Building a golf course involves many considerations. The biggest is trying to figure out how to maximize potential revenue while also keeping the golfers happy. You have a limited amount of possible time that can be sold. For example, if your course has really high times to finish 18 holes, it means you will have to charge more in order to turn a profit, or else there will not be enough volume to cover operational costs.
However, you don’t want to make the course so quickly that it diminishes the experience. The basis for how revenue is driven in this model is based on that primary balance.
You will also see reference links in the model that give a good overview of what is involved in building your own golf course. You will likely spend somewhere around 5 to 10 million on the low end. It just depends on land/construction costs and whatever kind of features you have.
There is an option for ancillary revenue via food and beverages.
An ‘equity’ tab and ‘distribution’ tab exist to plan out possible cash proceeds and flows to investors that come on in different rounds, up to 6, based on the valuation they join at and the amount, it will diminish the owner’s equity.
You will have a wide range of financial performance visualizations to better see what the results of your assumptions are. An executive summary is available to view high-level figures as well as a more detailed monthly and annual pro forma view. There is an annual break-even tab to show how much annual revenue you must make to break even while taking into account variable and fixed costs.
You’ve also got the ability to plan out an exit month and the exit value based on an annualized revenue multiple per the month of exit. This all flows through to all the main line items dynamically and the debt (if any) is paid back at that date based on the remaining loan balance.
There is a discounted cash flow area that applies to each potential investor and the owner as well as IRR for each, as well as for the project.
Be sure to clear out all the assumptions and build your own case.
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Great model except that it’s missing a significant source of revenue/expense in the driving range operations. Might want to incorporate it in the next model update. Best – Joe Berro
Thank you for your feedback.