Trends, Strengths, Highlights and Opportunities of Melbourne Camps - Example

Melbourne Camps Name Course Lecturer Date Executive Summary This five year business plan for Melbourne Camps has been created by its founders as a way to strategize the way forward and secure additional funding for its growth and informing other stakeholders of Melbourne Camps current status as well as its short-term and long-term direction. Melbourne Camps is a new tourist destination concept in Australia and the founders expects it to have greater-than-anticipated demand from local visitors. Its activities, products and facilities are attractive. Melbourne Camp’s target market is filled with tourist and sport-minded customers that would like local destinations where they can visit more often. They will also extend products and activities as per customers’ preferences, appeals and technological changes. New products will be added in its foods, clothing with logos and slogans. Table of Contents Table of Contents iii 1.0 Introduction 1 1.1 Legal Obligations 1 1.2 Management and Ownership 2 1.2.1 Non-Executive Directors 2 1.2.2 Workforce 3 1.3 Insurance 4 2.0 Marketing 4 2.1 Products and Service Process 4 2.2 Industry/ Competition 5 2.2.1 Economic Factors 5 2.2.2 Social Cultural Factors 5 2.2.3 Technological Factors 6 2.3 Marketing 6 2.3.1 Promotion 7 2.3.2 Pricing and Production Costs 8 2.4 Products and Services Offered 9 2.5 Target Market 9 3.0 The Future 11 3.1 Business Aims and Objectives 11 4.0 Financial Management 11 4.1 Risk Management 11 4.2 Funding Needs 12 4.3 Startup Costs 13 4.4 Operation Budget 15 4.5 Budgeted Income Statement 16 4.6 Budgeted Balance Sheet 17 4.7 Budgeted Cash Flow Statement 18 4.8 Break Even Analysis 22 5.0 Conclusion 22 6.0 References 24 1.0 Introduction The business is registered with Australian government under the name Melbourne Camp. It is therefore a licensed company. It reflects a passion for indoor activities. Currently, Melbourne Camp concept focus on local consumers and particularly those from the age of 45 to 54 who have in the past three years comprised the largest group of tourists. In turn, the Melbourne camp concept will expand its attraction capabilities and work on towards ensuring that revenues triple every year. This Business Plan will address the concept in details, how products will be introduced, operations, entering in the market and promotion, financial management and productivity plans. 1.1 Legal Obligations As Bishop, Kapila, Hicks, Mitchell & Vorhies (2009) observes, UK mandates the local governments to implement uphold and fulfill their duty to protect the rights of citizens’ water and sanitation, personal and essential livelihood needs. This covers the protection from infringements of tourism business. All the above rights should not come second or be compromised through tourism development. Melbourne Camp might be faced with massive local opposition due to the need to protect the nature. Eventually, it might take long to effectively start up the buildup activities. A major legal obligation includes; land use planning based on assessing available freshwater in determining an area tourism carrying capacity. Development of Melbourne Camp will need to take into account infrastructure capacities like waste, sewerage and electricity. Melbourne Camp will have to show how it will control erosion through developed sand land. The measures must prove that tourist safety is recognized as well as surrounding natural resources from erosion risks and damages. The idea will be followed by meaningful strategies for conservation such as reduced water consumption and other sustainable programs. 1.2 Management and Ownership The business owners are Abdullah, Mohamed, Mubarak and Hamza. Currently, Melbourne camp is working with Project Managers in planning and construction. As Procurement Manager is required with key skills in breaking down into details the goods, services, works and consultancies required in each case. As visitors expand, Melbourne camp will adjust by bringing in other major roles like HR, training and activities managers. Service staffs will also be increased to meet high season demands. 