This article is part of a seven-chapter story following Jack on their journey to start a Golf Simulator Business.
Inspired by the guide 37 Tips for Starting a Golf Simulator Business, the series blends practical steps with storytelling to show what starting a business really feels like.
Jack Turns Research Into a Golf Simulator Business Business Plan
Why Do I Need Forty Pages to Say “Indoor Golf”?
The blank document cursor blinks at me like it’s judging my life choices. Three weeks since signing the lease, and the banker wants a “comprehensive business plan” before finalizing our loan.
I’ve written hundreds of reports in my hotel career, but this feels different. This isn’t analyzing someone else’s business—it’s creating mine from nothing but conviction and spreadsheets.
My laptop screen shows seventeen tabs of research: SBA guidelines, business plan templates, competitor analyses, industry reports. Each one promises to make this easy. None of them do.
“Just write what you’d want to read if someone pitched you this business,” my wife suggests, looking over my shoulder at the mess of notes scattered across our dining room table.
She’s right, but that’s the problem. If someone had pitched me this business six months ago, I’d have asked a hundred questions they couldn’t answer. Now I’m supposed to have all those answers myself.
I download another template—”Universal Business Plan Template (Simple + Complete)”—and this one actually makes sense. Not too academic, not too casual. Just a logical flow from idea to execution. I print it out, grab my red pen, and start filling in what I know.
The Template That Changes Everything
Universal Business Plan Template (Simple + Complete)
- Executive Summary – Overview, problem solved, goals; Mission (1–2 sentences).
- Business Description – What the business does, who it serves, unique selling point; Vision (3–5 years); Values (3–5); Legal structure & ownership.
- Market Analysis – Industry snapshot, target customers, competitors, positioning; brief SWOT.
- Offerings & Pricing – Products/services, pricing model, guarantees/policies.
- Business Model & Operations – How the business runs; setup (home/mobile/commercial), suppliers, systems, tech stack, quality/safety; Licenses/Permits/Insurance.
- Marketing & Sales Strategy – Brand promise, channels, promotions, sales process, retention; Customer Experience Promise.
- Management, Team & Advisors – Owner role, roles now/later, advisors/outside pros.
- Financial Plan – Startup costs, unit economics, break-even, 12-month P&L, cash-flow basics; key assumptions.
- Funding Needs – Amount, use of funds, type/terms, repayment plan/collateral (if applicable).
- Milestones & KPIs – 90-day plan, 12-month milestones, KPIs (3–6).
- Risks & Mitigations – Top 3–5 risks with specific controls/backups.
- Long-Term Goals & Exit Strategy – Growth path and exit options.
- Implementation Timeline – Month 0–1, 2–3, 4–6, 7–12 highlights.
- Appendices (as needed) – Owner résumé(s), vendor quotes, sample contract/SOPs, permits, insurance certs.
Fourteen sections. Each one forcing me to think through another aspect I’ve been avoiding. By midnight, I have a first draft that’s equal parts ambitious and terrifying.
Jack’s Golf Simulator Business Plan
1. Executive Summary
Westfield Indoor Golf will be the premier indoor golf destination in Westfield Commons, combining cutting-edge simulator technology with exceptional hospitality. We solve the problem of weather-limited golf seasons and intimidating course environments while creating a year-round social hub for golfers and non-golfers alike.
Mission: Deliver year-round golf enjoyment through technology and hospitality, serving every skill level with excellence and fun.
Goals: Open in six months, achieve break-even by month 8, build to $1.2M annual revenue by year two.
2. Business Description
We operate a four-bay indoor golf simulator facility with bar and light food service. We serve three primary segments: serious golfers seeking year-round practice, casual players wanting social entertainment, and corporate groups needing unique event spaces.
Unique Selling Point: The only facility in Westfield combining tour-level golf simulation with full bar service and dedicated event hosting.
Vision (3 years): Become the hub of Westfield’s golf community with leagues, lessons, and social events, potentially expanding to a second location.
Values:
- Inclusive: Welcome all skill levels
- Quality: Premium equipment and service
- Community: Build connections through golf
- Fun: Golf without the pressure
- Integrity: Honest scoring, fair pricing
Legal Structure: Single-member LLC, 100% owned by Jack [Last Name Redacted]
3. Market Analysis
The indoor golf industry has seen strong double-digit annual growth since 2019 (estimates vary by source).
