to find the activities that can reduce from seriousness. Our
company thinks the amusement park will reduce seriousness from the problems in country
and then Thailand less has the amusement park which not enough the demand of customer
want and although it has but the mostly it will has in the center of Thailand such as Dream
World, Siam Park City and Banana Family Park but in the North and West of Thailand, it’
not have yet.
The project plan starting from a member of company live in Chiang Rai and want to
develop and up standard of living in Chiang Rai population So, our company wants to build
an amusement part in Chiang Rai province of Northern Thailand because in the Northern of
Thailand didn’t have the amusement park anywhere. If we build the amusement park, we
will more customers come and increase income.
1.1.1 Dream World Park

“Dream world” as well knows as Disneyland in Hong kong or zontoze ice land,
Singapore, all tourist who like to enjoy in the amusement park as Chinese, Honh kong,
Singapore etc. One in the trip to adventure the way to Dream world located and Rungsit –
Nakonnayok city 5 – 6 kg. Dream world has special package to provide their guests. In
2010 they introduced the new playthings that we call “Alean” they think this plaything will
increase their sales about 15-20 %.
(http://www.ryt9.com/s/bmnd/981973)
 Trend of Dream world

3
(http://www.googl
e.com/trends?q=dreamworld+park)
1.1.2 Siam Park
Siam Park or Suan Siam is a huge water park on the outskirts of Bangkok and this is a good
family day trip to cool off from the heat. Bangkok can be difficult for a child given it is a capital
city with more concern for cars, buildings and commerce than the needs of the younger visitors.
Suan Siam water park solves that by providing as many opportunities to get wet and enjoy as
many water activities as possible. In the water park there are is a 400 meter spiral water slide,
along with big swimming areas, waterfalls and an artificial surf beach. Other attractions within
the park are a children’s play area, an aviary, an open zoo and botanical gardens. They provide
many promotion for attract the guests come to their park and they develop Tenerife's Awesome
New Water Park in September 2008.
(http://www.articlesnatch.com/Article/Siam-Park--Tenerife-s-Awesome-New-Water-Park/559877)
 Trend of Siam Park
(http://www.google.com/trends?q=siam+park&ctab=0&geo=all&date=all&sort=0)
4
1.1.3 YOYO Land Park

This entertainment zone has been operating since 1994 and since then has seen hordes of
children pass through its doors. Yoyo Land is a great place to bring your kids for a fun time on
the weekends. The activities are aimed at children aged 3-10 years. There is a playground and
many game machines; all for attractive ride price. The ride is priced per person; also you can
enjoy working out in the Yoyo, which again charges separately. They do activity to children
“Yoyo Land Karaoke /singing Contest 2011” for attend their children guests
(http://www.travelmuse.com/pois/TH/40/attractions/yoyo-land)
1.1.4 Banana Family Park

It's a venue for variety activities in the same compound such as Dhamma Library "
Baan Aree", Yoga, Musical School together with Spa and Fitness and also provide food
shop and coffee corner, also being able to join Dhamma Lecture in the cozy atmosphere
at the Prem Pri park. In the year 2008, Art Land Project will be launched for exhibits
variety pieces of Art works of both old and new generation, organized by Artery, Also
there is Art Land for youth and students to perform their imagination and some creative
activity.
(http://www.bangkokguidebook.com/public-parks/banana-family-park.html)
 Trend of theme Parks in the world
( http://www.google.com/trends?q=theme+park&ctab=0&geo=all&date=all)
A = Universal theme park lots reopen after blaze

B = China agrees Disney theme park in Shanghai: Disney
C= Universal Studios theme park unfazed by Comcast deal; light bulbs are only GE reminder
D = Theme park to keep whale that killed
E = A sneak peek at Harry Potter theme park in Orlando
5
F = Disney signs deal for Shanghai theme park
• The level happiness of Thai people in the world

• 124 th, in 2009 years
• 118 th, in 2008 years
• 105 th, in 2007 years
• 76 th, in 2006 years
• 32 rd, in 2005 years
The happiness of Thai people will decrease all years because Thai social will meet with
political problem, economic problem and social problems.
(http://www.khwanjaithailand.com/2010/11/happy-thailand/, http://dusitpoll.dusit.ac.th/polldata/2553/2553_018.html)
• The graph show the happiness of Thai people
(http://www.google.com/trends?q=%E0%B8%84%E0%B8%A7%E0%B8%B2%E0%B8%A1%E0%B8%AA
%E0%B8%B8%E0%B8%82%E0%B8%84%E0%B8%99%E0%B9%84%E0%B8%97%E0%B8%A2&ctab=0&geo=all&date=all)
GROSS PROVINCIAL PRODUCT AT CURRENT MARKET PRICES BY INDUSTRIAL ORIGIN, CHIANG RAI PROVINCE: 2000 -
2009
Industrial origin -2000 -2001 -2002 -2003 -2004 -2005 -2006 -2007 -2008 -2009
Agriculture 6,692 7,569 8,828 10,666 12,506 15,507 13,684 15,691 19,767 19,009
Agriculture, Hunting and

Forestry 6,512 7,400 8,618 10,294 12,071 14,845 13,025 15,026 18,995 18,136
Fishing 180 169 210 371 435 662 659 665 772 874
Non-Agriculture 24,839 25,042 26,440 26,803 29,327 31,609 34,115 38,982 44,804 47,244
Mining and Quarrying 180 200 248 260 302 325 311 376 357 473
Manufacturing 1,259 1,296 1,338 1,686 1,948 1,755 1,983 4,171 7,793 8,535
Electricity, Gas and Water

Supply 672 643 623 628 735 749 760 761 763 888
Construction 1,232 1,160 1,823 1,935 1,777 1,741 1,872 2,228 2,381 2,513
Wholesale and Retail Trade 7,870 7,969 7,893 7,846 8,394 8,891 9,169 9,690 10,809 10,619
Hotels and Restaurants 1,078 1,035 1,081 998 1,117 1,159 1,354 1,490 1,570 1,758
Transport, Storage and

Communications 2,279 2,072 2,145 2,133 2,509 2,760 3,015 3,206 3,377 3,645
Financial Intermediation 1,331 1,337 1,452 1,463 1,650 1,828 2,220 2,433 2,604 2,724
Real Estate, Renting and

Business Activities 2,356 2,355 2,444 2,452 2,509 2,596 2,706 2,742 2,705 2,647
6
Public Administration and

Defense 1,938 2,004 2,341 2,448 2,771 3,119 3,314 3,555 3,850 4,013
Education 2,849 3,064 3,174 3,246 3,756 4,417 4,908 5,601 5,786 6,408
Health and Social Work 1,426 1,545 1,517 1,321 1,436 1,812 2,036 2,249 2,311 2,503
Other Community, Social and

Personal Services Activities 295 285 281 301 330 360 367 370 382 394
Private Households with

Employed Persons 74 78 81 87 93 98 102 109 116 124
Gross Provincial Product
(GPP) 31,531 32,611 35,268 37,468 41,833 47,116 47,799 54,673 64,571 66,253
GPP Per capita (Baht) 27,364 28,100 30,201 31,916 35,474 39,793 40,202 45,774 53,815 54,977
Population (1,000 persons) 1,152 1,161 1,168 1,174 1,179 1,184 1,189 1,194 1,200 1,205
(http://service.nso.go.th/nso/nsopublish/BaseStat/tables/35700_Chiang_Rai/E11116-43-52.xls)
The expense per day of visitors in Chiang Rai 2007

( Unit baht/person/day)
Tourists
Expenses Thai Percent Foreigner Percent
Accommodation 609.89 25.31 858.81 26.79
Food and beverage 395.44 16.42 518.37 16.17
Souvenir 569.76 23.65 735.40 22.94
Entertainment 266.92 11.08 358.72 11.19
Travel 209.69 8.70 249.79 7.79
Transportation 263.88 10.95 363.61 11.34
Others 93.77 3.89 121.28 3.78
Total 2,409.35 100.00 3,205.98 100.00
Excursionists
Accommodation 0.00 0.00 0.00 0.00
Souvenir 599.36 35.16 528.67 30.43
Entertainment 235.55 13.82 241.08 13.88
Travel 158.00 9.27 199.10 11.46
Transportation 230.14 13.50 290.43 16.72
Others 95.00 5.57 70.62 4.06
Total 1,704.50 100.00 1,737.47 100.00
Visitors
Expense Thai Percent Foreigner Percent
Accommodation 574.50 24.26 818.50 26.09
Souvenir 571.47 24.13 725.69 23.13
Entertainment 265.10 11.19 353.20 11.26
Travel 206.69 8.73 247.41 7.89
Transportation 261.92 11.06 360.18 11.48
Others 93.84 3.96 118.90 3.79
Total 2,368.44 100.00 3,137.05 100.00
7
The number of visitor in Chiang Rai, 2007
Tourists
Age Thai Percent Foreigner Percent
1. 15 - 24 years 236,360 24.80 63,959 24.09
2. 25 - 34 years 283,130 29.72 76,210 28.70
3. 35 - 44 years 211,240 22.17 48,262 18.18
4. 45 - 54 years 179,311 18.82 41,309 15.56
5. 55 - 64 years 32,140 3.37 30,058 11.32
65 moreover 10,632 1.12 5,720 2.15
Total 952,813 100.00 265,518 100.00
Visitors
1. 15 - 24 years 39,101 21.39 10,533 29.87
2. 25 - 34 years 57,078 31.22 7,713 21.88
3. 35 - 44 years 42,903 23.46 8,982 25.48
4. 45 - 54 years 34,142 18.67 4,511 12.79
5. 55 - 64 years 7,136 3.90 2,982 8.46
65 moreover 2,486 1.36 537 1.52
Total 182,846 100.00 35,258 100.00
Visitors
1. 15 - 24 years 275,461 24.24 74,492 24.78
2. 25 - 34 years 340,208 29.96 83,923 27.90
3. 35 - 44 years 254,143 22.38 57,244 19.03
4. 45 - 54 years 213,453 18.80 45,820 15.23
5. 55 - 64 years 39,276 3.46 33,040 10.98
65 moreover 13,118 1.16 6,257 2.08
Total 1,135,659 100.00 300,776 100.00
(http://www2.tat.or.th/stat/web/static_tst.php)
1.2 Project objectives
• To study about investment feasibility of the fun park.
• To analyze the market feasibility of the fun park in Chiang Rai.

8
• To study about the financial risk feasibility of the business.
• To study about customer behaviors of buying the ticket to relax in the fun park.
• To understand management system of the fun park business.
1.3 Benefits of Project
• Understand more about investment feasibility of the fun park business.
• Understand more the market feasibility of the fun park in Chiang Rai.
• Learn more about the financial risk feasibility of the business.
• Understand more customer behaviors of buying the ticket to relax in the fun
park.
• Understand more about management system of the fun park business.
• Understand and know more about solve the problem between working
1.4 Time Frames
Gantt chart and Time frame of the study

No November December January February
Project steps / Activities
. 1 2 3 4 1 2 3 4 5 1 2 3 4 1 2 3 4
To study the general of
1 Amusement Fun Park in
Chiang Rai.
To study management in
2 Amusement Fun Park
business.
To study competitor
3 analysis and marketing
feasibility.
To study the technical
4 process in Amusement
Fun Park business.
To study the financial
5 feasibility of Amusement
Fun Park business.
6 To study and analysis
9
risk of Amusement Fun

Park business in Chiang
Rai.
To Summary the
feasibility of Amusement
7
Fun Park business in
Chiang Rai.
Chapter 2: Industry Profile

10
2.1 Nature of Industry
Amusement park is the more generic term for a collection of amusement rides and
other entertainment attractions assembled for the purpose of entertaining a fairly large group of
people. An amusement park is more elaborate than a simple city park or playground, as an
amusement park is meant to cater to adults, teenagers, and small children. Many coin machine
collectors are also amusement park enthusiasts. Maybe it's because you could always find a
penny arcade in an amusement park.
The first amusement park, called Pleasure Gardens, appeared in Europe in the 16th
century. The Bakken in Denmark opened in 1583 and is still in operation today.
The first roller coaster, called the Switchback Gravity Pleasure Railway, opened in
Coney Island in 1884. The roller coaster was an outgrowth of the large ice slides that were
popular in Russia in the 1600's.
With roller coasters, Ferris wheels, games, entertainment and more, amusement parks
have been a part of our lives and provided families with hours of entertainment for many
years. Amusement parks over time have ranged from small community fairs which move from
town to town, to the large corporate sponsored parks which offer something for everyone in the
family.
The origin of amusement parks can be traced back to the 1100’s in England, when
Elizabethan Fairs were held. While they are not like today’s parks, they offered a variety of
11
entertainment and food which became a popular pastime with people of that era. The
Oktoberfest became another form of amusement park, where not only beer was served, but other
events to celebrate that year’s harvest with food, drink and displays.
The amusement park genre began to increase in popularity with the start of the World
Fair. In 1851 the first World’s Fair was held at Crystal Palace in England. The World’s Fair
became a place for vendors to showcase new products, star entertainers to perform and for
people to sample food and view products from countries around the world. Throughout the
1800’s and into the 1900’s the World’s Fair was a chance for the world to get together, meet
and have a good time in one location.
The golden age of amusement parks took place in the early 1900’s. With transportation
becoming easily accessible via trolleys, cars and trains, people were able to move freely
between cities and into different areas. New amusement parks such as Coney Island, Dreamland
and Luna Park started to operate near large cities. The lure of thrilling rides, food and
entertainment began to draw large numbers of fans. However, in the 1930’s, amusement parks
along with the rest of the world took a major hit when the Great Depression hit. Many
amusement parks closed forever and others barely survived the economic downturn. Even when
the Depression was over, the amusement park industry recovered a portion of their business;
however, they never achieved the same level of success.
After the Great Depression amusement parks started the transformation to larger
parks. Amusement parks such as Disneyworld, Disneyland, Six Flags, Hershey Park and Knotts
Berry Farm started to gain popularity. These new large parks had the latest in thrill rides and
roller coasters, featured family entertainment, all types of food and fun for the entire family.
(http://www.gameroomantiques.com/Feature/AmusementParks.htm)
2.1.1 History of American amusement parks
The first American amusement park, in the modern sense, was at the 1893 World
Columbian Exposition, held in Chicago, Illinois. The 1893 World's fair was the first to have a
Ferris wheel and an arcade midway, as well as various concessions. This conglomeration of
attractions was the template used for amusement parks for the next half-century, including those
known as trolley parks.
12
In 1897, Steeplechase Park, the first of three significant amusement parks opened at
Coney Island in Brooklyn, New York. Often, it is Steeplechase Park that comes to mind when
one generically thinks of the heyday of Coney Island. Steeplechase Park was a huge success and
by the late 1910s, there were hundreds of amusement parks in operation around the world. The
introduction of the world-famous Cyclone roller coaster at Steeplechase Park in 1927 marked
the beginning of the roller coaster as one of the most popular attractions for amusement parks as
well as the later modern theme parks of today.
During the peak of the "golden age" of amusement parks from roughly the turn of the
20th century through the late 1920s, Coney Island at one point had three distinct amusement
parks: Steeplechase Park, Luna Park (opened in 1903), and Dreamland (opened in 1904).
However, the Great Depression of the 1930s and World War II during the 1940s saw the decline
of the amusement park industry. Furthermore, fire was a constant threat in those days, as much
of the construction within the amusement parks of the era was wooden. In 1911, Dreamland was
the first Coney Island amusement park to completely burn down; in 1944, Luna Park also
burned to the ground.
By the 1950s, factors such as urban decay, crime, and even desegregation led to
changing patterns in how people chose to spend their free time. Many of the older, traditional
amusement parks had closed or burned to the ground. Many would be taken out by the wrecking
ball to make way for suburban development. In 1964, Steeplechase Park, once the king of all
amusement parks, closed down for the last time.
In 1955, Disneyland in Anaheim, California revived the amusement industry with its
themed lands and matching attractions instead of using the older formula with traditional rides
in one area and a midway, concessions, and sideshow attractions in another. The idea of theme
parks caught on and, by the 1980s, became a billion dollar-a-year industries in the United States
and around the world.
(http://www.weitzlux.com/themeamusementparksattorney/history_4650.html)
2.2 Top 10 Amusement park best most in the world
2.2.1 Alton Towers in England

13
Alton Towers is one of the world’s leading theme park resorts! With a host of
rides and attractions spread over 500 acres of countryside, truly a fantastic short break
or a great day out for the whole family. They offering the new things to guests such as
Alton Towers Resort have now released the key promotional image for the 2011 season.
This year’s visual has a number of slight changes compared with previous years, as it is
expected that Alton Towers have slightly changed their brand image for this season.
Alton Towers Resort has re-opened the Water Park ahead of schedule following a
refurbishment programmed which has taken place over the past two weeks. It is the first time in
some years that the Water Park has been the subject of a major refurbishment, and it is hoped
that the new lease of life will mean a better experience for guests – including fixed effects in the
Wacky Waterworks attraction and repainted pool areas together with a new admissions system.
Guests will no longer be able to access the changing rooms without a valid admission
ticket/wristband.
(http://old.towerstimes.co.uk/index.php)
 Trend of Alton Towers in England
(http://www.google.com/trends?q=Alton+Towers+park)
14
2.2.2 Busch Garden in United States
Busch Gardens is a thrilling African safari and a sun-soaked Florida vacation all rolled
into one. Experience up-close encounters with wild animals, and explore fascinating attractions
based on cultures and legends of far away lands. A unique blend of thrilling rides, one of the
country's premier zoos featuring nearly 3,000 animals, live shows, restaurants, shops and
games, Busch Gardens provides unrivaled excitement for guests of every age.
(http://www.buschgardens.com/bgt/Plan/ParkInfo.aspx) “Busch Gardens Tampa” is the new project in 2011.
The news of they, Busch Gardens officials announced five new changes to both the theme park
and Water Country USA that will take place between this fall and 2012, among them three new
thrill rides. For 2012, a new roller coaster on the site of Big Bad Wolf that Reilly described as a
“multi-launching, high-speed, electro-magnetic” coaster. He said additional details would be
revealed periodically on the Busch Gardens website. And The Park will also revamp its iconic
Oktoberfest section of the park. Among the additions are multiple venues for street entertainers,
a pretzel market where pretzels and sausages will be made as guests watch, a beer garden, and a
centralized Maypole where dancers will perform.
(http://www.vagazette.com/articles/2010/09/19/news/doc4c94f979278b3378889803.txt)
 Trend of Busch Garden

15
(http://www.google.com/trends?q=Busch+Garden&ctab=0&geo=all&date=all)
2.2.3 Cedar Point in United States
Cedar Point, people throughout the entire world know about it. It's the number-one rated
amusement park on the planet. It's also the second oldest amusement park in North America.
With a history dating back to 1870, the classic amusement park/resort on the shore of Lake Erie
has seen its share of rides, roller coasters, trends and history. The Wind Seeker is the new thing
for 2011; Cedar Point has announced that it will introduce Wind Seeker, a 30-story-tall swing
ride to the Sandusky, Ohio, amusement park/resort for next summer. Wind Seeker will tower
above everything around its location on the beach, rising almost as high as the Millennium
Force roller coaster’s giant first hill. (http://www.cedarpoint.com/) The Cedar Point, they manage 2011
Audition Tour in their park; Cedar Point's Award-Winning Live Entertainment Department is
searching for talented entertainers and technicians like you to fill more than 100 positions for
our 2011 show season. They hire singers, dancers, karaoke hosts, technicians, stage managers,
office clerks, theater ushers, costume shop personnel and more!
(http://www.cedarpoint.com/public/jobs/auditions.cfm)
16
 Trend of Cedar Point in United States
(http://www.google.com/trends?q=+Cedar+Point+&ctab=0&geo=all&date=all&sort=0)
2.2.4 Discovery Cove in Florida

17
Discovery Cove, a sister park to SeaWorld Orlando, opened in 2000 as the first park in
Orlando to allow visitors a chance to swim alongside dolphins. Tickets to the high-end park top
$200 and admission is limited to around 1,000 guests per day. In addition to its signature
dolphin swim, the park offers a ray lagoon, aviary, coral reef, a tropical river and resort pool.
Busch Entertainment Corp. a division of Anheuser-Busch Cos., operates the park that reportedly
sells out frequently during the spring and summer months. They announced The Grand Reef
2010, which expands the parks theme of a tranquil beach side paradise, with new places to soak
up the sun or splash in the water with aquatic animals.
(http://www.clickorlando.com/entertainment/25377396/detail.html)
 Trend of Discovery Cove
(http://www.google.com/trends?q=Discovery+Cove+&ctab=0&geo=all&date=all&sort=0)
2.2.5 Disney in California

18
Disney California or simply California Adventure is a theme park in Anaheim,

California, adjacent to Disneyland Park and part of the larger Disneyland Resort. Combine the
magic of Disney with the best that California has to offer and the result is Disney California
Adventure, a theme park that celebrates the Golden State in style. They try providing the new
things to guests such as Power to 10; give kids the world $1 million dollar challenge,
Discounted packages available! Get a Quote!, Disney Cruise Line Reservation Quotes; Exclusive
Shipboard Credit Offer for Dreams Unlimited Clients!
(http://www.wdwinfo.com/news/disneyland/Disney_adds_new_scene_to_World_of_Color.htm)
 Trend of Disney
(http://www.google.com/trends?q=Disney+in+California+&ctab=0&geo=all&date=all&sort=0)
2.2.6 Kennywood in United States

19
Founded in 1898 as a small trolley park near Pittsburgh, Kennywood was begun by the
Monongahela Street Railway Company, which was controlled by Andrew Mellon. Today's
Kennywood still contains two major buildings dating from 1898 -- a carousel pavilion and a
restaurant. Kennywood Park will add a new coaster to the theme park located near the
Pittsburgh area. Riders ascend to 95 feet before a brief cliffhanger pause at the top. Then there's
a 90-degree drop into a maximum G-force pullout. They offering the new plaything in 2010 that
we call “sky-flying adventure” and “Kennywood Laser Spectacular”
(http://www.kennywood.com/park_info/park_info.php)
 Trend of Kennywood
(http://www.google.com/trends?q=Kennywood+park&ctab=0&geo=all&date=all&sort=0)
2.2.7 Lake Compounce in Connecticut