1.2.1 Non-Executive Directors The existing directors are skilled in business skills. However, due to intricate corporate social responsibility and environmental matters, Melbourne camp requires additional two non-executive directors who can guide in these two areas. Melbourne Management Structure 1.2.2 Workforce Grade Minimum Maximum* Full-time Part-time Administrative Assistant 14,500 15,900 8 5 Assistant Officer 17,500 19,700 3 2 Officer 22,600 26,200 4 3 Higher Officer 28,600 32,600 2 1 Senior Officer 35,200 39,600 3 2 Training grade (graduate development program) 27,000 39,900 2 4 Grade7 46,900 54,700 2 - Grade 6 57,500 67,300 1 - As stated above, Melbourne camp will rely on part-time staff in most of its services as a way to reduce high recurring costs. That will require agreed criteria for selection and recruitment. Melbourne camp opts to engage specific staffs and particularly those taking services-related courses. There will be a balance between different cultures, gender and staffs from different ethnic backgrounds. The staffs will be taken in frequently and that means orientation and training on Birmingham Sands services and activities will be done often. 1.3 Insurance The company will identify employee’s issues that concerns insurance it will involve employees in insurance services. It will then assess the precise and improvement insurance policies and follow to ensure their implementation. Evaluate the effectiveness of insurance services taken and review it according to set objectives. In addition, the company will ensure insurance of all its assets against damage, fire and loss. The company therefore, will adapt different insurance policies to protect its employees and resources. 2.0 Marketing 2.1 Products and Service Process Most of facilities and equipments to develop Melbourne Camp are accessible locally. These include; sand, sports facilities and Canadian foods. Entertainment will majorly comprise of soft music and during major events, there will be live presentations from Canadian entertainers who are easy to contact. There are many students in Canada who have an experience in Canadian cultures and styles and will be contacted to support some of these activities. 2.2 Industry/ Competition Melbourne will consider different factors to ensure competitive completion with rival companies. These factors include economic, social and technological factors. 2.2.1 Economic Factors Change in economic trends including price, consumer tastes, preferences and foreign exchange are inevitable in tourism industry. According to Taks, et al (2009), production costs changes over time and it is vital to evaluate price fluctuations in near future. However, the government does not set price and its monetary and fiscal policies may not influence the cost of production in the next five years. Though competitors in United States might affect Melbourne Camps will adapt considerable prices that influences local visitors who might not see the need to incur expensive trips. Hence it will increase completion and productivity in the tourism sector. 2.2.2 Social Cultural Factors Culture is important in identifying the behaviour of people and display unique pattern of life for a society (Thornton, Ribeiro-Soriano & Urbano 2011). Those people with similar culture manifest similar values, customs, beliefs that bring them together. However, US community is made up of mixture of societies from different background but mainly the whites. Melbourne Camps will adopt differ methods to be viable in different regions and segments. It has also to acknowledge the rights of religion, race, gender, personal association and political activities in its marketing and interactive strategies. As a result, increase completion in the industry. 2.2.3 Technological Factors Tourism industry also relies on technology in running its operations as it continues to change and make business relevant in market. Technology will influence the type of facilities to be adopted for Melbourne activities. Majorly, the area that will be influenced by technology is continuous adoption of sporting facilities and upgrading accommodation and furniture often (Navickas & Malakauskaite 2009). This will promote competition and productivity of the company. 