Within a three-mile radius, expect roughly 45,000–50,000 residents with a median household income around $75,000–$80,000; confirm with current census/ACS data before finalizing.
Within 10 miles, there are four public/private courses; combined active membership should be verified directly with each course rather than assumed.
Target Customers:
- Primary: Men 35-60 with disposable income who golf 20+ times yearly
- Secondary: Corporate groups from nearby office parks (2,400 employees)
- Tertiary: Families seeking weekend activities
Competitors:
- Pine Valley Country Club (private, $15K initiation)
- TopGolf (45 minutes away, different experience)
- Local driving ranges (weather-dependent, no data)
Positioning: Premium alternative to private clubs, convenient alternative to TopGolf, year-round alternative to driving ranges.
SWOT:
- Strengths: Location, hospitality experience, no direct competition
- Weaknesses: New brand, limited bays, high startup costs
- Opportunities: Corporate partnerships, league growth, lessons
- Threats: Economic downturn, new competitors, technology failures
4. Offerings & Pricing
Services:
- Hourly bay rental: $45-65/hour depending on time/day
- Memberships: $199/month unlimited off-peak
- Lessons: $75/hour with certified instructor
- Leagues: $40/week per player, 8-week seasons
- Corporate events: $500-2000 packages
- Food & beverage: $8-15 items, full bar
Pricing Model: Dynamic pricing by demand, lower daytime rates, premium weekend evenings.
Policies:
- 24-hour cancellation for full refund
- Satisfaction guarantee on lessons
- Rain checks for technical failures
5. Business Model & Operations
Commercial brick-and-mortar operation in 7,200 sq ft leased space. Four simulator bays using a single, fully compatible simulator ecosystem (e.g., TruGolf with its native stack, or a Foresight GC-series + approved software, or another integrated vendor).
Confirm end-to-end compatibility (hardware, software, licensing, and support) before purchase. Full POS system, online booking platform, and customer management software included.
Suppliers:
- Simulators: TruGolf (direct)
- Food: Sysco Foods
- Alcohol: Southern Wine & Spirits
- Golf equipment: TaylorMade/Callaway partnerships
Tech Stack:
- Booking: Teesnap
- POS: Square
- CRM: Mailchimp
- Simulators: TruGolf software
Quality/Safety:
- Daily equipment calibration
- Hourly bay cleaning
- Security cameras all areas
- First aid trained staff
Licenses/Permits/Insurance:
- Business license: $125 annually
- Liquor license: $2,400 annually
- Food service permit: $300 annually
- General liability: $2M coverage
- Liquor liability: $1M coverage
- Equipment coverage: Full replacement value
6. Marketing & Sales Strategy
Brand Promise: “Your Game, Year-Round”
Channels:
- Social media (Facebook, Instagram): Daily posts, event photos
- Google Ads: $500/month targeting “golf simulator near me”
- Email newsletter: Weekly, building to ~2,000 contacts by the end of year one
- Corporate partnerships: Direct sales to HR departments
- Referral program: 20% off for referrer and referee
Promotions:
- Grand opening: First 100 customers get free return visit
- Weekday happy hour: $35/hour before 5pm
- League nights: Build community and recurring revenue
- Birthday parties: Package deals with decorations
Customer Experience Promise:
- Greet within 30 seconds
- Bay ready at reservation time
- Tech support within 5 minutes
- Clean, comfortable environment
- Money-back if unsatisfied
7. Management, Team & Advisors
Owner/Operator: Jack (CEO) – 28 years hospitality management
Initial Team:
- Operations Manager: Jerry (full-time)
- Golf Instructor: Jennifer (part-time/commission)
- Bay Attendants: 2 part-time positions
- Technical Consultant: David (as-needed)
Advisors:
- Legal: Business attorney (retainer)
- Accounting: Ellen, CPA (monthly)
- Industry: Mike (Cleveland facility owner)
Future Roles (Year 2):
- Food service manager
- Marketing coordinator
- Additional instructors
8. Financial Plan
Startup Costs: $347,500
