tourism agency business plan

Travel Agency Business Plan Template

Written by Dave Lavinsky

Over the past 20+ years, we have helped over 10,000 entrepreneurs and business owners create business plans to start and grow their travel agencies. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through a travel agency business plan template step-by-step so you can create your plan today.

Download our Ultimate Business Plan Template here >

What is a Travel Agency Business Plan?

A business plan provides a snapshot of your travel agency as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategy for reaching them. It also includes market research to support your plans.

Why You Need a Business Plan for a Travel Agency

If you’re looking to start a travel agency or grow your existing travel agency you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your travel agency in order to improve your chances of success. Your travel agency business plan is a living document that should be updated annually as your company grows and changes.

Source of Funding for Travel Agencies

With regards to funding, the main sources of funding for a travel agency are personal savings, credit cards, bank loans and angel investors. With regards to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the loan officer will not only want to confirm that your financials are reasonable. But they will want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business.

The second most common form of funding for a travel agency is angel investors. Angel investors are wealthy individuals who will write you a check. They will either take equity in return for their funding, or, like a bank, they will give you a loan.

Finish Your Business Plan Today!

Your travel agency business plan should include 10 sections as follows:

Executive Summary

Your executive summary provides an introduction to your business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.

The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of travel agency business you are operating and the status; for example, are you a startup, do you have a travel agency that you would like to grow, or are you operating a chain of travel agencies.

Next, provide an overview of each of the subsequent sections of your plan. For example, give a brief overview of the travel agency industry. Discuss the type of travel agency you are operating. Detail your direct competitors. Give an overview of your target customers. Provide a snapshot of your marketing plan. Identify the key members of your team. And offer an overview of your financial plan.

Company Analysis

In your company analysis, you will detail the type of travel agency you are operating.

For example, you might operate one of the following types:

• Commercial Travel Agencies : this type of travel agency caters to business travelers. These agencies specialize in tracking down deals for business travelers to help companies manage travel costs.
• Online Travel Agencies : this type of travel agency exists only in cyberspace. They provide clients with the convenience of online booking and discounts that are available only to professional travel agencies.
• Niche Travel Agencies : this type of travel agency provides clients with specialized knowledge of a region.
• Membership Associations : Memberships associations give travelers access to the organization’s travel planning services for the cost of an annual membership rather than charging per transaction. This type of agency offers the most benefit to frequent travelers.

In addition to explaining the type of travel agency you operate, the Company Analysis section of your business plan needs to provide background on the business.

Include answers to question such as:

• When and why did you start the business?
• What milestones have you achieved to date? Milestones could include sales goals you’ve reached, new location openings, etc.
• Your legal structure. Are you incorporated as an S-Corp? An LLC? A sole proprietorship? Explain your legal structure here.

Industry Analysis

In your industry analysis, you need to provide an overview of the travel agency business.

While this may seem unnecessary, it serves multiple purposes.

First, researching the travel agency industry educates you. It helps you understand the market in which you are operating.

Secondly, market research can improve your strategy particularly if your research identifies market trends. For example, if there was a trend towards glamping, it would be helpful to ensure your plan calls for plenty of luxury camping packages.

The third reason for market research is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section of your travel agency business plan:

• How big is the travel agency business (in dollars)?
• Is the market declining or increasing?
• Who are the key competitors in the market?
• Who are the key suppliers in the market?
• What trends are affecting the industry?
• What is the industry’s growth forecast over the next 5 – 10 years?
• What is the relevant market size? That is, how big is the potential market for your travel agency. You can extrapolate such a figure by assessing the size of the market in the entire country and then applying that figure to your local population.

Customer Analysis

The customer analysis section of your travel agency business plan must detail the customers you serve and/or expect to serve.

The following are examples of customer segments: sports enthusiasts, soccer moms, baby boomers, businesses, etc.

As you can imagine, the customer segment(s) you choose will have a great impact on the type of travel agency you operate. Clearly baby boomers would want a different atmosphere, pricing and product options, and would respond to different marketing promotions than businesses.

Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, include a discussion of the ages, genders, locations and income levels of the customers you seek to serve. Because most travel agencies primarily serve customers living in their same city or town, such demographic information is easy to find on government websites.

Psychographic profiles explain the wants and needs of your target customers. The more you can understand and define these needs, the better you will do in attracting and retaining your customers.

Finish Your Travel Agency Business Plan in 1 Day!

