# Martial arts academy business plan worksheet

Academy:
Location:
Prepared by:
Review date:
Currency and tax treatment:

Use your own figures. Mark untested assumptions and record the source and date of every quote or estimate. Illustrative calculations in the accompanying guide are not industry benchmarks.

## 1. Academy and programmes

Who will you teach, what will they learn, and why would they choose this academy?

| Programme / discipline | Intended members | Weekly sessions | Places per session | Evidence of demand | Next check |
| ---------------------- | ---------------- | --------------- | ------------------ | ------------------ | ---------- |
|                        |                  |                 |                    |                    |            |
|                        |                  |                 |                    |                    |            |
|                        |                  |                 |                    |                    |            |

## 2. Timetable and staffing

| Day and time | Programme | Instructor | Mat capacity | Expected visits | Peak-time constraint |
| ------------ | --------- | ---------- | ------------ | --------------- | -------------------- |
|              |           |            |              |                 |                      |
|              |           |            |              |                 |                      |
|              |           |            |              |                 |                      |

Weekly places = sessions per week × places per session.
Rough member capacity = weekly places ÷ assumed visits per member per week.
Check peak sessions separately; an average does not show overcrowding.

Who covers instructor absence?
Which programmes share the same mat or staff?

## 3. Membership income

| Plan | Monthly price | Expected paying members | Discounts / pauses assumption | Expected monthly revenue | Evidence |
| ---- | ------------- | ----------------------- | ----------------------------- | ------------------------ | -------- |
|      |               |                         |                               |                          |          |
|      |               |                         |                               |                          |          |
|      |               |                         |                               |                          |          |

Total expected monthly membership revenue:
Average revenue per paying member:
Other income, with its separate costs and evidence:

## 4. Fixed monthly costs

| Cost                     | Monthly amount | Quote / source and date | Confirmed or assumed |
| ------------------------ | -------------- | ----------------------- | -------------------- |
| Rent                     |                |                         |                      |
| Utilities                |                |                         |                      |
| Insurance                |                |                         |                      |
| Instructor and staff pay |                |                         |                      |
| Owner pay                |                |                         |                      |
| Software                 |                |                         |                      |
| Other                    |                |                         |                      |
| Total                    |                |                         |                      |

## 5. Variable costs and break-even

Average monthly revenue per member:
Less variable costs per member (processing, consumables, applicable taxes and other costs):
Contribution per member:

Break-even members = fixed monthly costs ÷ contribution per member, rounded up.
If contribution is zero or negative, the model does not cover fixed costs by adding members.

| Scenario                | Fixed costs | Revenue per member | Variable cost per member | Contribution | Break-even members | Fits timetable capacity? |
| ----------------------- | ----------- | ------------------ | ------------------------ | ------------ | ------------------ | ------------------------ |
| Base assumptions        |             |                    |                          |              |                    |                          |
| Lower membership income |             |                    |                          |              |                    |                          |
| Higher costs            |             |                    |                          |              |                    |                          |

## 6. Startup costs and available cash

| Item               | Amount | Due date | Refundable? | Source / quote |
| ------------------ | ------ | -------- | ----------- | -------------- |
| Deposit            |        |          |             |                |
| Mats and equipment |        |          |             |                |
| Fit-out            |        |          |             |                |
| Opening stock      |        |          |             |                |
| Other              |        |          |             |                |

Opening cash available:
Total startup spending:
Cash remaining after startup spending:
Expected monthly cash outflow while membership grows:
How long can that cash cover the expected shortfall?

## 7. Launch checks

| Item                                      | Owner | Evidence / unresolved question | Next action | Review date |
| ----------------------------------------- | ----- | ------------------------------ | ----------- | ----------- |
| Premises and permitted use                |       |                                |             |             |
| Insurance and local requirements          |       |                                |             |             |
| Instructor availability and cover         |       |                                |             |             |
| Membership terms and cancellation process |       |                                |             |             |
| Payment setup and reconciliation          |       |                                |             |             |
| First timetable and class capacity        |       |                                |             |             |
| Member records and staff access           |       |                                |             |             |
| Opening date and communications           |       |                                |             |             |

## 8. Decision and next review

Which assumptions must be checked before committing to the plan?
What would make you revise the timetable, pricing or opening date?
Next review date and responsible person:

Source and instructions: https://getmatpass.com/templates/martial-arts-business-plan