20
Lake Compounce is an amusement park located in Bristol, Connecticut, United States

and a part of the neighboring town of Southington, Connecticut; the lake itself lies completely
in Southington. The park is now in its 164th season, and covers 332 acres (1.3 km²) of land. The
park also has a beach and a water park within the actual amusement park for no extra charge.
This year, they introduced the new plaything that we call “REVOLUTION”, offered unlimited
parking pass! For season pass holders only and sell the ticket season passes it’s never too early
for a season pass and for 2010, visitors will find extra enticements to visit the park including the
nation's first Text2Ride system, new shows and more.
(http://www.lakecompounce.com/lake-compounce-general-park-information.php)
 Trend of Lake Compounce
(http://www.google.com/trends?q=Lake+Compounce+park&ctab=0&geo=all&date=all&sort=0)
21
2.2.8 Legoland in California
LEGOLAND at California is a family theme park with rides and attractions primarily
for children between the ages of 2 and 12. Just like with LEGO play materials, kids are the ones
who make things happen at the park. LEGOLAND California features more than 50 rides and
attractions, live shows and three family roller coasters. One of the highlights of the
LEGOLAND Park is the elaborate scale-models constructed out of LEGO building blocks.
They will open spring “OCTOPUS Garden” in this year at SEA LIFE Aquarium, a new STAR
WARS™ Miniland area will be opening at the family theme park on March 31, 2011
(http://california.legoland.com/explore/)
 Trend of Lego land
(http://www.google.com/trends?q=Legoland+in+California+&ctab=0&geo=all&date=all&sort=0)
22
2.2.9 Paramount’s in America
Paramount's Great America is an amusement park owned and operated by Cedar Fair,
L.P., located in the San Jose suburb Santa Clara, California. Great America is one of two major
amusement parks that operate in the San Francisco Bay Area, the other being Six Flags Marine
World in Vallejo, California. Paramount Pictures have chosen the region of Murcia for the
construction of the biggest theme park in Spain, which aims to compete directly with Disneyland in Paris.
The project is estimated to be completed within 2 years.
(http://www.themeparkreview.com/forum/viewtopic.php?f=2&t=56754)
 Trend of Paramount’s in America
(http://www.google.com/trends?q=Paramount+park&ctab=0&geo=all&date=all)
23
2.2.10 Sea World in California
SeaWorld is a United States chain of marine mammal parks, oceanariums, and animal
theme parks owned by SeaWorld Parks & Entertainment .SeaWorld California has announced a
new attraction for 2011 that will put the spotlight on Sea Turtles. This will make use of the
former Manatee attraction building which was renamed wonders of the River this past summer.
In addition to this a new family ride will also be added to the park called Riptide Rescue as part
of this new attraction area. SeaWorld is working on a replacement show for “Believe” at
Shamus Stadium that will launch sometime in 2011. SeaWorld Parks CEO, Jim Atchison,
confirmed that the new show would open in the Orlando, San Diego and San Antonio parks.
(http://www.screamscape.com/html/seaworld_california.htm)
 Trend of Sea World
(http://www.google.com/trends?q=Sea+World+in+California )
( http://www.besttherank.com/2010/07/25/top-10-amusement-park-best-most-in-the-world/)
24
2.3 History of amusement parks in Thailand
Fortunately, Bangkok has plenty of amusement parks for when the kids are
getting restless. At one time, all the city's amusement parks were outdoor, but with the
boom in the retailing industry many more are now built indoors, as an adjunct to
department stores and shopping centers.
Anyone who prefers their fun in the outdoors should make for either Siam Park in
Minburi or Dream World, located off the Rangsit-Onkarak highway in Pathum Thani province.
Apart from being the largest open zoo in Thailand, Safari World on Ram Indra Road, also
provides numerous amusement activities and special shows for family vacationers. But if you
don't want to suffer the heat of the day, try one of the many amusement parks located in
department stores.
Central Bangna's Leo Land, Seacon Square's Yoyo Land, and several branches of The
Mall department store are good choices. Most have indoor swimming pools with slides, kids'
games and other entertainments.
Outside of Bangkok, the places are few and far between. In Pattaya, Ripley's World of
Entertainment located on the third floor of the Royal Garden Plaza has a number of educational
and entertainment activities for the family. Pattaya Park is another place where packages are on
offer, an overnight stay in the hotel included.
(http://www.thailand.com/travel/recreation/recreation_amusement.htm)
25
2.4 Situation of Industry
2.4.1 Amusement Park
Thai people are great thrill seekers and site of the country is very good for going to
other countries. Thailand is well known about ancient temples and beautiful scenery, but there
are people who might want to balance their Thai experience with entertainment of a more novel,
innovative kind. For those fun seekers, a growing number of world class amusement parks offer
all kinds of excitement for the whole family. Of course the main amusement parks are in places
like Bangkok and Pattaya, but smaller, less sophisticated sites are dotted around the country.
Many of fun parks are located in the central of Thailand. Most of them are easy to reach
from Bangkok. Others are located in popular tourist spots like Pattaya, Chiang Mai and Chiang
Rai. The bigger parks, like their counterparts in the West are entire cities by themselves,
combining world class water parks, amusement parks, and cultural attractions on sprawling
premises of several hundred thousand square meters.
Magic land at Lat Phrao, is in the Northeast of Bangkok's Central Plaza Hotel, is the
capital's major amusement park in Bangkok. The complex offers a wide range of exciting rides
and other amusements including haunted houses and side shows.
Similar facilities are found in the Eastern suburb of Minburi at the Siam Water Park.
This water theme park features an artificial sea replete with authentic waves, waterfalls, water
slides, whirlpools, and other numerous water related activities.
The adjacent Safari World features a collection of African and Asian mammals,
including lions, tigers, giraffes, zebras, and bears, who live in natural surroundings. The
sprawling complex also contains Asia's largest aviary with over 4,000 birds.
There is a little movement in amusement park business in Thailand because there is the
limitation that a tourist cannot spend money every day for traveling. There are also old
playthings and service which are not different from others. Moreover, it takes long time to
change or put new playthings and service into the amusement parks, and setting up machine
playthings takes long time, and importantly, the investment is very high.
Nowadays, amusement park industry has obviously changed on marketing because of

consumer behavior. Especially, at of 209, many amusement parks spent a lot of money on
marketing for attracting consumers. In 2010, Siam Parks has strategic market plan. That is
26
adjusting cost of ticket to be one price. A consumer can play all playthings at one price; adult is
600 Baht and children is 300 Baht. This has a consequence that its competitor, Dream World, is
trying to change to new strategic marketing, especially the cost of ticket strategy and
collaboration strategy with its partners, to promote the business in peak season.
Competitive trend in amusement park industry is not high in Thailand because there are
few big amusement parks. Most of them are doing market strategy in their own way. But there
is only one way, to attract new and more consumers, is putting new playing into the amusement
park. But it takes much money on investment. However most of them try to segment consumers
on several activities. One of the most effective ways to promote the business is speech because
people will be known by speech from people who have been in the amusement park already.
Chiang Rai is a tourist province and it is the 12th biggest province in Thailand. Chiang
Rai is one of the important provinces because Chiang Rai is border to Laos and Myanmar.
There are many universities in The North of Thailand. There is no amusement park in Chiang
Rai yet. So, this is a good opportunity to set up an amusement park in Chiang Rai. It could gain
much revenue to Thailand and to the amusement park itself.
(http://www2.manager.co.th/mgrWeekly/ViewNews.aspx?NewsID=9530000034569)
2.5 Product/Service
Our company offer many kinds of playthings in the amusement park which are divided
in two main parts. The first part is an adventure plaything. And the second is a classical and
softer than the adventure plaything.
The reason that we separate the categories into two main point because the need of
customer are not the same; some of our customer is a little kids with the age about 5-10 they
cannot allow to play an adventure plaything and the teenager older than 17 may want to try and
feel excite on the adventure plaything.
This amusement park can be a center appointment point of the teenage in a holiday, can
be a happy place for the family, and can be a big and awesome entertainer.
For a service our amusement park we train our employee to be friendly and smiling
with mind to the customer when they asking for something or some information. Our staffs are
support to help and convince the customer well. The amusement park also provide a general
27
service like a public phone and toilet, an internet Wi-Fi, Clinic for the customer and employee,
Food and drink zone, Souvenir shop, Shopping zone for parents. Snack, Ice cream, candy,
healthy food and snack shop, etc.
(http://www.associatedcontent.com/article/399524/how_to_be_a_good_employee.html)
2.5.1 Adventure Plaything
X-Scream
Panorama Shock
28
Flying Dutchman (Pirate Ship)
2.5.2 Classical Playthings
Wond
erland Palace
29
Octopus swing hand
Roundabout (Merry-go-round)
2.6 Vision
Wonderland Park, to become the biggest amusement park in Chiang Rai.
2.7 Mission
Wonderland Park have purpose to create entertainment place for people can get relax
from hard study and working. We want to be the one of an amusement park in Chiang Rai
and in the customer mind which we provide both adventures experience and fun and we
30
want to be a place that good for the brain and society of kids. The value that we offer is an
extreme excide experience with the wonderlands amusement park. The customer can do
many activities together in this park. Wonderland Park has many parts for customer such as
Wonderland Palace for family, Extreme Zone for teenage and Wonder Garden for people
who want to take a photo or picnic. Our aim is to maintain a healthy financial status, while
striving to deliver the highest standards of safety, products and guest service.
2.8 Business Strategy
2.8.1 Corporate Level

Chiang Rai amusement park is the new amusement business park that will opening in
Chiang Rai. Our services will be positioned to provide our customers with the customer mind
which we provide both adventure experience and fun and we want to be a place that good for
the brain and society of kids. The value that we offer is an extreme excide experience with the
wonderlands amusement park. The customer can do many activities together in this park.
This organization is a strategy of horizontal integration. We will design a classification
system such as Fairy Tales Land for family, Extreme Land for teenage and Wonder Garden for
people who want to take a photo or picnic.
Our segment is divided in two main group of customer. The first group is the teenagers
who want to play adventure playthings. The second is the kid’s who play a classical and softer
than the adventure plaything. The will go to use our product and service when they have free
time may be on weekends and holiday. The number of teenager is highest number in Chiang
Rai. Every income level and can be local residents or tourists to the area.
AVERAGE MONTHLY INCOME PER HOUSEHOLD: 1994 - 2009
Region 2537 2539 2541 2543 2545 2547 2549 2550 2552
and (199 (1996 (199 (200 (200 (200 (200 (200 (200
province 4) ) 8) 0) 2) 4) 6) 7) 9)
Chaing rai 6,24 7,955 8,92 7,93 8,36 8,92 10,4 13,7 13,27
8 4 0 9 0 95 36 8
(http://service.nso.go.th/nso/nsopublish/BaseStat/basestat.html)
From Average Monthly Income Per Household : 1994-2009 we can see that the
average income of people in Chiang Rai increased every year because of more income, so it is
likely that costs more than the opinion that there is. Likely to have people come to parks
increases every year as well.
31
2.8.2 Business Level

Target Group is the first group is the teenagers who want to play adventure playthings.
The second is the kid’s who play a classical and softer than the adventure plaything.
• Competitive advantages
- Planning for provide good service with low price
- striving to deliver the highest standards of safety, products and guest service.
- Relaxing place and adventure.
• Cost leadership
- Local employment. Dramatically reducing the cost of living in Chiang Rai because
employees working less than in the capital.
• Quick-responses
- Take the feedback to improve our service or make new attractions.
- Have insurance for injury or loss.
2.8.3 Functional Level strategy
Functional level strategy relates to many part of our company in eight main important
parts which are Purchasing Department, Marketing & Development Department, Technical
Department, Finance Department, Acting Department that response to the parade also, Location
Department, Human resource Department, and Advertising Department. These are the important
part that helps us to operate the business in the better way and then get more profit from
amusement park.
• Purchasing Department
Function and role

 To buy at the right time, right price and right terms
 Ensuring the continuity of supply
 Selection and evaluation of suppliers/vendors
 Aware of long-term and short term effects

32
 Preserving and enhancing reputation of company
 Aware of all supply options
 Maintain the fun park are available
Major activity
 Obtaining and analyzing quotations of vendors/suppliers
 Interview representatives and correspondence
 Deciding best buying terms and conditions
 Negotiating and checking contracts
 Scheduling orders and following up
 Work with finance department to obtain discount, matching invoices, verify receipt,
purchase journal entry, passing of invoices for payment and settlement of accounts
 Disposing of surpluses
 Other activities like assisting with preparation of material expenditure/purchasing

budget.
(http://basiccollegeaccounting.com/the-function-or-role-of-purchasing-department-and-
the-major-purchasing-activities-in-a-company/)
• Marketing & Development Department
Function and role

 Monitoring and identifying customer need
 Managing customer relations
 Concentrating on customers
 Researching customers’ habits
 Analyzing customers’ reaction to advertizing
 Identifying customer’s influential groups
 Collaborating with marketplace

33
 Specifying target audiences or market segments
 Processing orders and payments
 Getting feedback from target audience
 Researching markets
 Managing vendors
 Managing budget
 Tracking competitors’ activity
 Conducting advertizing campaigns
 Preparing sales presentation materials
 Making marketing schedules
 Measuring effectiveness of marketing promotion
 Developing company and product brand
 Forecasting sales
 Planning sales
 Analyzing sales
 Reporting sales
 After sales support
 Analyzing price
 Developing price strategy
 Developing product to be newly and response to customer need
 Online promotion
(http://www.taskmanagementsoft.com/solutions/departments/marketing-
department/marketing-department-functions.php)
34
• Technical Department
The main duties of the Technical Department are to provide technical support to the
operations of our fun park. The department's functions include:
 Supervision of repairs
 Maintenance follow up
 Trouble-shooting of all technical problems
 Planning and execution of modifications and major repairs
 Planning and execution of plaything
 Liaise closely with the Classification Associations and all applicable Authorities
 Continuously keeping a jour with all applicable rules and regulations
 Carrying out audits as per the annual audit programs
 Developing and maintaining technical procedures and manuals, including

maintenance procedures
 Providing technical input to specifications of plaything or major

modifications and repairs
 Regularly carrying out inspections of the all plaything to ensure a high technical
standard and quality of plaything is maintained.
(http://www.polycrest.com/index.php?option=com_content&task=view&id=20&cid=11&right=yes)
• Finance Department
We will set a financial strategy to analyze revenue and expense in all level and process
of operation such as construction, hire labor, import playthings, create the shop, and etc. by
consider from all financial resource from the amusement park. The most of our income is
from the entrance fee and a ticket to play playthings. We have financial database to separate
each expense in different kind and identify what is fixed and variable cost and also we have
the financial auditor to check, allocate and report how much money is spent or received in
35
the business semi-annually. For this duty we can hire a financial professor and accountant to
look after it and we just check it carefully.
Function and role

 Finance department staff members
The Finance department has a team of professionals which regularly review the
company's practices and converts personal skills into efforts to continually improve the
financial statements of the company. Through effective management practices and
creative ideas, financial department team strives to build a working environment that
enables to use financial resources and capabilities to serve customers better. The
Finance department staff shares the company's dedication to customer satisfaction. The
staff structure may include the following team members: Finance Director, Deputy
Finance Director, Accountants, Finance Specialist, and Cashiers.
 Short overview of Finance department staff responsibilities
o Finance Director
Working closely with his Deputy and the Finance Team, Finance Director
has direct oversight and responsibility over all finance operations. The
emphasis of the departmental director is made in rendering proper financial
services and getting accuracy and integrity in financial status reports
including financial forecasting, use of finance resource for productivity
gains, and providing relevant information to decision-makers, stakeholders
and owners.
o Deputy Finance Director

Deputy Finance Director is also called Finance Manager. This person is
responsible for the preparation of the annual company budget and assisting
in the preparation of the annual financial statements. Deputy Finance
Director closely works with the departmental director by providing
financial status reports, assisting development of financial strategy and
managing the department team.
o Accountant
This is the person who is in charge of processing accounts receivable,
accounts payable, and payrolls. There can be several accountants in Finance
36
department depending on the company's size and the scope of financial

operations. Accountants assist in the preparation of financial reports,
auditing documents, revision memorandum, and the monthly closing of the
books.
o Finance Specialist
Finance Specialist is in charge of monitoring the company's capital
investment projects as well as the revenue analysis including sales tax and
property tax analysis. This person is also accountable for keeping the
general ledger, reconciling bank accounts and monitoring the company's
funds.
o Cashier
Cashier is in charge of paying and receiving money. This person can be
also involved in the process of managing cash transactions with customers.
Cashier ensures that all cash money records are in line with existing cash in
the cash desk. This employee reports to Accountant.
 Finance department resource list
Staff members of Finance Department hold responsibilities for their department

and render a wide range of financial services, including: budget planning, procurement,
risk management, cash management, accounting operations, and financial reporting.
The variety of responsibilities and the complexity of departmental functions require
creation of staff list which contains comprehensive and complete Information about
duties and roles of the staff members. This can be reached by using VIP Task Manager.
 Financial Administration
Their function is about planning financial activities, implementing financial

plan, and reporting financial plan implementation.
37
(http://www.taskmanagementsoft.com/solutions/departments/finance-
department/finance-department-functions-workflow.php)
 Acting Department that response to the all acting and parade
 Location Department takes care all for the fun park location.
 Human resource Department

We are going to hire a reliable constructive outsourcing company to build the
amusement park and then hire the professional manager to control and mange this
theme park. After that recruit a local staff for distribute the benefit to local area and
train them to do their duty well for serve high quality of service to the customer.
The reception in each theme zone have to has the main same standard to do in
greeting and inform the customer in everything in the theme park because we want
to make the customer satisfy and happy when they chosen to have the experience
with our service. However; we will not ignore to perform a job with good ethic.
Function and role

Human Resource Management involves the development of a perfect
blend between traditional administrative functions and the well-being of all
employees within an organization. Employee retention ratio is directly
proportionate to the manner in which the employees are treated, in return for
their imparted skills and experience. A Human Resource Manager ideally
empowers inter-departmental employee relationships and nurtures scope for
down-the-rung employee communication at various levels. The field is a
derivative of System Theory and Organizational Psychology. Human resources
has earned a number of related interpretations in time, but continues to defend
the need to ensure employee well-being. Every organization now has an
exclusive Human Resource Management Department to interact with
representatives of all factors of production. The department is responsible for
the development and application of ongoing research on strategic advances
while hiring, terminating and training staff. The Human Resource Management
Department is responsible for:
38
o Understanding and relating to employees as individuals, thus identifying

individual needs and career goals.
o Developing positive interactions between workers, to ensure collated and
constructive enterprise productivity and development of a
uniform organization culture.
o Identify areas that suffer lack of knowledge and insufficient training, and
accordingly provide remedial measures in the form of workshops and
seminars.
o Generate a rostrum for all employees to express their goals and provide the
necessary resources to accomplish professional and personal agendas,
essentially in that order.
o Innovate new operating practices to minimize risk and generate an overall
sense of belonging and accountability.
o Recruiting the required workforce and making provisions for expressed and
promised payroll and benefits.
o Implementing resource strategies to subsequently create and sustain
competitive advantage.
o Empowerment of the organization, to successfully meet strategic goals by
managing staff effectively.
(http://www.buzzle.com/articles/functions-of-human-resource-management.html)
 Advertising Department response to create and advertise fun park for us

39
Chapter 3: Marketing Feasibility Study
3.1 Marketing Analysis

3.1.1 General Environment Analysis
40
Political Factors
Mr. Wuthichai luangamonlerd association of recreational parks and

gardens of Thailand and President of the Company Amornphan City (Siam Park
Amusement Co.) Executive, Suan Siam, said that the association was preparing
the wiring of a source of tourism in the province of surfing. Travel around
Thailand. For comment on the association of ideas. Preparation for the
government. Measures to promote investment in theme parks. And garden.
When the data will provide a summary to the government early next year
When viewed from neighboring countries like Singapore, Malaysia,
Macau, Hong Kong all have a place in this format is to be a tourist magnet for
tourists. Thailand should be a selling point to do this. It will help strengthen
competitiveness in the long run. We emphasize the variety of tourist attractions
in Thailand." ( manager.co.th, 2010 )
The government must provide support for tourism and amusement parks
also provide more security for children and families, From the fact that the
Tourism Authority of Thailand has organized to promote a policy of promoting
tourism to foreigners. As well as campaigning for the Thai travel within the
country even more. Project objectives. "Thai way of fun. The Thai economy
vibrant. " From such policies. The Governor of Chiang Rai, Mr.Sumet
Sangnimnuan as head of the Northern Province on 2 (Chiang Rai, Phayao,
Phrae, Nan) recognizes the importance about tourism policy and support the
government's policy. And Mr.Sumet Sangnimnuan Governor of Chiang Rai.
Said in one lecture that Chiang Rai Province is considered to have high
potential for tourism. Because many important tourist attractions. Antiques and
historic traditions of ancient cultures. And natural attractions that have held a
reputation as the world knows. So the province has set measures to promote
tourism as a measure that includes Three measures first increase tourism is to
develop existing and find a new attraction. The project that took a one day trip
visit Chiang. Which is now held then 9 times in 9 district and will complete the
18 district where the project has received interest from tourists significant
second measures reduced, it is something that tourists are not comfortable
41
service poor. Contaminants make various waste reduction, to create the

impression to tourists. And final measures to stabilize the conservation of
antiquities and historical sites in every culture.
Nowadays, government supports for tourism business to build stability
for any business. Government releases a lot of fund to give an opportunity to any
business, so it becomes more positive impact for our business as well.
(http://www.cots.go.th/newsdetail.php?id=179&cn=1)
Economic Factor
“Mr. Sumad Sangnimnuan Governor of Chiang Rai said that “In order to
promote tourism of Chiang Rai. Be able to travel throughout the year. And
activities for tourists to experience the events have every month. This will be
good for tourism business people who travel the province of Chiang Rai and to
increase economic in tourism business. This is the main income of the province
flow throughout the year. This will result in Chiang Rai province's economy
become more grows. And can create revenue for the tourism industry.” And the
province of Chiang Rai In collaboration with the Mae Fah Luang district.
Administrative Organization Mae Salong Nok and ethnic groups in the area of
Doi Mae Salong. It will be held during 12 - 15 February 2553 by a task that
"honeymoon Doi Mae Salong miracle.” for support tourist business.
(chiangmainews.co.th 2010)
For business parks that accept year 2553 has been affected by economic
and political problems. Affect the number of users decreased from normal in
terms of number and how often to use the service. The company has set fine
plan sales to market corporate clients for presents a theme of outdoor activities.
As well as building relationships with travel agencies and to offer theme parks in
the packed excursions offered to foreign visitors.
42
AVERAGE MONTHLY EXPENDITURE PER HOUSEHOLD BY REGION AND PROVINCE:

1994 – 2009
Region and 2537 2539 2541 2543 2545 2547 2549 2550 2551 2552
province (1994) (1996) (1998) (2000) (2002) (2004) (2006) (2007) (2008) (2009)
Chiang Rai 6,427 7,302 7,486 6,487 7,678 8,428 10,48 10,70 10,15 10,337
4 2 7
AVERAGE MONTHLY INCOME PER HOUSEHOLD: 1994 - 2009
Region and 2537 2539 2541 2543 2545 2547 2549 2550 2552
province (1994) (1996) (1998) (2000) (2002) (2004) (2006) (2007) (2009)
Chiang Rai 6,248 7,955 8,924 7,930 8,369 8,920 10,49 13,736 13,278
5
PER CAPITA INCOME OF POPULATION BY REGION AND PROVINCE: 2000 - 2009
Region and 2543 2544 2545 2546 2547 2548 2549r 2550r 2551p 2552p
province (2000) (2001) (2002) (2003) (2004) (2005) (2006) (2007) (2008) (2009)
Chiang Rai 27,36 28,10 30,20 31,916 35,47 39,79 40,202 45,774 53,815 54,977
4 0 1 4 3
(http://service.nso.go.th/nso/nsopublish/BaseStat/basestat.html)
Social and environment factors
Thai society is a society that is bound together in a kinship between

closely. This is because the Thai society is agrarian society. The need for labor
in the family is mainly the family of the Thai people, but there was a big family,
parents, sons, grandparents or other relatives.
• Business life cycle; industry or market products/services mostly

have cycle short or long that may be different such as fashion product
has short life cycle, fast outdated and low demand in market faster than
other products.
43
• Consumer behavior in each market including more or less brand

loyalty, price conscious if it’s high, high price competition and low profit
rate. Chiang Rai Province covers some 11,678 square kilometers with the
population of 1.23 million. The average elevation is 580 meters above
sea level. The provincial capital is 829 kilometers north of Bangkok. To
get there we can go by bus or by plane.
Chiang Rai is administratively divided into 16 districts and 2 sub-

districts: Muang Chaing Rai, Chiang Khong, Wiang Chai, Theong, Phan,
Pa Daet, Mae Chan, Chiang Saen, Mae Sai, Mae Suai, Wiang Pa Pao,
Phraya Meng Rai, Wiang Kaen, Khun Tan, Mae Fah Kuang, Mae Lao,
Wiang Chaing Rung sub-district and Doi Luang sub-district.
Boundaries
North: Myanmar, and Loa PDR

South: Lampang
East: Loa PDR and Phayao
West: Chiang Mai
Key statistics of population and households of Chiang Rai

(From Population and Housing Census 2000)
Items
Demographic characteristics
Total population (’000) 1,129.7
Population in Municipal Area (%) 17.7
Sex ratio (Males per 100 females) 100.7
Median age 31.2
Population by age group
0-14 years (%) 23.7
15-59 years (%) 66.1
60 years and over (%) 10.2
Age dependency ratio (per 100 adults 15-59 years)
Total 51.3
44
0-14 years 35.9

60 years and over 15.4
Singulate mean age at first marriage (SMAM)
Males 26.9
Females 23.2
Thai nationality (%) 92.0
Buddhism (%) 90.6
Minority population
Muslims (%) 0.3
Population speaking hill tribe languages (%) 12.5
Education
Average years of education attainment of population 5.3
aged 15 years and over
Population aged 6-24 years not attending school (%) 38.3
Employment characteristics of population aged 15 years and over
During last year industry

Population in the agricultural sectors (%) 67.0
Work status (%)
Employers 0.7
Own account worker 37.8
Employees 26.0
Unpaid family workers 35.4
Members of producers’ cooperatives 0.1
Fertility
Mean number of children ever born (per ever married 1.82
woman 15- 49 years)
Mean number of children still living (per ever married 1.73
woman 15-49 years)
Migration
Five-year migration (1995-2000)
Population who migrated within previous 5 years (%) 3.8
Lifetime migration
Population who were nor living in province of birth (%) 11.6
Housing characteristics
Average household size 3.5
Female headed households (%) 20.5
45
Population of Chiang Rai by age group and sex
Population Percentage
Age group Total Males Females Total Males Females
Total 1,129,701 566,877 562,824 100.0 100.0 100.0
0-4 79,334 40,774 38,560 7.0 7.2 6.9
5-9 96,074 49,279 46,795 8.5 8.7 8.3
10-14 92,704 47,558 45,146 8.2 8.4 8.0
15-19 96,537 49,255 47,282 8.5 8.7 8.4
20-24 81,867 41,643 40,224 7.2 7.3 7.1
25-29 85,767 42,507 43,260 7.6 7.5 7.7
30-34 98,008 47,608 50,400 8.7 8.4 9.0
35-39 108,472 53,426 55,046 9.6 9.4 9.8
40-44 104,113 52,106 52,007 9.2 9.2 9.2
45-49 78,510 39,592 38,918 6.9 7.0 6.9
50-54 52,127 26,590 25,537 4.6 4.7 4.5
55-59 41,382 20,891 20,491 3.7 3.7 3.6
60-64 37,643 18,562 19,081 3.3 3.3 3.4
65-69 33,059 16,194 16,865 2.9 2.9 3.0
70-74 21,892 10,711 11,181 1.9 1.9 2.0
75-79 12,475 5,925 6,550 1.1 1.0 1.2
80-84 5,798 2,694 3,104 0.5 0.5 0.6
85 and over 3,939 1,562 2,377 0.3 0.3 0.4
Population Data (As of 31 December 2001)
Total Population 1,263,169

Males 630,324
Females 632,845
Reproductive Health Statistics (2001) :
Family Planning
Contraceptive Prevalence Rate (per cent) 82.53

Maternal and Child Health
Perinatal mortality rate 13.70 : 1,000 total births

Maternal mortality ratio 65.30 : 100,000 live births
Birth asphyxia rate 42.26 : 1,000 live births
Low birth weight 9.62 %
Rate of anemia in pregnant women 13.00 %
Rate of mothers aged less than 20 years 9.96 %
HIV/AIDS
46
AIDS case rate 92.91 : 100,000 population
(http://www.unescap.org/esid/psis/population/database/thailanddata/north/chiangrai.htm#Data)
Technological factors
Technology plays a vital role in business. Over the years businesses have
become dependent on technology so much so that if we were to take away that
technology virtually all business operations around the globe would come to a
grinding halt. Almost all businesses and industries around the world are using
computers ranging from the most basic to the most complex of operations.
(http://ezinearticles.com/?Importance-of-Technology-in-Business&id=2237597)
Technology has enabled many of the social and economic development

as well as a more global economy today. Of course, technology is very
important and complex that is known as the heart of the amusement park that
has it because If we must have priority. And differences in the response to these
exciting theme park attractions Chiang Rai’s wonderland of technology is
focused on the player and service are implementing sound for communication
for tourists to come to know the time of local shows, and other attractions, the
device is now being updated to include the important and interesting information
about outdoor theme park areas.
3.1.2 Competition analysis (The 3 C’s Analysis)

