BUSINESS PLAN: BATZ-NET GAME CENTER FINAL PROJECT

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1 BUSINESS PLAN: BATZ-NET GAME CENTER FINAL PROJECT By: Batara Imanuel Undergraduate Program School of Business and Management Institute of Technology Bandung 2007

2 ABSTRACT Game center business is a very good and interesting choice for investment. With only Rp for start up capital, this business can gain monthly net income about Rp ,22 for best case, Rp ,22 for normal case, and Rp ,22 for worst case after the sales are stable. Based on the projected cash flow statement, this business can get payback period in 8 month for best case, 9 month for normal case, and 18 month for worst case. Not only does this business require small investment, but it also requires simple technology and low human resource skills. The operators only need to know how to operate the billing software and to have good interpersonal skill to maintain customer relationship. For technology, computer, and maintenance are readily available in the market. In the common practice for many game centers, maintenance support is only about Rp per month. To maximize profit in game center business, the game center has to make the computer capacity utilization reaching 100%. It means that the game center must be able to attract as many customers as possible and make them play as long as possible. To achieve this condition, the game center must be able to offer service in a nice place at a competitive price. Because based on the survey, the motivation factors of customers on choosing a game center are nice place and cheap price. From survey, the best business concept is D-net with 81.93% computer capacity utilization, which requires 16 computer stations. For the second best business concept is Smart-net with 44.53% computer capacity utilization, which requires 48 computer stations. Based on the data above, this business idea composes both of those business concepts to get the best computer stations requirement for better business concept. In doing so, this game center will use the most optimistic and promising business plan which requires 50 computer stations. i

3 From survey, top three ranks for packet that customers usually take are 48.53% for 5 hours, 21.49% for 3 hours, and 16.78% for 10 hours. To increase the length of playing time, a game center must consider the higher level of packet hours. Based on the data above, this game center will use packet 5 hours, 12 hours, and 24 hours at a competitive price. This game center will also give discount price after midnight to maximize computer capacity utilization. For the opening promotion, this game center will give 3 hours free play, discounted price, and also periodic promotion to attract more customers. Milestones to pursue this business plan are selecting and renting place, setup furniture & layout, order & buy computers, setup network/ internet connection, recruit staff, unit test, soft launching/ promotion, normal run. ii

4 ABSTRAKSI Bisnis game center merupakan pilihan investasi yang sangat bagus dan menarik. Hanya dengan Rp untuk modal awal, bisnis ini dapat menghasilkan pendapatan perbulan sekitar Rp ,22 untuk kasus terbaik, Rp ,22 untuk kasus normal, dan Rp ,22 untuk kasus terburuk setelah penjualan stabil. Berdasarkan proyeksi laporan arus kas, bisnis ini dapat balik modal dalam 8 bulan untuk kasus terbaik, 9 bulan untuk kasus normal, dan 18 bulan untuk kasus terburuk. Bisnis ini tidak hanya membutuhkan investasi yang kecil, akan tetapi juga membutuhkan teknologi yang sederhana dan keahlian sumber daya manusia yang dasar. Para operator hanya perlu mengetahui cara mengoperasikan software billing dan mempunyai keahlian antar perseorangan yang baik untuk menjaga hubungan dengan pelanggan. Untuk teknologi, komputer, dan perawatan sudah tersedia di pasar. Dalam praktek umum untuk banyak game center, bantuan perawatan hanya sekitar Rp perbulan. Untuk memaksimalkan keuntungan di bisnis game center, maka game center harus membuat penggunaan kapasitas komputer mencapai 100%. Hal tersebut berarti game center tersebut harus dapat menarik sebanyak sebanyak mungkin pelanggan dan membuat mereka bermain selama mungkin. Untuk mencapai kondisi ini, game center tersebut harus dapat menawarkan pelayanan di tempat yang bagus dan harga yang bersaing. Hal tersebut karena berdasarkan hasil penelitian, faktor motivasi pelanggan dalam memilih game center adalah tempat yang bagus dan harga yang murah. Dari penelitian, bisnis konsep terbaik adalah D-net dengan 81.93% penggunaan kapasitas komputer, dengan menggunakan 16 pos komputer. Untuk bisnis konsep kedua terbaik adalah Smart-net dengan 44.53% penggunaan kapasitas komputer. Dengan menggunakan 48 pos komputer. Berdasarkan data di atas, ide bisnis ini menggabungkan kedua bisnis konsep tersebut untuk mendapatkan penggunaan pos komputer yang terbaik untuk bisnis konsep yang lebih baik. Untuk mencapai hal iii

5 tersebut, bisnis game center ini akan menggunakan rencana bisnis yang optimis dan menjanjikan yaitu dengan menggunakan 50 pos komputer. Dari penelitian, rangking 3 teratas untuk paket yang biasanya diambil oleh pelanggan adalah 48.53% untuk paket 5 jam, 21.49% untuk paket 3 jam, 16.78% untuk paket 10 jam. Untuk meningkatkan lama waktu bermain, game center harus mempertimbangkan tingkat paket yang lebih tinggi. Berdasarkan data di atas, game center ini akan menggunakan paket 5 jam, paket 12 jam, dan paket 24 jam di harga yang kompetitif. Game center ini akan juga akan memberikan potongan harga setelah tengah malam untuk memaksimalkan penggunaan kapasitas komputer. Untuk promosi pembukaan, game center ini akan memberikan 3 jam main gratis, potongan harga, dan juga promosi berkala untuk menarik pelanggan. Jadwal rencana untuk menjalankan rencana bisnis adalah memilih dan menyewa tempat, merancang mebel dan layout, memesan dan membeli komputer, merancang koneksi internet, merekrut pegawai, tes unit, promosi peluncuran perdana, dan berjalan normal. iv

