Sample portfolio
Sample plan: boutique fitness studio
A lender-facing sample for a fictional strength and conditioning studio in Jeddah, raising a bank loan for fit-out and equipment.
Jeddah Form Studio — fictional sample: a boutique strength and conditioning studio in Jeddah, seeking a bank loan for fit-out and equipment.
All figures are illustrative sample figures invented for a fictional business. No approval or funding outcome is claimed.
Contents of the sample document
- Executive summary
- Concept and location logic
- Market analysis
- Services and membership pricing
- Operations and coaching model
- Marketing and launch plan
- Financial plan
- Funding ask and use of funds
- Risks and mitigations
Executive summary excerpt
Sample text for a fictional business.
Jeddah Form Studio is a boutique strength and conditioning studio planned for a residential district in Jeddah. The concept is deliberately narrow: small-group coached sessions with a capped class size, sold on monthly memberships and class packs rather than drop-in access.
The studio occupies a 320 square metre unit with a 14-person training floor, two changing rooms and a small reception. The loan of SAR 780,000 covers fit-out, equipment, pre-opening costs and working capital through the ramp.
The plan assumes 190 active members by month twelve, an average monthly membership of SAR 520, and a blended revenue per member that includes class packs and personal training. Revenue is projected at SAR 780,000 in year one and SAR 1.52 million in year three. Gross margin is high because the cost of service is coaching time rather than materials; the binding constraint is rent and fit-out financing.
The main risk is membership churn during the first two quarters. The plan includes a pre-opening campaign and a six-week introductory programme intended to build habit before the first renewal cycle.
Market snapshot
General context, not market statistics.
| Factor | Observation | Implication |
|---|---|---|
| Demand | Demand for coached strength training exists in dense residential districts | Location and class times matter more than city-wide size |
| Competition | Large gyms, independent studios and home training | Differentiate on coaching quality and class size |
| Cost base | Rent and coaching dominate; equipment is capital | Utilisation and retention drive viability |
| Seasonality | Summer travel and Ramadan affect attendance | Model monthly, with a low-attendance case |
| Regulation | Commercial and municipal requirements apply | Confirm before signing the lease |
Financial highlights
Illustrative sample figures — fictional business.
| Item | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Revenue (SAR) | 780,000 | 1,240,000 | 1,520,000 |
| Gross margin % | 62% | 64% | 65% |
| Gross profit (SAR) | 483,600 | 793,600 | 988,000 |
| Operating costs (SAR) | 470,000 | 590,000 | 640,000 |
| Net result (SAR) | 13,600 | 203,600 | 348,000 |
| Break-even month | Month 11 (sample-model output) |
Funding ask and use of funds
Illustrative sample figures — fictional business.
| Use of funds | Amount (SAR) | Basis |
|---|---|---|
| Fit-out and changing rooms | 360,000 | Contractor allowance |
| Strength and conditioning equipment | 240,000 | Supplier quotation (sample) |
| Pre-opening marketing and working capital | 130,000 | Launch campaign and ramp |
| Contingency | 50,000 | Approximately 8% of fit-out |
| Total | 780,000 |
What this sample demonstrates
- Single-location service business craft — capacity, membership and churn handled explicitly.
- Membership economics — revenue per member rather than a growth rate.
- Lender-facing structure — fit-out and equipment itemised, repayment logic in general terms.
- Honest ramp — no assumption of full membership from opening month.