2.3 Marketing Melbourne Camps will use sales promotions, non-traditional marketing strategies and public relations as its strongest part of marketing mix. Through product strategy, we intend to offer high-quality camps items and activities including involving sporting activities, foods with appeal to Canadian culture as well as other local cultures, T-shirts, caps, jackets and fleece vests with different logos and slogans that specifically mark a particular sporting activities to those who are involved. The founders have researched the most popular colours for such activities such as sunset red, river rocky grey, sunrise pink and sea blue among others that will be offered in different seasons to regular visitors. Visitors’ will select a logo that represents their most important sport. Slogans will be changed with a year to mark different experience. Some logos and slogans will be retired while new ones are being introduced to keep the concept fresh to attract first time customers. Secondly, Melbourne camp will expand its products in the camps to reflect lively entertainment, group activities, sleeping layouts and facilities that come in trendy shapes and colors with wallpapers of different sizes and choice of logos and slogans. Every activity and product at Melbourne Camp will bear a unique logo. Distribution strategy will be built by starting to market Melbourne Camp through local and regional radio stations, magazines and business newspapers. This will enable us to reach different customers scattered along the Coast, South, North-West and northern Melbourne. So far, Melbourne camps marketing will not focus on national distribution to ensure that the facilities are not overloaded. Over the next 2 years, Melbourne Camps will seek an expanded distribution of visitors by focusing at national marketing and reach other regions like England. In addition, it will embark on online offering via Internet as more profitable mode of marketing in tourism industry (Dwyer, et al 2009). 2.3.1 Promotion Promotional strategies will also be included to communicate with customers about Melbourne Camps in various ways. Information about Melbourne Camps and its products will be available via Internet, approach in person and direct mailing. Personal contact will be used to promote products where persons and organizations will be contacted by phone to convey Melbourne Camp message, demonstrate unique activities and concepts. In addition, public relations will make a bulk of promotional strategy by increasing contests and events through offering free trips to those who comes with a friend in the next visit. There are a number of non-traditional marketing methods that will be applicable for Melbourne Camps and require little money but a lot of creativity to make them effective. Melbourne Camps will implement ideas like distribution of discount coupons, free water and offering free outdoor sporting events. In the next year, Melbourne Camps plans to put in gear a number of marketing efforts: Create Melbourne Camps Tour where several Melbourne Camps staffs will take turns and drive around different regions in UK to campground as well as distribute promotional items like stickers and discount coupons. Attend community events, expos and other events like races, bicycling, and rock climbing events to distribute stickers, shorts, hats and discount coupons. Organize Melbourne Camps contest and select winning teams, slogans and logos to add as a mark of customers that won as a team. 2.3.2 Pricing and Production Costs Melbourne Camps founders focuses to put production cost in the first five years to the lowest point possible. Production cost will involve the overall operating costs and activities that go direct to overall costs like raw materials, man hours and utilities. For man-hours, the recurring costs can be put low through having a third of staffs on full-time employment basis with two-thirds on part-time basis and majorly comprising international students from United States. There will be minimum facility maintenance costs after initial deployment. Utilities might comprise one of the most significant parts of production costs and particularly during winters where the tents will require heating. However, this season will avoid many visitors or attract a segment of customers who are able to pay higher and offset huge utility bills. Pricing strategy is taken as core part of marketing as Melbourne Camps products and services are priced with competition in mind. Melbourne Camps does not focus to set high prices as a signal of prestige or luxury and at the same time does not attempt to achieve its goals by offsetting low prices to attract more visitors. Instead, value pricing will be practiced for customers to feel comfortable in visiting more often (Tsai, Song & Wong 2009). The pricing strategy will also be set for organized