Don’t you wish there was a faster, easier way to finish your business plan?

With Growthink’s Ultimate Business Plan Template you can finish your plan in just 8 hours or less!

Competitive Analysis

Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.

Direct competitors are other travel agencies.

Indirect competitors are other options that customers have to purchase from that aren’t direct competitors. This includes customers making travel arrangements themselves at home. You need to mention such competition to show you understand that not everyone who travels uses travel agency services.

With regards to direct competition, you want to detail the other travel agencies with which you compete. Most likely, your direct competitors will be travel agencies located very close to your location.

For each such competitor, provide an overview of their businesses and document their strengths and weaknesses. Unless you once worked at your competitors’ businesses, it will be impossible to know everything about them. But you should be able to find out key things about them such as:

• What types of customers do they serve?
• What products do they offer?
• What is their pricing (premium, low, etc.)?
• What are they good at?
• What are their weaknesses?

With regards to the last two questions, think about your answers from the customers’ perspective. And don’t be afraid to ask your competitors’ customers what they like most and least about them.

The final part of your competitive analysis section is to document your areas of competitive advantage. For example:

• Will you provide better travel packages?
• Will you provide products or services that your competitors don’t offer?
• Will you make it easier or faster for customers to book your offerings?
• Will you provide better customer service?
• Will you offer better pricing?

Think about ways you will outperform your competition and document them in this section of your plan.

Marketing Plan

Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For a travel agency business plan, your marketing plan should include the following:

Product : in the product section you should reiterate the type of travel agency that you documented in your Company Analysis. Then, detail the specific products you will be offering. For example, in addition to regular accommodation and transportation booking, will you offer items such as tour packages and excursions?

Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections of your marketing plan, you are presenting the packages you offer and their prices.

Place : Place refers to the location of your travel agency. Document your location and mention how the location will impact your success. For example, is your travel agency located next to a heavily populated office building, or highly trafficked retail area, etc. Discuss how your location might provide a steady stream of customers.

Promotions : the final part of your travel agency marketing plan is the promotions section. Here you will document how you will drive customers to your location(s). The following are some promotional methods you might consider:

• Making your travel agency’s storefront extra appealing to attract passing customers
• Distributing travel brochures outside the travel agency
• Advertising in local papers and magazines
• Reaching out to local bloggers and websites
• Social media advertising
• Local radio advertising
• Banner ads at local venues

Operations Plan

While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.

Everyday short-term processes include all of the tasks involved in running your travel agency such as serving customers, procuring supplies, keeping the office clean, etc.

Long-term goals are the milestones you hope to achieve. These could include the dates when you expect to serve your 1,000th customer, or when you hope to reach $X in sales. It could also be when you expect to hire your Xth employee or launch a new location.

Management Team

To demonstrate your travel agency’s ability to succeed as a business, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.

Ideally you and/or your team members have direct experience in the travel agency business. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.

If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act like mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in travel agencies and/or successfully running retail and small businesses.

Financial Plan

Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet and cash flow statements.

Income Statement : an income statement is more commonly called a Profit and Loss statement or P&L. It shows your revenues and then subtracts your costs to show whether you turned a profit or not.

In developing your income statement, you need to devise assumptions. For example, will you serve 50 customers per week or 100? And will sales grow by 2% or 10% per year? As you can imagine, your choice of assumptions will greatly impact the financial forecasts for your business. As much as possible, conduct research to try to root your assumptions in reality.

Balance Sheets : While balance sheets include much information, to simplify them to the key items you need to know about, balance sheets show your assets and liabilities. For instance, if you spend $100,000 on building out your travel agency, that will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a bank writes you a check for $100.000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.

Cash Flow Statement : Your cash flow statement will help determine how much money you need to start or grow your business, and make sure you never run out of money. What most entrepreneurs and business owners don’t realize is that you can turn a profit but run out of money and go bankrupt.

In developing your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing a travel agency:

• Location build-out including design fees, construction, etc.
• Cost of equipment like computers, website/platform, and software
• Cost of marketing materials and maintaining an adequate amount of supplies
• Payroll or salaries paid to staff
• Business insurance
• Taxes and permits
• Legal expenses

Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your store design blueprint or location lease.

Travel Agency Business Plan Summary

Putting together a business plan for your travel agency is a worthwhile endeavor. If you follow the template above, by the time you are done, you will truly be an expert. You will really understand the travel agency business, your competition and your customers. You will have developed a marketing plan and will really understand what it takes to launch and grow a successful travel agency.

