SU

001. SERRENIA.COM.........New Mega Hospitality Project in Egypt...

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Graduation Project (G/P) Plan Developed by Dr. Youssri Allam for Senior Students 1- .....C O N C E P T ..of The Graduation Project (G/P) 1-1- Select Team Members who Add Value to the Group......No Compliments 1-2- Meet and Brainstorm to Find Graduation Project IDEAS... 1-3- Select 2 or 3 IDEAS and Write a Couple of Pages about each IDEA 1-4- Meet Your Professor to Discuss and Select a G/P IDEA.... 1-5- Crystallize and Clearly Define the CONCEPT of your Proposed G/P IDEA.... 1-6- Write 1 page about the Outlook of the World Economy..... 1-7- Write 1 page about the Outlook of the Regional Economy..... 1-8- Write 1 page about the National Egyptian Economy..... 1-9-Write 1 page about the Egyptian SPECIFIC INDUSTRY (GP) Economy..... 1-10- Write 1 page about the SPECIFIC Segment Econ. related to your G/P..... 1-11- Write 1 page Justification for Selecting the G/P IDEA..... 2- .....M A R K E T ...S T U D I E S 2-1-Identify your Market Segments ,Primary and Secondary markets. 2-2- Identify your Competitors and Conduct Competitors Analysis Studies..... 2-3- Develop the Outline of the G/P Product and Service Mix..... 3- .....P H Y S I C A L ...P L A N T (infrastructure and superstructure) 3-1- Select a LOCATION... LOCATION ...for your Graduation Project (G/P)..... 3-2- Develop the Architectural Concept of your Graduation Project G/P..... 3-3- Develop Cost Schedules for Land, Building, FF&E, Decoration etc..... 3-4- Calculate Total Capital Investment for the Graduation Project G/P..... 3-5- Draw the Layout, Floor plans, Elevation of your G/P..... 3-6- Develop a Capital Budget for the Graduation Project G/P..... 4- .....M A R K E T I N G ...O P E R A T I O N 4-1- Set Marketing Objectives based on SWOT Analysis..... 4-2- Develop Plans for Promo, Adv., and Personal Selling..... 4-3- Develop P/S offerings, , Price Lists of Product/Services..... 4-4- Forecast the Sales Figures by Week, Month for Year 1, 2, 5..... 4-5- Develop Marketing Budget for Advertising, Promotion, Staff, etc..... 4-6-Develop Revenue Schedules (sales) by Profit Center and Outlet..... 5- .....0 P E R A T I O N ... S Y S T E M 5-1- Draw the Organizational Chart of your Graduation Project G/P..... 5-2- Write Job Description and Job Specification of major Position in your G/P.. 5-3- Develop Human Resources (HR) Functions and Procedures for your G/P.....

5-4- Develop Manning Chart for your G/P..... 5-5- Develop a Salary Scale for your Graduation Project G/P..... 5-6- Develop a Payroll Budget for your Graduation Project G/P..... 5-7- Develop the Food Cycle for your Graduation Project G/P..... 5-8- Develop the Company (G/P) Policy and Procedures..... 5-9- Develop the Administrative and General Budget for your G/P..... 5-10- Develop the Repairs and Maintenance Budget for your G/P..... 5-11- Develop the Heat, Light, and Power (HLP) Budget for your G/P..... 5-12- Develop a Budget for Controllable Expenses for your G/P..... 6-.....F I N A N C E 6-1- Develop Cost Schedules for Depreciation, Amortization, Interest, Insurance, 6-2- Develop a Finance Scheme for your Graduation Project G/P..... 6-3- Develop a Proforma Balance Sheet for Year 1, 2, 5 for your G/P..... 6-4- Develop a Proforma Income Statement for Year 1, 2, 5 for your G/P.... 6-5- Develop Cash Flow Statement for Year 1, 2, a5 for your G/P 6-6 Develop a closing paragraph for your Finance Section of the G/P..... 7- .....C O N C L U S I O N ......

Dear Student @ You can add or omit any points from the previous outline if it doesnt apply to your GP. @ For the purpose of finishing the GP on time you are allowed to make any assumption as long as you identify that in your GP report. @ It is advisable that you start early and orderly so you can meet the GP deadlines. @ Group size depends on GP type and complexity, for example if your GP is a Cement Plant, Touristic Village, Fish Processing Plant, you will need three students in the group, if your GP is Car Wash, Mobile Shop, Gourmet Market, Seafood Restaurant, or Olive Oil Press you will need two students in the group. (Communicate now with your colleagues and decide on the ideas and the group members. Each member will be responsible for sections of the GP and will be graded accordingly. The group leader will be responsible to put the sections together in a final report format). @ Group members are allowed to decide on everything concerning the GP and may consult the course Instructor or the Assistant Instructor. @ Groups may get external help for the architectural design of the GP or any other task that was not covered during the study program at SINAI UNIVERSITY.

