Holes To Go gives entrepreneurs a way to bring mobile mini golf to parties, corporate events, schools, fundraisers, community events and other occasions where people want something memorable to do.
The equipment is the foundation. The business is what you build around it. You find customers. You create relationships. You book events. You deliver an experience people remember. And over time, you build a local reputation that can generate repeat and referral business.
Your customers aren’t necessarily looking for ‘mini golf.’ They’re looking for something that makes their event better.
One advantage of a mobile entertainment business is the ability to serve different customer groups throughout the year. That can give you multiple paths to finding customers rather than depending on a single type of event.
You can start one way and change as your business grows.
Typical $425 event
$425 revenue − ~$70 event-level cash costs ≈ ~$355 contribution before fixed overhead.
Approximate operating break-even: ~5 events/month.
Typical $425 event
$425 revenue − ~$130 delivery/setup/takedown − ~$70 other event-level cash costs ≈ ~$225 contribution before fixed overhead.
Approximate operating break-even: ~7 events/month.
At $425 average event price:
At a $425 average event price, every additional five events per month represents approximately $25,500 in additional annual gross revenue. The challenge—and opportunity—is building the customer relationships and marketing systems needed to generate those bookings.
The trailer and mini golf equipment give you the ability to deliver the experience. But the business is built by finding customers, generating bookings, delivering great events, building relationships and creating repeat business. That’s where the entrepreneur comes in.
Every market is different. Your population, competition, event calendar, customer base, pricing and marketing approach all matter.
Before making a decision, take a look at the opportunity in your own market.
How much does it cost to get started? • Do I have to deliver and set up the equipment myself? • How many events do I need? • How do I find customers? • Do you provide support? • Can I operate this part-time?
How much does it cost to get started? • Do I have to deliver and set up the equipment myself? • How many events do I need? • How do I find customers? • Do you provide support? • Can I operate this part-time?
How much does it cost to get started? • Do I have to deliver and set up the equipment myself? • How many events do I need? • How do I find customers? • Do you provide support? • Can I operate this part-time?
How much does it cost to get started? • Do I have to deliver and set up the equipment myself? • How many events do I need? • How do I find customers? • Do you provide support? • Can I operate this part-time?
How much does it cost to get started? • Do I have to deliver and set up the equipment myself? • How many events do I need? • How do I find customers? • Do you provide support? • Can I operate this part-time?
How much does it cost to get started? • Do I have to deliver and set up the equipment myself? • How many events do I need? • How do I find customers? • Do you provide support? • Can I operate this part-time?
The examples demonstrate how event volume and pricing can affect gross revenue and operating economics. The $425 typical event price and 10-event-per-month benchmark are based on current Holes To Go operating experience. The delivery-help example uses approximately $130 per event for delivery, setup and takedown, based on current Holes To Go experience. Owner-operated assumes the owner performs those services personally and therefore does not include third-party delivery labor. Operating expenses have been normalized using Holes To Go’s historical operating experience. Actual expenses for a new owner will vary by market, vehicle, insurance, advertising, travel, labor, maintenance, supplies and other operating factors. Owner time has economic value even when no separate wage is paid. Financing costs are not included because financing arrangements vary. One-time and unusual expenses are not assumed to recur at the same level every year.
Illustrative examples only. These scenarios are not projections, guarantees or representations of actual revenue, expenses, income or profitability. The examples use assumptions based in part on actual Holes To Go operating experience. Actual results will vary based on market demand, pricing, event volume, advertising, travel, insurance, labor, maintenance, financing and other operating factors. Gross revenue is not profit. Operating contribution is not the same as net profit and excludes taxes, debt service, depreciation, owner compensation and other expenses not specifically included in the illustrations.
You don’t need to know everything about running a mobile mini golf business before you take the next step. Start by understanding the
opportunity. Look at your market. Learn how the business works. Decide whether the model fits the kind of business you want to build.