activities like birthdays and other customized services at a higher price than regular activities but done at customers’ requests 2.4 Products and Services Offered Melbourne Camp aims at developing and promoting tourism by providing combination of pleasant experience and adventure sports. Major activities in the camp will be; horse riding, bike riding and indoor sports activities. In addition, there will be wide-range of choices in foods, accommodation and entertainment like Canadian dance performance so that customers may experience Canadian generosity and warmth. Currently, there is absolutely no competition in camp business in Canada. At the same time, domestic tourism is on the rise due to demand for cost-efficient camps. That will mean that, Melbourne Camp will attract many customers once it is set up and fully functioning. Most of facilities and equipments to develop Melbourne Camp are accessible locally. These include; sand, sports facilities and Arabic foods. Entertainment will majorly comprise of soft music and during major events, there will be live presentations from Arabic entertainers who are easy to contact. There are many students in UK who have an experience in Arabic cultures and styles and will be contacted to support some of these activities. 2.5 Target Market The target market for Melbourne will comprise of active consumers and people who like to hike, bicycle, figure skater, ride horses, and other such activities like in door games. Melbourne camp has identified active group of customers and particularly for people who are busy; either in school, college or university or working and find it hard to go abroad to spend much time. These customers might have comfortable incomes but are price conscious seeking value for their expenses. Regardless of age, the customers have active lifestyles. Currently, Melbourne Camp customers are targeted in Downtown, George, Fairfield, Oaklands, Rockland, Victoria West, Foul bay and James Bay. 2.6 Advertising and Sales These activities are built on Melbourne Camps business goals and objectives through advertisement. a). Clarify Sales Process Generate various strategies as identified in marketing strategy above Carry out contact and appointment through phones, emails, third-party introduction, scripts and templates. Ensure continuous needs analysis through face-to-face conversations with customers, rapport, and connecting, building trust, caring services and planning the next meeting. Use personal handwritten notes, testimonials and follow up. b). Clarify Melbourne Camps Ideal clients by looking at the most profitable visitors, the region that mostly visits, relationship viability and size. c). Lead generation activities like networking with small groups, workshops, using affiliations and niche marketing to target particular kind of customers. d). Time and priority strategies This will involve identifying important activities in Camps to be done routinely or increase facilities. Planning for different seasons will be ensured to proactively meet the targets for low seasons as well as high seasons. e). Ensure tracking and measurement activities This will use Key performance Measures through daily, weekly, monthly and annual visits through the use of tolls like spreadsheets and registration books (Bieger, Beritelli & Laesser (2009). 3.0 The Future 3.1 Business Aims and Objectives Melbourne Camp focus to be a leading tourist sand destination in Europe, a marketer of tourist activities and personalized events for domestic tourists who love indoor sand and adventure activities. Melbourne Camp wants to inspire people so that they may visit more often and enjoy with family and friends when they visit. In addition, Melbourne Camp will come up with programs to ensure sound environmental preservation and avoid potential legal barriers that might be enforced following the health, safety, environmental and risks incidences. 4.0 Financial Management 4.1 Risk Management Melbourne Camp is expected to follow the normal trend of product life-cycle stages. Consequently, the focus is limited to the first five years of since its introduction with a 30% revenue increase in each year. Currently, it is expected that the Melbourne Camp will be less popular as the service will be at its introduction stage. Growth is expected in the second year after effective word-of-mouth marketing and through referrals, recommendations, past customers’ endorsements and through testimonials (Pike 2009). By the fourth year, it is expected that it will reach maturity as founders will have used other effective methods like local radio channels, tours and travel Websites, magazines and through other media to ensure a rapid increase of visitors. By the fifth year, the growth curve is expected to grow slowly as there will only be new product development to ensure that the idea is kept afresh for regular customers. 