============================================================================== ============================================================================== SU SP 11 GP Graduation Project Course Format 1-2-2011

Graduation Project (Management Department)

This course is the culmination of three and half years of work at SINAI UNIVERSITY. Each student(s) will seek out an idea or a prospect investor and then develop and produce a project for that investor. The project will both develop and demonstrate the students knowledge and key skills (report writing, presentation, market research, and creativity). The project should investigate some of the technologies or issues introduced in their preceding studies at the faculty of Business Administration and International Marketing. Students will need an understanding of the following knowledge areas: Design & Layout, Marketing & Promotion, Operations Management, Human Resources Management, Economics, Business Law, and Finance. After the initial introductory lectures, students will have weekly group meetings to discuss their progress and any problems being encountered. During the session there are a number of milestones including precedent studies and seminars that the students complete. In addition to the weekly face-to-face contact, students will produce reports showing their weeks progress and will participate in class discussions. Students will produce a report describing and discussing their project, in addition to a poster & abstract which will summarize and present their work. The students will also organize the presentations at the end of the Spring Semester 2011. All students are obliged to attend classes, lab. sessions, meetings, and submit the weekly report. Students must follow the standard format developed by the course instructor and are free to use their own creativity within the scope of the course and its specific objectives. All students should integrate knowledge acquired at the University of Sinai and should remember that the graduation project they develop is going to be the only tangible thing they get out of their studies at the University of Sinai beside the hard copy of the graduation certificate. The graduation Project is going to be the students passport to enter the job market, the more effort and creativity the students put in their graduation project the more chances they can get a decent job after they graduate and the better they represent

Sinai University. All students projects will be well kept in the Sinai University Library bearing their names, please be proud and make Sinai University proud of its graduates. According to Sinai University rules any cheating will be severely punished by Sinai Universitys Administration. There are several ideas for the graduation project. Investigate several ideas before you submit your proposal and remember to choose an idea that is feasible, can be finished in eight weeks, acceptable to the market, and preferably can use Sinai resources ( Marble, Olive Oil, Dates, Salt, Touristic beaches, Sand, Fish & Crustaceans, Medicinal Herbs). The following points list the different section of your Graduation Project for the Management section of the Faculty of Business Administration and International Marketing at the Sinai University.

Feasibility Study Definition

A Feasibility Study is a formal project initiation document that shows results of the analysis and evaluation of a proposal project and determines if the project is technically feasible, cost-effective and profitable. The primary goal of the project feasibility study is to assess and prove the economic viability of the business idea. The outcome of the feasibility study will determine if there is economic sense to take the project initiative and proceed with the development of the business plan.

Section One (Intro) 1- Introduction the Graduation Project (GP) 2- Conceptualization of the GP 3- Justification of the GP 4- World economic outlook. 5- Egypts economic outlook. 6- Local (Sinai) economic outlook emphasizing on the Ind. related to GP.

7- Review of the literature (what has been written about similar GP). 8- Methodology of the GP. (How are you going to collect and analyze data) 9- Legal entity (sole proprietorship, partnership, or corporation)

Section Two (Physical Plant) 1- Land (size, zoning, location, site development, utilities, soil conditions, licenses, cost,). 2- Building (type, description, design, layout, interior design, cost). 3- Equipment, machinery, vehicles, furniture, fixtures, cost). 4- Landscape design (theme, cost)

Section Three (Marketing) 1- Market Research (questionnaire, survey, administration). 2- Identification of market needs (geo-demographic and geo-lifestyle cluster
analysis, five-year population projections should be obtained and analyzed).

3- Competitors analysis 4- Product/Service design 5- P/S pricing 6- P/S Promotion and Advertising 7- Projection of sales (volume, revenues, patterns) 8- Future expansion of P/S.