Travel Agency Business Plan FAQs

What is the easiest way to complete my travel agency business plan.

Growthink's Ultimate Business Plan Template allows you to quickly and easily complete your Travel Agency Business Plan.

Where Can I Download a Travel Agent Business Plan PDF?

You can download our travel agent business plan PDF template here. This is a business plan template you can use in PDF format.

What is the Goal of a Business Plan's Executive Summary?

Don’t you wish there was a faster, easier way to finish your Travel Agency business plan?

OR, Let Us Develop Your Plan For You

Since 1999, Growthink has developed business plans for thousands of companies who have gone on to achieve tremendous success.  

Click here to see how Growthink’s business plan consulting services can create your business plan for you.

Other Helpful Business Plan Articles & Templates

Don't bother with copy and paste.

Get this complete sample business plan as a free text document.

Travel Agency Business Plan

Start your own travel agency business plan

Adventure Excursions Unlimited

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

Adventure Excursions Unlimited (AEU) was formed to provide hard-adventure sport/travel packages with upscale accommodations, gourmet food, and celebrity service providers to wealthy clients. AEU hard adventures include helicopter-skiing, kayaking, white-water rafting, and mountain biking. The founders of AEU are Jordan Stephan (MBA/JD), Jillyn Certo (MBA), and Loren Harlo (MBA). In addition to their MBA status, they are passionate about the activities AEU will offer.

An opportunity exists for two reasons:

• Tourism is a growing industry (4% annually), and within the industry adventure travel is growing at 10%.
• There are few providers of hard-adventure travel to upscale clients.

Virtually all companies that provide “hard” adventure activities appeal to a lower income client. Companies that appeal to a wealthier clientele generally provide “soft” adventure packages. Hard-adventure activities involve difficult physical requirements. They carry a higher level of risk than do “soft” activities. Soft adventure activities may involve some physical exertion, however they involve a low level of risk and can be engaged in by non-athletic people.

The company’s target customers are high income (min. $75,000 for single person), health-conscious individuals interested in popular hard-adventure sports. These are lawyers, bankers, executives, doctors, etc. The major purchasers are located in urban areas within major United States cities. Our customers are more likely to be married. 51% are men and 49% are women.

In addition, more niche markets are evolving. Initially, it will be difficult to compete with experienced providers, especially market leaders. However, AEU’s target market is an exploitable niche and our service is differentiated. AEU’s target market members will have similar activity interests, more disposable income and less sensitivity to price.

AEU will price its services at the top of the market. We will provide a luxury service with prestige value. Our prices will be out of reach for the majority of adventure travelers. Service will be priced based upon luxury competitor prices and the value added of our offering. Providers that offer luxury services similar to ours do so at similar prices. We are competitively priced in the luxury market. Because we appeal to a smaller market, volume will be limited. However, we will be able to capture a higher gross profit margin.

1.1 Objectives

Adventure Excursions Unlimited’s objectives for the first three years of operation include:

• To create a service-based company whose #1 mission is exceeding customers’ expectations.
• Capturing 25% market share of the high-end hard-adventure travel space.
• To develop a sustainable, profitable business.
• To achieve a 35% return rate of customers within the first three years.

1.2 Mission

Adventure Excursions Unlimited’s mission is to provide customers with the highest quality outdoor adventure. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place.

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

Adventure Excursions Unlimited, located in Eugene, OR will offer hard-adventure trips to the upper end of the travel market. AEU will be concentrating on three activities, mountain biking, heli-skiing, and white-water adventures. AEU has chosen these three activities to allow the company to not be restricted by seasons, we will have trips occurring through the year. While AEU’s office is located in Eugene, it will be leading trips throughout the United States, and the world.

AEU expects the first several months will be used to plan trips and train trip leaders. By the end of year one the trips should be in full swing and AEU will be building a solid customer base.

2.1 Company Ownership

Adventure Excursions Unlimited will be a privately held Oregon Corporation. Jordan Stephan, Jillyn Certo, and Loren Harlo will all hold equal number shares of AEU stock.

2.2 Start-up Summary

Adventure Excursions Unlimited’s start-up costs include all the equipment needed for an office, as well as the equipment needed for the mountain bike trips and white-water adventures. Other costs will be marketing fees, website development, insurance and a deposit for the office lease.