“This is a basic framework but is very useful. It is especially applicable to business strategy
and new market opportunity questions.”
(mpd.cdtm.de/resources/documents/3c.doc)
• Competitor Analysis:
We have to know who our direct and indirect competitors are. Then do the
Competitor’s Industry analysis or compare with our company’s competitive advantages.
• Direct Competitor
Our company is the first amusement park in Chiang Rai; the north of
Thailand, so we have no direct competitor.
• Indirect Competitor
In Chiang Rai, The substitute product and service is
about someplace that provides fun and can go for relaxed in
47
the holiday. Big-C supercenter Department store, Playground at Suan Tung, and Mae
Sai are our indirect competitor.
 Big- C supercenter Department store
In Chiang Rai, Big C is the biggest Department store which newest and largest
that provides many kinds of goods and foods.
Straight
- Big C provides varieties of things together with the air condition. People in Chiang Rai
go to Big C for many purposes such as Shopping, See a movie, Have a meal, Play the
game, and take their children to play at kid’s zone, etc.
Weakness
- Big C has a small kid’s zone for the children and
did not provide any exciting playthings.
- There have no varieties of playthings at Big C
Opportunities
- Because of the global warming the climate at noon is so hot and when people have no
idea and no choice to go, they decide to go to Big C for walk and talk in free air
condition public area.
- Chiang Rai is s rural city, so it has no choice for the parents and kids who want to play
in the area that not hot.
Threats
- The Central Plaza; the biggest and most luxury
department store in this area is building in front of
Big C location. People will go there a lot because
it is the newest and best in this province.
• Playground at Suan Tung and Kom

This playground is provided by the Chiang Rai Municipality. Normally the
Teenager will go to Suan Tung and Kom for doing the evening activity such as
Dancing, B-boy, Skateboard, Play sports but not too much people go there in the
afternoon because of the hot climate.
48
Strength
- Offer for free; Children can play without paying
the entrance fee
- It locates in the centre of the city people can go
easily and it is near the aerobic dance area, so
mother can leave the kid to play and she go to
dance. If the kids come with their brother, he
can leave them to play here and he will go to
play a skateboard.
Weakness
- Have no air condition.
- No one go to play at noon because of have no roof to protect the sunlight and the hot
climate.
- The plaything and the toilet quite old and dirty
Opportunities
- The government have received the letter note form people in Chiang Rai to improve the
toilet at Suan Tung and Kom, People may come here more than before.
Threats
- People can go in evening but do not want to go in the afternoon because of hot climate.
3.1.3 Customer Analysis

Customer is the person who uses our product and service and goes further than their
expectation then they will pay money to us and can evaluate our performance. We need to know
who is our customer and how many of them.
Our customer is everyone who goes to use our product and service of company which
offer many kinds of playthings. However, our segment is divided in two main group of
customer. The first group is the teenager who wants to play an adventure plaything. The second
is the kid’s who play a classical and softer than the adventure plaything. The will go to use our
product and service when they have free time may be
49
on weekends and holiday.
(http://reg.mfu.ac.th/registrar/learn_time.asp?f_cmd=2&studentid=5131205077&studentname=%B9%D2%A7%CA%D2%C7+
%CD%C0%D4%C9%AE%D2+%BB%C3%D0%CA%D4%B7%B8%D4%EC
%E0%A2%B5%A1%D4%A8&acadyear=2553&maxsemester=2&rnd=40484.0348611111&firstday=1/11/2553&semester=2)
This is the example of Mae Fah Luang University’s student free time.There are many
schools in Chiang Rai http://www.cri1.obec.go.th/areaschool.php and there are many numbers
of teenagers in Chiang rai, most of them study in the school; for one example Chiang Rai
Vidhayakhome School Student (http://www.cvk.ac.th/ data/datastudent.htm)
Level total
kindergarten 215
Elementary 1 406
Elementary 2 568
Secondary 1 518
Secondary 2 776
Purchasing Behaviour of the teenager is higher than the kid because the teenagers who
older than 17 years old can make decision by themselves, some of them who study at the
university get lots of money from their parents around 6,000-10,000 baht.
(http://www.manager.co.th/Campus/ViewNews.aspx?NewsID=9490000004815)
For the kid; they have more free time but they cannot go by themselves, the parents
have to bring them to our amusement park. They have no money and cannot have a power to
make decision.
When they came to play we have to make sure that they have a security and have fun.
Use our service with the smile and laugh. The families have time to do the activity together.
50
Size of our Target Market
Ag
<1 1-2 3-5 6-11 12-14 15-17 18-49 50-59 >60
e Year
2548 3,85 10,55 22,60 61,84 36,55 33,29 366,2 88,36 80,398
4 8 3 8 5 5 91 4
(http://www.chiangrai.net/database45/d45/N10/N1003.aspx?pg=N10)
We choose teenager to be our target market because of many reason, One of those
reason is the population of teenager is highest when compare with the total population in Chiang
Rai.
3.1.4 Competitive Analysis for our Company
Cause we have to know ourselves for use it to compete with the competitor, like the
idiom said “One who knows the enemy and knows himself will not be in danger in a hundred
battles“.
We are monopoly in Chiang Rai because we are the first amusement park, so the
proportion of our company in the Chiang Rai market share nearly to be 100%
For our Service and Product we did not sell in high price and we have the
differentiation in our concept. We did not only focus on having fun but also support the learning
in both physical and psychological. We help people to have wide society. Our company relies
on technology to create the amusement park. We need the up to date information about the
related technology to improve our company to be on the majority line of Life Cycle.
51
Strengths
- Our core competencies is we are the first brand in Chiang Rai
- We have the newest playthings.
- The location is good because the customer can come from other country can came.
- The location is next to the road, so easy to access
- Located not so far from an airport, welcome all foreigner and people in other country.
- We help the development of the brain and personality. Support developing in IQ and
EQ of the kids.
- Provide the way to have an exciting experience to the customer
- Expand the society of people
- Provide the shop for shopping and have a meal.
- Have two types of playthings; the teenagers who don’t like to play an adventure can
play in classical zone.
Weaknesses
- Use more money to built
- Our product cannot be used frequently for everyday
- We are new company; the employee may unprofessional.
- High cost to hire and train many of staff
- So many things to care so something may unexpected situation can happen.
Opportunities
- Chiang Rai did not have any amusement park yet.
- There are problem in people life then people stress; go to use our service.
- Student in the university study hard and somebody bored of studying need the place to
make them fun and relax which can go to meet the happy time with friends.
- The climate in the winter can attract more tourists to come.
(http://www.tmd.go.th/province.php?id=1,
http://travel.mthai.com/travel-news/41271.html,
http://www.dekmaejo.com/index.php?topic=151.0)
Threats
- Economic down people have no money
- People go to work and study for 5 days per week; have the free time just only weekend
and holiday.
52
3.2 STP Analysis
3.2.1 Market Segmentation
Market segmentation of Wonderland Park we focus on teenager and kids in Chiang Rai, the
north of Thailand. We focus on teenager who’s studying. Who want to have an exciting activity
and kids who want to have a happy time and want trying something that they never done it
before. Know more about our segmentation; the kids in Chiang Rai at the age 5-10 can play in a
Classical and not more adventure zone. Another is the teenager older than 15 years old who
need to stroll and have fun when they have free time to came.
Age
<1 1-2 3-5 6-11 12-14 15-17 18-49 50-59 >60
Year
2548 3,854 10,558 22,603 61,848 36,555 33,295 366,291 88,364 80,398
3.2.2 Target Market
We choose teenager to be our target market because of many reason, One of those
reason is the population of teenager zone is highest when compare with the total population in
Chiang Rai. We will show the example of Teenager in Mae Fah Luang University student.
There are 8,745 teenagers in this university which you can check by this reference website.
(http://reg.mfu.ac.th/registrar/statistics/RepStudent1.asp?acadyear=2553&maxsemester=2&semester=2)
3.2.3 Position Analysis
We want to be the one of the amusement park in Chiang Rai in customer mind. So,
Wonderland Park offer new experience to customer in exciting plaything, extremely for they to
shows bravery and get fun and happy time with Wonderland Park (The first amusement park in
the north of Thailand). Moreover, we also want to be a place that good for the brain and society
of kids.
53
3.3 Marketing Mix Strategy
For marketing strategy our business use 4Ps (http://marketingteacher.com/ lesson-
store/lesson-marketing-mix.html) which contain of 4 components; product, price, place,
promotion. We want our amusement park differentiate, provide fun, and attract tourist both in
and out of country.
3.3.1 Product
Our core product is an amusement park. We have to provide safe and secure to the
customer life with quality of playthings. The color and design is attracting the eye sight which
separate decoration by a theme of each part.
3.3.2 Place
We select the direct distribution channel which is the amusement park at Chiang Rai;
the location of our business is 80 Rai in South Nang Lae village, Nang Lae district, Chiang Rai,
Thailand. We can attract the customer from Northern of Thailand.
(http://www.tvs.co.th/stats/north.pd.) In this case Chiang Rai didn’t have the amusement park.
So, it means that didn’t have the direct competitor then we will get benefit.
3.3.3 Price
Setting a price per capita covers the cost and not over than competitor product’s price.
The price is suit for product and service. We will set higher price because our business want to
make the customer know that our product and service have high quality. The prices have 4
types; our adult’s price is 150 for entrancing and playing, 80 for the entrancing only (do not
want to play), kids’ price is 120 for entrancing and playing, and 50 for the entrancing only (do
not want to play).

54
3.3.4 Promotion
We almost communicate our product and service through itself already because it is a
big project but we also need to promote with WOM, TV, Radio, signboard at the building
location, post the poster at the university and the department store and so on. Our business is
new so we have to inform and explain customer about our product and service. Make them
know more about us in order to invite them to go for use product and service.
55
3.4 The table of sale forecast

The sale by product 1st year[฿]
Description Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
1,923,60 2,010,162.0 2,070,466.8 2,132,580.8 2,196,558.2 2,262,455.0 2,307,704.1 2,353,858.2 2,400,935.3 2,508,977.4 2,621,881.4 2,739,866.1
Adults 0.00 0 6 7 9 4 4 2 9 8 7 3 27,529,046
817,00 853,765.0 879,377.9 905,759.2 932,932.0 960,920.0 970,529.2 980,234.5 990,036.8 1,034,588.5 1,081,145.0 1,129,796.5
Children 0.00 0 5 9 7 3 3 2 7 3 1 4 11,536,085
2,740,60 2,863,927.0 2,949,844.8 3,038,340.1 3,129,490.3 3,223,375.0 3,278,233.3 3,334,092.7 3,390,972.2 3,543,566.0 3,703,026.4 3,869,662.6
Total 0.00 0 1 5 6 7 7 5 6 1 8 7 39,065,131
The sale by product 2st years [฿]
2,863 2,992,00 3,081,76 3,174,21 3,269,44 3,367,52 3,401,20 3,435,21 3,469,56 3,625,69 3,788,85 3,959,34
Adults ,160 2 2 5 2 5 0 2 4 5 1 9 40,427,979
1,180 1,233,76 1,270,77 1,308,90 1,348,16 1,388,61 1,402,50 1,416,52 1,430,69 1,495,07 1,562,35 1,632,65
Children ,637 6 9 2 9 5 1 6 1 2 0 6 16,670,665
4,043 4,225,76 4,352,54 4,483,11 4,617,61 4,756,14 4,803,70 4,851,73 4,900,25 5,120,76 5,351,20 5,592,00
Total ,797 8 1 8 1 0 1 8 5 7 1 5 57,098,643
4,137 4,323,70 4,453,42 4,587,02 4,724,63 4,866,37 4,915,03 4,964,18 5,013,82 5,239,45 5,475,22 5,721,61
Adults ,520 8 0 2 3 2 6 6 8 0 5 0 58,422,011
1,706 1,782,90 1,836,38 1,891,48 1,948,22 2,006,67 2,026,73 2,047,00 2,067,47 2,160,51 2,257,73 2,359,33
Children ,126 1 8 0 4 1 8 5 5 2 5 3 24,090,588
5,843 6,106,61 6,289,80 6,478,50 6,672,85 6,873,04 6,941,77 7,011,19 7,081,30 7,399,96 7,732,96 8,080,94
Total ,646 0 8 2 7 3 3 1 3 2 0 3 82,512,598
5,979 6,248,14 6,435,58 6,628,65 6,827,51 7,032,33 7,102,66 7,173,68 7,245,42 7,571,47 7,912,18 8,268,23
Adults ,083 2 6 4 3 9 2 9 5 0 6 4 84,424,981
2,432 2,542,27 2,618,54 2,697,10 2,778,01 2,861,35 2,889,97 2,918,87 2,948,05 3,080,72 3,219,35 3,364,22
Children ,802 8 7 3 6 7 0 0 9 1 4 5 34,351,301
8,411 8,790,42 9,054,13 9,325,75 9,605,52 9,893,69 9,992,63 10,092,55 10,193,48 10,652,19 11,131,53 11,632,45
Total ,885 0 3 7 9 5 2 8 4 1 9 9 118,776,282
8,640 9,029,11 9,299,99 9,578,99 9,866,36 10,162,35 10,263,97 10,366,61 10,470,28 10,941,44 11,433,80 11,948,33
Adults ,305 8 2 2 1 2 6 5 2 4 9 1 122,001,577
3,515 3,673,81 3,784,03 3,897,55 4,014,47 4,134,91 4,176,26 4,218,02 4,260,20 4,451,91 4,652,25 4,861,60
Children ,615 7 2 3 9 4 3 6 6 5 1 3 49,640,673
12,155 12,702,93 13,084,02 13,476,54 13,880,84 14,297,26 14,440,23 14,584,64 14,730,48 15,393,35 16,086,06 16,809,93
Total ,919 6 4 4 1 6 9 1 7 9 1 3 171,642,250
56
Sale forecast chart

200,000,000
150,000,000
100,000,000 Sale s forecast
50,000,000
0
Year 1 Year 2 Year 3 Year 4 Year 5
In sales forecast, it increase in the sale volume on winter season because in this
season is the travel season more people want to come to Northern for touch good
atmosphere. By we use sales increase winter season 0.045, raining season 0.01 and
summer 0.03. From the situation, Mrs. Aekachai (local government of Chiang Rai) tell
“he think the number of tourists in this year (2009) will increase about 2-3% from last
year or about 100,000 people”
(http://www.bangkokbiznews.com/2010/11/05/news_31874971.php?news_id=31874971)
The expenses per day of visitors in Chiang Rai 2007 (Unit baht/person/day)
Tourists
Accommodations 609.89 25.31 858.81 26.79
Souvenir 569.76 23.65 735.40 22.94
Entertainment 266.92 11.08 358.72 11.19
Travel 209.69 8.70 249.79 7.79
Transportation 263.88 10.95 363.61 11.34
Others 93.77 3.89 121.28 3.78
Total 2,409.35 100.00 3,205.98 100.00
Excursionists
Accommodations
Souvenir 599.36 35.16 528.67 30.43
Entertainment 235.55 13.82 241.08 13.88
Travel 158.00 9.27 199.10 11.46
Transportation 230.14 13.50 290.43 16.72
Others 95.00 5.57 70.62 4.06
Total 1,704.50 100.00 1,737.47 100.00

57
Visitors
Accommodations 574.50 24.26 818.50 26.09
Souvenir 571.47 24.13 725.69 23.13
Entertainment 265.10 11.19 353.20 11.26
Travel 206.69 8.73 247.41 7.89
Transportation 261.92 11.06 360.18 11.48
Others 93.84 3.96 118.90 3.79
Total 2,368.44 100.00 3,137.05 100.00
The number of visitor in Chiang Rai, 2007
Tourists
1. 15 - 24 years 236,360 24.80 63,959 24.09
2. 25 - 34 years 283,130 29.72 76,210 28.70
3. 35 - 44 years 211,240 22.17 48,262 18.18
4. 45 - 54 years 179,311 18.82 41,309 15.56
5. 55 - 64 years 32,140 3.37 30,058 11.32
65 moreover 10,632 1.12 5,720 2.15
Total 952,813 100.00 265,518 100.00
Excursionists
1. 15 - 24 years 39,101 21.39 10,533 29.87
2. 25 - 34 years 57,078 31.22 7,713 21.88
3. 35 - 44 years 42,903 23.46 8,982 25.48
4. 45 - 54 years 34,142 18.67 4,511 12.79
5. 55 - 64 years 7,136 3.90 2,982 8.46
65 moreover 2,486 1.36 537 1.52
Total 182,846 100.00 35,258 100.00
Visitors
1. 15 - 24 years 275,461 24.24 74,492 24.78
2. 25 - 34 years 340,208 29.96 83,923 27.90
3. 35 - 44 years 254,143 22.38 57,244 19.03
4. 45 - 54 years 213,453 18.80 45,820 15.23
5. 55 - 64 years 39,276 3.46 33,040 10.98
65 moreover 13,118 1.16 6,257 2.08
Total 1,135,659 100.00 300,776 100.00
(http://www2.tat.or.th/stat/web/static_tst.php
Marketing Expense in the 1st year
Descriptions Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
2,0 2 2,00 2, 8,00
Brochure Ads. 00 - - ,000 - - 0 - - 000 - - 0
1,5 1,50 1,50 1 1 1,50 1,50 1,50 1,50 1, 1,5 1, 18,00
Radio Ads. 00 0 0 ,500 ,500 0 0 0 0 500 00 500 0
58
3,0 3, 9,00
Booth 00 - - - - 3,000 - - - 000 - - 0
3,2 3,22 6,45
Signboard 25 - - - - - 5 - - - - - 0
2,0 2,00 2,00 2 2 2,00 2,00 2,00 2,00 2, 2,0 2, 24,00
Public Re. 00 0 0 ,000 ,000 0 0 0 0 000 00 000 0
3,0 3,00 3,00 3 3 3,00 3,00 3,00 3,00 3, 3,0 3, 36,00
Other 00 0 0 ,000 ,000 0 0 0 0 000 00 000 0
14,7 6,50 6,50 8 6 9,50 11,72 6,50 6,50 11, 6,5 6, 101,45
Total 25 0 0 ,500 ,500 0 5 0 0 500 00 500 0
Marketing Expense in the 2nd year
2,0 2 2,00 2, 8,00
Brochure Ads. 00 - - ,000 - - 0 - - 000 - - 0
15, 15,00
Radio Ads. - - - - - - - - - - - 000 0
3,2 3,22 6,45
Signboard 25 - - - - - 5 - - - - - 0
3,0 3, 6,00
Booth 00 - - - - - - - - 000 - - 0
2,0 2,00 2,00 2 2 2,00 2,00 2,00 2,00 2, 2,0 2, 24,00
Public Re. 00 0 0 ,000 ,000 0 0 0 0 000 00 000 0
3,0 3,00 3,00 3 3 3,00 3,00 3,00 3,00 3, 3,0 3, 36,00
Other 00 0 0 ,000 ,000 0 0 0 0 000 00 000 0
13,2 5,00 5,00 7 5 5,00 10,22 5,00 5,00 10, 5,0 20, 95,45
Total 25 0 0 ,000 ,000 0 5 0 0 000 00 000 0
Marketing Expense in the 3rd year
2,5 2,50 5,00
Brochure Ads. 00 - - - - - 0 - - - - - 0
15, 15,00
Radio Ads. - - - - - - - - - - - 000 0
4,0 3,00 7,00
Booth 00 - - - - - - 0 - - - - 0
3,2 3,22 6,45
Signboard 25 - - - - - 5 - - - - - 0
2,0 2,00 2,00 2 2 2,00 2,00 2,00 2,00 2, 2,0 2, 24,00
Public Re. 00 0 0 ,000 ,000 0 0 0 0 000 00 000 0
3,0 3,00 3,00 3 3 3,00 3,00 3,00 3,00 3, 3,0 3, 36,00
Other 00 0 0 ,000 ,000 0 0 0 0 000 00 000 0
14,7 5,00 5,00 5 5 5,00 10,72 8,00 5,00 5, 5,0 20, 93,45
Total 25 0 0 ,000 ,000 0 5 0 0 000 00 000 0
Marketing Expense in the 4th year
2,50 2,5 5,00
Brochure Ads. - - 0 - - - - - - - 00 - 0
15, 15,00
Radio Ads. - - - - - - - - - - - 000 0
5,0 5,00
Booth 00 - - - - - - - - - - - 0
3,2 3,22 6,45
Signboard 25 - - - - - 5 - - - - - 0
2,0 2,00 2,00 2 2 2,00 2,00 2,00 2,00 2, 2,0 2, 24,00
Public Re. 00 0 0 ,000 ,000 0 0 0 0 000 00 000 0
3,0 3,00 3,00 3 3 3,00 3,00 3,00 3,00 3, 3,0 3, 36,00
Other 00 0 0 ,000 ,000 0 0 0 0 000 00 000 0
13,2 5,00 7,50 5 5 5,00 8,22 5,00 5,00 5, 7,5 20, 91,45
Total 25 0 0 ,000 ,000 0 5 0 0 000 00 000 0
Marketing Expense in the 5th year
2,5 2,50 5,00
Brochure Ads. 00 - - - - - - 0 - - - - 0
15, 15,00
Radio Ads. - - - - - - - - - - - 000 0
59
2,0 2,00 4,00

Booth 00 - - - - - - 0 - - - - 0
3,2 3,22 6,45
Signboard 25 - - - - - 5 - - - - - 0
2,0 2,00 2,00 2 2 2,00 2,00 2,00 2,00 2, 2,0 2, 24,00
Public Re. 00 0 0 ,000 ,000 0 0 0 0 000 00 000 0
3,0 3,00 3,00 3 3 3,00 3,00 3,00 3,00 3, 3,0 3, 36,00
Other 00 0 0 ,000 ,000 0 0 0 0 000 00 000 0
12,7 5,00 5,00 5 5 5,00 8,22 9,50 5,00 5, 5,0 20, 90,45
Total 25 0 0 ,000 ,000 0 5 0 0 000 00 000 0
60
3.5 Conclusion
From the cost information; we are big and new, so we have to put lot amount of money
for invest in this project. We need to buy an expensive thing like big equipment, large land,
Plant and Machinery, building, Office Equipment, and especially plaything that divided into 2
types Adventure and Classic. There are 3 playthings in each type which are Panorama Shock,
X-Scream rollercoaster, Flying Dutchman Ship (Pirate Boat), roundabout or merry-go-round,
octopus swing hand, and wonderland Palace which Inside the wonderland palace there are 5
building, big one of it have 4 floors another 4 have 3floors. These make our investment use
more money for operate.
We need lots of people to operate this project, so we hire many employees such as
technical specialist, life guard, marketer, accountant, and so on. That why there are eight
Departments in our company which are Purchasing Department, Marketing Development
Department, Technical Department, Finance Department, Acting Department that response to
the parade also, Location Department, Human resource Department, and Advertising
Department. For these reason the cost is higher.
61
Chapter 4: Technical Analysis

62
4.1 Investment Analysis

No. Details Amount Price Total
1 Land 80.00 400,000.00 32,000,000.00
2 Building - - 83,500,000.00
Total 115,500,000.00 63
Machine A
3
Lawnmowers 4.00 9,700.00 38,800.00
4
Receivers 10.00 12,000.00 120,000.00
5
Vacuum cleaners 2.00 12,000.00 24,000.00
6
Floor machines 2.00 20,000.00 40,000.00
7
Winn cooling 10.00 16,500.00 165,000.00
8
Water coolers 2.00 12,700.00 25,400.00
Total 413,200.00
Machine B
9
Water cooler and hot 3.00 4,850.00 14,550.00
10
Cash entry equipment s 2.00 28,000.00 56,000.00
11
Printers 13.00 10,500.00 136,500.00
12
Telephones 14.00 570.00 7,980.00
13
Faxes 5.00 15,000.00 75,000.00
14
Televisions 2.00 13,000.00 26,000.00
15
Projector 1.00 40,000.00 40,000.00
16
Refrigerators 3.00 8,090.00 24,270.00
17
Vacuum bottles 3.00 1,030.00 3,090.00
18
Microwaves 3.00 1,990.00 5,970.00
19
Cutting paper machine 2.00 1,850.00 3,700.00
20
Air-conditions 9.00 22,000.00 198,000.00
Total 591,060.00
Furniture
21
Clothes lines 2.00 1,000.00 2,000.00
22
Counter 1.00 7,500.00 7,500.00
23
Counter for buy ticket 3.00 4,700.00 14,100.00
24
File cabinets 9.00 6,820.00 61,380.00
25
Sofas 2.00 19,990.00 39,980.00
26
Meeting Table Set [Big] 1.00 35,000.00 35,000.00
27
Meeting Tables Set [Small] 4.00 7,500.00 30,000.00
28
Chairs 11.00 1,200.00 13,200.00
29
Office desks 11.00 1,900.00 20,900.00
30
Workstations 6.00 39,000.00 234,000.00
31
Bookshelf 2.00 850.00 1,700.00
32
Lockers 4.00 9,000.00 36,000.00
33
President desk 1.00 8,600.00 8,600.00
34 Disk Racks 3.00 500.00 1,500.00
Total 505,860.00
Equipment
35 Whisk 60.00 8.00 480.00
36
Brooms 36.00 35.00 1,260.00
37
Mops 5.00 440.00 2,200.00
38
Toilet equipment ֿ ֿ 1,860.00
39
Cobweb broom 30.00 5.00 150.00
40
Shovel dust 35.00 8.00 280.00
41
Broom hard 24.00 35.00 840.00
42
Bins 5.00 4,400.00 22,000.00
43
Squeegee 240.00 5.00 1,200.00
44
Litter Bins 10.00 220.00 2,200.00
Total 32,470.00
47
Computers 38.00 12,000.00 456,000.00
64
4.1.1 Investment Cost [Depreciation]
Investment Amount Depreciation Annual DEP. Monthly DEP.