Section Four (Operation Management) State the goals and objectives of the proposed company GP, perhaps in bullet statements. GP Business goals

GP Market share goals GP Sales objectives GP Profit objectives 1- Organization Chart 2- Manning requirements 3- Job Description, Job Specification, Recruitment, Selection, hiring process. 4- Salary Scale, Payroll 5- Schedules, supervision, productivity 6- Policies and Procedures 7- Production Cycle (procurement, storing, issuing, conversion, packaging. 8- Cost Control 9- Quality Control

Section Five (Finance) The purpose of a financial analysis is to indicate the venture's potential and timetable for financial viability. It can also serve as an operating plan for financial management of the project. 1- Capital Investment Structure (owners equity, loans, partners) 2- Proforma Balance Sheet for five years 3- Proforma Income statement for four years

Section Six (Conclusion and Recommendations) A statement of proposed approach in starting the new organization State the total capital needed and safety factor used State the expected profit and when it will be realized Indicate the organizational structure and percentages of ownership State planned schedule for starting the business 1- Ratio Analysis (liquidity, solvency, leverage)

2- Return on Investment, Return on Equity

EXTENDED OUTLINE with GUIDANCE to START

Section One (Intro)

1- Introduction the Graduation Project (GP)
(A statement to introduce the reader to the GP, description of the concept of the GP, clear justification for the selection of the idea, the steps of the methodology selected by the student to conduct the GP based on the review of literature, and the economic outlook). (The selection of legal entity format and its relation to the investment laws of Egypt).

1- Introduction the Graduation Project (GP) 2- Conceptualization of the GP (Explanation of the idea and concept) 3- Justification of the GP 4- World economic outlook. 5- Egypts economic outlook. 6- Local (Sinai) economic outlook emphasizing on the Ind. related to GP. 7- Review of the literature (what has been written about similar GP). 8- Methodology of the GP. (How are you going to collect and analyze data) 9- Legal entity (sole proprietorship, partnership, or corporation) 10- The total cost of the project, and how resources are going to be acquired.

Section Two (Physical Plant)

This portion should be based on verifiable data and contains sufficient information and analysis so that a determination may be made on the technical feasibility of achieving the levels of income or production that are projected in the financial statements. Address the suitability of the site including site environmental impact analysis (provided by architect or project engineer or other independent party with the expertise necessary to make the determination) What are the technology needs for the proposed business? Other equipment needed When and where can the technology and equipment be obtained What does the technology and equipment cost? Will the technology achieve intended income and production levels?

1- Land (size, zoning, location, soil conditions, licenses, cost). This item is obviously different from project to project but students will have to remember to put in consideration future expansion of the project and to take advantage of the real state opportunities available in the free zones and industrial cities. 2- Land Improvements (Paving, utilities, pipelines, ect..)

3- Building (type, description, design, layout, interior design, cost). The building structure should match the type of the GP i.e. cement factory, fish processing plant, glass factory, touristic village, salt packing plant, restaurant, theme park, water mania, olive pressing plant, advertising agency, auto repair center, sport goods shop, or gymnasium complex. 4- Capital Investment (Equipment, machinery, vehicles, furniture, fixtures, cost). 5- Landscape design (theme, cost)

Section Three (Marketing)

Determines the potential markets and marketing strategies for the product. Who are the potential customers, is the market accessible, how will the market be accessed, what is the cost of accessing the market, how will the product be priced? Sales organization and management Nature and extent of markets and marketing area Existing demand adequate Projected supply Marketing plans for sale of projected outputs Marketing alternatives Extent of competition - Who are the competitors, location, production capabilities How strong are the competitors, can they drive down margins, are they large and entrenched? Commitments from customers Probable prices of the product or service Export Markets - Discuss any relevant trade issues, are there foreign competitors? Alternative competing products

(During this phase you will inspect the surrounding community, identify existing competition and determine primary and secondary market areas based upon drive times, competition, patterns of shopping, natural or psychological barriers, and other market area influences).

1- Market Research (questionnaire, survey, administration). 2- Identification of market needs (geo-demographic and geo-lifestyle cluster
analysis, five-year population projections should be obtained and analyzed).

3- Competitors analysis (selection of major competitors and analyze them vis a vis P/S, Sales, Customers, Points of strength & weaknesses, prices). 4- Product/Service design. (decide on the product range, packing design and size, example 50 KG white cement, 50 KG gray cement, 2 tons jumbo bag). 5- P/S pricing (develop a matrix with product and prices)

PRODUCT SERVICE Gray Cement White Cement

50 KG $ 7.50 $

2 Tons $ 120 $ $

2 Tons EXPORT $ 140 $ $

Special Cement for $ Salt water

6- P/S Promotion and Advertising (develop a calendar for all the promotional and advertising activities over the fiscal year. This should include all the media you are going to use for your marketing & advertising campaign i.e. radio, TV, newspaper, magazine, outdoor, give away etc..)