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7 VALIDATION PAGE BUSINESS PLAN: BATZ-NET GAME CENTER By: BATARA IMANUEL ID No: Undergraduate Program School of Business and Management Institute of Technology Bandung 2007 Validated By (Dwi Larso) vi

8 ACKNOWLEDGEMENT This book will never exist with only the work of its author. That is why in this short page, I want to say thanks to; God who gives me power to carry out this final project My beloved family who support me to do this final project My counselor that give me lot of ideas and suggestion for this final project My friends who give me lot of ideas and support in this final project vii

9 LIST OF CONTENTS ABSTRACT.... i VALIDATION PAGE vi ACKNOWLEDGEMENT..... vii LIST OF CONTENTS.. viii LIST OF FIGURES ix LIST OF TABLES.... x LIST OF APPENDICES xi CHAPTER I: INTRODUCTION Background Business Description Scope Data Collection Method Outline... 5 CHAPTER II: BUSINESS PLAN Executive Summary Company and Business Description Service Plan Market Analysis Marketing Plan and Strategy Operation Plan Management Team Financial Plan.. 29 CHAPTER III: CLOSING Conclusions Recommendations REFERENCES APPENDICES viii

10 LIST OF FIGURES Figure 2.1 Competition Map. 21 Figure 2.2 SWOT Analysis Map.. 22 Figure 2.3 Organizational Chart 26 ix

11 LIST OF TABLES Table 2.1 Profile Target Market Table 2.2 Game Centers Capacity Utilization Table 2.3 Price and Packet Game Centers Table 2.4 Ratio Analysis x

12 LIST OF APPENDICES Appendix 1 Game Center Research Appendix 2 Customer Research Appendix 3 Traffic Research Appendix 4 Map Room 37 Appendix 5 One-way ANOVA: Length (hour) versus Sex Appendix 6 One-way ANOVA: Length (hour) versus Age Appendix 7 One-way ANOVA: Length (hour) versus Occupation.. 38 Appendix 8 One-way ANOVA: Length (hour) versus Residence 38 Appendix 9 One-way ANOVA: Length (hour) versus Budget. 38 Appendix 10 One-way ANOVA: Length (hour) versus Motivation. 39 Appendix 11 One-way ANOVA: Customer Quantity versus Game Center Appendix 12 One-way ANOVA: Length (hour) versus Game Center 39 Appendix 13 Regression Analysis: Customer Quantity Factors.. 40 Appendix 14 Regression Analysis: Customer Length Playing Time Factors Appendix 15 One-way ANOVA: Length (hour) versus AC (m²/pk) Appendix 16 Regression Analysis: Length (hour) versus AC (m²/pk) 42 Appendix 17 One-way ANOVA: Length (hour) versus Bandwidth (kbps/comp). 42 Appendix 18 Regression Analysis: Length (hour) versus Bandwidth (kbps/comp). 42 Appendix 19 One-way ANOVA: Length (hour) versus Space (m²/comp) 43 Appendix 20 Regression Analysis: Length (hour) versus Space (m²/comp) Appendix 21 One-way ANOVA: Length (hour) versus Operator (comp/person). 43 Appendix 22 Regression Analysis: Length (hour) versus Operator (comp/person). 44 Appendix 23 One-way ANOVA: Length (hour) versus Computer xi

13 Appendix 24 Regression Analysis: Length (hour) versus Computer.. 44 Appendix 25 Regression Analysis: Length (hour) versus Price (Packet) Appendix 26 One-way ANOVA: Price (Packet) versus Game Center. 45 Appendix 27 One-way ANOVA: Length (hour) versus Category (Packet). 45 Appendix 28 Regression Analysis: Length (hour) versus Category (Packet) Appendix 29 Regression Analysis: Length (hour) versus Established Appendix 30 Regression Analysis: Length (hour) versus Transportation.. 46 Appendix 31 Regression Analysis: Length (hour) versus Traffic. 47 Appendix 32 Regression Analysis: Length (hour) versus Ciwalk (km), BIP (km) Appendix 33 Regression Analysis: Length (hour) versus ITB, Unpad, and Unpar Appendix 34 Game Center Procedures Appendix 35 Food and Drink Procedures Appendix 36 Operator Transition Procedures Appendix 37 Bill Payment Procedures.. 51 Appendix 38 Cash Balance Procedures Appendix 39 Financial Report Procedures. 53 Appendix 40 Operational Report Procedures 55 Appendix 41 Marketing Report Procedures.. 57 Appendix 42 Rules of Absenteeism Procedures 58 Appendix 43 Salaries and Benefit Procedures.. 59 Appendix 44 Start-Up Capital Appendix 45 Income Statement (Best Case). 61 Appendix 46 Income Statement (Normal Case) 61 Appendix 47 Income Statement (Worst Case).. 62 Appendix 48 Balance Sheet.. 63 Appendix 49 Projected Cash Flow (Best Case) 64 xii

14 Appendix 50 Projected Cash Flow (Normal Case) 65 Appendix 51 Projected Cash Flow (Worst Case).. 66 xiii