4.2 Funding Needs Melbourne Camps requires a lot of funding for resources including construction materials, facilities, contracting for Websites and webhosting, money for lease, obtaining government approval and resources for continuous promotional activities. The founders will involve investors and banks to fund most of these projects. At the same time, resources will be accessed in the markets where they can be sourced with the lowest costs possible. Sands and construction materials will be accessed locally to reduce transport costs, delay and ensure that they comply with quality standards. Sporting facilities will be accessed from China where they can be bought cheaply in great quantities and shipped as tent structures are being completed. Web development and hosting will be accessed locally to ensure that Melbourne Camps is able to communicate at all time. It is important to note that, there will be a resource calendar to design when a certain resource will be contracted and priority as set in the resource breakdown structure (Wu, Xu & He 2009). There are many sources of funding that Melbourne Camps sees and can even use combination that is right depending on considerations of pros and cons. As Teece (2010), observes, considerations of funding and investment depends on business, goals, business cycle, location and other factors. Some of the suggestions have been peer-to-peer where founders can connect with well up individuals to fund business activities. The best thing with peer-to-peer funding is setting agreeable interests based on friendship, sense of support or mutually agreed benefits between the business and such individuals. The only drawback is where middle men are to be included since that will mean paying unnecessary charged for the brokers. Equity will be another avenue that can be accessed from regional and national players or occasionally from government supported organizations. The third avenue is loans that are available from major banks, regional providers and from specialist. Most activities such as land hire, planning and landscaping as well as sporting facilities require a lot of money. However, after they are initially established, Melbourne Camps management will use the remaining part of profits to support new products and activities. 4.3 Startup Costs START-UP COSTS Cost ($) EQUIPMENT/CAPITAL COSTS Cost ($) Registrations   Business purchase price $230,000 Business name $500 Franchise fees $20,000 Licenses $200 Start-up capital $300,000 Permits $200 Plant & equipment   Domain names $50 Vehicles $40,000 Trade marks/designs/patents $400 Computer equipment $30,000 Vehicle registration $230 Computer software $5,600 More… $320 Phones $4,000 Membership fees $200 Fax machine $2,000 Accountant fees $900 More… $2,000 Solicitor fees $1,200 Security system $6,000 Rental lease cost (Rent advance/deposit) $3,000 Office equipment   Utility connections & bonds (Electricity, gas, water) $2,000 Furniture $7,000 Phone connection $500 Shop fit out $4,000 Internet connection $400 More… $1,500 Computer software $5,000     Training $4,000     Wages $43,000     Stock/raw materials $28,000     Insurance       Building & contents $300     Vehicle $600     Public liability $2,000     Professional indemnity $600     Product liability $300     Workers compensation $3,200     Business assets $5,000     Business revenue $10,000     Printing $2,000     Stationery & office supplies $1,700     Marketing & advertising $4,000     More… $2,000     Total start-up costs $121,800 Total equipment/capital costs $652,100 4.4 Operation Budget Melbourne Camps management has set a personal survival budget to show its different commitments. It sets costs for each year to get the total money needed and what the business will need to make. In turn, it helps plan the business better and seek for ways to raise finance and use it to woo investors for them to see that the business will make substantial amount of money for survival (Longnecker 2011). Costs