TV Advertising
MONTH / CHANNEL January (dates) NILE TV Theme, duration, time, cost, target consumer, P/S to be advertised etc.. MEHWAR MOGA

February (dates) March (dates) April (dates) May (dates) June (dates)

July (dates) August (dates) September (dates) October (dates) November (dates) December (dates) TOTAL COST

NEWSPAPER Advertising
MONTH / PAPER January (dates) ALAHRAM Theme, size, time, cost ,target consumer, P/S to be advertised etc.. ALAKHBAR ALDOSTOUR

February (dates) March (dates) April (dates) May (dates) June (dates) July (dates) August (dates) September (dates) October (dates) November (dates) December (dates) TOTAL COST

7- Projection of sales (volume, revenues, patterns) Sales in L.E. 1000s MONTH J White Cement Gray cement F M A M J J A S

800 900 850 1000 1200 1150 300 280 340 450

Special Cement

180 195

8- Future expansion of P/S.

(Remember to concentrate on the following points:

Identification of market areas; Definition and character of the market area population including demographic, lifestyle clusters and socio-economics; Breakdown of the population into appropriate segments to determine potential users; Estimates of the number of customers appropriate for the proposed project; Identification and impact of other competitive similar activities; Recommended strategic direction for development; and Recommended product/service mix).

Section Four (Operation Management)

State the goals and objectives of the proposed company GP, perhaps in bullet statements. GP Business goals (specific goals for the different profit centers of the GP) GP Market share goals (determine expected goals of market share for all the P/S you are going to produce and offer in your GP). GP Sales objectives (expected revenues per month or quarter or semester for each product you offer and for each market). GP Profit objectives Describe the requirements for the management positions and responsibilities for those personnel.(who is your management team who will lead the GP, what is their past experience, qualifications, and records). Evidence that the continuity and adequacy of management has been evaluated and documented. (how are you going to evaluate the qualifications of top management).

Show the potential economic impact to a region (North Sinai) by discussing the impact of the construction costs, sales of raw product, and salaries of employees to the selected region (North Sinai). 1- Organization Chart (type of Organization Chart, size, span of control, etc).

2- Manning requirements (the number of people for each position in the G/P

3- Job Description, Job Specification, Recruitment, Selection, hiring process.

4- Salary Scale, Payroll

5- Schedules, supervision, productivity 6- Policies and Procedures

7- Production Cycle (procurement, storing, issuing, conversion, packaging. 8- Cost Control 9- Quality Control

Section Five (Finance)

(Based upon the market analysis, project concept plan and cost estimate, pricing recommendations and order projections will be made and a five year operating proforma should be prepared according to the Uniform System of Accounts detailing probable revenue, expenses, profits, cash flow and pre-tax return on investment. The projection will detail expenditures by revenue category, example white cement and gray cement. These projections will be run based upon the estimates of the project's cost and proposed financing structure (owner equity and loans). A breakeven analysis should also be included).
The purpose of a financial analysis is to indicate the venture's potential and timetable for financial viability. It can also serve as an operating plan for financial management of the project. Project development costs Operating costs Fixed costs Five-year projections (becomes more necessary in business plan) Income statement Cash flow statement Balance sheet Compare projections with industry standards (RMS or Dun & Bradstreet) List assumptions upon which the projections are based Sources and uses of funds Loan repayment schedule Break even analysis Estimated return on investment

1- Capital Investment Structure (owners equity, loans, partners) 2- Proforma Balance Sheet for five years 3- Proforma Income statement for four years

Section Six (Conclusion and Recommendations)

A statement of proposed approach in starting the new organization State the total capital needed and safety factor used State the expected profit and when it will be realized Indicate the organizational structure and percentages of ownership State planned schedule for starting the business 1- Ratio Analysis (liquidity, solvency, leverage) 2- Return on Investment, Return on Equity

14-2-2011

Example of an outline for a recreation facility project for your guidance.

SINAI UNIVERSITY Spring 2011 Graduation Project Course

Dr. Youssri Allam

A Guide for a Feasibility Study of recreation enterprises

***** This guide can help students who want to make a feasibility study for a recreation facility for the Graduation Project.....

Introduction Section I. Analyzing the Site Section II. Developing a Consumer Profile Section III. Selecting the Best Alternatives Section IV. Evaluating Personal Characteristics and Objectives Section V. Estimating Resource Requirements Section VI. Estimating Investment Requirements Section VII. Estimating Income Section VIII. Analyzing Profitability Section IX. Tips for Conducting the Feasibility Study Section X. Summary of Decisions and Priority of Steps Conclusion Information Sources & Bibliography

ACKNOWLEDGEMENT

The authors wish to thank Eugene Dice and Roger Murray of the Parks and Recreation Resource Department of Michigan State University, for their assistance in the development of this publication.