Building 83,500,000 20 years 4,175,000 347,916.66
Machine A 413,200 5 years 82,640 6,886.66
Machine B [Office] 591,060 5 years 118,321 9,860.10
furniture 505,860 20 years 25,293 2,107.75
Computer 456,000 3 years 152,000 12,666.66
Play- Thing 180,000,000 5 years 36,000,000 3,000,000.00
Total 265,466,120.00 40,553,254.20 3,379,437.83
65
4.2 Production Analysis
4.2.1 Production Cost

• Electricity cost for Medium-sized business
For the using of electricity for industrial business that is similar to an industrial
enterprise as well as related areas which demand an average of 15 minutes maximum
from 30 kW but less than 1,000kW. Average power consumption 3 months is up to250,
000 units per month.
• The normal rate
The demand of Energy. Energy Charge.

No. Details (Baht / kW) (Baht / unit).
1 Voltage of 69 kV up 175.70 1.6660
2 Voltage 22-33 kV 196.26 1.7034
3 Voltage of less than 22 kV 221.50 1.7314
(http://www.eppo.go.th/power/pw-Rate-PEA.html)
Our customers come a lot in winter and summer. They come in winter because of the
great weather, and there are many public holiday in winter. The summer is the semester ended
time, the student or teenager who is our target market can come to play in our amusement park.
The cost of operation in these two seasons may higher than another two seasons.
66
• Water supply cost divided by user size (Satang per Liter)

USER TYPES
State Enterprise,
Official and Small Industrial and large
Connection
Level of water Business Business
used baht/cum. satang/liter baht/cum. satang/liter baht/cum. satang/liter
Cum./month
Low Level Rate 50 Low Level Rate 100 Low Level Rate 200 Baht
Baht Baht
0 - 10 10.20 1.020 11.45 1.145 12.50 1.250
11 - 20 10.95 1.095 14.20 1.420 15.50 1.550
21 - 30 13.20 1.320 15.45 1.545 18.50 1.850
31 - 50 15.20 1.520 16.45 1.645 21.50 2.150
51 - 80 16.45 1.645 16.85 1.685 23.50 2.350
81 - 100 16.95 1.695 16.95 1.695 23.75 2.375
101 - 300 - - 17.05 1.705 24.00 2.400
301 - 1,000 - - 17.15 1.715 24.25 2.425
1,001 - 2,000 - - 17.25 1.725 24.00 2.400
2001 - 3,000 - - 17.35 1.735 23.75 2.375
>3,000 - - 17.45 1.745 23.50 2.350
(http://www.pwa.co.th/service/tariff_rate.html)
This is our operation cost which calculates from the provided data above and it’s in the
averaged form.
Operation Electricity Water supply Total in each
Cost (Averaged) (Averaged) month
Month 1 455659.5 6860 462519.5
Month 2 437433.12 6002.5 443435.62
Month 3 437433.12 6002.5 443435.62
Month 4 437433.12 6002.5 443435.62
Month 5 455659.5 6860 462519.5
Operation Electricity Water supply Total in each

Cost (Averaged) (Averaged) month
Month 6 455659.5 6860 462519.5
Month 7 455659.5 6860 462519.5
Month 8 437433.12 6002.5 443435.62
67
Month 9 437433.12 6002.5 443435.62

Month 10 437433.12 6002.5 443435.62
Month 11 437433.12 6002.5 443435.62
Month 12 455659.5 6860 462519.5
Total in
1 year 5340329.34 76317.5 5416646.84
4.3 Operations Analysis
Operation cost
Our Product is plaything in the Theme park which divided into 2 types Adventure and
Classic. There are 3 playthings in each type like the following tabl
4.3.1 Product Characteristics

Adventure Classic
Panorama Shock Wonderland Palace
X-Scream rollercoaster Octopus swing hand
Flying Dutchman Ship Roundabout
(Pirate Boat) (merry-go-round)
4.3.1.1 Adventure
• Panorama Shock
Customer can choose the period of
time. There are 3 the period of times, this
followings show in per times unit.
Height: 68.8m, 79.9m, 91.2m.

Height speed: 93 km/h 98 km/h 105 km/h
Number of persons: 40-40-40
Ride Time: 56 sec. 70 sec. 138 sec.
• X-Scream
We just got the budget to buy
only for an X-Scream rollercoaster; a
giant teeter-totter at 866 feet above the
ground with simplistic design
resembles a massive teeter-totter. After
68
being shot over the edge, you'll dangle weightlessly before being pulled back and
propelled over again for more.
(http://www.stratospherehotel.com/Tower/Rides/X-scream)
• Flying Dutchman Ship (Pirate Boat)
This Flying Dutchman Ship

(Pirate Boat) is 520 metres long. Its
capacity is 45 persons. It’ll sway
and swing into the front and back.
Legend of Flying
Dutchman Ship (Pirate Boat) is
from real story and it says that after
nearly running the "Adventure"
aground, Navy soldiers raided the
pirate ship, shooting Edward "Blackbeard" Teach five times and stabbing him forty
times. They then cut off his head and tossed his body overboard, where it is said to have
swam away. Today, people say they see Blackbeard's headless corpse sailing the
“Adventure" near Teac’s Hole in North Carolina. In the Atlantic and Caribbean, a ship
called the "Nightmare" has been seen by many witnesses. It is said to have torn sails
and destroyed lines and looks as if its been burned to charcoal. It flies a black flag and
has a figure head of a horse that breathes fire. The ship is reportedly seen most in the
Bermuda Triangle. Perhaps the most famous pirate ghost is that of "The Flying
Dutchman," captained by Dutchman Bernard Fokke. It is said that Fokke was in league
with the devil and now has to sail the oceans forever, never returning to port. Witnesses
often say the ship glows and are known for bringing bad luck to anyone who bears
witness to its existence. "The Flying Dutchman" is known for attempting to send row
boats to meet other ships and pass letters home.
( http://www.ehow.com/about_4570913_ghost-pirate-ships.html)
4.3.1.2 Classic
• Roundabout or merry-go-round
69
There are 20
Sculpture of Horse,
Coach and an animal
located on
a platform which has
diameter is 16- mater. Its
80-meter-high and 1 cabin can contain 2 people. It revolves to 70 km. The light is warm light
with many beautiful accessories on above.
• Octopus swing hand
Its capacity is 16 persons, this plaything can swing around. It has level of moving are
low and high.
• Wonderland Palace
70
Inside the wonderland palace there are 5 building, big one of it have 4 floors
another 4 have 3floors.
1. King and Queen hall, have 4 floors
1.1 Hall with King and Queen‘s throne.
1.2 Prince and Princess Room; for example, dressing and bedroom.
1.3 Treasure room keeps toys or property of the royal.
1.4 The star of astronomy on the above of 4 floor
2. Summer designed building with a twist stairs in the middle through

3 floors
2.1 Doll; for example, Barbie and Blythe.
2.2 Sculpture of Cartoon
2.3 Drawing zone
3. Rainy designed building with a twist stairs in the middle through 3 floors.
3.1 Jigsaw puzzle zone for a little kid at the age 5-6.
3.2 The occupation zone for a kid that allow the kid act in the career that they want
to be.
3.3 IQ development zone have library contain comic and academic book for kids
4. Autumn designed building with a twist stairs in the middle through 3

floors.
4.1 The toy zone for a boy kids society like Gun dam.
4.2 Robot theme
4.3 Monster land for the kid who want to act as the hero
71
5. Spring designed building with a twist stairs in the middle through 3 floors.
5.1 Magician zone
5.2 Game zone in Pirate theme
5.3 Scientist and astronaut zone
4.3.2 Souvenir shop and shopping zone for parents is in log style.
4.3.3 Public phones [amount 6]

72
4.3.4 General toilet and 3 disable toilet in mushroom style [amount 60]
4.3.5 Clinic for the customer and employee is in strawberry style
4.3.6 Food and drink zone in present box style with the 5 foods and drink shops inside.
4.3.7 Snack, Ice cream, candy, healthy food and snack shop for 10 shops
73
4.3.8 Bins in separate area [amount 5]
4.3.9 Internet Wi-Fi in Food and drink zone
4.3.10 Water coolers [amount 2]
4.3.11 Counter for sell ticket and Reception counter for giving information.
74
4.4 Location
Our business is located in South Nang Lae village, Nang Lae district, Chiang
Rai, Thailand. It has 80 Rai for building and playthings.
75
4.5 Facility Layout
• Layout of office
1st Floor
76
2nd Floor
3rd Floor
77
4th Floor
• Food Center
78
4.6 Administration Analysis
4.6.1 Employee Salary
No. Position Amount Salary/month Total

1 Secretary 1 12,000.00 12,000.00
2 General Manager 1 13,000.00 13,000.00
3 Development Manager 3 9,500.00 28,500.00
4 Marketing Manager 4 9,500.00 38,000.00
5 Advertising Manager 4 9,500.00 38,000.00
6 Technical Manager 3 9,500.00 28,500.00
7 Accounting Manager 2 12,000.00 24,000.00
8 Finance Manager 2 12,000.00 24,000.00
9 Sale-Tickets 3 7,000.00 21,000.00
10 Security Guard 2 6,500.00 13,000.00
11 Housekeeping 6 6,500.00 39,000.00
12 Gardener 7 6,500.00 45,500.00
13 Play-Thing Guard 10 7,000.00 70,000.00
14 Purchasing Manager 5 9,000.00 45,000.00
15 Credit and Legal Manager 1 10,000.00 10,000.00
16 Cartoon Parade Show Manager 1 9,500.00 9,500.00
17 Human resource manager 4 9,500.00 38,000.00
18 Actor/ Actress 25 7,000.00 175,000.00
19 Special technical 1 18,600 18,600
Total 84 184,100.00 690,600.00
79
4.6.2 Administration Cost
No Description JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Total
690,6 690,6 690, 690,60 690,6 690,6 690,6 690,6 690, 690,60 690,6 690,6 8,287,20
1 Salary 00 00 600 0 00 00 00 00 600 0 00 00 0
4 4 68 6 5 4 5 60 5 7 6,64
2 Water Exp. 00 50 579 9 89 64 20 00 400 2 67 89 9
7,5 7,005. 7,98 6,98 7,9 7,8 7,9
3 Electricity Exp. 90 00 0.00 0 03 65 80 8,009 7,980 6,890.0 6,908.0 6,789.0 89,879
Internet and Telephone 6 6 68 6 6 6 6 68 6 6 8,16
4 Exp. 80 80 680 0 80 80 80 80 680 0 80 80 0
7 7 71 7 7 7 7 71 7 7 8,52
5 Fire Insurance 10 10 710 0 10 10 10 10 710 0 10 10 0
3,00 3,0 3,0 3, 3, 15,00
6 Training Exp. 0 ֿ 00 00 ֿ 000 ֿ ֿ 000 0
2,5 1,00 3,0 4,0 2,8 13,39
10 Other exp. 00 ֿ 0 ֿ 00 ֿ 00 ֿ ֿ 90 0
699, 701, 700 703,6 700,5 706, 703, 704, 703 699,4 702,3 702, 8,428,798.0
Total 980 945 ,549 59 82 419 390 499 ,370 82 55 568 0
80
4.7 Organization Chart
President
General
Manager
Human Marketing &

Purchasing Advertising Technical Finance Acting Location
Resource Development
Department Department Department Department Department Department Department
Department
Accounting Play-Thing
Manager Guard
Sale - Tickets Housekeeping
Gardener
81
4.8 Conclusion
From the cost information; we are big and new, so we have to put lot amount of money
for invest in this project. We need to buy an expensive thing like big equipment, large land,
Plant and Machinery, building, Office Equipment, and especially plaything that divided into 2
types Adventure and Classic. There are 3 playthings in each type which are Panorama Shock,
X-Scream rollercoaster, Flying Dutchman Ship (Pirate Boat), roundabout or merry-go-round,
octopus swing hand, and wonderland Palace which Inside the wonderland palace there are 5
building, big one of it have 4 floors another 4 have 3floors. These make our investment use
more money for operate.
We need lots of people to operate this project, so we hire many employees such as
technical specialist, life guard, marker, accountant, and so on. That why there are eight
Departments in our company which are Purchasing Department, Marketing Development
Department, Technical Department, Finance Department, Acting Department that response to
the parade also, Location Department, Human resource Department, and Advertising
Department. For this reason the cost is higher.
For example; Our Land and building cost 120,300,000 baths. Plant and Machinery cost
737,030 baths. Play- Thing180, 000,000 baths, and total operation cost in the theme park zone is
about 5416646.84 baths.
82
Chapter 5: Financial Feasibility

83
5.1 Financial
5.1.1 Income statement
Income statement or profit and loss statement is an essential financial statement

and the key value reported is Net Income. It summarizes a company's revenues and
business expenses and provides a picture of the financial performance over time. It is
usually used in combination with a balance sheet statement. We will explanation for
the income statement for Wonderland Park.
Revenue of our company comes for selling ticket we separate children and
adults by we think in one month it has 31 days on Sat – Sun has 8 days per month and
Mon-Fri has 28 days. On Sat – Sun day we will get the children guest 285 people and
adults 350 people per week and on Mon-Fri day we will get children guest 165
people and adults 280people per week. We calculate the price of ticket for
children by if the children enter and play all plaything for children 120 baht and adults
150 per person but if didn’t play the plaything sell for children 50 baht and adults 80
baht per person. Moreover we will get the revenue from rent out for trading; our
company has collect the rent 2,000 baht per month and collect from the insurance of
trading 10,000 baht per year.
Children(5-13 years old)

enter and 250 x 8 x
Sat-
play 120 240,000
Sun
enter 120 x 8 x 50 48,000
enter and 150 x 23 x
Mon- play 120 414,000
Fri 100 x 23 x
enter 50 115,000
Total 817,000
Adults(over 14 years old)

enter and 400 x 8 x
Sat-
play 150 480,000
Sun
enter 200 x 8 x 80 128,000
enter and 280 x 23 x
Mon- play 150 966,000
Fri 190 x 23 x
enter 80 349,600
Total 1,923,600
84
5.1.2 Cash flow
Cash flow is determined by looking at three components by which cash enters

and leaves a company: core operations, investing and financing.
Cash inflow, there are 2 mainly source of cash inflow from operating activities;
selling the ticket and rent out for trading.
Cash outflow, the cash outflow from purchased land, building and equipment in
first year and purchased inventory including papers and ink to make ticket in every year.
And financing activities pay interest payment, we borrowing from Bangkok Bang
50,000,000 baht and 6.38% of interest rate per month. Moreover we will pay taxes for
government from our profit every month follow with our revenue.
5.1.3 Balance sheet
Balance sheet is financial statement that summarizes a company's assets,

liabilities and shareholders' equity at a specific point in time. These three balance sheet
segments give investors an idea as to what the company owns and owes, as well as the
amount invested by the shareholders. The balance sheet must follow the following
formula: Assets = Liabilities + Shareholders' Equity
85
Little Cows Co., Inc.

Income statement
Year 1 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Revenues
2,740,60 2,863,92 2,949,84 3,038,34 3,129,49 3,223,37 3,278,23 3,334,09 3,390,97 3,543,56 3,703,02 3,869,66 39,065,
Sales for ticket 0 7 5 0 0 5 3 3 2 6 6 3 131
405, 30, 30, 30, 30, 30, 30, 30, 30, 30, 30, 30, 735,
Rent out for trading 000 000 000 000 000 000 000 000 000 000 000 000 000
3,145, 2,893, 2,979, 3,068, 3,159, 3,253, 3,308, 3,364, 3,420, 3,573, 3,733, 3,899, 39,800,
Total revenues 600 927 845 340 490 375 233 093 972 566 026 663 131
Cost of goods sold

2,16 2,16 2,16 2,16 8,
Inks 0 - - 0 - - 0 - - 0 - - 640
4,80 4,80 4,80 4,80 4,80 4,80 28,
Paper 0 - 0 - 0 - 0 - 0 - 0 - 800
Other cost of good sold

66 40 60 68 68 48 64 50 40 60 60 64 6,
Water exp. 0.00 2.50 2.50 9.50 6.00 6.00 0.00 2.50 2.50 2.50 2.50 0.00 917
132,65 97,43 107,43 11,43 95,65 55,65 55,65 57,43 87,43 87,43 87,43 110,65 986,
Electricity Exp. 9.50 3.12 3.12 3.12 9.50 9.50 9.50 3.12 3.12 3.12 3.12 9.50 329
133,31 97,83 108,03 12,12 96,34 56,14 56,29 57,93 87,83 88,03 88,03 111,29 993,
Total other COGS 9.50 5.62 5.62 2.62 5.50 5.50 9.50 5.62 5.62 5.62 5.62 9.50 246
140, 97, 112, 14, 101, 56, 63, 57, 92, 90, 92, 111, 1,030,
Total COGS 280 836 836 283 146 146 260 936 636 196 836 300 686
3,005, 2,796, 2,867, 3,054, 3,058, 3,197, 3,244, 3,306, 3,328, 3,483, 3,640, 3,788, 38,769,
Gross magin 321 091 009 058 345 230 974 157 337 370 191 363 445
Operating exp.
101,
Advertising exp. 14,725 6,500 6,500 8,500 6,500 9,500 11,725 6,500 6,500 11,500 6,500 6,500 450
825,31 792,32 800,02 708,11 788,33 754,13 751,29 753,92 782,82 780,02 782,91 806,29 9,325,
Administration exp. 0 6 6 3 6 6 0 6 6 6 6 0 516
Depreciation
347,916. 347,916. 347,916. 347,916. 347,916. 347,916. 347,916. 347,916.6 347,916.6 347,916.6 347,916.6 347,916.6 4,175,
Building 66 66 66 66 66 66 66 6 6 6 6 6 000
16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 200,
Machine A-B 6 6 6 6 6 6 6 6 6 6 6 6 961
12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 152,
Computer 6 6 6 6 6 6 6 6 6 6 6 6 000
2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 25,
Furniture 5 5 5 5 5 5 5 5 5 5 5 5 293
3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000.0 3,000,000.0 3,000,000.0 3,000,000.0 36,000,
play-thing 00 00 00 00 00 00 00 00 0 0 0 0 000
3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437.8 3,379,437.8 3,379,437.8 3,379,437.8 40,553,
Total depreciation 83 83 83 83 83 83 83 83 3 3 3 3 254
4,219,472 4,178,26 4,185,96 4,096,05 4,174,27 4,143,07 4,142,45 4,139,86 4,168,76 4,170,96 4,168,85 4,192,22 49,980,21
Total operating exp. .33 3.45 3.45 0.45 3.33 3.33 2.33 3.45 3.45 3.45 3.45 7.33 9.80
Operating income -1,214,151.83 -1,382,172.07 - 1,318,954.26 -1,041,992.92 -1,115,928.47 - 945,843.76 -897,478.46 -833,706.32 - 840,426.81 -687,593.06 -528,662.59 - 403,864.16 -11,210,774.72
505,08 504,03 502,98 501,93 500,87 499,80 498,73 497,65 496,56 495,47 494,38 493,28
Interest exp. (6.38%) 3.33 8.53 8.16 2.21 0.65 3.45 0.57 1.98 7.67 7.58 1.70 0.00
EBIT -1,719,235.16 -1,886,210.60 -1,821,942.42 - 1,543,925.13 -1,616,799.12 -1,445,647.21 -1,396,209.03 -1,331,358.31 - 1,336,994.48 -1,183,070.65 - 1,023,044.30 - 897,144.16 -17,201,580.56
86
taxes - - - - - - - - - - -153,456.64 -134,571.62 -288,028.27
Net income -1,719,235.16 -1,886,210.60 -1,821,942.42 -1,543,925.13 -1,616,799.12 - 1,445,647.21 -1,396,209.03 -1,331,358.31 -1,336,994.48 -1,183,070.65 - 869,587.65 - 762,572.54 - 16,913,552.29
Beginning Retain Earning - -1,719,235.16 -3,605,445.76 -5,427,388.18 -6,971,313.31 -8,588,112.43 -10,033,759.64 -11,429,968.67 -12,761,326.98 -14,098,321.46 -15,281,392.10 -16,150,979.76 -106,067,243.46
Retain Earning -1,719,235.16 -3,605,445.76 -5,427,388.18 -6,971,313.31 -8,588,112.43 -10,033,759.64 -11,429,968.67 -12,761,326.98 - 14,098,321.46 -15,281,392.10 -16,150,979.76 -16,913,552.29 -122,980,795.75
Revenues
4,043,797. 4,225,768. 4,352,541. 4,483,117. 4,617,611. 4,756,139. 4,803,700. 4,851,737. 4,900,255.3 5,120,766.8 5,351,201.3 5,592,005.3 57,098,64
Sales for ticket 49 38 43 67 20 54 93 94 2 1 2 8 3.39
405,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 735,00
Rent out for trading 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
4,448,79 4,255,76 4,382,54 4,513,11 4,647,61 4,786,13 4,833,70 4,881,73 4,930,25 5,150,76 5,381,20 5,622,00 57,833,64
Total revenues 7.49 8.38 1.43 7.67 1.20 9.54 0.93 7.94 5.32 6.81 1.32 5.38 3.39
Cost of goods sold

4,800.0 4,800.0 4,800.0 4,800.0 4,800.0 4,800.0 28,80
Papers 0 - 0 - 0 - 0 - 0 - 0 - 0.00
2,160.0 2,160.0 2,160.0 2,160.0 8,64
Inks 0 - - 0 - - 0 - - 0 - - 0.00
6,960.0 4,800.0 2,160.0 4,800.0 6,960.0 4,800.0 2,160.0 4,800.0 37,44
Total 0 - 0 0 0 - 0 - 0 0 0 - 0.00

66 4,00 60 68 68 48 64 50 40 60 60 64 10,516.5
Water exp. 0.00 2.50 2.50 9.50 6.00 6.00 0.00 2.50 2.50 2.50 2.50 0.00 0
132,65 97,43 107,43 11,43 95,65 55,65 55,65 57,43 87,43 87,43 87,43 110,65 986,329.3
Electricity Exp. 9.50 3.12 3.12 3.12 9.50 9.50 9.50 3.12 3.12 3.12 3.12 9.50 4
133,31 101,43 108,03 12,12 96,34 56,14 56,29 57,93 87,83 88,03 88,03 111,29 996,845.8
Total other COGS 9.50 5.62 5.62 2.62 5.50 5.50 9.50 5.62 5.62 5.62 5.62 9.50 4
140,27 101,43 112,83 14,28 101,14 56,14 63,25 57,93 92,63 90,19 92,83 111,29 1,034,28
Total COGS 9.50 5.62 5.62 2.62 5.50 5.50 9.50 5.62 5.62 5.62 5.62 9.50 5.84
4,308,51 4,154,33 4,269,70 4,498,83 4,546,46 4,729,99 4,770,44 4,823,80 4,837,61 5,060,57 5,288,36 5,510,70 56,799,35
Gross magin 7.99 2.76 5.81 5.05 5.70 4.04 1.43 2.32 9.70 1.19 5.70 5.88 7.55
Operating exp.
13,225.0 5,000.0 5,000.0 7,000.0 5,000.0 5,000.0 10,225.0 5,000.0 5,000.0 10,000.0 5,000.0 20,000.0 95,45
Advertising exp. 0 0 0 0 0 0 0 0 0 0 0 0 0.00
825,309. 792,325. 800,025. 708,112. 788,335. 754,135. 751,289. 753,925.6 782,825.6 780,025.6 782,915.6 806,289.5 9,325,51
Administration exp. 50 62 62 62 50 50 50 2 2 2 2 0 5.84
838,53 797,32 805,02 715,11 793,33 759,13 761,51 758,92 787,82 790,02 787,91 826,28 9,420,96
Total Advertising & ads. 4.50 5.62 5.62 2.62 5.50 5.50 4.50 5.62 5.62 5.62 5.62 9.50 5.84
Depreciation
347,916. 347,916. 347,916. 347,916. 347,916. 347,916. 347,916. 347,916.6 347,916.6 347,916.6 347,916.6 347,916.6 4,174,99
Building 66 66 66 66 66 66 66 6 6 6 6 6 9.92
16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 200,96
Equipment 6 6 6 6 6 6 6 6 6 6 6 6 1.12
12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 151,99
Computer 6 6 6 6 6 6 6 6 6 6 6 6 9.92
2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 25,29
Furniture 5 5 5 5 5 5 5 5 5 5 5 5 3.00
3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000.0 3,000,000.0 3,000,000.0 3,000,000.0 36,000,00
play-thing 00 00 00 00 00 00 00 00 0 0 0 0 0.00
3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437.8 3,379,437.8 3,379,437.8 3,379,437.8 40,553,25
Total depreciation 83 83 83 83 83 83 83 83 3 3 3 3 3.96
87
4,217,97 4,176,76 4,184,46 4,094,55 4,172,77 4,138,57 4,140,95 4,138,36 4,167,26 4,169,46 4,167,35 4,205,72 99,948,43
Total operating exp. 2.33 3.45 3.45 0.45 3.33 3.33 2.33 3.45 3.45 3.45 3.45 7.33 9.60
90,54 85,24 404,28 373,69 591,42 629,48 685,43 670,35 891,10 1,121,01 1,304,97 6,825,13
Operating income 5.66 - 22,430.69 2.36 4.60 2.37 0.71 9.10 8.87 6.25 7.74 2.25 8.55 7.75
492,17 491,05 489,93 488,81 487,68 486,54 485,40 484,25 483,09 481,93 480,76 479,59 5,831,26
Interest exp. (6.38%) 2.44 8.99 9.61 4.29 2.99 5.67 2.30 2.85 7.30 5.60 7.72 3.63 3.38
104,87 144,08 201,18 187,25 409,17 640,24 825,38 993,87
EBIT -401,626.78 -513,489.68 -404,697.26 -84,529.69 - 113,990.62 5.04 6.80 6.02 8.95 2.14 4.53 4.91 4.37
31,46 43,22 60,35 56,17 122,75 192,07 247,61 318,24
taxes -100,406.69 -154,046.90 -121,409.18 -25,358.91 -34,197.18 2.51 6.04 5.81 7.69 1.64 3.36 5.47 3.65
73,412. 100,860. 140,830. 131,081. 286,420. 448,171. 577,769. 675,630.
Net income - 301,220.08 -359,442.78 - 283,288.08 -59,170.78 -79,793.43 53 76 21 27 50 17 44 72
Beginning Retain Earning -16,913,552.29 - 17,214,772.37 - 17,574,215.15 - 17,857,503.23 - 17,916,674.01 - 17,996,467.45 - 17,923,054.92 - 17,822,194.16 - 17,681,363.95 - 17,550,282.68 - 17,263,862.18 - 16,815,691.01 - 210,529,633.39
Retain Earning - 17,214,772.37 - 17,574,215.15 - 17,857,503.23 - 17,916,674.01 - 17,996,467.45 - 17,923,054.92 - 17,822,194.16 - 17,681,363.95 - 17,550,282.68 - 17,263,862.18 - 16,815,691.01 - 16,237,921.57 - 209,854,002.67
Revenues
5,843,645. 6,106,609. 6,289,807. 6,478,502. 6,672,857. 6,873,042. 6,941,773. 7,011,191. 7,081,303.0 7,399,961.7 7,732,959.9 8,080,943.1 82,512,59
Sales for ticket 62 67 96 20 26 98 41 15 6 0 7 7 8.15
405,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 735,00
6,248,64 6,136,60 6,319,80 6,508,50 6,702,85 6,903,04 6,971,77 7,041,19 7,111,30 7,429,96 7,762,95 8,110,94 83,247,59
Total revenues 5.62 9.67 7.96 2.20 7.26 2.98 3.41 1.15 3.06 1.70 9.97 3.17 8.15
Cost of goods sold