The office equipment will consist of four computer systems, DSL router, printer, CD-RW, CPU to be used as an internal server, phones, copier, fax machine and installation of DSL and two phone lines.

The equipment needed for the mountain bike trip will be a fleet of 15 bicycles, a self contained kitchen, shower and toilet system, and bicycle tools.

The equipment for the white-water adventures will include inflatable rafts (and other requisite related equipment), self contained kitchen set up, portable shower and toilet facilities, and lots of dry bags.

The marketing costs are for the brochures and advertisements. AEU will also incur costs in the development of our website. Lastly, insurance will be a large start-up expense.

AEU will position itself as a niche service provider within the hard-adventure market. It will offer high-quality travel packages for extreme sporting trips. To begin AEU will offer six trips: helicopter-skiing trips to Canada, India, and New Zealand, white-water rafting trips to New Zealand and Costa Rica, and a mountain biking trip along the Great Divide from Montana to New Mexico.

The target market will be made up of young professionals who work and play hard. These people can afford to play expensively, and are willing to buy time in the form of our services. AEU will serve the hard-adventure niche market as a top quality, full-service provider. AEU defines quality by the unique aspects of the services offered. Those aspects include booking group or custom trips, assistance with passports, providing top-of-the-line equipment and supplies, and a superior service offering with access to better terrain, luxury accommodations, entertainment, celebrity exposure, and gourmet food.

The tours to be offered are as follows:

• Mountain Biking : This event will take place on the Great Divide trail from Montana to New Mexico and is designed for the serious biker that appreciates a few of life’s comforts along the trail. Showers and gourmet meals will be provided, along with entertainment. All excursions will maintain a staff to client ratio of 1:2.

A comprehensive map system has been created by Adventure Cycling and is currently available for purchase. The map clearly indicates the route, places to camp, stores for food and laundromats. Leadership training for the guides will be developed in-house using some outside material. There are many similar organizations that will be good sources of information. The products needed for this trip are for the most part already manufactured. One item that needs to be designed and built is a privacy compartment for the solar shower. This will be designed by Jordan and manufactured in-house. A cookbook collection of simple recipes, including some personal favorites, will also be assembled. Professional cooks will be provided, and flown in if necessary. Brought to you by Create a professional business plan Using AI and step-by-step instructions Create Your Plan Secure funding Validate ideas Build a strategy

• Heli-skiing : Helicopter skiing has become a popular alternative to resort skiing. It offers uncrowded access to the best terrain. For those who like to get off the beaten path heli-skiing is for them. AEU has planned annual and custom trips to three destinations. Everything will be taken care of for the customer. Transportation, lodging, transfers and skiing is included in the package. Although our trips are planned at peak ski seasons, mother nature cannot be predicted. In the event that the weather is too treacherous to ski the trip will be postponed. An in–house travel consultant will accompany each group and take care of all check-in and transfer issues.

AEU will not send clients to places we ourselves would not go. All service providers will be top-notch professionals with accomplished backgrounds. They will be medically trained, and evaluated for knowledge and ability to ensure safety and high-quality service. If they fail, at any time, to meet our rigid standards of quality, they will not be used. If quality falls, another provider will replace them. These activities take place outside of the United States and therefore we will hire local guides to accompany our professional guides and service providers.

• White-water Sports : New Zealand and Costa Rica were chosen for these ten day long hard-adventure excursions. There can be a maximum of ten people per group. Annual trips will be planned to each location, but for large enough private groups, custom trips can be planed. As with the heli-skiing trips, local guides will be used in addition to our own. The abroad trips will be a cooperative effort in-house, as well as local guides in the host countries. The choice to seek outside consulting for the trips abroad is due to each countries different legal and regulatory climate. The potential subcontractors and guides are individuals currently in the industry in their respective countries.

Market Analysis Summary how to do a market analysis for your business plan.">

Travel industry is an upward growth industry. There are several reasons for this increase. First, a relative healthy domestic economy over the last several years and the devaluation of currency in other regions has made travel less expensive for U.S. residents. Pleasure travel has increased by 3.2% in 1999 and is predicted to grow 2.0% in 2000. Second, the healthy economy has increased business, which in turn boosted domestic business travel 4.8% in 1999 with an estimated increase of 3.6% in 2000.

Adventure travel is a growing segment of the travel industry. One theory of the recent increase in extreme sports has to do with the strong competitive nature of younger Americans. Statistics show that 8,000 U.S. companies (that offer adventure packages) generated $7 billion in 1999. There also has been a 66% increase in executive participation between 1996 and 2000 (or an increase of 2,000 participants)(La Franco, Robert. Forbes, Feb 9, 1998 v161 n3 p168(3)).