INTRODUCTION

Recreation-related enterprises are becoming an increasingly important American business. Increased leisure time and discretionary, disposable income; greater mobility; and the social thrust toward relaxation, leisure and satisfying personal wants are creating exciting, new recreation opportunities that did not exist a decade ago. Many people are asking questions about this dynamic, growing industry. Some possess land or financial resources which they feel would yield greatest economic returns in a recreation enterprise. Others would like to manage a recreation business. Thus, there is need for criteria which can be used to justify the application of finances or talents in this area. That is the purpose of this bulletin. To make a feasibility study, it is necessary to (1) gather significant information about the planned enterprise and (2) analyze this data to determine the best possible alternatives. The following outline will help the potential entrepreneur accomplish this task. Because there are many possible recreation enterprises, this check list is somewhat general. It is not meant to provide a complete feasibility study or prospectus, but should help determine whether a contemplated recreation enterprise has potential for a sound economic return. The following sections are not necessarily in the correct order for your particular use, nor are all necessary for every study. There is a great deal of overlapping, which should be expected, since each section is interdependent

on all of the others. This check list can help you take an intelligent and systematic look at your opportunities for success in a recreation enterprise.

SECTION I ANALYZING THE SITE There should be some recreation activities that could be developed, given any of three natural resources: water, forest, or open land --or a combination of all of them. For example, several recreation activities are possible with a natural resource like water. If forest or open land is adjacent to the water, other activities can be included. If only forest or open land is available, activities must be land-oriented. Determine which natural resource(s) you have available; then use the one most suitable to your market in North Sinai. Summer-Winter Recreation Activities Available with Water, Forest or Open Land Resources Activities that Require Minimal Development Activities that Require Extensive Development

SECTION II DEVELOPING A CONSUMER PROFILE To be successful, every business must establish a profile of the consumer it wishes to attract. This is particularly true of the recreation business weather it is in Sinai or elsewhere. People have different recreation interests because of differences in age, family status, income level, etc. If

you attempt to attract all consumers, you are likely to fail or be less successful. At the same time, it is important to recognize that there is a wide area of common recreation interest among the overall population. Location factors, such as proximity and accessibility to your potential consumer, are other important considerations. To develop a consumer profile for your business, begin with your Section I site analysis and rank the most important consumer and location characteristics (for the success of your business) within each of the following categories. (Where appropriate, rank your market targets 1, 2, 3, etc.) 1. Age of Clientele a) Senior citizens b) Middle years (age 35-55) c) Post school youth (age 2535) d) Older youth, teens (age 16-25) e) Younger youth (age 10-16) f) Children (age 1-10) 2. Family Status a) Older (children raised) b) Married, family oriented (children, youth) c) Young married (young children) d) Married (no children) e) Honeymooners f) Older and post school youth (single) g) Younger, single youth and children group 3. Income a) High b) Above average c) Middle or average d) Low 4. Other Factors About Clientele a) Occupational differences or similarities b) Religious beliefs c) Ethnic characteristics

d) Cultural background e)Sex (males or females) f) Educational levels 5. Location Factors a) Transient or destination type facility b) Distance of clientele from you (in km. and time) c) Competitive facilities in area d) Complementary facilities ~ attractions in area 6. Transportation Available a) highway system b) rail - bus c) air facilities d) accessible and easily located e) private transportation needed 7. Composite Consumer Profile From items checked in (1)-(6) above, list below those factors which are most pertinent to the consumer profile of your recreation enterprise. (Example-middle years, married, family oriented, high income, destination facility, travel by air, etc.) This type of analysis will help you determine your business targets. The kinds of physical facilities and services you offer should be based on your consumer profile. By matching this consumer profile with planned recreation activities from Section I, you will enhance your chances of success. Section III can help you do this. Don't make the mistake of trying to be all things to all people! SECTION III. SELECTING THE BEST ALTERNATIVES This Section is important since it will help you further evaluate your site according to anticipated activities and the clientele you wish to attract. It can help you select the best alternatives as well as answer important questions, like:

