Industry Overview
Water parks are seasonal entertainment businesses with peak operating periods influenced by weather, holidays, and consumer leisure patterns. The Entertainment Kingdom Water Park is planned to generate business during two major peak seasons, from April to June and from August to October. During the off-peak season, the water park area can support complementary activities such as events, helping broaden the use of the facility throughout the year.
The business strategy is intended to address multiple customer segments, including corporate organizations, institutions, groups, and the general public. A combination of print, digital, and television media is proposed to support marketing, customer acquisition, group bookings, institutional bookings, and online business-to-customer ticket sales. The project also considers water-based attractions, slides, pools, children's areas, infrastructure, accessibility, safety provisions, food and beverage, retailing, and resort or free-zone revenue opportunities as components of an integrated amusement and water-park business model.
Cost Estimation
| Particulars | Cost |
|---|---|
| Land & Building (500 Decimals) | Rs. 5.39 Cr |
| Plant & Machinery | Rs. 3.61 Cr |
| Working Capital for 3 Months | Rs. 94 Lac |
| Total Capital Investment | Rs. 10.35 Cr |
| Rate of Return | 22% |
| Break Even Point | 64% |
Content Index
- PROJECT AT A GLANCE
- 1. MISSION OF ENTERTAINMENT KINGDOM WATER PARK
- 2. VISION & PLAN OF THINGS
- DEMOGRAPHIC LOCATION & TRAVEL DISTANCE
- TRAVEL DISTANCE ENTERTAINMENT KINGDOM FROM CITIES & TOWN
- ENTERTAINMENT KINGDOM INFRASTRUCTURE:
- INFRASTRUCTURE OF ENTERTAINMENT KINGDOM
- BUSINESS STRATEGY &FOOTFALL DYNAMICS-ENTERTAINMENT KINGDOM
- BUSINESS STRATEGY:
- ENTERTAINMENT KINGDOM HAS FOLLOWING BUSINESS MODEL AS UNDER
- GROUP BOOKING TARGET MARKET:
- INSTITUTIONAL BOOKING:
- B2C (BUSINESS TO CUSTOMER) ON LINE BOOKING:
- THE MAGIC OF WATER
- THE MAGIC OF WATER
- APPROACH & METHODOLOGY
- DETAILS OF TICKET PRICING
- FACTORS INFLUENCING DEVELOPMENT OF AN AQUA/AMUSEMENT PARK
- LOCATIONAL FACTORS
- TARGET MARKET FOR THE PARK – MARKETS CAN BE DISTINGUISHED AS FOLLOWS:
- SUCCESS DRIVERS
- INTEGRATED DEVELOPMENT –
- ACCESSIBILITY –
- WATERPARK SUCCESS: DESIGNING THE PERFECT WATERPARK
- DEFINING SUCCESS
- STUDYING YOUR OPPORTUNITIES
- THE PROPER BLEND
- CAPACITY HOLDERS
- CHILDREN’S AREA
- MACHINERY REQUIRED
- DETAILS OF WATER SLIDES
- GENERAL WATER FEATURES THAT IS INCLUDED
- CONVENTIONAL WATER SLIDES OR TUBES
- INNER TUBE RIDES
- SPEED SLIDES
- DROP SLIDES
- WAVE POOLS
- ACTIVITY POOLS
- INFLATABLE TOYS
- FEW POPULAR WATER PARKS NAME IN INDIA
- ITEMS TO INCLUDE IN THE PLANS
- WATER SLIDES OR TUBES
- SLIDE ATTRACTION ENTRANCE AND EXIT
- ENTRY POOL OR RUN-OUT
- POOL DIMENSIONS AND SURFACING MATERIAL DESCRIBE THE POOL DIMENSIONS AND AREA:
- WALKING SURFACES AND DIMENSIONS
- POOL FLOOR AND WALL DIMENSIONS
- POOL SETBACKS
- BARRIER PROTECTION
- AT POOLS WITHOUT LIFEGUARDS:
- LATCHES MAY BE ONE OF THE FOLLOWING:
- INLETS AND OUTLETS AND MAKE-UP WATER
- MAIN DRAINS
- HOW TO START A WATERPARK
- GOVT. CLEARERS & REQUIRED
- CONTACT DETAILS OF SUPPLIER
- PHOTOGRAPHS OF EQUIPMENT
- PHOTOGRAPHS OF WATER PARK
- DETAILS OF REVENUE MODEL
- REVENUE FOOD & BEVERAGE:
- REVENUE FROM RETAILING:
- REVENUE FROM RESORT & FREE ZONE:
- SUPPLIERS OF PLANT AND MACHINERY
Appendix
- APPENDIX – A:
- 01. PLANT ECONOMICS
- 02. LAND & BUILDING
- 03. PLANT AND MACHINERY
- 04. OTHER FIXED ASSESTS
- 05. FIXED CAPITAL
- 06. RAW MATERIAL
- 07. SALARY AND WAGES
- 08. UTILITIES AND OVERHEADS
- 09. TOTAL WORKING CAPITAL
- 10. TOTAL CAPITAL INVESTMENT
- 11. COST OF PRODUCTION
- 12. TURN OVER/ANNUM
- 13. BREAK EVEN POINT