Some quick facts:

• Adventure travelers: More than 50% of the U.S. adult traveling population, or 147 million people, have taken an adventure trip in their lifetime (98 million in the past five years). Thirty-one million adults have engaged in hard-adventure activities like white-water rafting, scuba diving and mountain biking. An additional 25 million engaged in both a hard- and soft-adventure activity. Six-percent of those who participated in adventure trips spent more than $2,500.
• Activities most commonly participated in during adventure vacations: camping (85%), hiking (74%), skiing (51%), snorkeling or scuba diving (30%), sailing (26%), kayaking or white-water rafting (24%), and biking trips (24%).
• Biking vacations: Twenty-seven million travelers with customers that tend to be young and affluent. Ages 18-34 and one-fourth are from household’s w/annual income of $75,000 or above.

4.1 Market Segmentation

AEU’s target customers are high income (min. $75,000 for single person), health-conscious individuals interested in popular hard-adventure sports such as skiing, white-water sports and mountain biking. The major purchasers are located in urban areas within these United States cities.

Customer Location (within the United States):

• Pennsylvania

Hard-adventure travelers are more likely to be men. Therefore, AEU’s primary target market for hard-adventure sports is men between the ages of 18-34. However an increasing number of hard-adventure travelers are women (some statistics suggest that women comprise 49% of the hard-adventure market). Men, on average, spend more than women on their adventure travels.

Customers will be reached through traditional marketing communication methods. Information has been located relating to specific profiles of both hard- and soft-adventure travelers, where they live, work, what they do, etc. Research suggests that many of our target customers, and travelers in general, are Internet savvy. As such, the Internet will serve as an appropriate and effective medium of communication. Many adventure travelers purchase over the Internet or buy through travel agents. Purchase decisions are influenced by the amount of disposable income held, family issues, and the economy of a given year.

AEU will be targeting two specific groups:

• High-income health-conscious individuals.
• Young, active “trustafarians.”

The common elements between these two groups are money and a love for adventures. Group one has a lot of money from income that they earn. Group two has a lot of disposable income because the money was given to them, typically by members of their family. The second group, the trustafarians, is a very small group relative to the first group.

4.2 Target Market Segment Strategy

AEU will promote/position itself as a differentiated provider of luxury hard-adventure travel, and will price accordingly within the chosen service niche.

AEU is targeting this special population for several reasons:

• This segment, up until now, has been underserved.
• This market segment traditionally spends a fair amount of money on adventure trips.
• This target segment seems to be willing to pay a premium for a top-shelf adventure excursion.

Methods of communication will include direct mail, magazine advertising, personal selling and WWW presence. Continuous magazine advertising will be costly. Initially the use of direct mail, and personal selling will be employed. These methods of communication will be tailored to reach our target segment.

4.3 Service Business Analysis

As operations progress, AEU will continue to measure our progress relative to competitors and to the growth of the market(s) in which we operate. Though the primary target market has been defined, there may be new possibilities to serve additional segments. As the product is defined, and the strategy differentiation is defined based on competitive strengths, AEU will be better able to determine whether adjustments in positioning are necessary. Access to important information concerning the market, competitors, etc., is available. However it is not free. For the purposes of this project, we feel it is unnecessary to incur additional expense.

The marketing strategy will be to develop long-term relationships with customers. We will keep a database from which to obtain important demographic and psychographic information. As the business becomes profitable, plans will be implemented to expand. There is virtually no limit to the number and variety of trips AEU can provide. Trips can take place on every continent and in most countries. The goal is to establish AEU as an international provider of top-of-the-line hard-adventure travel.

4.3.1 Competition and Buying Patterns

Strengths and weaknesses of the competitors:

Brought to you by

Create a professional business plan

Using ai and step-by-step instructions.

Secure funding

Validate ideas

Build a strategy

Companies that offer higher-priced, more luxurious packages generally provide a “soft” adventure. The activities are more along the lines of sightseeing and low-risk alternatives. The advantages these companies have include established reputations, extensive knowledge of the industry, and key personnel and management. Some have been in operation for more than twenty years. They are familiar with local service providers and have established strategic relationships.