Are these recreation activities realistic in my particular situation in North Sinai? Do they match my consumer profile? Are there any apparent conflicts or contradictions? Information from Sections I and II should enable you to complete this Section. ("Selecting the Best Alternatives,") SECTION IV. EVALUATING PERSONAL CHARACTERISTICS AND OBJECTIVES Anyone planning to go into business should evaluate his own personality, self perception and expectations as they will affect the proposed enterprise. Recreation-oriented businesses can be particularly demanding since they are often seasonal, must cater to other people's needs, involve long working days and are open for business on weekends, holidays, Fridays, etc. Just because you personally like to water ski, play golf, etc., doesn't mean you should develop such a recreation business. You may find yourself far too busy operating the business to enjoy the sport! Your own personality, objectives and expectations from the enterprise should be carefully analyzed to prevent disillusionment. 1. Planning, Objectives a) Income or salary expected for own labor and management b) Rate of profit or return expected on investment c) Scale or size of business anticipated (Egyptian Pounds, sales, personnel hired, capital invested) d) Contributions of others to the venture e) Rapid growth and expansion planned f) Plan to devote full time to the enterprise 2. Personal Evaluation a) Experience and knowledge in management and recreation enterprises b) Attitude of family toward venture c) Visualize yourself as happy and content in this enterprise as a life's work d) Able to train and supervise employees e) Like working with people and catering to their needs

g) Anticipated problems (privacy, Friday operation, working on holidays, weekends) g) Suitable personality. SECTION V. ESTIMATING RESOURCE REQUIREMENTS This Section will help you estimate basic requirements necessary for your recreation enterprise. It is based upon typical requirements of various outdoor recreation enterprises. To determine actual costs, more detailed study, planning and evaluation will be necessary. CAPITAL INVESTMENT (Estimated Costs) 1. Water Supply a) Public water (cost of connecting) amount used cost per month. b) Artesian or drilled well (cost of drilling, cost of pump and installation) c) Pipe line through grounds (no. of feet, connections, outlets) d) Water faucets and drinking fountains e) Water treatment equipment, heaters, boilers, softeners, chlorinators 2. Sanitary System

Requirements for a sanitary system are determined by local building codes and the Governorate of North Sinai Contact appropriate authority. a) Cost of sewerage line through grounds (including connections, plumbing, toilets, urinals, lavatories, showers)

1. Public sewerage (connecting cost) cost per month 2. Private sewerage (septic tanks and drain tile fields; lagoon systems; other) b) Dumping station c) Laundry facilities 3. Electricity See local power company for estimates. a) Installation, safety lights, outlets, transformers, wire (Use this information to figure controllable costs in Sections VI and VIII.) b) electrical equipment amount (kWh) used 4. Fuel See local gas company for estimates.

a) Installation, outlets, gas lights, piping, metering, tanks, amounts used: natural gas cost per month, fuel oil cost per month, gasoline cost per month 5. Telephone System a) installation, telephone extensions cost per month 6. Heating and Cooling Systems a) central heating & cooling with connections to individual areas b) Individual heating or cooling systems 7. Site Development See contractor for estimates. a) Clearing b) Road development, filling, drainage culverts, gravel, paving c) Parking areas d) Beaches, sand e) Campgrounds and sites f) Picnic area g) Swimming pool h) Other 8. Buildings and Furnishings (include lances, linens, other supplies) See contractor or supplier for estimates. a) Office b) Camp store c) Equipment storage d) Bathhouse e) Motel - lodge f) Restaurant g) Meeting rooms h) Multipurpose halls. i) Cabins j) Sinai arts and crafts k) Other 9. Recreation Equipment a) Picnic tables, grills, trash barrels b) Boats: row, canoe, paddle, sail c) Snowmobiles d) Horses and equipment e) Bicycles f) Fishing: poles, outboard motors, tackle g) Golf clubs, carts h) Playground; swings, slides, teeters, climbing equipment i) Beach: water safety equipment, rafts, docks j) Skates, water skis k) Guns, bows and arrows, targets l) Projectors

m) Loudspeaker systems n) Arts and crafts and equipment o) Other 10. Vehicles and Maintenance Equipment a) Tractor-mowing machines, grader, trailer b) Truck c) Car d) Other 11. Signs a) Highway (including installation) b) Entrance c) Building signs d) Sinai rules e) Directions f) Other GRAND TOTALS (add subtotals of 1-11)

SECTION VI. ESTIMATING INVESTMENT REQUIREMENTS Many otherwise successful businesses fail due to limited capital. Don't fail to accurately estimate complete costs of inputs. Most developers are overly optimistic during planning and fail to consider all costs. A. Capital Investment 1. Land 2. Site development (roads, paving, grading, drainage, parking--Sec.V, 7 and 11) 3. Utilities (installation for water, electricity, telephone, sanitary system, fuel) (do not include operating expenses--Sec. V. 1-5)

4. Equipment and machinery (recreation, site maintenance, furniture, fixtures, linens, transportation vehicles--Sec. V, 9-10) 5. Buildings and other supportive facilities (Sec. V, 6 and 8) 6. Costs of procuring loan and drawing legal papers 7. Professional fees (legal, accounting, architectural, consultants, appraisal, etc.) 8. others B. Working Capital

