City Dojo offers group and individual classes in karate and self-defense. City Dojo offers customers added experience over their main competition with instructors that also speak Spanish. There is a potential market of over 250,000 members with City Dojo aiming for enough members to take the total past 200. Their karate business plan states their mission statement as to remodel and upgrade the Dojo, increase paid membership and reduce customer turnover by 30%. The small business is planning to become a limited liability company with the Shihan as principal. The karate sample business plan indicates a marketing strategy based on using a new computer system as well as their current software to target previous 250 previous members. City Dojo has broken it's potential market into 3 segments: The parents of 4-14 year olds, adults 30-49, and those over 50.
Since 1964 City Dojo (a karate school) has been a presence in its community. The dojo, owned and operated by the Shihan (head instructor) since 1975 has seen many changes at both city level and in the Martial Arts industry.
It is estimated that over five million Americans are currently involved in some type of Martial Arts training and while the boom years of the 1960's has past, a steady flow of new students continue to explore the industry.
The location of City Dojo and its surrounding area (a market of over 250,000 potential members) has traditionally been a hot bed for Martial Arts training. Competition is keen. The dojo is at a turning point in its existence; expansion or closure. Currently the City Dojo is operated on a part-time basis (for the love of the art) offering little, if any income for its owner. The following business plan (the dojo's first) was developed as a vehicle to identify potential. What was found is that there is tremendous opportunity in the Martial Arts marketplace and that the dojo is in a solid position not only to exist, but thrive in the Martial Arts industry.
The following plan will show how the dojo can increase from its current break-even point of 65 members to 200 members (80% of capacity) in three years. Sales growth, based on an expanded membership would increase from $65,000 in 2001, to $198,000 by year-end 2004. The business plan suggests the dojo can generate considerable cashflow, if the business is operated on a full-time basis, offering its owner and any investor a healthy income.
In order to accomplish this growth, the dojo requires a $20,000 loan to be repaid over eight years, secured by the owner's collateral in the form of a house.
Remodel and upgrade dojo by year-end 2002 including a new computer, new training mat, new store-front and visitor area, dressing room upgrade and repairs to sauna.
Increase paid membership to 200 by year-end 2004 (equivalent to 80% of dojo capacity).
Reduce membership turnover by 30% by year-end 2004 (measured by number of students taking belt testing from white to blue).
Develop a cashflow that allows for an investment build-up to support future expansion.
City Dojo was established to provide a place where one can learn the art of karate, have fun in the experience, make a commitment to that learning and to use the knowledge as a "stepping stone" to an improved self, family and community. Students will leave the dojo, with an experience that will last a lifetime.
1.3 Keys to Success
Create a unique, modern, clean and safe dojo environment.
Establishment, implementation and tracking of a budget and business plan.
Building a solid Board of Advisors base for both karate training and business issues of the dojo.
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