Disadvantages to us:

• It will be difficult to price ourselves competitively when we first enter the market.
• Many of AEU’s activities are seasonal. Recurring revenue will depend upon successful trips in various regions of the world. For example, ski trips will end in April in North America. AEU will then have to move ski operations to places like Las Lenas, Argentina.
• The weather for a given year is hard to predict. Poor conditions will threaten the success of trips. Unforeseen occurrences such as inadequate snowfall could effect the viability of activities such as skiing and white-water sports.

Closely related competitors:

Abercrombie & Kent: A well-established, international travel provider. Their focus is mainly on “soft” adventure packages such as safaris, river tours (e.g. Amazon), trekking, sightseeing, etc. However they do offer a “Connoisseur” line of packages. These are generally priced starting from $4,000-7,000. Some of their packages include white-water activities and hiking, however most are touring packages.

Competing or substitute products:

There are many activities and types of travel available to people contemplating a vacation. Theme parks, motorhome trips, and cruises are just a few. Substitutes could include less expensive, self-planned trips, trips geared towards soft-travel, adventure trips involving hunting or fishing as primary activities, or exclusive adventure trips such as personal submarine tours of the Titanic or a trip around the world in a Leer Jet. Many activities that take place outside and involve some level of risk could be seen as hard-adventure competition.

Another alternative is to do nothing. Consumers do not have to vacation. They may opt to spend the money they would have otherwise spent on a vacation on something else.

Strategy and Implementation Summary

Adventure Excursions Unlimited will be going after the upper-end of the hard-adventure market. This market up until now has been underserved, there are hard-adventure tour companies, but none that are catering to the high-end spectrum. With the adventuring traveling industry steadily increasing, AEU sees a unique opportunity.

AEU’s main objective in its marketing and sales activity is to make the impression on prospective customers that AEU offers a higher level of service relative to any other provider of hard-adventure tours. This will be communicated through all of the different media that we use. If AEU can make the impression that our trips are truly different and superior, then our research indicates that there will be steady demand.

Once AEU has clients signed up and participating on our trips, it will rely on superior customer attention and service to impress and retain clients for future trips. Developing long-term relationships will be the key to steady growth.

5.1 Competitive Edge

The competitive edge in our services is the access we provide to popular “hard” adventure sports without the budget constraint of typical travelers. That is, most travelers are looking to spend less than “hard” adventure sports without the budget constraint of typical travelers. The majority of providers cater to these people. Adventure Excursions Unlimited intends to use the same service providers but provide more exclusive trips. Accommodations will be primarily in small luxury hotels and resorts. Meals will be exceptional, more like gourmet cuisine. In addition, the adventure activities will be better than average because the clients have more money. They won’t get stuck with people they don’t like; they will get access to the best terrain, sections of rivers, etc. AEU’s activities are very popular. AEU’s target market has no problem spending $4,000 per week on heli-skiing. Moreover, they generally make this type of activity an annual event.

5.2 Sales Strategy

The sales strategy is to create long-term relationships with customers through superior service. The intent is to initially target the primary customer group. This group has been defined as persons who have purchased, or are likely to purchase, a “hard-adventure” vacation for over $2,500.

The trips planned are designed with the wealthy adventure traveler in mind. Later marketing efforts may include trips geared towards corporate clients, Eco-tourism or hard-adventure trips for people who want to spend less money. Target customers will be identified through standard research methods. There are a number of publications available that contain profiles of Adventure travelers.

Methods by which we will contact customers will depend on results of marketing/sales research. We will likely use trade or special interest magazines, direct mail, Web-based communication, and personal selling. In addition printed materials will be made available to customers through travel agencies that cater to the adventure target market. Initially, service will be introduced regionally, and possibly nationally. Sales will be extended into the global market within a few years of operation.

Our services are seasonal. Recurring revenue will be dependent upon successful trips involving a variety of activities offered year-round. We hope to promote out of season services through frequent customer contact and our own publication, most likely a magazine of some sort. We will review up-and-coming trips, offer highlights of past trips and try to do other creative articles, giveaways, customer profiles, etc.

Most sales will occur at the retail level. The sales that occur between customers and travel agencies will be discounted appropriately, approximately 15%. Transactions will occur as the result of customer contact in response to communication efforts. In addition, AEU will engage in personal selling.

5.2.1 Sales Forecast

The following charts and table shows AEU’s expected sales forecast.