1. Salary or income needed during development (prior to opening) 2. Personal expenses prior to opening (travel, telephone, etc.) 3. Licenses, fees ( sales percentage, franchise fee, etc.) 4. Operating money needed until cash flow develops sufficiently to meet direct costs a) Utilities (Sec. V, 1-4) b) Labor and supplies 5. Stock and inventory for resale 6. other C. Source of Funds 1. Owner equity (investment in stocks, convertible debentures, owner's interest) 2. Loans (from mortgages, notes, bonds, debentures, line of credit, advances) 3. Total investment or capital and cash needed (add Sections A and B) These should balance 4. Total funds or cash available (Section C) SECTION VII. ESTIMATING INCOME When anticipating income for your enterprise, use restraint in calculating the days of facility usage and rates. Trade associations, competitive operations and consultants can furnish important data. Remember, seasonality, time of week, weather conditions, etc., will affect revenue and usage. This income forecast should be projected over a three-year period to allow for growth and development. The worksheet on "Estimating Income) will help you determine expected income from your business. SECTION VIII. ANALYZING PROFITABILITY When analyzing returns, be sure to consider alternative uses of time and money. High interest costs and a tight money market make this especially important. While only basic expense items are listed here, special care should be taken to include all expenses anticipated in the enterprise.(Many of these figures can be based on items listed in previous sections.) EXPENSES (A) Fixed

1. Actual interest to be paid out (borrowed funds) 2. Insurance (other than payroll)--fire, wind, life, liability, bonding, theft, auto, etc. 3. Taxes (other than income and payroll)--business, property, franchise, etc. 4. Depreciation (invested equity in depreciable capital items, divided by no. of years useful life)

Total Fixed Expenses (B) Controllable (Operational and Administrative) 1. Management and administrative wages (your own, supervision, office wages, expenses, etc.) 2. Employees wages 3. Payroll fringe benefits, insurance and taxes (figure 30-45% above actual wages paid) 4. Supplies (for normal conduct of business) 5. Repairs, maintenance of facilities, equipment and grounds 6. Advertising and promotion 7. Utilities and communications (see Section V.) 8. Professional services of continuing nature (auditing, legal, consultant, etc.) 9. Other expenses (miscellaneous, dues, subscriptions, contributions, bad debts) 10. sales taxes 11. Other: Total Controllable Expenses ANALYSIS 1. Fixed Expenses (plus) Controllable Expenses (equals)

Total Expenses 2. Total Income (last entry, sections VII worksheets) (minus) Total Expenses (above) (equals) Gross Profit 3. Gross Profit (minus) Income Tax. (equals) Net Profit (If not a corporation, net income will equal Gross Profit (above). However, if personal income has not been included as an expense, it should be deducted from Net Profit for figuring ratios below) 4. Divide Total Income (line 2, above) into Net Profit for rate of profit 5. Divide Total Investment (Sec. VI, "C", line 3) into Net Profit (above) for rate of return on investment % 6. Divide Owner Equity (Sec. VI, "C", line 1) into Net Profit (from 3, above) for rate of return on owner's investment % WORKSHEETS FOR ESTIMATING INCOME (Develop additional worksheets as needed) INCOME: (A) Fees and charges for use of facilities (Bathhouse, marina, golf course, etc.) Kind of Facility No. Units(x) No. Times Used(x) Charge/Unit Use = Income (B) Fees and charges for rental of equipment (towels, water ski equipment, golf clubs, boats,

etc.) Kind of Equipment No. Units(x) No. Times Used(x) Charge/Unit Use = Income

(C) Sale of goods (food, equipment, merchandise, supplies-groceries, beverages, meals, boats, bait, fishing equipment, ice, fuel, etc.) Kind of Goods Sold Total Sales Cost of Goods = Income (Margin) Subtotal Total Sales Total Income (Margin) (D) Sales or services not included in Items A to C (repair service, swimming lessons, tours, babysitting, boat launching, etc.) Service Income Total (E) Other income (memberships, leases, etc.) Add items (A) through (E) = Total Income 7. Add wages paid yourself to Net Profit (from 3, above) to arrive at returns to management, labor, and capital of owner-operator. 8. Take Net Profit (from 3, above) and add Depreciation (Sec. VIII, "A", line 4) to determine if there is sufficient cash flow to retire debt principle payments as needed.

SECTION IX. TIPS FOR CONDUCTING THE FEASIBILITY STUDY I. Information and Fact Gathering a) Determine the information essential to the success of the study (review check lists). b) Determine possible sources of additional information and bibliography. c) Assign the responsibility for gathering facts and information--select professional sources such as appraisers, architects, site development engineers, and designate specific responsibility. d) Set a timetable for gathering and assembling the information.