- Equipment: $165,000
- Build-out: $95,000
- Soft costs: $27,500
- Working capital: $60,000
Unit Economics:
- Average revenue per bay hour: $52
- Variable cost per bay hour (labor share, utilities, wear/consumables, merchant fees): $20
- Contribution margin: 62%
Break-even: Months 8–12, assuming steady utilization build and a baseline of ~$43,000 in monthly operating costs (including current SBA terms)
12-Month P&L Projection (conservative, year one):
- Revenue: $720,000
- Operating expenses (payroll, rent, utilities, insurance, baseline marketing, admin): $660,000
- EBITDA: $60,000
- Debt service (SBA, ~11%, 7-year amortization): $49,300
- Pre-tax income (before depreciation/taxes): roughly breakeven ($10,700)
Key Assumptions:
- 35–40% utilization in year one (ramping toward 45% in year two)
- $15 average F&B per visit
- 20% membership penetration
- No major equipment failures
9. Funding Needs
Total Needed: $347,500
Sources:
- Personal investment: $107,500 (31%)
- SBA loan: $240,000 (69%)
Use of Funds:
- Simulators & equipment: 48%
- Build-out: 27%
- Working capital: 17%
- Soft costs: 8%
Terms: 7-year SBA loan at ~11%, about $4,100 monthly payment
Collateral: Personal guarantee, primary residence, business assets
10. Milestones & KPIs
90-Day Plan:
- Complete build-out
- Install/test all equipment
- Hire/train initial staff
- Launch marketing campaign
- Soft opening with 100 beta customers
12-Month Milestones:
- Month 1: Grand opening, 30% utilization
- Month 3: First league launches, 40% utilization
- Month 6: 100 members, 50% utilization
- Month 8: Break-even achieved
- Month 12: 60% utilization, expansion planning
KPIs:
- Utilization rate (target: 50% by month 6)
- Revenue per bay hour (target: $52)
- Customer acquisition cost (target: under $25)
- Member retention (target: 85% monthly)
- Net promoter score (target: 70+)
11. Risks & Mitigations
Risk 1: Lower than projected demand
- Mitigation: Aggressive marketing, corporate partnerships, special events
Risk 2: Equipment failure
- Mitigation: Maintenance contracts, spare parts inventory, backup projector
Risk 3: New competition
- Mitigation: Build community loyalty, superior service, first-mover advantage
Risk 4: Economic downturn
- Mitigation: Reduce hours, focus on value offerings, increase lessons
Risk 5: Staffing challenges
- Mitigation: Competitive pay, cross-training, owner coverage capability
12. Long-Term Goals & Exit Strategy
Growth Path:
- Year 2: Add fifth bay, expand food service
- Year 3: Second location or franchise model
- Year 5: Regional brand with 3-5 locations
Exit Options:
- Sell to competitor (3-5x EBITDA)
- Franchise the concept
- Pass to family member
- Strategic buyer (entertainment company)
13. Implementation Timeline
Months 0-1: Finalize financing, begin build-out, order equipment Months 2-3: Complete construction, install equipment, hire staff Months 4-6: Soft opening, grand opening, establish operations Months 7-12: Scale marketing, launch leagues, optimize operations
14. Appendices
- Jack’s résumé
- Equipment quotes
- Lease agreement
- Insurance certificates
- Market research data
- Letters of intent from corporate partners
The Advisor’s Reality Check
I send the draft to three people: Ellen my accountant, Mike from Cleveland, and surprisingly, Tom, my golf buddy who wanted to partner.
Their feedback arrives within 48 hours, each hitting different weak spots.
5-Bullet Advisor Feedback Summary:
- “Revenue projections too aggressive for year one—most facilities hit 35% utilization, not 45%” – Mike
- “Add line item for equipment replacement fund—simulators need updates every 3 years” – Ellen
- “Marketing budget too low—should be 8-10% of revenue, not 3%” – Tom
- “Missing competitive advantage over home simulators—why leave their house?” – Mike
- “Labor costs understated—need overlap for shift changes and breaks” – Ellen
The feedback stings because it’s right. I spend another weekend revising, adjusting projections downward, adding detail where I was vague, strengthening the differentiators.