5.3 Milestones

Adventure Excursions Unlimited will have several milestones early on:

• Business plan completion. This will serve as a roadmap for the organization. While AEU does not need a business plan to raise capital, it will be an indispensable tool for the ongoing performance and improvement of the company.
• Set up the office. This will be the main/only office located in Eugene, OR.
• Develop the training program. This program will be used to train the leaders of our trips.
• Completion of first trip.
• Completion of twentieth trip.

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

Jordan Stephan, VP, Corporate Council, Business Development, and Mountain Biking Activity Supervisor : Jordan received his Bachelor of Arts in philosophy from Washington and Jefferson College in Washington, PA. While there, he was president of the Washington and Jefferson Cycling Club and Team for two years. He completed his Master of Business Management/Doctor of Jurisprudence, joint degree program at Willamette University where he has served as the secretary of the Environmental Law Society, and chairperson for the Willamette University Public Interest Law Project (WUPILP). As chairperson, Jordan supervised twenty-five staff members and raised $14,000. Jordan has also managed a bicycle shop for two years. Following graduate school, Jordan worked for Counterclaim.com where Jordan did business development, organizational development, and other management activities. He is responsible for all logistics on the mountain bike trips.

Jordan’s expertise in mountain bike trip logistics comes from years of cycle touring. Jordan has cycled across the country and around the Upper Peninsula of Michigan and Vermont. Jordan has also done a great deal of backpacking, backcountry hiking and snowshoeing. He has served as a consultant on many long-distance bicycle tours in the United States and abroad. In addition to his role as logistical planner, Jordan will be responsible for part-manufacturing for the mountain bike trips as he has manufacturing expertise from several years of design and improvement experience with outdoor gear.

Jordan’s extra curricular activities are based upon his love for the outdoors. He has been a competitive cyclist and runner for the last five years. He competes in cycling road races, endurance mountain bike races, and road/trail running races up to half-marathons. His current favorite activity is the duathlon or run/bike/run events. He would like to combine his experience and education with his love for the outdoors. The AEU business concept is a reflection of this desire.

Jillyn Certo, VP, Human Resource Manager/Corporate Trainer, and Ski-trip Coordinator : Jillyn graduated with two Bachelor of Science Degrees, one in corporate and industrial fitness and the other in occupational safety, from Oregon State University in 1991. Jillyn completed her MBA work at Atkinson Graduate School of Management in 1998. She has six years experience in the field of safety. After Atkinson Jillyn worked at Nike as a human resource specialist. Her interests include scuba diving and downhill skiing. Jillyn has competed in track & field as well as in horse shows and barrel racing. Along with her interest in sports, Jillyn has a variety of experience with business and pleasure travel. Jillyn will supervise the training of our leaders.

Loren Harlo, Marketing Manager and White-water Adventure Coordinator : Loren is twenty-seven years old. He received his Bachelor degree in psychology from Western College and graduated Magna cum Laude. He will complete his Master of Business Administration degree (with an emphasis in marketing) in 1998. Following graduate school, Loren worked for Burley Cooperative as a marketing manager. Loren has been active in athletics for twenty-years. He played football at the grade school, high school and college level, as well as basketball, track and field, and competition karate. He is an avid outdoorsman with a passion for water sports, skiing, hiking, hunting and fishing. He has recently taken up kayaking. Loren gained self-employment and management experience as an independent contractor for the Union Pacific Railroad. He has also managed and operated a small restaurant. He has always planned to own his own business and realized, while working independently, that he needed the knowledge of business management that an MBA program could provide.

Though the founding members intend to take an active role in the operation of AEU, additional management will be sought out. AEU is open to assistance from experienced managers associated with venture capital providers.

6.1 Personnel Plan

The following table shows the personnel plan for AEU.

Financial Plan investor-ready personnel plan .">

The following subtopics will provide more financial information.

7.1 Projected Cash Flow

The following chart and table indicates projected cash flow.

7.2 Important Assumptions

See the following table for general assumptions.

7.3 Break-even Analysis

This Break-even Analysis table and chart, below, project the figures for monthly sales break even.

7.4 Projected Profit and Loss

The following table indicates the projected profit and loss.

7.5 Projected Balance Sheet

The following table will indicate the projected balance sheet.

7.6 Business Ratios

Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 4725, Tour Operators, are shown for comparison.

The quickest way to turn a business idea into a business plan

Fill-in-the-blanks and automatic financials make it easy.

No thanks, I prefer writing 40-page documents.

Discover the world’s #1 plan building software