4,800.0 4,800.0 4,800.0 4,800.0 4,800.0 4,800.0 28,80
Papers 0 - 0 - 0 - 0 - 0 - 0 - 0.00
2,160.0 2,160.0 2,160.0 2,160.0 8,64
Inks 0 - - 0 - - 0 - - 0 - - 0.00
6,960.0 4,800.0 2,160.0 4,800.0 6,960.0 4,800.0 2,160.0 4,800.0 37,44
Total 0 - 0 0 0 - 0 - 0 0 0 - 0.00

66 4,00 60 68 68 48 64 50 40 60 60 64 10,51
Water exp. 0.00 2.50 2.50 9.50 6.00 6.00 0.00 2.50 2.50 2.50 2.50 0.00 6.50
132,65 97,43 107,43 11,43 95,65 55,65 55,65 57,43 87,43 87,43 87,43 110,65 986,32
Electricity Exp. 9.50 3.12 3.12 3.12 9.50 9.50 9.50 3.12 3.12 3.12 3.12 9.50 9.34
133,31 101,43 108,03 12,12 96,34 56,14 56,29 57,93 87,83 88,03 88,03 111,29 996,84
Total other COGS 9.50 5.62 5.62 2.62 5.50 5.50 9.50 5.62 5.62 5.62 5.62 9.50 5.84
140,27 101,43 112,83 14,28 101,14 56,14 63,25 57,93 92,63 90,19 92,83 111,29 1,034,28
Total COGS 9.50 5.62 5.62 2.62 5.50 5.50 9.50 5.62 5.62 5.62 5.62 9.50 5.84
6,108,36 6,035,17 6,206,97 6,494,21 6,601,71 6,846,89 6,908,51 6,983,25 7,018,66 7,339,76 7,670,12 7,999,64 82,213,31
Gross magin 6.12 4.05 2.34 9.58 1.76 7.48 3.91 5.53 7.44 6.08 4.35 3.67 2.31
Operating exp.
14,725.0 5,000.0 5,000.0 5,000.0 5,000.0 5,000.0 10,725.0 8,000.0 5,000.0 5,000.0 5,000.0 20,000.0 93,45
Advertising exp. 0 0 0 0 0 0 0 0 0 0 0 0 0.00
825,309. 792,325. 800,025. 708,112. 788,335. 754,135. 751,289. 753,925.6 782,825.6 780,025.6 782,915.6 806,289.5 9,325,51
840,03 797,32 805,02 713,11 793,33 759,13 762,01 761,92 787,82 785,02 787,91 826,28 9,418,96
Total Advertising & ads 4.50 5.62 5.62 2.62 5.50 5.50 4.50 5.62 5.62 5.62 5.62 9.50 5.84
Depreciation
88
347,916. 347,916. 347,916. 347,916. 347,916. 347,916. 347,916. 347,916.6 347,916.6 347,916.6 347,916.6 347,916.6 4,174,99
Building 66 66 66 66 66 66 66 6 6 6 6 6 9.92
16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 200,96
Equipment 6 6 6 6 6 6 6 6 6 6 6 6 1.12
12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 151,99
Computer 6 6 6 6 6 6 6 6 6 6 6 6 9.92
2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 25,29
Furniture 5 5 5 5 5 5 5 5 5 5 5 5 3.00
3,000, 3,000, 3,000, 3,000, 3,000, 3,000, 3,000, 3,000, 3,000, 3,000, 3,000, 3,000, 36,000,00
play-thing 000 000 000 000 000 000 000 000 000 000 000 000 0.00
3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437.8 3,379,437.8 3,379,437.8 3,379,437.8 40,553,25
4,219,47 4,176,76 4,184,46 4,092,55 4,172,77 4,138,57 4,141,45 4,141,36 4,167,26 4,164,46 4,167,35 4,205,72 49,972,21
1,888,89 1,858,41 2,022,50 2,401,66 2,428,93 2,708,32 2,767,06 2,841,89 2,851,40 3,175,30 3,502,77 3,793,91 32,241,09
Operating income 3.79 0.60 8.89 9.13 8.43 4.15 1.58 2.08 3.99 2.63 0.90 6.34 2.51
478,41 477,22 476,03 474,83 473,62 472,41 471,19 469,97 468,74 467,50 466,25 465,008.0 5,661,23
Interest exp.(6.38%) 3.31 6.70 3.79 4.53 8.90 6.86 8.38 3.41 1.94 3.91 9.31 9 9.13
1,410,48 1,381,18 1,546,47 1,926,83 1,955,30 2,235,90 2,295,86 2,371,91 2,382,66 2,707,79 3,036,51 3,328,90 26,579,85
EBIT 0.48 3.90 5.10 4.60 9.53 7.29 3.21 8.66 2.05 8.71 1.59 8.25 3.38
423,14 414,35 463,94 578,05 586,59 670,77 688,75 711,57 714,79 812,33 910,95 998,67 7,973,956.
taxes 4.14 5.17 2.53 0.38 2.86 2.19 8.96 5.60 8.62 9.61 3.48 2.48 01
987,336. 966,828. 1,082,532. 1,348,784. 1,368,716. 1,565,135. 1,607,104. 1,660,343. 1,667,863. 1,895,459. 2,125,558. 2,330,235. 18,605,89
Net income 34 73 57 22 67 10 24 06 44 10 12 78 7.36
37,740.
Beginning Retain Earning - 16,237,921.57 - 15,250,585.23 - 14,283,756.50 - 13,201,223.93 - 11,852,439.72 - 10,483,723.04 - 8,918,587.94 - 7,311,483.70 - 5,651,140.63 - 3,983,277.20 - 2,087,818.10 02 - 92,986,295.98
37,740. 2,367,975.
Retain Earning - 15,250,585.23 - 14,283,756.50 - 13,201,223.93 - 11,852,439.72 - 10,483,723.04 - 8,918,587.94 - 7,311,483.70 - 5,651,140.63 - 3,983,277.20 - 2,087,818.10 02 79 - 90,618,320.19
Revenues
8,411,885. 8,790,420. 9,054,132. 9,325,756. 9,605,529. 9,893,695. 9,992,632. 10,092,558. 10,193,484. 10,652,190. 11,131,539. 11,632,458. 118,776,28
Sales for ticket 17 00 60 58 27 15 10 43 01 79 38 65 2.12
405,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 735,00
8,816,88 8,820,42 9,084,13 9,355,75 9,635,52 9,923,69 10,022,63 10,122,55 10,223,48 10,682,19 11,161,53 11,662,45 119,511,28
Total revenues 5.17 0.00 2.60 6.58 9.27 5.15 2.10 8.43 4.01 0.79 9.38 8.65 2.12
Cost of goods sold

4,800.0 4,800.0 4,800.0 4,800.0 4,800.0 24,00
Papers 0 - 0 - 0 - 0 - 0 - - 0.00
2,160.0 2,160.0 2,160.0 2,160.0 4,800.0 13,44
Inks 0 - - 0 - - 0 - - 0 0 - 0.00
6,960.0 4,800.0 2,160.0 4,800.0 6,960.0 4,800.0 2,160.0 4,800.0 37,44
Total 0 - 0 0 0 - 0 - 0 0 0 - 0.00
Other cost of goods sold

66 4,00 60 68 68 48 64 50 40 60 60 64 10,51
Water exp. 0.00 2.50 2.50 9.50 6.00 6.00 0.00 2.50 2.50 2.50 2.50 0.00 6.50
132,65 97,43 107,43 11,43 95,65 55,65 55,65 57,43 87,43 87,43 87,43 110,65 986,32
Electricity Exp. 9.50 3.12 3.12 3.12 9.50 9.50 9.50 3.12 3.12 3.12 3.12 9.50 9.34
133,31 101,43 108,03 12,12 96,34 56,14 56,29 57,93 87,83 88,03 88,03 111,29 996,84
Total other COGS 9.50 5.62 5.62 2.62 5.50 5.50 9.50 5.62 5.62 5.62 5.62 9.50 5.84
140,27 101,43 112,83 14,28 101,14 56,14 63,25 57,93 92,63 90,19 92,83 111,29 1,034,28
Total COGS 9.50 5.62 5.62 2.62 5.50 5.50 9.50 5.62 5.62 5.62 5.62 9.50 5.84
8,676,60 8,718,98 8,971,29 9,341,47 9,534,38 9,867,54 9,959,37 10,064,62 10,130,84 10,591,99 11,068,70 11,551,15 118,476,99
Gross magin 5.67 4.38 6.98 3.96 3.77 9.65 2.60 2.81 8.39 5.17 3.76 9.15 6.28
89
Operating exp.
13,225.0 5,000.0 7,500.0 5,000.0 5,000.0 5,000.0 8,225.0 5,000.0 5,000.0 5,000.0 7,500.0 20,000.0 91,45
Advertising exp. 0 0 0 0 0 0 0 0 0 0 0 0 0.00
825,309. 792,325. 800,025. 708,112. 788,335. 754,135. 751,289. 753,925.6 782,825.6 780,025.6 782,915.6 806,289.5 9,325,51
838,53 797,32 807,52 713,11 793,33 759,13 759,51 758,92 787,82 785,02 790,41 826,28 9,416,96
Total Advertising & ads 4.50 5.62 5.62 2.62 5.50 5.50 4.50 5.62 5.62 5.62 5.62 9.50 5.84
Depreciation
347,916. 347,916. 347,916. 347,916. 347,916. 347,916. 347,916. 347,916.6 347,916.6 347,916.6 347,916.6 347,916.6 4,174,99
Building 66 66 66 66 66 66 66 6 6 6 6 6 9.92
16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 200,96
Equipment 6 6 6 6 6 6 6 6 6 6 6 6 1.12
12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 151,99
Computer 6 6 6 6 6 6 6 6 6 6 6 6 9.92
2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 25,29
Furniture 5 5 5 5 5 5 5 5 5 5 5 5 3.00
3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000.0 3,000,000.0 3,000,000.0 3,000,000.0 36,000,00
play-thing 00 00 00 00 00 00 00 00 0 0 0 0 0.00
3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437.8 3,379,437.8 3,379,437.8 3,379,437.8 40,553,25
4,217,97 4,176,76 4,186,96 4,092,55 4,172,77 4,138,57 4,138,95 4,138,36 4,167,26 4,164,46 4,169,85 4,205,72 49,970,21
4,458,63 4,542,22 4,784,33 5,248,92 5,361,61 5,728,97 5,820,42 5,926,25 5,963,58 6,427,53 6,898,85 7,345,43 68,506,77
Operating income 3.34 0.93 3.53 3.51 0.44 6.32 0.27 9.36 4.94 1.72 0.31 1.82 6.48
690,537. 690,449. 690,361. 690,272. 690,182. 690,092. 690,001. 689,909.3 689,816.8 689,723.5 689,629.5 689,534.8 60,226,265.7
interest exp.(6.38%) 15 58 31 35 68 30 20 9 4 7 6 0 7
3,768,09 3,851,77 4,093,97 4,558,65 4,671,42 5,038,88 5,130,41 5,236,34 5,273,76 5,737,80 6,209,22 6,655,89 60,226,26
EBIT 6.19 1.35 2.22 1.16 7.77 4.03 9.07 9.97 8.10 8.15 0.75 7.02 5.77
1,130,42 1,155,53 1,228,19 1,367,59 1,401,42 1,511,66 1,539,12 1,570,90 1,582,13 1,721,34 1,862,76 1,996,76 18,067,879.7
taxes 8.86 1.41 1.67 5.35 8.33 5.21 5.72 4.99 0.43 2.45 6.23 9.11 3
2,637,667. 2,696,239. 2,865,780. 3,191,055. 3,269,999. 3,527,218. 3,591,293. 3,665,444. 3,691,637. 4,016,465. 4,346,454. 4,659,127. 42,158,386.0
Net income 33 95 55 81 44 82 35 98 67 71 53 91 4
2,367,97 5,005,64 7,701,88 10,567,66 13,758,71 17,028,71 20,555,93 24,147,23 27,812,67 31,504,31 35,520,77 39,867,23 233,470,79
Beginning Retain Earning 5.79 3.13 3.07 3.63 9.44 8.88 7.69 1.04 6.02 3.69 9.40 3.92 9.91
5,005,64 7,701,88 10,567,66 13,758,71 17,028,71 20,555,93 24,147,23 27,812,67 31,504,31 35,520,77 39,867,23 44,526,36 277,997,161.7
Retain Earning 3.13 3.07 3.63 9.44 8.88 7.69 1.04 6.02 3.69 9.40 3.92 1.83 4
Revenues
12,155,919. 12,702,935. 13,084,023. 13,476,544. 13,880,840. 14,297,265. 14,440,238. 14,584,641. 14,730,487. 15,393,359. 16,086,060. 16,809,933. 171,642,250.2
Sales for ticket 29 65 72 44 77 99 65 04 45 38 56 28 3
405,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 30,00 735,000.0
Rent out for trading 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0
12,560,91 12,732,93 13,114,02 13,506,54 13,910,84 14,327,26 14,470,23 14,614,64 14,760,48 15,423,35 16,116,06 16,839,93 172,377,250.2
Total revenues 9.29 5.65 3.72 4.44 0.77 5.99 8.65 1.04 7.45 9.38 0.56 3.28 3
Cost of goods sold

4,800.0 4,800.0 4,800.0 4,800.0 4,800.0 4,800.0 28,800.0
Papers 0 - 0 - 0 - 0 - 0 - 0 - 0
2,160.0 2,160.0 2,160.0 2,160.0
Inks 0 - - 0 - - 0 - - 0 - - 8,640.00
6,960.0 4,800.0 2,160.0 4,800.0 6,960.0 4,800.0 2,160.0 4,800.0 37,440.0
Other cost of good sold 0 - 0 0 0 - 0 - 0 0 0 - 0
66 4,00 60 68 68 48 64 50 40 60 60 64 10,516.5
Water exp. 0.00 2.50 2.50 9.50 6.00 6.00 0.00 2.50 2.50 2.50 2.50 0.00 0
132,65 97,43 107,43 11,43 95,65 55,65 55,65 57,43 87,43 87,43 87,43 110,65 986,329.3
Electricity Exp. 9.50 3.12 3.12 3.12 9.50 9.50 9.50 3.12 3.12 3.12 3.12 9.50 4
133,31 101,43 108,03 12,12 96,34 56,14 56,29 57,93 87,83 88,03 88,03 111,29
Total other COGS 9.50 5.62 5.62 2.62 5.50 5.50 9.50 5.62 5.62 5.62 5.62 9.50
90
140,27 101,43 112,83 14,28 101,14 56,14 63,25 57,93 92,63 90,19 92,83 111,29 1,034,285.8
Total COGS 9.50 5.62 5.62 2.62 5.50 5.50 9.50 5.62 5.62 5.62 5.62 9.50 4
12,420,63 12,631,50 13,001,18 13,492,26 13,809,69 14,271,12 14,406,97 14,556,70 14,667,85 15,333,16 16,023,22 16,728,63 171,342,964.3
Gross magin 9.79 0.03 8.10 1.82 5.27 0.49 9.15 5.42 1.83 3.76 4.94 3.78 9
Operating exp.
12,725.0 5,000.0 5,000.0 5,000.0 5,000.0 5,000.0 8,225.0 9,500.0 5,000.0 5,000.0 5,000.0 20,000.0 90,450.0
Advertising exp. 0 0 0 0 0 0 0 0 0 0 0 0 0
825,309. 792,325. 800,025. 708,112. 788,335. 754,135. 751,289. 753,925.6 782,825.6 780,025.6 782,915.6 806,289.5 9,325,515.8
Administration exp. 50 62 62 62 50 50 50 2 2 2 2 0 4
838,03 797,32 805,02 713,11 793,33 759,13 759,51 763,42 787,82 785,02 787,91 826,28 9,415,965.8
Total Advertising & ads. 4.50 5.62 5.62 2.62 5.50 5.50 4.50 5.62 5.62 5.62 5.62 9.50 4
Depreciation
347,916. 347,916. 347,916. 347,916. 347,916. 347,916. 347,916. 347,916.6 347,916.6 347,916.6 347,916.6 347,916.6 4,174,999.9
Building 66 66 66 66 66 66 66 6 6 6 6 6 2
16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 16,746.7 200,961.1
Equipment 6 6 6 6 6 6 6 6 6 6 6 6 2
12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 12,666.6 151,999.9
Computer 6 6 6 6 6 6 6 6 6 6 6 6 2
2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 2,107.7 25,293.0
Furniture 5 5 5 5 5 5 5 5 5 5 5 5 0
3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000. 3,000,000.0 3,000,000.0 3,000,000.0 3,000,000.0 36,000,000.0
play-thing 00 00 00 00 00 00 00 00 0 0 0 0 0
3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437. 3,379,437.8 3,379,437.8 3,379,437.8 3,379,437.8 40,553,253.9
Total depreciation 83 83 83 83 83 83 83 83 3 3 3 3 6
4,217,47 4,176,76 4,184,46 4,092,55 4,172,77 4,138,57 4,138,95 4,142,86 4,167,26 4,164,46 4,167,35 4,205,72 49,969,219.8
Total operating exp. 2.33 3.45 3.45 0.45 3.33 3.33 2.33 3.45 3.45 3.45 3.45 7.33 0
8,203,16 8,454,73 8,816,72 9,399,71 9,636,92 10,132,54 10,268,02 10,413,84 10,500,58 11,168,70 11,855,87 12,522,90 121,373,744.5
Operating income 7.46 6.58 4.65 1.37 1.94 7.16 6.82 1.97 8.38 0.31 1.49 6.45 9
689,43 689,34 689,24 689,14 689,04 688,95 688,85 688,74 688,64 688,54 688,44 688,33 8,266,747.3
interest exp.(6.38%) 9.29 3.03 6.00 8.20 9.64 0.29 0.15 9.22 7.50 4.96 1.62 7.46 5
7,513,72 7,765,39 8,127,47 8,710,56 8,947,87 9,443,59 9,579,17 9,725,09 9,811,94 10,480,15 11,167,42 11,834,56 113,106,997.2
EBIT 8.17 3.56 8.66 3.16 2.30 6.88 6.67 2.75 0.88 5.35 9.87 8.99 3
2,254,11 2,329,61 2,438,24 2,613,16 2,684,36 2,833,07 2,873,75 2,917,52 2,943,58 3,144,04 3,350,22 3,550,37 33,932,099.1
taxes 8.45 8.07 3.60 8.95 1.69 9.06 3.00 7.82 2.26 6.61 8.96 0.70 7
5,259,609. 5,435,775. 5,689,235. 6,097,394. 6,263,510. 6,610,517. 6,705,423. 6,807,564. 6,868,358. 7,336,108. 7,817,200. 8,284,198. 79,174,898.0
Net income 72 49 06 21 61 81 67 92 62 75 91 30 6
44,526,361. 49,785,971. 55,221,747. 60,910,982. 67,008,376. 73,271,886. 79,882,404. 86,587,828. 93,395,393. 100,263,751. 107,599,860. 115,417,061. 889,345,264.6
Beginning Retain Earning 83 55 04 10 31 93 74 41 33 95 69 60 6
49,785,971. 55,221,747. 60,910,982. 67,008,376. 73,271,886. 79,882,404. 86,587,828. 93,395,393. 100,263,751. 107,599,860. 115,417,061. 123,701,259. 1,013,046,524.5
Retain Earning 55 04 10 31 93 74 41 33 95 69 60 90 6
*** Our company according to interest rate of Bangkok Bank; 6.38%. We have loan 9.5 million Baht.
The revenues from rent out for trading of our company we get 2,000 baht per month the total shop is 15 shops. In the first month of year they will pay the insurance with our company 10,000 baht per shop.
91
92
93
94
95
96
97
Cash flow
98
Cash Provided From Operating Activities
Cash Inflow
3,145,600 2,893,927 2,979,844 3,068,340 3,159,490 3,253,375 3,308,233 3,364,092 3,420,972 3,573,566 3,733,026 3,899,662
Revenue .00 .00 .81 .15 .36 .07 .37 .75 .26 .01 .48 .67 39,800,130.92
Total Cash Inflow 3,145,600.00 2,893,927.00 2,979,844.81 3,068,340.15 3,159,490.36 3,253,375.07 3,308,233.37 3,364,092.75 3,420,972.26 3,573,566.01 3,733,026.48 3,899,662.67 39,800,130.92
Cash Outflow
97,835. 108,035. 12,122. 96,345. 56,145. 56,299. 57,935. 87,835. 88,035. 88,035. 111,299. 993,245.8
Cost of good sold 133,320 62 62 62 50 50 50 62 62 62 62 50 4
6,500. 6,500. 8,500. 6,500. 9,500. 11,725. 6,500. 6,500. 11,500. 6,500. 6,500. 101,450.0
Advertising exp. 14,725 00 00 00 00 00 00 00 00 00 00 00 0
792,325. 800,025. 708,112. 788,335. 754,135. 751,289. 753,925. 782,825. 780,025. 782,915. 806,289. 9,325,515.8
Administrate exp. 825,310 62 62 62 50 50 50 62 62 62 62 50 4
504,038. 502,988. 501,932. 500,870. 499,803. 498,730. 497,651. 496,567. 495,477. 494,381. 493,280. 5,990,805.8
Interest exp. 505,083 53 16 21 65 45 57 98 67 58 70 00 4
- - -
Taxes exp. 0 - - - - - - - - - 153,456.64 134,571.62 288,028.27
16,122,989.2
Total cash outflow 1,478,437 1,400,700 1,417,549 1,230,667 1,392,052 1,319,584 1,318,045 1,316,013 1,373,729 1,375,039 1,218,376 1,282,797 5
1,667,162. 1,493,227. 1,562,295. 1,837,672. 1,767,438. 1,933,790. 1,990,188. 2,048,079. 2,047,243. 2,198,527. 2,514,650. 2,616,865. 23,677,141.6
Net Cash from Operating Activities 67 23 41 70 71 62 80 52 35 18 18 29 7
Cash Provided From Investing Activities
Cash inflow
Sale on equipment
Total cash inflow
Cash outflow
187,200. 187,200.0
Ticket Supply 00 0
115,500, 115,500,000.0
Purchased Land & Building 000 - - - - - - - - - - - 0
1,004, 1,004,260.0
Purchased Machine 260 0
505, 505,860.0
Purchased Furniture 860 0
180,000, 180,000,000.0
Purchased Play-things 000 0
488, 488,470.0
Purchased Equipment 470 0
297,685, 297,685,790.0
Total Cash Outflow 790 0
Net Cash from Investing Activities - 297,685,790 - - - - - - - - - - - -297,685,790.00
Cash Provided From Financing Activities
Cash inflow
95,000,0 95,000,000.0
Borrowing Bank 00 - - - - - - - - - - - 0
200,000,0 200,000,000.0
Owner's capital 00 0
295,000,0 295,000,000.0
Total cash inflow 00 0
Cash outflow
196,515 2,428,381.8
Principal Payment .64 197,560.45 198,610.82 199,666.76 200,728.32 201,795.53 202,868.41 203,946.99 205,031.31 206,121.39 207,217.27 208,318.98 9
2,428,381.8
Total Cash Outflow 196,515.64 197,560.45 198,610.82 199,666.76 200,728.32 201,795.53 202,868.41 203,946.99 205,031.31 206,121.39 207,217.27 208,318.98 9
294,803,484. 292,571,618.1
Net Cash from Financing Activities 36 - 197,560.45 - 198,610.82 - 199,666.76 - 200,728.32 - 201,795.53 - 202,868.41 - 203,946.99 - 205,031.31 - 206,121.39 - 207,217.27 - 208,318.98 1
1,295,666. 1,363,684. 1,638,005. 1,566,710. 1,731,995. 1,787,320. 1,844,132. 1,842,212. 1,992,405. 2,307,432. 2,408,546. 18,562,969.7
Net Cash Increase or Decrease - 1,215,142.98 78 59 94 38 09 39 53 04 79 90 32 8
80,523. 1,444,208. 3,082,214. 4,648,924. 6,380,919. 8,168,240. 10,012,372. 11,854,584. 13,846,990. 16,154,423. 74,458,259.8
Cash Beginning of the month 0 - 1,215,142.98 81 40 33 72 81 20 73 77 56 46 1
80,523. 1,444,208. 3,082,214. 4,648,924. 6,380,919. 8,168,240. 10,012,372. 11,854,584. 13,846,990. 16,154,423. 18,562,969. 93,021,229.5
Cash Ending of the month - 1,215,142.98 81 40 33 72 81 20 73 77 56 46 78 9
Cash Provided From Operating Activities
Cash Inflow
4,448,797. 4,255,768. 4,382,541. 4,513,117. 4,647,611. 4,786,139. 4,833,700. 4,881,737. 4,930,255. 5,150,766. 5,381,201. 5,622,005. 57,833,643.3
Revenue 49 38 43 67 20 54 93 94 32 81 32 38 9
99