II. Analysis of the Facts and Information (much of this is done after the check list is completed) a) Group the facts and information in an orderly manner (Use the check list to develop an orderly study). (Use the check list to develop an orderly study). 1. Draw a map showing location to markets, population centers, competitive and complementary facilities, physical factors of site accessibility, developmental factors, etc.

b) Determine if special steps must be taken to fill information gaps crucial to the success of the enterprise. c) Assign priority to facts according to how they affect the potential feasibility of information vs. opinion and" guesstimates." Talking to someone in the business can be helpful. d) Determine which, if any current trends (public preferences, area development, economics) may have a significant bearing on your enterprise, and the effects of your recreation enterprise on others. Then, you can decide which alternative or alternatives are feasible and worthy of detailed study and implementation.

SECTION X. SUMMARY OF DECISIONS AND PRIORITY OF STEPS So far, site, clientele, personalities and economics have been considered. Which is most important? Which should be considered first? These are difficult questions. If you have the best site in the state, but no money to develop it you must decide whether to hold, rent, lease or sell. And, it can be frustrating to have a willing clientele and available finances, but no site. It is unfortunate, financing and potential clientele, but lack the needed personality or management

abilities for the enterprise. For success, balance is needed in all of these important areas. Recreation enterprises which offer genuinely different or unique activities have been successful almost regardless of cost to the developer or user. In contrast, some successful outdoor enterprises are inexpensively constructed and operate with almost a "carnival" atmosphere. The common denominator for success appears to be management ability. Thus, management ability should rate high on the priority list. Site also contributes significantly to the success of an outdoor recreation enterprise. Some physical features can be altered to conform to the operation, but location cannot be changed. Financial backing is essential, and must be available prior to beginning the venture. Unfortunately, expenses begin before income, a fact which stops many enterprises in the development stage. Because of the interdependence of all priorities, the decision maker has to consider all of them together. Visits to existing recreation enterprises can be helpful. Discussion with others and observation of their successes and failures has helped many entrepreneurs come to a decision. Another important aspect to consider is the community's attitude toward your potential enterprise. Most cities, and governorates have planning commissions and zoning boards that require compliance to their plans and ordinances. Zoning may prohibit the development of a recreation enterprise on your property. Visit these groups and explain your plans. It could save time and money, and more importantly, dispel unfounded rumors, which seem to accompany most such developments. While zoning can prohibit development An attorney can examine a current abstract of title and advise you on any use limitations.

Public and municipal services should be thoroughly investigated. Services of importance to a prospective recreation enterprise include: fire and police protection,

garbage collection, road maintenance, water, sewerage, telephone, electrical power, natural gas and others. Lack of such services could limit operations or cause added expenses. The available local labor force is another important item on the priority list that should be analyzed. Where will your help come from? What age employee is needed? What education requirements are necessary? What training will be needed? Labor force information is available at the nearest Employment office in Sinai. This office will also assist in locating and testing prospective employees. CONCLUSION The need for a systematic method of analyzing a planned recreation business (or any business) has prompted this guideline. It will succeed if it assists the developer in realistically looking at himself, his site, potential clientele, finances and development of the enterprise.

However, even skillful completion of these worksheets cannot insure success. Usually, it should be followed by a more complete feasibility study with detailed plans of the development, including both financing and business management.

14-2-2011

Dear Student @ SINAI UNIVERSITY

The selection of the idea of the Graduation Project is as important as the selection of the Group Members (GM). I will list to you some ideas for the GP for your review, they might help you decide on the GP.

1- Demonstration Park as (Tahrir Square) equipped with all the facilities for the demonstrators to (Speak, Consult, Gather in groups, Eat, Drink, Wash, Pray, Writ posters, First Aid, Buy Bullet-Proof Jackets, Nap, Shelter, Stone Storage, Press centers, Registration desk, ect. 2- Net Caf 3- Mobile Shop 4- Advertising Agency 5- Plastic Plant 6- Shopping Bag Manufacturing plant. 7- Resort Hotel in North Sinai 8- Seafood Restaurant in Arish, SINAI 9- Real State Office Building 10- Construction Material Distribution 11- Computer Repair Shop 12- Theme Park (Happyland, Wonderland, Magicland, Watermania) 13- Spice Import, Packing and Distribution Company 14- Retail Flower & Souvenirs Shop 15- Plastic Recycling Plant

16- Mineral Water Bottling Company 17- Marble Mining Company in SINAI 18- Vending Machines & Laundry mat Company 19- Currency Exchange Company (Serrafa) 20- Tire Service Center