- 14. RESOURCES FOR FINANCE
- 15. INSTALMENT PAYABLE IN 5 YEARS
- 16. DEPRECIATION CHART FOR 5 YEARS
- 17. PROFIT ANALYSIS FOR 5 YEARS
- 18. PROJECTED BALANCE SHEET FOR (5 YEARS)
Frequently Asked Questions
A water park can generate revenue through admissions, group bookings, food and beverages, retailing, events, and complementary hospitality facilities.
A diversified revenue model can reduce dependence on admission tickets alone. Corporate groups, educational institutions, families, and the general public can represent different customer segments. Additional facilities and activities can also support revenue generation during periods when water-based attractions experience lower demand.
Location is important because accessibility directly affects visitor convenience, travel time, and the potential catchment area.
A water park should be evaluated in relation to surrounding cities and towns, road connectivity, population centres, tourism activity, competing attractions, available land, utilities, and site suitability. Easy access can support repeat visits as well as group and institutional bookings. Travel distance and demographic characteristics should therefore be considered together when assessing the commercial potential of a proposed park.
A water park can include a combination of slides, tube rides, pools, wave pools, children's areas, and other water features.
The report identifies conventional water slides or tubes, inner tube rides, speed slides, drop slides, wave pools, activity pools, and inflatable toys. A suitable attraction mix should consider the intended customer segments, site characteristics, safety requirements, operational capacity, and overall park design. Children's attractions and appropriate entry and exit arrangements can also be important components of the visitor experience.
A water park can improve year-round utilization by combining peak-season operations with events and complementary business activities.
The report identifies April to June and August to October as the two peak seasons and indicates that events can be conducted in the off-peak period. Marketing through print, digital, and television media can support customer acquisition, while corporate, institutional, group, and general-public segments can provide multiple sources of demand. Seasonal promotions and non-water activities may further help maintain visitor engagement when water-park demand is lower.
Common water park revenue streams include ticket sales, food and beverages, retailing, events, and hospitality-related services.
The report specifically considers revenue from food and beverage, retailing, and resort and free-zone activities in addition to the broader revenue model. These additional streams can increase visitor spending beyond entry tickets. Their feasibility depends on visitor profile, facility planning, pricing, operating arrangements, location, and the ability of the park to provide convenient services that complement the core water-based attractions.
Water park planning should incorporate appropriate pool design, water circulation systems, access controls, barriers, drainage, and visitor safety measures.
The report covers pool dimensions and surfacing, walking surfaces, pool floors and walls, pool setbacks, barrier protection, latches, inlets and outlets, make-up water, and main drains. Lifeguard arrangements and appropriate safety controls should be considered according to the attractions and applicable requirements. Proper engineering, construction standards, water treatment, inspection, and operational procedures are essential for safe and reliable park operation.
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