Balance Sheet
Current assets
Cash -1,215,143 80,524 1,444,208 3,082,214 4,648,925 6,380,920 8,168,240 10,012,373 11,854,585 13,846,991 16,154,423 18,562,970 93,021,230
180, 175, 173, 168, 168, 161, 161, 156, 154, 149, 149,
supply 180,240 240 440 280 480 480 520 520 720 560 760 760 1,980,000
260, 1,619, 3,255, 4,817, 6,549, 8,329, 10,173, 12,011, 14,001, 16,304, 18,712,
Total -1,034,903 764 648 494 405 400 760 893 305 551 183 730 95,001,230
Fixed assets
Land and 115,500,00 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500,
building 0 000 000 000 000 000 000 000 000 000 000 000 1,386,000,000
1,004,26 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004,
machine 0 260 260 260 260 260 260 260 260 260 260 260 12,051,120
505,86 505, 505, 505, 505, 505, 505, 505, 505, 505, 505, 505,
Furniture 0 860 860 860 860 860 860 860 860 860 860 860 6,070,320
180,000,00 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000,
Play-things 0 000 000 000 000 000 000 000 000 000 000 000 2,160,000,000
488,47 488, 488, 488, 488, 488, 488, 488, 488, 488, 488, 488,
Equipment 0 470 470 470 470 470 470 470 470 470 470 470 5,861,640
100
Less:accumul
ate 3,379,437.83 6,758,875.66 10,138,313.49 13,517,751.32 16,897,189.15 20,276,626.98 23,656,064.81 27,035,502.64 30,414,940.47 33,794,378.30 37,173,816.13 40,553,253.96 263,596,151
294,119,15 290,739, 287,360, 283,980, 280,601, 277,221, 273,842, 270,463, 267,083, 263,704, 260,324, 256,945,
Total 2 714 277 839 401 963 525 087 650 212 774 336 3,306,386,929
Total assets 293,084,249.19 291,000,478.15 288,979,924.91 287,236,333.01 285,418,805.57 283,771,362.83 282,172,285.39 280,636,980.09 279,094,954.30 277,705,762.26 276,628,957.33 275,658,065.82 3,401,388,159
Liabilities &
Owner's Equity
Current liabilities
Long-term debt 95,000,000 94,803,484.36 94,605,923.90 94,407,313.09 94,207,646.33 94,006,918.00 93,805,122.47 93,602,254.06 93,398,307.07 93,193,275.76 92,987,154.36 92,779,937.09 1,126,797,336
Less: Principal
payment 196,516 197,560.45 198,610.82 199,666.76 200,728.32 201,795.53 202,868.41 203,946.99 205,031.31 206,121.39 207,217.27 208,318.98 2,428,382
94,803,484.3 94,605,923 94,407,313 94,207,646 94,006,918 93,805,122 93,602,254 93,398,307 93,193,275 92,987,154 92,779,937 92,571,618
Total 6 .90 .09 .33 .00 .47 .06 .07 .76 .36 .09 .11 1,124,368,955
Owners equity
Retain
Earnings - 1,719,235.16 - 3,605,446 - 5,427,388 - 6,971,313 - 8,588,112 - 10,033,760 - 11,429,969 - 12,761,327 - 14,098,321 - 15,281,392 - 16,150,980 - 16,913,552 - 122,980,796
Owner's capital 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 2,400,000,000
196,394,554.2 194,572,611.8 193,028,686.6 191,411,887.5 189,966,240.3 188,570,031.3 187,238,673.0 185,901,678.5 184,718,607.9 183,849,020.2 183,086,447.7
Total 198,280,764.84 4 2 9 7 6 3 2 4 0 4 1 2,277,019,204
3,401,388,1
Total Liabilities 293,084,249.19 291,000,478.15 288,979,924.91 287,236,333.01 285,418,805.57 283,771,362.83 282,172,285.39 280,636,980.09 279,094,954.30 277,705,762.26 276,628,957.33 275,658,065.82 59
Current assets
21,438,720.9 24,248,176 27,137,466 30,247,108 33,337,637 36,575,434 39,846,496 43,149,418 46,446,235 49,894,590 53,506,168 57,241,370 463,068,822.
Cash 8 .05 .43 .79 .20 .25 .16 .08 .50 .45 .19 .11 20
142,800.0 142,800 138,000 135,840 131,040 131,040 124,080 124,080 119,280 117,120 112,320 112,320 1,530,720.
Supply 0 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 00
21,581,520.9 24,390,976 27,275,466 30,382,948 33,468,677 36,706,474 39,970,576 43,273,498 46,565,515 50,011,710 53,618,488 57,353,690 464,599,542.
Total 8 .05 .43 .79 .20 .25 .16 .08 .50 .45 .19 .11 20
Fixed assets
Land and 115,500,000.0 115,500,000 115,500,000 115,500,000 115,500,000 115,500,000 115,500,000 115,500,000 115,500,000 115,500,000 115,500,000 115,500,000 1,386,000,000.
building 0 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 00
1,004,260.0 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 1,004,260 12,051,120.
machine 0 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 00
505,860.0 505,860 505,860 505,860 505,860 505,860 505,860 505,860 505,860 505,860 505,860 505,860 6,070,320.
Furniture 0 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 .00 00
Play-things 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 180,000,000.00 2,160,000,000.00
101
Equipment 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 488,470.00 5,861,640.00
Less:accumulat 43,932,691.7 47,312,129 50,691,567 54,071,005 57,450,443 60,829,880 64,209,318 67,588,756 70,968,194 74,347,632 77,727,070 81,106,507 750,235,198.
e 9 .62 .45 .28 .11 .94 .77 .60 .43 .26 .09 .92 26
250,186,460.3 246,807,022.5 243,427,584.7 240,048,146.8 236,668,709.0 233,289,271.2 229,909,833.4 226,530,395.5 223,150,957.7 219,771,519.9 216,392,082.0
Total 253,565,898.21 8 5 2 9 6 3 0 7 4 1 8 2,819,747,881.74
Total assets 275,147,419.19 274,577,436.43 274,082,488.98 273,810,533.51 273,516,824.09 273,375,183.31 273,259,847.39 273,183,331.48 273,095,911.07 273,162,668.19 273,390,008.10 273,745,772.19 3,284,347,423.94
Liabilities &
Owner's Equity
Current liabilities
92,571,618.1 92,362,191 92,151,651 91,939,992 91,727,207 91,513,291 91,298,238 91,082,041 90,864,695 90,646,193 90,426,530 90,205,699
Long-term debt 1 .57 .58 .21 .53 .54 .23 .55 .43 .75 .37 .11 1,096,789,350.96
Less: Principal 209,426.5 210,539 211,659 212,784 213,915 215,053 216,196 217,346 218,501 219,663 220,831 222,005 2,587,924.
payment 4 .99 .36 .69 .99 .31 .68 .12 .68 .38 .26 .34 35
92,362,191.5 92,151,651 91,939,992 91,727,207 91,513,291 91,298,238 91,082,041 90,864,695 90,646,193 90,426,530 90,205,699 89,983,693
Total 7 .58 .21 .53 .54 .23 .55 .43 .75 .37 .11 .76 1,094,201,426.61
Owners equity
Retain
Earnings - 17,214,772.37 - 17,574,215.15 - 17,857,503.23 - 17,916,674.01 - 17,996,467.45 - 17,923,054.92 - 17,822,194.16 - 17,681,363.95 - 17,550,282.68 - 17,263,862.18 - 16,815,691.01 - 16,237,921.57 - 209,854,002.67
Owner's capital 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 2,400,000,000.00
182,425,784.8 182,142,496.7 182,083,325.9 182,003,532.5 182,076,945.0 182,177,805.8 182,318,636.0 182,449,717.3 182,736,137.8 183,184,308.9 183,762,078.4
Total 182,785,227.63 5 7 9 5 8 4 5 2 2 9 3 2,190,145,997.33
Total Liabilities 275,147,419.19 274,577,436.43 274,082,488.98 273,810,533.51 273,516,824.09 273,375,183.31 273,259,847.39 273,183,331.48 273,095,911.07 273,162,668.19 273,390,008.10 273,745,772.19 3,284,347,423.94
Years 3 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Current assets
Cash 61,391,919 65,513,813 69,755,018 74,258,636 78,783,620 83,499,011 88,262,112 93,070,268 97,889,512 102,932,474 108,206,930 113,680,013 1,037,243,325
105, 100, 98, 93, 93, 86, 86, 81, 79, 74, 74,
supply 105,360 360 560 400 600 600 640 640 840 680 880 880 1,081,440
65,619, 69,855, 74,357, 78,877, 83,592, 88,348, 93,156, 97,971, 103,012, 108,281, 113,754,
Total 61,497,279 173 578 036 220 611 752 908 352 154 810 893 1,038,324,765
Fixed assets
Land and 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500,
building 115,500,000.00 000 000 000 000 000 000 000 000 000 000 000 1,386,000,000
1,004,260.0 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004,
machine 0 260 260 260 260 260 260 260 260 260 260 260 12,051,120
505,860.0 505, 505, 505, 505, 505, 505, 505, 505, 505, 505, 505,
Furniture 0 860 860 860 860 860 860 860 860 860 860 860 6,070,320
102
180,000,00 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000,
Play-things 0 000 000 000 000 000 000 000 000 000 000 000 2,160,000,000
488,47 488, 488, 488, 488, 488, 488, 488, 488, 488, 488, 488,
Equipment 0 470 470 470 470 470 470 470 470 470 470 470 5,861,640
Less:
Depreciation 84,485,945.75 87,865,383.58 91,244,821.41 94,624,259.24 98,003,697.07 101,383,134.90 104,762,572.73 108,142,010.56 111,521,448.39 114,900,886.22 118,280,324.05 121,659,761.88 1,236,874,246
209,633,206.4 206,253,768.5 202,874,330.7 199,494,892.9 196,115,455.1 192,736,017.2 189,356,579.4 185,977,141.6 182,597,703.7 179,218,265.9 175,838,828.1
Total 213,012,644.25 2 9 6 3 0 7 4 1 8 5 2 2,333,108,834
Total assets 274,509,922.86 275,252,379.31 276,109,346.69 277,231,366.47 278,372,113.06 279,708,066.05 281,084,769.70 282,513,487.20 283,948,493.59 285,609,857.63 287,500,076.07 289,593,720.96 3,371,433,600
Liabilities &
Owner's Equity
Current liabilities
Long-term debt 89,983,693.76 89,760,508.09 89,536,135.82 89,310,570.63 89,083,806.18 88,855,836.11 88,626,653.99 88,396,253.39 88,164,627.83 87,931,770.79 87,697,675.73 87,462,336.06 1,064,809,868
Less: Principal
payment 223,185.67 224,372.28 225,565.19 226,764.44 227,970.07 229,182.12 230,400.60 231,625.56 232,857.04 234,095.06 235,339.67 236,590.89 2,757,949
89,760,508.0 89,536,135 89,310,570 89,083,806 88,855,836 88,626,653 88,396,253 88,164,627 87,931,770 87,697,675 87,462,336 87,225,745
Total 9 .82 .63 .18 .11 .99 .39 .83 .79 .73 .06 .17 1,062,051,920
Owners equity
Retain
Earnings - 15,250,585.23 - 14,283,757 - 13,201,224 - 11,852,440 - 10,483,723 - 8,918,588 - 7,311,484 - 5,651,141 - 3,983,277 - 2,087,818 37,740 2,367,976 -90,618,320
Owner's capital 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 2,400,000,000
185,716,243.5 186,798,776.0 188,147,560.2 189,516,276.9 191,081,412.0 192,688,516.3 194,348,859.3 196,016,722.8 197,912,181.9 200,037,740.0 202,367,975.7
Total 184,749,414.77 0 7 8 6 6 0 7 0 0 2 9 2,309,381,680
Total Liabilities 274,509,922.86 275,252,379.31 276,109,346.69 277,231,366.47 278,372,113.06 279,708,066.05 281,084,769.70 282,513,487.20 283,948,493.59 285,609,857.63 287,500,076.07 289,593,720.96 3,371,433,599.60
Current assets
Cash 119,693,016 125,757,545 131,996,325 138,557,652 145,200,473 152,095,623 159,061,717 166,094,910 173,159,003 180,545,191 188,263,914 196,290,416 1,876,715,786
67, 63, 60, 56, 56, 49, 49, 44, 42, 37, 37,
supply 67,920 920 120 960 160 160 200 200 400 240 440 440 632,160
125,825, 132,059, 138,618, 145,256, 152,151, 159,110, 166,144, 173,203, 180,587, 188,301, 196,327, 1,877,347,9
Total 119,760,936 465 445 612 633 783 917 110 403 431 354 856 46
Fixed assets
115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 1,386,000,0
Land and building 115,500,000.00 000 000 000 000 000 000 000 000 000 000 000 00
1,004,260.0 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 12,051,1
machine 0 260 260 260 260 260 260 260 260 260 260 260 20
103
505,860.0 505, 505, 505, 505, 505, 505, 505, 505, 505, 505, 505, 6,070,3
Furniture 0 860 860 860 860 860 860 860 860 860 860 860 20
180,000,00 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 2,160,000,0
Play-things 0 000 000 000 000 000 000 000 000 000 000 000 00
488,47 488, 488, 488, 488, 488, 488, 488, 488, 488, 488, 488, 5,861,6
Equipment 0 470 470 470 470 470 470 470 470 470 470 470 40
Less:
Depreciation 125,039,200 128,418,638 131,798,075 135,177,513 138,556,951 141,936,389 145,315,827 148,695,265 152,074,702 155,454,140 158,833,578 162,213,016 1,723,513,293
1,846,469,7
Total 172,459,390 169,079,952 165,700,515 162,321,077 158,941,639 155,562,201 152,182,763 148,803,325 145,423,888 142,044,450 138,665,012 135,285,574 87
Total assets 292,220,326.47 294,905,417.01 297,759,959.90 300,939,689.08 304,198,272.22 307,713,984.35 311,293,679.93 314,947,435.32 318,627,290.85 322,631,881.15 326,966,366.25 331,613,429.99 3,723,817,733
Liabilities &
Owner's Equity
Current liabilities
1,045,959,2
Long-term debt 87,225,745.17 87,214,683.34 87,203,533.94 87,192,296.27 87,180,969.64 87,169,553.34 87,158,046.66 87,146,448.88 87,134,759.29 87,122,977.16 87,111,101.75 87,099,132.33 48
Less: Principal 138,6
payment 11,061.83 11,149.40 11,237.67 11,326.63 11,416.30 11,506.68 11,597.77 11,689.59 11,782.13 11,875.41 11,969.42 12,064.18 77
87,214,683.3 87,203,533 87,192,296 87,180,969 87,169,553 87,158,046 87,146,448 87,134,759 87,122,977 87,111,101 87,099,132 87,087,068 1,045,820,5
Total 4 .94 .27 .64 .34 .66 .88 .29 .16 .75 .33 .15 71
Owners equity
Retain 5,005,643.1 7,701, 10,567, 13,758, 17,028, 20,555, 24,147, 27,812, 31,504, 35,520, 39,867, 44,526, 277,997,1
Earnings 3 883 664 719 719 938 231 676 314 779 234 362 62
Owner's capital 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 2,400,000,000
207,701,883.0 210,567,663.6 213,758,719.4 217,028,718.8 220,555,937.6 224,147,231.0 227,812,676.0 231,504,313.6 235,520,779.4 239,867,233.9 244,526,361.8
Total 205,005,643.13 7 3 4 8 9 4 2 9 0 2 3 2,677,997,162
Total Liabilities 292,220,326.47 294,905,417.01 297,759,959.90 300,939,689.08 304,198,272.22 307,713,984.35 311,293,679.93 314,947,435.32 318,627,290.85 322,631,881.15 326,966,366.25 331,613,429.99 3,723,817,733
Current assets
Cash 204,924,264 213,727,221 222,788,341 232,254,882 241,890,081 251,867,388 261,946,461 272,120,614 282,360,259 293,064,911 304,253,193 315,903,567 3,097,101,183
30, 25, 23, 18, 18, 11, 11, 6, 4, 182,8

supply 30,480 480 680 520 720 720 760 760 960 800 - - 80
213,757, 222,814, 232,278, 241,908, 251,886, 261,958, 272,132, 282,367, 293,069, 304,253, 315,903, 3,097,284,0
Total 204,954,744 701 021 402 801 108 221 374 219 711 193 567 63
Fixed assets
Land and 115,500,000.0 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 115,500, 1,386,000,0
building 0 000 000 000 000 000 000 000 000 000 000 000 00
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1,004,260.0 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 1,004, 12,051,1
machine 0 260 260 260 260 260 260 260 260 260 260 260 20
505,860.0 505, 505, 505, 505, 505, 505, 505, 505, 505, 505, 505, 6,070,3
Furniture 0 860 860 860 860 860 860 860 860 860 860 860 20
180,000,00 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 180,000, 2,160,000,0
Play-things 0 000 000 000 000 000 000 000 000 000 000 000 00
488,47 488, 488, 488, 488, 488, 488, 488, 488, 488, 488, 488, 5,861,6
Equipment 0 470 470 470 470 470 470 470 470 470 470 470 40
Less:
Depreciation 165,592,454 168,971,892 172,351,329 175,730,767 179,110,205 182,489,643 185,869,081 189,248,518 192,627,956 196,007,394 199,386,832 202,766,270 2,210,152,341
131,906,13 128,526, 125,147, 121,767, 118,388, 115,008, 111,629, 108,250, 104,870, 101,491, 98,111, 94,732, 1,359,830,7
Total 6 699 261 823 385 947 509 072 634 196 758 320 39
Total assets 336,860,880.01 342,284,399.55 347,961,281.63 354,046,225.08 360,297,186.35 366,895,055.47 373,587,730.31 380,382,445.48 387,237,852.62 394,560,907.35 402,364,950.90 410,635,887.67 4,457,114,802
Liabilities &
Owner's Equity
Current liabilities
1,044,220,7
Long-term debt 87,087,068.15 87,074,908.46 87,062,652.51 87,050,299.53 87,037,848.76 87,025,299.42 87,012,650.73 86,999,901.90 86,987,052.15 86,974,100.67 86,961,046.65 86,947,889.30 18
Less: Principal 152,4
payment 12,159.69 12,255.95 12,352.98 12,450.77 12,549.34 12,648.69 12,748.83 12,849.75 12,951.48 13,054.01 13,157.36 13,261.52 40
87,074,908.4 87,062,652 87,050,299 87,037,848 87,025,299 87,012,650 86,999,901 86,987,052 86,974,100 86,961,046 86,947,889 86,934,627 1,044,068,2
Total 6 .51 .53 .76 .42 .73 .90 .15 .67 .65 .30 .78 78
Owners equity
Retain 49,785,971.5 55,221, 60,910, 67,008, 73,271, 79,882, 86,587, 93,395, 100,263, 107,599, 115,417, 123,701, 1,013,046,5
Earnings 5 747 982 376 887 405 828 393 752 861 062 260 25
Owner's capital 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 200,000,000.00 2,400,000,000
Total 249,785,971.55 255,221,747.04 260,910,982.10 267,008,376.31 273,271,886.93 279,882,404.74 286,587,828.41 293,395,393.33 300,263,751.95 307,599,860.69 315,417,061.60 323,701,259.90 3,413,046,525
Total Laibilities 336,860,880.01 342,284,399.55 347,961,281.63 354,046,225.08 360,297,186.35 366,895,055.47 373,587,730.31 380,382,445.48 387,237,852.62 394,560,907.35 402,364,950.90 410,635,887.67 4,457,114,802
105

Supply Remaining
Year 1 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Beginning of m 187,200 180,240 180,240 175,440 173,280 168,480 168,480 161,520 161,520 156,720 154,560 149,760
Total supply / year 6,960 - 4,800 2,160 4,800 - 6,960 - 4,800 2,160 4,800 -
remaining of supply 180,240 180,240 175,440 173,280 168,480 168,480 161,520 161,520 156,720 154,560 149,760 149,760
Year 2 149,760 142,800 142,800 138,000 135,840 131,040 131,040 124,080 124,080 119,280 117,120 112,320
Year 3 112,320 105,360 105,360 100,560 98,400 93,600 93,600 86,640 86,640 81,840 79,680 74,880
Year 4 74,880 67,920 67,920 63,120 60,960 56,160 56,160 49,200 49,200 44,400 42,240 37,440
Year 5 37,440 30,480 30,480 25,680 23,520 18,720 18,720 11,760 11,760 6,960 4,800 -
106
remaining of supply 30,480 30,480 25,680 23,520 18,720 18,720 11,760 11,760 6,960 4,800 - -
107
NPV & IRR
Information Description
6.38% Interest Rate
-
297,498,590.00 Initial Cost
18,562,969.78 Cash flow Year 1
57,241,370.11 Cash flow Year 2
113,680,012.84 Cash flow Year 3
196,290,415.83 Cash flow Year 4
315,903,567.47 Cash flow Year 5
NPV 235,107,343.59
IRR 24.5622643883251%
Chapter 6: Risk Management

108
6.1 Risk Analysis
Risk analysis is the process of defining and analyzing the dangers to individuals,
businesses and government agencies posed by potential natural and human-caused
adverse events. In IT, a risk analysis report can be used to align technology-related
objectives with a company's business objectives. A risk analysis report can be either
quantitative or qualitative.
In quantitative risk analysis, an attempt is made to numerically determine the

probabilities of various adverse events and the likely extent of the losses if a particular
event takes place.
Qualitative risk analysis, which is used more often, does not involve numerical
probabilities or predictions of loss. Instead, the qualitative method involves defining the
various threats, determining the extent of vulnerabilities and devising countermeasures
should an attack occur.
Risk is one of the most overlooked areas in small businesses in spite of the fact
that it is clear to most small business owners that operating any business involves risk.
While taking a risk and winning is fun, prudent business owners take care to minimize
the risk, just as you would in any other type of risky venture you undertake. A good risk
management system is a continuous process of analysis and communication.
A search for risk management on the internet turns up a very diverse set of links,
none really addressing comprehensively the risks a business should consider. Some
topics that surface are insurance, environmental issues, OSHA (Occupational Safety and
Health Administration) standards, financial safeguards, security services, backup
systems and government regulations - all of which are valid risk control systems, but are
specialized areas for consideration. Part of the difficulty is that each business will have
different types of risks, so it is difficult to generalize. Insurance covers the ones that are
most common. Specialized insurance for particular risks that are inherent to your
particular field of endeavor is also available for some businesses. However, insurance is
only part of the package you as a business must consider. Contingency planning for
other potential hazards is just as important as insuring against losses.
109
Sloppily thought out risk management plans are almost as bad as none because
they can be time consuming with no long term benefit. One business backed up its data
from its computer on a date storage device and stored the device in a nearby vault. The
vault was closed and sealed when they left for the night. When the toilet water main
broke during working hours and water rushed into the whole floor of the building, the
vault filled with filthy water just like every place else. The computer operator only had
enough warning to flip off the electricity. The computer was a loss and it took months to
recover the data lost. The company had a contingency plan for a corrupted database,
they just were not ready for a flood disaster. While there is always something that
unanticipated that can happen, planning for the worst case will help you through many a
bad moment.
You prepare for marketplace risk through your business plan. In the same way
you need to prepare for the risks of illness, disability, damages, losses, injuries, and
even disasters. A good risk management system not only has adequate insurance
coverage to compensate you for losses which might occur, but it also includes a plan to
prevent losses, if possible, and to manage unexpected events as they occur.
(http://www.smallbusinessnotes.com/business-finances/risk-management-strategies.html)
In business, you can never allow yourself to get comfortable with the status quo,
because it is always changing. Surprises may be fatal to your business. Risk is
inevitable, avoiding risk impossible. Risk management is the key, always tilting the
venture in favor of reward and away from risk.
6.2 Identifying and Managing Risks
While all opportunities are associated with risk, the biggest risk is to miss them.
Risk results usually not from unpredictability but from ignorance. The more you know
about what you are doing, the less risk you run. If you can define risks, you can limit
them. Look back on any opportunities you missed and use your past mistakes to
learn how to recognize opportunities.
110
At any its development stage, the company faces the five major risks that
change in nature as company evolves:
1) growth risk;
2) technology risk;
3) marketing risk;
4) financial risk; and
5) team and management risk
The questions to answer;