Revision Log:
- Reduced year-one revenue projection by 15%
- Added $500/month equipment replacement reserve
- Increased marketing to $2,000/month
- Emphasized social experience and professional instruction
- Adjusted labor to include 10% overlap time
- Added seasonal adjustment factors
- Detailed customer acquisition strategy
- Strengthened competitive analysis
The Final Touch
Sunday night, I create the document that will actually guide daily operations:
90-Day Action Checklist
- Week 1: Finalize loan documents (Jack)
- Week 1: Submit permit applications (Paul)
- Week 2: Order simulators—6-week lead time (Jack)
- Week 2: Begin construction phase 1 (Paul)
- Week 3: Launch social media presence (Jerry)
- Week 4: Create hiring packages (Jack)
- Week 5: Design membership programs (Jack/Jerry)
- Week 6: Establish vendor accounts (Ellen)
- Week 8: Post job listings (Jerry)
- Week 9: Conduct interviews (Jack/Jerry)
- Week 10: Complete construction phase 2 (Paul)
- Week 11: Install simulators (David/Vendor)
- Week 12: Staff training week (All)
- Week 12: Friends & family soft opening (All)
- Week 13: Grand opening event (All)
Each item has an owner and date. No ambiguity. No “someone should handle this.” Just clear accountability and deadlines.
What the Plan Really Does
Monday morning, I sit with the banker, the forty-three-page document between us. He flips through, occasionally nodding, sometimes frowning, asking pointed questions about assumptions and contingencies.
“This is thorough,” he finally says. “Most people give me five pages of dreams. You’ve given me a operations manual.”
“Twenty-eight years in hospitality,” I reply. “I’ve seen what happens without a plan.”
He approves the loan with one condition—monthly financial reporting for the first year. I agree immediately. The external accountability will keep me honest.
But the plan does something more important than secure funding. It transforms vague anxiety into specific challenges. Instead of worrying about “everything,” I worry about hitting 35% utilization by month three. Instead of fearing “failure,” I monitor specific KPIs that warn of problems while there’s time to fix them.
Jerry reads it and immediately spots opportunities. “If corporate events are key, why aren’t we pre-selling packages before we open?”
Jennifer sees gaps. “Nothing here about junior programs. That’s huge untapped revenue.”
David gets excited. “The tech stack could integrate better. Let me show you what’s possible.”
The plan becomes a living document, updated weekly as we learn. But its core remains solid—a clear path from empty space to thriving business.
The Number That Matters Most
That evening, my wife finds me at the kitchen table, calculator in hand, running numbers again.
“What are you figuring now?” she asks.
“Days until break-even. If the plan holds, it’s 237 days from opening.”
“And if it doesn’t hold?”
“Then we update the plan. But at least we know what we’re updating from.”
She looks at the business plan, now marked with highlighter and sticky notes, coffee stains and margin calculations.
“Remember when you thought this would be about golf?” she says.
I laugh, but she’s right. The business plan makes it clear—this isn’t about golf. Golf is just the excuse. This is about creating a space where people choose to spend time and money. Where leagues become communities. Where corporate teams become customers. Where technology enhances rather than replaces human connection.
The plan shows me what I’m really building. Not a golf simulator business, but a hospitality business that happens to use golf simulators.
Tomorrow, construction begins. Equipment gets ordered. The plan starts becoming reality. But tonight, I have what I needed—not just a document for the banker, but a blueprint for success. Every section thought through. Every number justified. Every risk acknowledged and addressed.
It’s not perfect. Mike warns me that no plan survives first contact with customers. But it’s complete, it’s honest, and it’s mine.
I close the laptop and file the printed copy in a binder labeled “The Beginning.” Someday, when the business is either thriving or gone, I’ll look back at these projections and laugh at my naivety. But right now, this plan is the bridge between dream and reality.
And tomorrow, we start crossing it.
See the guide Jack used: 37 Tips for Starting a Golf Simulator Business
You’ve just finished Chapter 4. The journey continues in Chapter 5, where Jack chooses a name, forms the Golf Simulator Business, and secures the right support in Legal Formation, and Funding.