in details Month (£) Yearly (£) 1. Land hire and services charges 3000 36000 2. Utilities: Electricity, water, gas, heating 2000 24000 3. Telephones and communication 400 4800 4. Facilities maintenance 1000 12000 5. Tent-keeping, repairs 1000 12000 6. Food 6000 72000 7. Clothes: caps, T-shirts, bags 1000 12000 8. Insurance: property and personal 1200 14400 9. Vehicle: tax, insurance, repairs, petrol 3000 36000 10. Transport 2000 24000 11. Entertainment 2000 24000 12. Loans & repayments 4000 48000 13. Taxes 500 6000 14. Staff recruitment and remunerations 7000 94000 15. Training costs 1500 18000 16. Promotional strategies 4000 48000 17. Contingencies and emergencies 1000 12000 Total 40, 600 497,200 Table 1.0 Personal Survival Budget 4.5 Budgeted Income Statement PROFIT & LOSS FORECAST [Year 1] [Year 2] [Year 3] Sales $ 400,000 $ 550,000 $ 700,000 less cost of goods sold $ 150,000 $ 180,000 $ 220,000 Gross Profit $ 250,000 $ 370,000 $ 480,000 Less Expenses Accountant fees $ 3,000 $ 3,500 $ 3,500 Advertising & marketing $ 3,000 $ 3,100 $ 3,100 Bank fees & charges $ 2,000 $ 2,300 $ 2,500 Bank interest $ 5,000 $ 5,000 $ 5,000 Credit card fees $ 3,000 $ 3,000 $ 3,000 Utilities (electricity, gas, water) $ 2,500 $ 2,500 $ 2,500 Telephone $ 1,500 $ 1,500 $ 1,500 Lease/loan payments $ 20,000 $ 20,000 $ 20,000 Rent & rates $ 5,000 $ 5,000 $ 5,000 Motor vehicle expenses $ 3,000 $ 3,500 $ 4,000 Repairs & maintenance $ 4,000 $ 2,000 $ 3,200 Stationery & printing $ 2,000 $ 2,000 $ 2,000 Insurance $ 4,500 $ 4,500 $ 4,500 Superannuation $ 15,000 $ 15,000 $ 15,000 Wages (including PAYG) $ 89,000 $ 89,000 $ 89,000 More… $ 1,000 $ 1,000 $ 1,000 Total Expenses $ 163,500 $ 162,900 $ 164,800 NET PROFIT $ 86,500 $ 207,100 $ 315,200 4.6 Budgeted Balance Sheet BALANCE SHEET FORECAST [Year 1] [Year 2] [Year 3] Assets       Cash $90,000 $178,000 $23,000 Petty cash $79,000 $5,000 $6,000 Inventory $90,000 $120,000 $122,300 Pre-paid expenses $100,000 $52,500 $7,000 Property & land $300,000 $500,000 $790,000 Renovations/improvements $5,000 $9,700 $83,000 Furniture & fittings $50,000 $100,000 $50,000 Vehicles $150,000 $40,000 $40,000 Equipment/tools $120,000 $150,000 $230,000 Computer equipment $20,000 $20,000 $23,000 More… $121,600 $90,000 $1,000         TOTAL ASSETS $1,125,600 $1,265,200 $1,375,300 Liabilities       Accounts payable $4,000 $3,000 $2,000 Accrued Wages $5,000 $4,000 $4,000 Accrued Interest $6,000 $4,000 $2,000 Loan $2,000 $15,000 $10,000 More…       Total Liabilities $17,000 $26,000 $18,000 Net Assets $1,108,600 $1,239,200 $1,357,300 Owners' Equity $300,000 $300,000 $300,000 Capital at start $652,100 $652,100 $652,100 Add Net Profit (or Less Net Loss) $86,500 $207,100 $315,200 Less Drawings $70,000 $80,000 $90,000 Owners' Equity at end $1,108,600 $1,239,200 $1,357,300 4.7 Budgeted Cash Flow Statement EXPECTED CASHFLOW [YEAR] Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec OPENING BALANCE $0 $19,080 $38,159 $57,239 $76,319 $95,398 $114,478 $133,558 $152,637 $171,717 $190,797 $209,876 Cash Inflows                         Sales $37,000 $37,000 $37,000 $37,000 $37,000 $37,000 $37,000 $37,000 $37,000 $37,000 $37,000 $37,000 Asset sales $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 Debtor receipts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Cash Inflows $38,000 $38,000 $38,000 $38,000 $38,000 $38,000 $38,000 $38,000 $38,000 $38,000 $38,000 $38,000                           Cash Outflows                         Purchases (Stock etc) $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 Accountant fees $420 $420 $420 $420 $420 $420 $420 $420 $420 $420 $420 $420 Solicitor fees $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 Advertising & marketing $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 Bank fees & charges $167 $167 $167 $167 $167 $167 $167 $167 $167 $167 $167 $167 Interest paid $420 $420 $420 $420 $420 $420 $420 $420 $420 $420 $420 $420 Credit card fees $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 Utilities (electricity, gas, water) $208 $208 $208 $208 $208 $208 $208 $208 $208 $208 $208 $208 Telephone $125 $125 $125 $125 $125 $125 $125 $125 $125 $125 $125 $125 Lease/loan payments $1,667 $1,667 $1,667 $1,667 $1,667 $1,667 $1,667 $1,667 $1,667 $1,667 $1,667 $1,667 Rent & rates $420 $420 $420 $420 $420 $420 $420 $420 $420 $420 $420 $420 Motor vehicle expenses $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 Repairs & maintenance $334 $334 $334 $334 $334 $334 $334 $334 $334 $334 $334 $334 Stationery & printing $167 $167 $167 $167 $167 $167 $167 $167 $167 $167 $167 $167 Membership & affiliation fees $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0   Licensing $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 Insurance $375 $375 $375 $375 $375 $375 $375 $375 $375 $375 $375 $375 Superannuation $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 Wages (including PAYG) $7,417 $7,417 $7,417 $7,417 $7,417 $7,417 $7,417 $7,417 $7,417 $7,417 $7,417 $7,417 More…                                                   Total Cash Outflows $18,920 $18,920 $18,920 $18,920 $18,920 $18,920 $18,920 $18,920 $18,920 $18,920 $18,920 $18,920                           Monthly cash balance $19,080 $19,080 $19,080 $19,080 $19,080 $19,080 $19,080 $19,080 $19,080 $19,080 $19,080 $19,080 CLOSING BALANCE $19,080 $38,159 $57,239 $76,319 $95,398 $114,478 $133,558 $152,637 $171,717 $190,797 $209,876 $228,956 4.8 Break Even Analysis BREAK-EVEN CALCULATOR Timeframe (e.g. monthly/yearly)   Average price of each product/service sold $500.00 Average cost of each product/service to make/deliver $120.00 Fixed costs for the month/year $90.00     Percentage of price that is profit $0.76 Total sales needed to break-even $118.42 Number of units sold needed to break-even $0.24 5.0 Conclusion This tourism strategic business plan has recapped on the trends, strengths, highlights and opportunities of Melbourne Camps as well as its constraints and threats. Eventually, it can develop objectives after a good analysis of the situation. In analysis of Melbourne Camps tourist destination plan, most of aspects are highlighted due to their importance and need for inclusion. First, it has highlighted existing tourism development like land and environment concerns, facilities and accommodation, facilities and tourist services as well as levels of quality. The plan determines the characteristics and attitudes that are core to Desert Tent attractions, facilities as well as services. Secondly, it has demonstrated operations and close coordination that is necessary, inclusion of other stakeholders and clear insights on economic, political and socio-cultural trends and changes. Thirdly, local strategic partnership is envisaged as important to monitor business promotional activities in the community and regional influence and promotion of development to core infrastructure. Eventually, the plan has set the importance of having effective goals, support, direction, recognition as well as changes, feedback and progress. 6.0 References Bieger, T, Beritelli, P, & Laesser, C 2009 Size matters!-Increasing DMO effectiveness and extending tourist destination boundaries Turizam: znanstveno-stručni časopis, 573, 309-327. Bishop, J, Kapila, S, Hicks, F, Mitchell, P, & Vorhies, F 2009 New business models for biodiversity conservation Journal of sustainable forestry,283-5, 285-303. Dwyer, L, et al 2009 Destination and enterprise management for a tourism future Tourism Management, 301, 63-74. Khattab, A A, et al 2012 Executives' perception of political-legal business environment in international projects International Journal of commerce and Management,223, 168-181. Longnecker, J 2011 Small business management Cengage Learning. Malhotra, R, & Venkatesh, U 2009 Pre-crisis period planning: Lessons for hospitality and tourism Worldwide Hospitality and Tourism Themes, 11, 66-74. Navickas, V, & Malakauskaite, A 2009 The possibilities for the identification and evaluation of tourism sector competitiveness factors Inzinerine Ekonomika-Engineering Economics, 161, 37-44. Pike, S 2009 Destination brand positions of a competitive set of near-home destinations Tourism management, 306, 857-866. Taks, M, et al 2009 Factors affecting repeat visitation and flow-on tourism as sources of event strategy sustainability Journal of Sport & Tourism, 142-3, 121-142. Teece, D J 2010 Business models, business strategy and innovation Long range planning, 432, 172-194 Thornton, P H, Ribeiro-Soriano, D, & Urbano, D 2011 Socio-cultural factors and entrepreneurial activity An overview International Small Business Journal,292, 105-118. Tsai, H, Song, H, & Wong, K K 2009 Tourism and hotel competitiveness research Journal of travel & tourism marketing, 265-6, 522-546. Wu, S L, Xu, L, & He, W 2009 Industry-oriented enterprise resource planning Enterprise Information Systems, 34, 409-424. Read More