(1) Development Risk: Can the product or service actually be created?
(2) Manufacturing Risk: If the product can be developed, can it actually

be produced in appropriate volume?
(3) Marketing Risk: If the product can be made, can it be sold

effectively?
(4) Financial Risk: If the product can be sold effectively, will the
resulting company be profitable and can the profits actually be
realized in a form that allows investors to receive cash?
(5) Growth Risk: If the company can achieve operating profitability at

one level, can profitability be maintaining as the company evolves?
(http://www.1000ventures.com/business_guide/risks-growth_main.html)
6.2.1 To manage risk in your business:
(1) Write your business plan.
(2) Go through your business plan critically looking at every area that
could involve risk, making a list of what areas you need to consider.
(3) Take time, preferably with others who know your business, to
brainstorm all the possible catastrophes that might occur.
(4) From your lists developed in steps 2 and 3, decide what action or
coverage is needed to handle that possibility.
111
(5) For those risks that can be handled by insurance coverage, determine
how much and what type of insurance is needed.
(6) Choose a reasonable amount of insurance to cover those risks.
(7) Contact more than one insurance agent to get quotes on the insurance
that is needed.
(8) Arrange for insurance coverage to begin before the doors open on
your business, if possible.
(9) For those risks not covered by insurance, put together a contingency
plan for handling each of the risks identified.
(10) Train all employees in what to do in any if any of these (or other)
emergencies arise.
(11) Put your plan in a place where it can be located quickly, if

needed. Have an extra copy in a safe location.
(12) Review your plan annually, including input from all employees.
Tips:
(1) Common risks to consider are employee/client safety, theft/fraud,
disasters,
(2) What is a "reasonable" amount of insurance varies from individual to

individual depending upon how risk averse you are.
(3) You can lower insurance rates by taking high deductible levels.
(4) Even ecommerce websites need insurance.
(http://www.smallbusinessnotes.com/business-finances/how-to-manage-risk-in-your-business.html)
112
6.3 For our company topics that we concern are
6.3.1 Strategic Risks
Strategic risk is the current and prospective impact on earnings or capital

arising from adverse business decisions, improper implementation of decisions, or
lack of responsiveness to industry changes. This risk is a function of the
compatibility of an organization’s strategic goals, the business strategies developed
to achieve those goals, the resources deployed against these goals, and the quality of
implementation. The resources needed to carry out business strategies are both
tangible and intangible. They include communication channels, operating systems,
delivery networks, and managerial capacities and capabilities. The organization’s
internal characteristics must be evaluated against the impact of economic,
technological, competitive, regulatory, and other environmental changes.
• External
 Political Factors
Political and legal factor can build both of opportunities and threats
to manage the business. The politics has any effect on the operations
because of when we think to launch, we need to learn about political and
legal that have certainty or not and make sure those company are
established according the legal. But the political in Thailand not have
certainty because of gathering in each day that send the affect to
entrepreneurs. The legal is also need to learn all of legal that relate
directly about amusement park business. Internal political problems also
unclear and to be an important factor that can make economy of Thailand
have the risk of slowing down before scheduleestimat ed. Economic of
Thailand indicate to slow down point to a problem before the political
crisis within the country. Begin from quarter 4 of 2005 by economic
slowed down clearly in the part of the demand for private sector in both
113
investment and consumption. Although the government still efforts to

stimulate the economy will continue to matter.
 Economic Factors
Economic growth
The Gross Domestic Product (GDP) in Thailand contracted 0.20
percent in the third quarter of 2010 over the previous quarter. From 1993
until 2010, Thailand's average quarterly GDP Growth was 0.97 percent
reaching an historical high of 7.10 percent in September of 1993 and a
record low of -5.10 percent in March of 1998. The economy of Thailand
is an emerging economy which is heavily export-dependent, with exports
accounting for more than two thirds of gross domestic product (GDP).
Well-developed infrastructure, a free-enterprise economy, and generally
pro-investment policies, made Thailand one of East Asia's best
performers. However, overall economic growth has fallen sharply in
2008 and 2009 as global downturn and persistent political crisis stalled
infrastructure mega-projects, eroded investor and consumer confidence.
This page includes: Thailand GDP Growth Rate chart, historical data and
news.
(http://www.tradingeconomics.com/Economics/GDP-Growth.aspx?Symbol=THB)
Exchange rates
The Thai Baht exchange rate (USDTHB) depreciated 7.24
percent during the last 12 months. From 1981 until 2011 the USDTHB
exchange averaged 32.92 reaching an historical high of 55.50 in January
of 1998 and a record low of 20.36 in July of 1981. The Thai Baht spot
exchange rate specifies how much one currency, the USD, is currently
worth in terms of the other, the THB. While the Thai Baht spot exchange
rate is quoted and exchanged in the same day, the Thai Baht forward rate
is quoted today but for delivery and payment on a specific future date.
(http://www.tradingeconomics.com/Economics/Currency.aspx?Symbol=THB)
114
Inflation rate
Government, Private estimates are that The Thai economy in
2010 will grow at about 3-4% means that the contraction that occurred
this year (3%) to hit back in the next year or in other words, the economy
in 2010 will return to close. 2008, in the larger (measured by the level of
GDP), but varies in each sector and industries such as 2010, public debt
will increase significantly (from 38% to 50% of GDP) So, The sale of
goods and services to the government. Recovery is likely to be better
than the rest and so on.
Overall, the economy will grow only 3-4% are not likely to be
difficult, because in the past, the Thai economy could grow 6-7% per
year in the continuing global economic recovery, as anticipated. it in the
next year the Thai economy likely to grow 5-6%, but why expectations
are lower than most of the extremely The answer is uncertain whether
the government will solve the problem as soon as the Map Ta Phut to
accomplish it. A key factor that in driving investment in the upstream
industry of Thailand. This will inevitably affect the future to attract
investment in various downstream industries. And will result in a
business relating to other Construction employment and spending of the
people, etc.
On the other side is a problem of political divisions. This will lead to

conflict both in the House. (The discussion does not trust) and non-
Council (the march against the government of Red) as well as the need
for Cabinet to make a plain lack of clarity. That's why investors want to
add a caution. And slow down investment.
However, appeared to Thailand's problems would be happening in

late January and early February. And if a problem is likely to be
protracted, it is clear from mid onwards, so it is possible that the second
half of next year. It is clear than the first half of the year, I did not want
115
to conflict with the predictions of the astrologer or fortune teller, but

somehow that is, the Thai economy is likely to be the first half and the
risk. High uncertainty of negative factors that within the country. But the
second half of the event can disentangle Better atmosphere, respectively.
In contrast that to the global economy. Most analysts agreed that

the economic recovery will be more clear. More in 2010, although it still
must rely on government incentives. With a relaxed monetary policy by
continuing economic development and will be improving significantly
(the U.S. economy grew 3%, while European and Japanese economic
growth 1-2%) and major developing economies such as such as China
and India will grow at 70-10%, but my observation is. Such growth. If
true, it would cause the conditions in the second half of the year that the
economic policies to stimulate various Need to be relaxed much means
that for the developed countries the central bank cut interest rates near
zero. I will have to start adjusting to the policy interest And measures to
inject liquidity to reduce system (Quantitative easing), such as Merrill
Lynch forecasts that the European Central Bank will need to adjust the
policy interest rate by 0.25% in June. While the U.S. Federal Reserve is
set to cancel the measures inject liquidity into the system almost entirely
(except to buy debt secured by real estate shore approximately 1 trillion
dollars) in the first half of 2010, also see that return or long-term U.S.
bonds are adjusted so on which reflect the expectations of investors that
economic recovery is continuing. Convinced that is inflation will be
increased in future.
For major developing countries such as China and India will see a
rapidly growing economy and continued in the first half of 2010 because
of the recovery of exports. (From a recovery in demand from developed
countries), coupled with incentives within the country there are
centrifugal (momentum) continued this year. But the hottest growth will
become a concern that the problem of the bubble. Asset prices are
116
formed. Especially if the Chinese currency Yuan, also fixing the dollar at
the current rate means that in the second half of next year, investors may
turn to a concern that the Chinese government. (And other Asian
governments) will be issued policies to slow the economy much. And
such measures will affect the market much.
Similarly, in the first half of next year the economic recovery of

the developed countries will be satisfactory to investors. But in the
second half of the year, it may be seen as divided into two parties
together by one party believes that government must continue to
stimulate the economy. Because of the recovery of the private sector is
not strong enough, and does not want the problem of inflation fears. But
the other one will be worried about inflation problem and spending more
than what the government of the machine to determine the data at that
time, such as speeding up the problem of inflation and bubbles in asset
prices. Especially in Asia, It was concluded that the trend of investing in
the overview of the world will be very bright in the first half of the year.
But many uncertainties are concerns. Likely to have increased in the
second half of the year there is a risk to other adverse issues such as the
ability to pay the debt of small countries such as Dubai and Greece, and
the problem of trade barriers by developed countries. which faced serious
problems of unemployment and continued. Especially the United States
to be elected at the end of next year and the UK. The Prime Minister
would have to declare election in 2010 general election as well.
 Technological Factors
With the amount of high competitive in this industry that is one
of all factors to occur new technology to support those competitive.
Moreover most of this business is related with technology more than
other business.
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• Internal risk
 Operational risk
Nowadays many of technologies are fast developed and it can
effect to our company because we set our vision to be the leader in
amusement park of Chiang Rai so we have to update our equipment
follow the development in order to satisfy our customer. However; we
have to spend a lot of money to buy it and it will effect to the company
profit.
 Human resource risk

The staff is very important to the company because they are the
person who serve service to the customer and make the customer satisfy
with our service. So if they don’t have enough knowledge to serve the
high quality of service to the customer it will make them complain our
company. Because of these we will train to all of our employees to have
more skill to serve the good service, safety and make the customer more
convenience.
6.3.2 Marketing Risks
The risk is normally occur in every business, our fun park also face with the risk
by cannot escape. The normal question of risk in the marketing of our company is "If
the product can be made, can it be sold effectively?”
(http://www.1000ventures.com/business_guide/startup_5risks_tc.html)
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(http://www.ces.purdue.edu/pork/econ/riskaware/marketing.htm)
The questions about marketing risk include;

1. Do you have a year-round marketing plan?
2. Do you use professional marketing services?
3. Are you a member of a "marketing club" or marketing coop?
4. Are you familiar with various marketing contracts that may be available?
5. Do you use futures hedges and options in your marketing plan?
6. Are you involved in contract production?
7. Do your pigs have a "market" -- with the opportunity of getting
a competitive price?
8. Do you know how to read kill sheets from packers?
9. Do you know the optimum live weight range where you are selling?
10. Are you familiar with seasonal price patterns?
11. Are you familiar with the hog price cycle (e.g., length, timing, etc.)?
12. Do you understand basis risk?

13. Is your income diversified (e.g., do you have non-hog income sources)?
• The most common risks in social media marketing
Social Media is Mainstream; Businesses are jumping in with both feet.
But, there are risks in social media marketing. We should know what they are
and how to minimize these risks. Here is a list of 14 of the top risks.
 No Strategy
When a business says let’s just dive into social with no objective
and no strategy, that’s a big risk. We can expect limited or poor results, if
any.
 Wrong Strategy
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If sales improvement is our goal but we have product problems,

maybe our strategy should be improved customer service. Align our
social media strategy with the current circumstances in business.
 Lack of Executive Support

If we want to achieve any social media success, executive support
is a must. Otherwise, it will be a skunk works project; skunk works is
a small group of people who work on a project in an unconventional
way. The group's purpose is to develop something quickly with
minimal management constraints. Skunk works are often used to
initially roll out a product or service that thereafter will be developed
according to usual business processes.. Some companies can pull this
off, but not many.
 Wrong Staff
The staff must embrace social media. If they are resistant it could
undermine our social media strategy. Assess if the current staff has
what it take to engage in social media.
 Not Measuring Progress

It’s important to measure progress. For example, measure
customer successes, downloads, comments, reach, subscriptions, etc.
These can be “first downs” along the way to scoring touch downs
(results).
 Measuring the Wrong Stuff

What and how we measure depends on our objectives. If
improving customer service is an objective, then measuring growth
of fans on Facebook is only important if they are existing customers.
Set measurement strategies that align with our objectives.
 Not Using Available Tools

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Measuring progress and results can be achieved through many

available tools. Some are free and some are fee based. Here is a
partial list of tools to measure our social media progress and results:
HubSpot, Website Grader, Twitter Grader, Facebook
Grader, Facebook Insights, Unilyzer, Raven, Hootsuite, Social
Oomph, Manage Flitter, Google Alerts, Google Trends, Social
Mention.
 Unwilling to Experiment
We must be willing to try different ideas. That’s why executive
support is so important. If we don’t experiment, we won’t know what
is effective.
 Expecting Overnight Results

Results vary according to a business, industry, people, and
circumstances. Set expectations with executive management that
results usually don’t happen overnight.
 Trying to Maintain Control

We have little or no control over of our markets. We can
influence our markets, but we can’t control them. we can build your
reputation but you can’t control it in social media.
 Employee Abuse
All employers have this risk, but large employers have more risk
just based on the numbers. For example; the experience of employee
abuse at Domino’s Pizza in 2009.
 Responding Slowly to the Community

We now live in a world where we must respond in minutes, not
hours, days or weeks.
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 Shorting the Effort

Not applying enough resources. If a new social media strategy is
added to someone’s job, in the beginning it may make sense but as it
evolves we’ll need to allocate more resources to be successful. Don’t
under resource our social media marketing plan.
 Underestimating the Influence of One Person

We need to care and do not under estimate person. For example,
The case of United Airlines learned this lesson the hard way. Band
leader Dave Caroll wrote a song and produced a video viewed over 8
million times on YouTube when United Airlines ignored his
complaints due to mishandled luggage which broke his guitar.
These are 14 of the most common risks in social media marketing. The way to
minimize our risk is to have a well defined strategy, get executive support, allocate
resources, get the right people, be responsive in a timely manner, be willing to
experiment and use tools to measure progress and results.
(http://www.findandconvert.com/blog/2010/14-social-media-risk-factors-to-avoid/)
• The risk in STP Analysis
 Market Segmentation
Market segmentation of Wonderland Park we focus on teenager

and kids in Chiang Rai, the north of Thailand. We focus on teenager
who’s studying. Who want to have an exciting activity and kids who
want to have a happy time and want trying something that they never
done it before. Know more about our segmentation; the kids in
Chiang Rai at the age 5-10 can play in a Classical and not more
adventure zone. Another is the teenager older than 15 years old that
need to stroll and have fun when they have free time to come.
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Age
<1 1-2 3-5 6-11 12-14 15-17 18-49 50-59 >60
Year
2548 3,854 10,558 22,603 61,848 36,555 33,295 366,291 88,364 80,398
The risk some of our segment didn’t make money by themselves; they
get it from their parent. Some of them is not rich so, the need to save money.
The kids may not be allowed to go there because of their parents have no time to
go for take care them. People have a chance to go to Fun Park only on weekend.
Student have to pay attention on studying so, they have no time to go. The future
number of our segment may decrease because of birth control and the effect of
economic down.
 Target Market
We choose teenager to be our target market because of many

reason, One of those reason is the population of teenager zone is highest
when compare with the total population in Chiang Rai. We will show the
example of Teenager in Mae Fah Luang University student. There are
8,745 teenagers in this university which you can check by this reference
website.
(http://reg.mfu.ac.th/registrar/statistics/RepStudent1.asp
?acadyear=2553&maxsemester=2&semester=2)
The risk teenager have many thing to do, such as study, play football, go
to dunk with friends, some of them may think the Theme park is nonsensical.
Some of them fear the height. Don’t want to play with stranger. Some of them
may just go for the once experience and do not go there again.
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 Positioning
We want to be the one of the amusement park in Chiang Rai in

customer mind. So, Wonderland Park offer new experience to customer
in exciting plaything, extremely for they to shows bravery and get fun
and happy time with Wonderland Park (The first amusement park in the
north of Thailand). Moreover, we also want to be a place that good for
the brain and society of kids.
The risk Our positioning is may not be like this, it depend on a personal
perception of individual. They may think that the plaything in temple fair is
substitute alternative.
• The risk in marketing mix strategy

For marketing strategy our business use 4Ps
(http://marketingteacher.com/lesson-store/lesson-marketing-mix.html)
which contain of 4 components; product, price, place, promotion. We want
our amusement park differentiate, provide fun, and attract tourist both in and
out of country.
o Product;
Our core product is an amusement park. We have to provide safe
and secure to the customer life with quality of playthings. The color and
design is attracting the eye sight which separate decoration by a theme of
each part.
The risk Normally theme park is very risky because it deals with the
extreme adventure. Our product may not safe enough. Moreover, because we
are the new fun park the technical of many labors that take care for it may
not good enough at first.
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o Price;
Setting a price per capita covers the cost and not over than
competitor product’s price. The price is suit for product and service. We will
set higher price because our business want to make the customer know that
our product and service have high quality. The prices have 4 types; our
adult’s price is 150 for entrancing and playing, 80 for the entrancing only
(do not want to play), kids’ price is 120 for entrancing and playing, and 50
for the entrancing only (do not want to play).
The risk the customer who has not much money may think our price is
high and they don’t have enough money to pay for us, and the customer who
has more much money may think our price is so cheap and may stereotype that
the quality is bad.
o Place
We select the direct distribution channel which is the amusement

park at Chiang Rai; the location of our business is 80 Rai in South Nang Lae
village, Nang Lae district, Chiang Rai, Thailand. We can attract the customer
from Northern of Thailand. (http://www.tvs.co.th/stats/north.pdf). In this
case Chiang Rai didn’t have the amusement park. So, it means that didn’t
have the direct competitor then we will get benefit.
The risk the customer may think that the location is so far and small. The
natural disaster may occur such as earthquake, flood, fire, etc.
o Promotion
We almost communicate our product and service through itself
already because it is a big project but we also need to promote with WOM,
TV, Radio, Website, signboard at the building location, post the poster at the
university and the department store and so on. Our business is new so we
have to inform and explain customer about our product and service. Make
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them know more about us in order to invite them to go for use product and
service.
The risk TV cost is so high and it may not direct or penetrate to our
target customer. The customer who listens to the radio is mostly an adult which
not be our target customer. The radio has many channels not many customers
listen to our advertising. The website is created for provide the information of
our fun park and internet marketing is good, but it may not necessary for our
business. Signboard may not attract, be destroy by the wind and sunshine.
• The risk in External environment that relate to the marketing

External environment; we focus on 5 issue which are Social, Technology,
Economic, Environment, and Political
Social: the social problem can effect to the Fun Park. The dangerous of bad
person may effect to the area of our location. The customer may fear and do not
want to go. For example, “Homeless children: a significant caution for Thai social
problem” ( http://enews.mcot.net/view.php?id=13702) For the solution we hire the security
guard for look after around area. And we can use the security system to be one of
strength for doing advertise and marketing.
Technology: Technology is continue develop, we may out of date in some

day. The Marketing strategy may be change in some way. The method or strategies
that we use may not good enough. For example, “The Newest Theme Park
Technology Will Save You from Standing in Line”
(http://www.jaunted.com/story/2010/5/5/81525/58273/travel/The+Newest+T
heme+Park+Technology+Will+Save+You+from+Standing+in+Line)
We need to update the technology not let the theme park old fashion, and
then we use new or developed technology to advertise and do the marketing.
Economic: The economic down; For example, “Thai Finance Minister Korn
Chatikavanij has forecast economic growth of between 4.5% and 5% this year, but
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the civil unrest is threatening to reduce that figure. After meeting with business
associations, Mr Chatikavanij has said the protests could cut 0.3% off his forecast.
Analysts have said growth could be as much as 2% lower than the government
estimate if the clashes continue.”
(http://www.bbc.co.uk/news/10119415 )
“Finance Min admits 2008 GDP to fall from 5% to 2%”
(http://www.moneychannel.co.th/Menu8/SETToday/tabid/120/newsid624/73417/Default.aspx)
“The Asian Development Bank (ADB) has revised down its projection on the Thai
economy for 2009 from a contraction of 2 percent to 3.2 percent”
(http://business.globaltimes.cn/world/2009-09/470467.html)
Thai government will take care about the economic.
Environment: The environment is destroying day by day. If we build this

Fun Park it may increase the using of natural resource and people may not support
our business. The global worming makes the weather hot. The example statements
are “Global warming is when the earth heats up (the temperature rises). It happens
when greenhouse gases (carbon dioxide, water vapor, nitrous oxide, and methane)
trap heat and light from the sun in the earth’s atmosphere, which increases the
temperature”
(http://library.thinkquest.org/CR0215471/global_warming.htm)
“Global warming is the unusually rapid increase in Earth’s average surface

temperature over the past century primarily due to the greenhouse gases released by
people burning fossil fuels.”
(http://earthobservatory.nasa.gov/Features/GlobalWarming/)
We need to save the world the resource and energy but our project may use
more energy. So, we need to do the green marketing also. Save the world and
resource.
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Political: Political problem in Thailand; For example, “Thailand remains a

political problem at the moment, even if it is one off the news radar because of the
chaos in Iraq. The junta cannot provide good governance because of their
unconstitutional establishment. Their legitimacy is through force and their interest in
democratic forms is selfish in nature.”
(http://www.southsearepublic.org/article/860/read/the_political_problem_of_thailand,
http://www.cbc.ca/world/story/2008/09/15/thailand-political-mess.html)
Political problem in Thailand effect to every business, but it will be better.

Now Thailand try to solve problem.
For deal with the risk, we have the insurance for the theme park and all stake
holder; employee, customer, and so on. Other ways to deal with the risk are following;
“Marketing Trend: Shared Risk”
Finally, a shared risk and accountability model is truly redefining the

relationship of today’s client and marketer. Baseline compensation for discovery and
analysis is established with mileposts for measurement throughout the process.
"Like never before, the new marketer and client are entering into a true
partnership, in that both companies now have a stake in the success -- or failure -- of the
marketing project," Muggon points out.
Some marketers may find this level of accountability objectionable, he adds. But
the ones who know how to apply predictive analytics to their marketing engagements
are more than willing to share the risk in order to gain a competitive advantage and, in
most cases, command higher commissions based on their success.
(http://www.suite101.com/content/marketing-trend-a33579)
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• The 3 important risks with the way to avoid
1. Legitimacy Legitimacy of a company can be of risk, unless we take our

precautionary measures. We can easily avoid this risk by doing our research.
Investigate and conclude.
2. Start Up Costs Depending on the amount we need to invest, this could be

a great risk. Risk management in Multi Level Marketing is so important here. How
much do we need to invest to join the business? Now, seriously, if we are prepared
to take that high a risk, we better make sure it is a legitimate business with very high
projective earnings that are realistic!
3. Lack of Knowledge Most people that start business are fairly new to the
arena of direct selling and don't know too much about it. What is our knowledge
about marketing and selling? Serious risk management in multi level marketing
should never underestimate this aspect. We can avoid this by making sure that the
company we are joining is providing we with regular, ongoing, proven and effective
marketing trainings.
(http://ezinearticles.com/?Risk-Management-in-Multi-Level-Marketing---
The-3-Most-Important-Risks-in-MLM---How-to-Avoid-Them&id=4266423)
After we know the risk, we do the Effectively Report to Provide
Business Intelligence Necessary to Actively Manage Risk
(http://www.qrm.com/Whatwedo/Mortgagebanking/mortgagebanking.htm)
6.3.3 Operational Risks
Operational Risk is risks that arise from failure to perform in an amusement

park. Operational Risks We divided into two major characteristics.
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Human Error: Human Error errors on the work of employees, or to ignore the
safety of tourists. The theme park have children lots of attention. It is likely Wonder
Land Amusement Park have opportunity that the number of children too much. So be
extra careful, And on the control system that requires people who control the player
must use caution And high responsibility, because Wonder Land Amusement Park
Amusement Park is the new Amusement in Chiang Rai . May cause errors to the safety
of tourists.
Risk Control measures.

(1) Provide knowledge and understanding of the system and how to work
properly.
(2) Share the responsibility. Control and monitoring for work with each other.
(3) Have a manual operation . And guide problem-solving.
(4) Reduce the system relies on individuals to a minimum.
Technical Failure: technical malfunction of Wonder Land theme park may be

caused by equipment failure in the system, including communication lines Facility
Computer Software and various equipment, and electrical systems. Players such
defective condition must be checked before the system was first opened normally.
Risk control measures.

(1) Building and computer room design and construction standards for building
construction, fire protection. The security measures are in - the building
(2) The safety equipment such as fire alarms. Fire extinguishers. Temperature
and humidity control.
(3) Electrical installations and equipment are to be adequate With short circuit
protection and power backup systems.
(4) Set backup computer center at another building.
(5) System Backup and Recovery.
(6) Have contingency plan and test periodically
130
6.3.4 Compliance Risk
Compliance Risk is important characteristics that we have concern about health

and safety risks because fun park business has come with both healthy and safety risk of
employee and customers. Our plaything is a big machine that risk for have accident with
customer but our playthings have take care by professional for attend all of our
customers to safety and there are information about each plaything for suggest the
customer before play the playthings. Our company is also concern about our employees
and customers healthy by have small health care or clinic for basic pain. Our employees
have social security insurance for receive medical treatment in hospital when they hurt
from accident.
6.3.5 Financial Risk
Financial risk is the additional risk a shareholder bears when a company uses
debt in addition to equity financing. Companies that issue more debt instruments
would have higher financial risk than companies financed mostly or entirely by
equity.
In our company analysis three case of finance risks including sales decease
2.5%, 5% and 7.5% every month of year and increase interest from 6.38% to
increase 0.15%, 0.2% and 0.25% in five years and the last cost increase following
rate of sales increase .
• Sales decrease
 Sales decease 2.5%
Income statement
Years 1 - 16,992,707.46
Years 2 - 16,687,388.78
Years 3 1,102,240.60
Years 4 23,102,479.76
Years 5 99,901,340.93
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Cash Flow statement

Years 1 18,483,814.61
Years 2 56,791,902.90
Years 3 112,414,277.65
Years 4 174,866,533.75
Years 5 292,103,648.51
Balance Sheet statement

Year 1 275,578,910.65
Year 2 273,296,304.98
Year 3 288,327,985.77
Year 4 310,189,547.91
Year 5 386,835,968.71
 Sales decease 5%
Income statement
Years 1 - 17,940,938.15
Years 2 - 18,639,900.48
Years 3 - 2,294,241.56
Years 4 36,334,677.10
Years 5 110,129,798.89
Cash Flow statement
Years 1 17,535,583.92
Years 2 54,839,391.21
Years 3 109,017,795.49
Years 4 188,098,731.09
Years 5 302,332,106.46
 Sales decease 7.5%

Income statement
Years 1 - 18,889,168.84
Years 2 - 20,592,412.17
Years 3 - 5,690,723.72
Years 4 30,859,610.00
Years 5 101,650,992.41
Cash Flow statement

Years 1 16,587,353.23
Years 2 52,886,879.51
Years 3 105,621,313.33
Years 4 182,623,663.99
Years 5 293,853,299.99

Year 2 269,391,281.59
Year 3 281,535,021.45
Year 4 317,946,678.15
Year 5 388,585,620.19
• Interest increase
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 Increase 0.15% from 6.38% to be 6.53%
Income statement
Years 1 - 16,183,033.99
Years 2 - 14,972,749.16
Years 3 4,163,098.54
Years 4 46,943,904.89
Years 5 126,747,680.57
Cash Flow statement

Years 1 19,335,095.44
Years 2 58,588,693.03
Years 3 115,596,439.53
Years 4 198,736,316.28
Years 5 318,876,174.28

Year 1 276,430,191.48
Year 2 275,093,095.11
Year 3 291,510,147.65
Year 4 334,059,330.44
Year 5 413,608,494.48
Income statement
Years 1 - 16,229,228.22
Years 2 - 15,052,068.55
Years 3 4,051,160.70
Years 4 46,830,232.21
Years 5 126,634,437.30
Cash Flow statement

Years 1 19,302,646.13
Years 2 58,536,528.57
Years 3 115,524,623.77
Years 4 198,631,613.40
Years 5 318,737,656.75

Year 1 276,397,742.17
Year 2 275,040,930.65
Year 3 291,438,331.89
Year 4 333,954,627.56
Year 5 413,469,976.95

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Income statement
Years 1 - 16,275,426.62
Years 2 - 15,131,402.08
Years 3 3,939,191.74
Years 4 46,716,541.32
Years 5 126,521,194.62
• Cost increase: follow rate of sales increase 2.5%, 5% and 7.5%
Income statement 2.5%

Years 1 - 16,518,118.92
Years 2 1,245,939.81
Years 3 20,121,938.57
Years 4 42,636,984.19
Years 5 79,653,513.71
Income statement 5%
Year 1 - 16,731,375.12
Year 2 1,051,517.26
Year 3 19,963,933.82
Year 4 42,487,879.85
Year 5 79,504,426.87
Income statement 7.5%

Years 1 - 16,668,293.74
Years 2 859,402.14
Years 3 18,786,181.83
Years 4 42,338,775.51
Years 5 79,355,340.03
6.4 Conclusion
Strategic risk is the current and prospective impact on earnings or capital arising
from adverse business decisions, improper implementation of decisions, or lack of
responsiveness to industry changes. This risk is a function of the compatibility of an
organization’s strategic goals, the business strategies developed to achieve those goals,
the resources deployed against these goals, and the quality of implementation. The
resources needed to carry out business strategies are both tangible and intangible. They
include communication channels, operating systems, delivery networks, and managerial
capacities and capabilities. The organization’s internal characteristics must be
evaluated against the impact of economic, technological, competitive, regulatory, and
other environmental changes.
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Marketing risk; we analyze the risk in STP analysis, marketing mix strategy or
4ps, External environment; which we focus on 5 issues which are Social, Technology,
Economic, Environment, and Political
Operational risk; Operational Risks are risks that arise from failure to perform
in an amusement park; we divided into two major characteristics. There are Human
Error and Technical Failure. We provide that with the way to control the risk in Risk
Control.
Compliance Risk is important characteristics that we have concern about health

and safety risks because fun park business has come with both healthy and safety risk of
employee and customers. Our plaything is a big machine that risk for have accident with
customer but our playthings have take care by professional for attend all of our
customers to safety and there are information about each plaything for suggest the
customer before play the playthings. Our company is also concern about our employees
and customers healthy by have small health care or clinic for basic pain. Our employees
have social security insurance for receive medical treatment in hospital when they hurt
from accident.
Financial risk; the change in sale can effect to the financial part of company. In
our company analysis three cases of finance risks including sales decease 2.5%, 5% and
7.5% every month of year and increase interest from 6.38% to increase 0.15%, 0.2%
and 0.25% in five years. Cost increase 2.5%, 5% and 7.5%.
Risks from internal and external will affect the corporate status in terms of
Asset, Cost, and Expense. Generally the four main ways of dealing with risks are
accept, transfer (usually via insurance), reduce/manage; and eliminate. These are
sometimes referred to as the four Ts (tolerate, transfer, treat or terminate).
135
Chapter 7: Summary
7.1 Wonderland Park Project’s Conclusion

136
This project idea begins from a member of company who lives in Chiang Rai
and wants to develop and up standard of living of Chiang Rai people. So, our company
wants to build an amusement part in Chiang Rai province of Northern Thailand because
in the Northern of Thailand didn’t have the amusement park. If we build the amusement
park, we will more customers who want to have fun and we can get income.
At first we do the trend of each theme park in Thailand then find the related
useful information for doing this project. After that we write the time table of doing this
project and learn more about the theme park. We come up with our product and service
6 playthings which are equally divided into classical an adventure type. Vision, mission,
and business strategy was created. After we finish those parts, we do the marketing
analysis which consists of Marketing Mix analysis or 4Ps, STP analysis, 3Cs analysis
with SWOT analysis, and then we forecast about the sale. For technical analysis; we
calculate the overall cost for doing this project, explain more about our product
characteristic, draw and show the facility and fun park layout, think about
administration analysis and crate the organization chart. Next is the time for headache
about the financial feasibility analysis which consists of so many numbers, doing the
cash flow, balance sheet, and show NPV is 235,107,343.59 and IRR is
24.5622643883251%. Cash ending of the last month in the fifth year is
3,097,101,183.24. Finally we did not forget about the risk in the business, so we do the
risk analysis and show how to deal with the risk in many part of the business such as
strategic, marketing, operation, Compliance, and financial risk.
We also provided the executive summary, appendix, reference, preface,
acknowledgement, video, picture, and the reliable information and so on in this report.
Moreover, if you want to know more information about our project you can read from
the body part .We hope that Wonderland Park; Fun park in northern Thailand will be
establish for the real by the investor investment support.
137
Appendix
138
Themes Park News
Year Bunny 'theme parks' busy preparing 'Thai - Hong Kong - Singapore'
break Aamgeded fight.
360 ° Manager Weekly December 24, 2553 17:15 pm
Those attractions include the player or the ultimate world-class attractions, no

one over "Disneyland" But to break into the market only to see the competition and
amusement parks. May be considered "Disneyland" Walt Disney's Camp, a legend of a
popular amusement park of your life for decades.
"Walt Disney" is known throughout the world. The success in the making.
Imagination to enter the dreams of children With a determination that will position your
business. "Disneyland" as a world-class theme parks. Especially in the Asian market.
Coming open in Japan and Hong Kong But why the Disneyland successful long
decades. Partly because the representation of the "Walt Disney" A successful film role.
Results to build business parks out continuously.
139
Ah, but with the old name in the market for a long time. The popularity of the
Disney Land is not pulled this forum is to conquer the best of surfing. Way to shrink
down to it. Besides, in early 2553, despite the new competition as "Resorts World
Sentosa, Singapore. Does not make the magic of the warehouse, "Walt Disney" go away
from tourist zones in Asia.
Or even you old Hong Kong market as "Ocean Park" to come before the "Walt
Disney", but considered that it was "Walt Disney" suck customers to not less that that
tourist behavior is often like a challenge. In particular favorite player. Often turn to play
new players. Have increased simultaneously. The present service must be modified to
meet customer behavior at different ages as well.
If talking about amusement parks of the Thai "Siam Park" is probably the early
numbers. Both Thais and foreigners to know. But today, when each country in the
amusement park and a magnet to attract. I have a Thai or we will not use a magnet for
some amusement. Today it's time to "Siam Park" will do anything to win tourists come
to Thailand.
FRESHMEN 'Sentosa'.
"Resorts World Sentosa, Singapore. Is a brand new business of the Genting

Group which recently opened in early 2553 by the giant project is located on the island
of Sentosa. Singapore on the upland area of 306.25 worth 1.58 billion baht style resort
is a tropical style. Within the theme parks. "Universal Studios".
Although no longer operational. Or amusement park known as the freshman of

Southeast Asia. But with the experience of the Genting Group. I guarantee that the
parks must be unusual indeed by the "Universal Studios" is a player with 18 species and
24 species are new designs for "Resorts World Sentosa.
Particularly highlighted as. Roller coaster of double tracks. Who rides the most
and the highest in the world of the "Universal Studios" is divided into seven zones,
including urban sites, IT Zone, Egypt, Zone, New York, Zone The Los post World,
Zone Hollywood Boulevard Dog, zone and zone Madagascar Far Far Away.
140
We can see that changing the style of player, "Resorts World Sentosa,"
according to the trend of the youth market very closely. To reach a real customer.
Critical need allocated through media advertising. It is said that the advertising budget
of the camp in Genting market took quite high.
"Resorts World Sentosa, a garden, water the largest in the world named" Marine
Life Park, an area of 50 rai capacity of water up to 20 million gallons, or about 75
million liters of fish and fish as many as 700,000 species. There is also a Maritime
Museum for visitors to sit in the bottom Previous history with ancient maritime routes
of Zheng He through 360-degree multimedia theater.
In addition to fun on the "Resorts World Sentosa, tourists can now. The leading
hotels also have all six of the more than 1,800 rooms are available. Each hotel has been
designed and decorated under the concept that different. And a banquet room to
accommodate participants at a time up to 12,000 people, including a ballroom that can
accommodate up to 7300 he is a banquet of the largest in Asia.
However, Resorts World Sentosa, "not intended to target a tourist favorite player
only To penetrate to a new group of customers. Players like that do not play a direct
one. But popularity and love of shopping and leisure resort in the five-star Equipped
with many services that, because if "Resorts World Sentosa, has just opened the
amusement park business services only. Would not be able to attract tourists to access
the service. If you need to compare a class of Disneyland in Japan and then Hong Kong.
May not be in the eyes of tourists at all.
Despite what the "Resorts World Sentosa," made all of this. You may call that is
not enough to stop the competition is formidable. And believe that competitors would
not Ienhra the opening game of this offense only. Attempt to pull out from the theme
park market giants camp. "Disneyland" is not just end this course.
141
Ocean Park - Thai invade customer penetration.
Animated network Paul, Executive Director of Sales and Marketing, Ocean

Park, Hong Kong traveling to Thailand for tourist markets. This is the period during
which the popular Thai tourist departure overseas. Because the baht appreciation. And a
festive trip.
By Paul said to markets in Thailand Because the market is an important revenue

for the tourism industry of Hong Kong Because Hong Kong is one of the most popular
travel destinations of Thai people. Seen during the first 10 months of the year 2553 with
Thai tourists travel increased by 20% compared to last year.
So when the year 2549 "Ocean Park" has made a statement of U.S. $ 750
million. In order to increase the number of tourist spots to be 2 times or add extra points
to 70% travel is expected to be complete renovation in 2555-2556, such as Zone
Amazing Asian Ann's New Mall and the Ocean Express. Visitors will have the
opportunity to experience the phenomenal from Amusement Park themed world.
There is also a lake that offers a new show sim BUSINESS O as well as a
variety of shops and restaurants, including Neptune. Which restaurants are in the zone
of Aquarium by Aqua City, opened in April 2554 of the flash player is a jerk Chuan
excite the latest. Was officially opened last month, however, in another the next 18
months will have something different. Occurred much more.
142
'Siam Park' label partners.

Organized package customers get to Thailand.
Turned to see the theme parks of Thailand When faced with the competition of
rival forces this past "yellow Wutthichai Amon excellence," President of recreational
parks and gardens of Thailand. And President of the Company Amornphan City - Siam
Park Amusement Co. executives "Siam Park" has found the wiring of tourism in the
province as a tourist attraction in Thailand for comments on the concept of the
association provide for the government. Measures to promote investment in theme
parks. And garden. To synchronize. When the information comes, it will offer public in
early 2554 which will cover the entire zoo, water park and in various forms.
Now, because neighboring countries, whether in Hong Kong, Macau, Malaysia,

Singapore, etc. are also a theme park to be magnet for tourists. If Thailand will compete
with other countries. Will need to increase the capabilities of the diverse attractions.
In addition, the Association also wanted to discuss with theme park operators in
Thailand To go hand in hand with tourism. Organize package tours to see the program
with theme parks in Thailand. The Thai market will be students, families flock to the
international market to tap into the tourist trip itself. Highlights of Thailand for the
amusement park. Many players and fees are.
The highlights were amalgamated. Super fun great player thread (Vortex) is the
largest railway somersault twist drill in two of the world with a speed of 80 miles per
hour, Boomerang roller coaster backward somersault. Is a roller coaster that has been
popular in the world, Top Spin Swing Dance 15-meter high big fun spin on a variety of
vertical somersault. Combined with a smooth swing at world-class technology, Sky
View Tower (Si-am Tower) tallest tower view in Southeast Asia. Can rotate around 360
degrees and try Sung great fun (Log Flume) from adding the player 16 has resulted in
Siam Park world-class players over 30 species.
When competing each other to contend with each other more strategic leverage
this. Who would benefit most consumers is inevitable. To test new players. Leverage
each other to come out fighting.
(http://mgr.manager.co.th/mgrWeekly/ViewNews.aspx?NewsID=9530000181087)
143
Shop fine space 'theme park - the kids' zone' for school holidays / 'Dream
World' only 200 l pop a new player.
The Boonboywow on Saturday, December 11, 2010 7:04 pm.
Trade Center fine parade area trend. "Amusement Park - Kid's Zone" after the
big Kornaฉ ood Survey Reveals father - mother - son widespread use of money and
goods and player become one of the children pointed magnetic pull traffic into store
Dream World Tag Team Fashion Island, a joint venture opened theme parks in the
department will expand throughout the country, "Seacon Square, 100 l streamlined
investment Yoyo Land in" The Mall "Kids making a difference Planet.
Mrs. Pat Khanin at Kiti November Waraporn Managing Director of Magic
World Co. executives Dream World. Said the joint venture, Fashion Island shopping
center to open theme park "Kids Island" on a 4000 sqm area that the trend of business
parks in the center to grow every year. Especially among families, parents and children
aged 3-13 years who often used the time to do activities in various forms together as
one during the holidays or long weekends traffic will increase by more than 2 -. In
addition, three times its planned business parks to shopping centers around the country
another 15 of the next year. In the Dream World. The company prepared to highlight
two things came to a color is. The launch of "alien" at the end of this year. And year to
invest another 200 million into the new system.
Mr. Prasert Sri Ouฬ ar Pong Executive Director, Siam Retail D Web
Development Co., Ltd. Executive Center, Fashion Island, said the combined
investments of 50 million baht to launch "Kids Island" under the concept. kingdom of
fun and learning for children from the area after it has been turned into a theme park
before, but closed to more than 4 years after the trial opened more than 3-4 months
found that children and parents to use. Weekday service 400-500 people a day Saturday
- Sunday rose to 4000-5000 per day and income from joint ventures accounted for 70%
of Magic World, and 30% of the center.
"The families come to shop in this zone the average is about 500 baht per visit
on holidays or during the day this child is 3-4 times higher than the number of traffic
and shopping. Zone to become a theme park in the center of the magnet and then. "
144
Consistent with Mr. Michael Frederic C Den Dining Vice President Office of
Management and theme park company Seacon All rights Development Ltd. Co.
(Thailand) Department Store Seacon Square, said it had invested 100 million for
improvements and construction. Area theme parks under the name "Yoyo Land" on a
6500 sq.m. area in the center of a new strategy to improve the Seacon Bangkae and pull
of new players added in Srinakarin Center. The only players that are bringing 3-D and
interactive format that is a major trend has been popular in theme parks around the
world. To differentiate from other theme parks and amusement parks at one of the best.
In Thailand the number of traffic four hundred thousand people per year, Seacon
penetrate markets before targeting adolescents and families primarily. The average
customer will spend time in an amusement park about 2.5 hours, cost 95 baht per person
and a family, parents and children for 2 people
Like Mr. specialize Eamh intuition Director of Senior Vice President of

Marketing The Mall Group, said the fine zone children and toys for children new
subject called "Kids Planet" to make a difference and reinforce the perception in the
group. customers. Especially during school holidays This group of families parents and
children have become Target's main mall to come to a lot of time in shopping centers in
conjunction with the campaign and marketing activities focused on attracting clients in
the child and family kitchen. Kids Island in the offline looks good.
The Kid's Island occurred under the theme "The Joy of Playing" focus on skills
for the children. Through learning. Playing through the players and skill training for the
imagination and creativity. The kids' area within the Island than 4,000 square meters,
divided into Kids Soft Play Area 600 square meters, focuses on a fun player. And create
new experiences. As well as the relationship between family Junior Chef activities
reinforce learning skills to create imaginative children, where children can practice in
the areas of food such as pizza, tacos Yaki, Sushi, important. Cake and other There are
also other devices such as Jelly Fish (water balls), Fishes (house air), Octopus (car
convoy tunnel run in the yard) Sea Flower (Lisa Damon car ran on a track with a train.
Kids Island in the offline looks good.
The Kid's Island occurred under the theme "The Joy of Playing" focus on skills
for the children. Through learning. Playing through the players and skill training for the
145
imagination and creativity. The kids' area within the Island than 4,000 square meters,
divided into Kids Soft Play Area 600 square meters, focuses on a fun player. And create
new experiences. As well as the relationship between family Junior Chef activities
reinforce learning skills to create imaginative children, where children can practice in
the areas of food such as pizza, tacos Yaki, Sushi, important. Cake and other There are
also other devices such as Jelly Fish (water balls), Fishes (house air), Octopus (car
convoy tunnel run in the yard) Sea Flower (Lisa Damon car ran on a track with a train.
http://www.suansanook.net/forum/viewtopic.php?f=6&t=1284
New amusement park teen scream loudly "Wonderful World. "
Active business parks. After the Chonburi, Pattaya Park, moving troops to the
capital city. Throw hundreds of millions. Opened the first phase. "Wonderful World"
theme park entertainment on the new Ram Road - Ring Road East. To clarify the
rumors with defeat. Oak is not the business of his son, "Thaksin".
To open and then for amusement parks. "Wonderful World" theme park of the
new road intersects the road Ram Kanchana Nrpi a Eษ . (Outer East) across from
Fashion Island shopping center that opened 3-4 player in the first phase set with the
restaurant. While the remaining construction in the area to accommodate the player. All
as planned. Coupled with exposure to employees in areas such as system control officer.
Cashiers, etc., which would be expected to employ hundreds of lives.
MR.SURAPOL growth Supachai, Director of the Pattaya Park Beach Hotel, said
the "national business" that the planned theme park Wonder World, will complete a full
permanent amusement parks. Full construction area of 50 to inefficiencies at the end of
146
2551, but if waiting to finish and then open it. Will lose business opportunities and
significant capital will be caught.
Therefore, the business strategy was to build a theme park any phase. Already
open. People come to play a player enough to highlight to play like they say buzz. Is in
the public relations. While the money has come to circulate in the business with.
Therefore, during the first turn. Company chose to launch the player is
highlighting the first 3 that is Tower Drop, Tower Shot and Ferris wheel The charge per
Tower Drop, Tower Shot charge 100 baht / round of Ferris Wheel 50 baht per round,
while a musical fountain that is open for free viewing. A restaurant offering both buffet
and order. To meet demand fully. For the targeted customers are a group of teenage
family workers and students. Open daily from 11:00 to 23:00 am
The causes of the launch of a Tower Drop, Tower Shot, and the first Ferris
wheel. MR.SURAPOL said the 3 series is the player we produced for itself in using the
Know in Japan and the United States and previous system like this has opened a theme
park in Pattaya before and was pleasantly like adolescents. As well as Thais and
foreigners.
Meanwhile, the other theme parks. To open in Bangkok and its vicinity. This
player is not available. The difference is great. The company can be used to create the
unique differences to call attention To a group of customers. And it is also one of the
reasons we decided to expand the opening in Bangkok too.
"Amusement Park, Pattaya is a well-known customers in teens Hot player Tower

Drop, Tower Shot, when the teenagers are screaming loudly and then play it because
Siew Tower Drop, Tower Shot high as 55 meters or 18 floors of the building height is
the same as when dropped from a high speed. This Saturday - Sunday Bangkok people
will travel to play more popular.
But in the business of waiting for visitors on Saturday - Sunday it, rather than
waiting for opportunities. We come to the party itself. So that people in Bangkok will be
easier to play tourist. And also the open market. Expanded with a broader group of
customers.
147
The behavior of play parks are generally two times a year, but if it is Pattaya.
Frequency is less than But if he comes in Bangkok Frequency may be higher or more
than 2 times / years. Because it comes easily away for free travel is not high. The player
can play more. "
"Our manufacturing system itself. We make savings of up to 100% of the

production itself assumed a player use the capital to 10 million if he might have to
spend $ 20 million because it will have to pay import tax. Combined with the Know
How. Cost to the owner to install them again. This makes the investment in the player's
Wonderful World is not very high. Estimated at 300-350 million, but if you want to
import all the players. Costs will be higher. And capital, excluding land cost. "
For the sake of business parks at the BOI to support that exemption.
MR.SURAPOL said. Now the company has not been BOI Because of our own
production of the player itself. But if in the future. The Company has been importing the
finished player. May have to ask the BOI in order to tax.
(http://webboard.mthai.com/5/2006-07-10/250320.html)
Sale decrease Graph
Sales Decrease 2.5%, 5% and 7.5%

180,000,000
160,000,000
140,000,000
120,000,000 Year 1
100,000,000 Year 2
Year 3
80,000,000
Year 4
60,000,000 Year 5
40,000,000
20,000,000
0
Decrease 2.5% Decrease 5% Decrease 7.5%
148
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151
Project Feasibility Study and Evaluation (1203302)

Wonderland Park
Present to
Aj. Chaiyawat Thongintr
Present by
Miss Benjapha Nilsuwankosit

Miss Apisada Prasitkatkit
Miss Malee Pisailert
Miss Chayada Nitchote
Miss Tossupol Suripad
Tourism Management Section 2

Seat B31, Group Little Cows
Mae Fah Luang University
Link:
152

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Miss Benjapha Nilsuwankosit

Miss Apisada Prasitkatkit

Miss Malee Pisailert

Miss Chayada Nitchote

I would like to acknowledge and extend my heartfelt gratitude to the following

Wonderland Parks is to be the first theme park in Northern region, it located in

7.1 Wonderland Park Project’s Conclusion...................................................................135

1.1 Background and Significance of the Project

1.1.1 Dream World Park

 Trend of Dream world

 Trend of Siam Park

1.1.3 YOYO Land Park

1.1.4 Banana Family Park

 Trend of theme Parks in the world

A = Universal theme park lots reopen after blaze

F = Disney signs deal for Shanghai theme park

• The level happiness of Thai people in the world

• The graph show the happiness of Thai people

Agriculture, Hunting and

Electricity, Gas and Water

Transport, Storage and

Real Estate, Renting and

Public Administration and

Other Community, Social and

Private Households with

The expense per day of visitors in Chiang Rai 2007

The number of visitor in Chiang Rai, 2007

1.2 Project objectives

• To study about investment feasibility of the fun park.

• To analyze the market feasibility of the fun park in Chiang Rai.

• To study about the financial risk feasibility of the business.

• To understand management system of the fun park business.

1.3 Benefits of Project

• Understand more about investment feasibility of the fun park business.

• Learn more about the financial risk feasibility of the business.

1.4 Time Frames

Gantt chart and Time frame of the study

risk of Amusement Fun

Chapter 2: Industry Profile

2.1 Nature of Industry

2.1.1 History of American amusement parks

2.2 Top 10 Amusement park best most in the world

2.2.1 Alton Towers in England

2.2.2 Busch Garden in United States

 Trend of Busch Garden

2.2.3 Cedar Point in United States

 Trend of Cedar Point in United States

2.2.4 Discovery Cove in Florida

 Trend of Discovery Cove

2.2.5 Disney in California

Disney California or simply California Adventure is a theme park in Anaheim,

2.2.6 Kennywood in United States

2.2.7 Lake Compounce in Connecticut

Lake Compounce is an amusement park located in Bristol, Connecticut, United States

 Trend of Lake Compounce

2.2.8 Legoland in California

 Trend of Lego land

2.2.9 Paramount’s in America

 Trend of Paramount’s in America

2.2.10 Sea World in California

 Trend of Sea World

2.3 History of amusement parks in Thailand

2.4 Situation of Industry