INVESTORS OPPERTUNITY DECK
2025
A Living Asset with Tourism, Conservation, and Strategic Value
We are acquiring and developing a premier Game Reserve that goes beyond safari tourism. Our model unlocks hidden asset value in wildlife genetics, carbon credits, education, and strategic infrastructure — while offering investors equity uplift and multiple payout channels.
The Opportunity
Land Scarcity
Pristine wilderness near tourist routes is increasingly rare.
Wildlife as Assets
High-value breeding genetics (lion, buffalo, sable, rhino) generate compounding wealth.
Global ESG Demand
Billions in funding for carbon sequestration, biodiversity offsets, and conservation
Strategic Location
Reserve with potential for airstrip, helipad, and logistical infrastructure, adding defense, medical, and retirement retreat interest.
Equity Uplift
High-value breeding genetics (lion, buffalo, sable, rhino) generate compounding wealth.
🐾 Revenue Streams
The 7 Pillars + Uplift Strategy
Tourism & Hospitality
Luxury lodges, tented safari camps, bush villas.
Game drives, walking safaris, stargazing, wellness retreats.
Destination weddings, film shoots, corporate retreats.
Wildlife Asset Value (Genetics & Breeding)
Big 5 + rare antelope breeding programs.
Game auctions and animal trade (disease-free buffalo, sable, roan).
Portfolio management of wildlife as appreciating biological assets.
Hunting & Population Management
Ethical trophy hunting (international market).
Game meat production.
Controlled population management = additional cash flow.
Conservation & Carbon/Biodiversity Credits
Carbon sequestration: monetize land’s natural carbon absorption.
Biodiversity offsets: partner with corporates/mines/government.
Premium ESG positioning: tourism + conservation branding.
Events & Experiences
Safari weddings, exclusive buyouts, music/art festivals.
Filming/documentary partnerships.
Education & Research
University research partnerships (wildlife, veterinary, environmental).
Paid volunteer programs and “conservation safaris.”
International school tie-ins (field trips, exchange programs).
Products & Branding
Game reserve branded honey, essential oils, venison, crafts.
High-end photography, wildlife documentaries, NFT collectibles.
Equity Uplift & Strategic Additions
Airstrip & Helipad: Attract UHNW tourists, corporate retreats, medevac capability.
Underground Rifle/Medical/Quad Storage Facility: Position reserve for defense, emergency response, and high-security tourism.
Retirement/Estate Units: Luxury wildlife retirement homes with medical support, generating annuity-based returns.
Premium Infrastructure: Infinity pools, spas, bush restaurants — elevating revenue per guest.
Investor Payout Strategy
Equity Growth: Property + wildlife herd values compound over time.
Cash Flow: Multiple revenue streams (tourism, credits, hunting, research).
Exit Options: Sell equity at higher valuation (due to uplift & diversified revenue).
Investor Yield: Dividends structured from operating profits + credit revenues.
Why Now
Tourism rebound post-COVID
South Africa/Eastern Cape & Garden Route hotspots are seeing massive growth
ESG + carbon credit markets booming (Africa is underrepresented, massive upside).
Investors are hungry for hard assets with soft-power branding.
The Birth of Ten-Star Hospitality
Most minds in today’s hospitality space are conditioned to think small—tiny homes, micro stays, and scaled-down escapes. We believe the future lies in the opposite: Colossal Luxury.
We are not building just another five-star destination. We are creating the world’s first Ten-Star Colossal Resorts Collection—a portfolio of properties where themes, scale, and design converge to create experiences unlike anything in today’s market.
🐾 Financial Strategy
Purchase & Acquisition:
Asking Price: €12M (ex VAT 15%) = ~€13.8M incl. VAT.
Land Size: 16,592 hectares (spanning Eastern, Northern, Western Cape).
Lodge Infrastructure: 23 luxury rooms, 20 baths, 18 en-suites, multiple lodges, staff housing (9 homes), wild camping grounds.
Exotic Species: 45 rare and unusual species, Big 5 + ultra-rare oryx, Arabian scimitar, etc.
Facilities: Restaurants, bars, gentlemen’s club, spa, library (esoteric book storage/asset).
Financial Model (10-Year Projection)
Revenue Pillars (annual potential once optimized):
1. Tourism & Hospitality
Lodges A–D + Camping Grounds = ± 70 beds.
Ultra Luxury Rate: €500–€1500 pppn.
50% occupancy average = €7–10M/year gross turnover.
2. Wildlife Genetics & Breeding Sales
Rare species & Big 5 trading.
Auction sales of disease-free buffalo, oryx, sable, etc.
€1.5–2M/year.
3. Hunting (Ethical & Controlled)
Trophy hunting & culling programs.
Game meat sales.
€0.5–1M/year.
4. Carbon Credits (Spekboom Advantage)
Spekboom sequestration: 4–10 tons CO₂/ha/year.
16,592 ha × avg. 7 tons = 116,144 credits/year.
At €15–€25/credit → €1.7–€2.9M/year recurring revenue.
5. Biodiversity Offsets & NGO Partnerships
Mining, corporate ESG offsets, research sponsorship.
€0.5–1M/year.
6. Education & Research
Universities, vet schools, conservation NGOs.
Paid volunteer programs, long-term research leases.
€0.25–0.5M/year.
7. Events, Branding & Products
Safari weddings, film shoots, retreats.
Branded honey, wine, venison, artisanal goods.
€0.25–0.5M/year.
Consolidated Annual Revenue Potential (Year 5+)
= €12–15M/year diversified turnover.
EBITDA margins: 40–50% (luxury hospitality + conservation credits).
= €5–7M net EBITDA/year (conservative).
Investor ROI (10-Year Outlook)
Initial purchase: €12M.
Equity uplift: property & infrastructure revaluation → €25–30M valuation by Year 10.
Cumulative net EBITDA: €50–70M in 10 years.
Exit multiple (hospitality + ESG conservation asset): 6–8× EBITDA.
Potential exit valuation: €35–50M+.
Milestones (10-Year Strategy)
Phase 1: Acquisition & Stabilization (Years 0–2)
CAPEX: €15M
€12M Acquisition of the 16,592ha reserve (ex VAT).
Legal restructuring & brand acquisition.
Rebrand + marketing relaunch (luxury ESG positioning).
Carbon & biodiversity certification initiated.
First lodge refurbishments (Lodge A + Lodge B upgrades).
Wildlife audit + breeding program setup.
Revenue Streams Coming Online:
Initial luxury tourism (20–30% occupancy).
Limited wildlife breeding & sales.
Carbon credits (pre-certified forward contracts).
Milestone Value (End of Year 2): €20M+
Phase 2: Growth & Expansion (Years 2–4)
CAPEX: €10M
Build New Ultra-Luxury Lodge/Resort (10,000m²).
Develop wild camping + exclusive glamping grounds.
Build helipad + logistics underground storage hub.
Launch NGO/University partnerships (research campus framework).
Scale global marketing → target UHNW safari guests.
Revenue Streams:
Tourism occupancy up to 40–50%.
First certified carbon credits sold (€2–3M/year).
Increased wildlife trading.
NGO grants/research funding begins.
Investor Position:
Revenue covers 25–30% of operating costs.
First modest dividends possible Year 4 (5–8%).
Milestone Value (End of Year 4): €30M+
Phase 3: Diversification & Institutionalization (Years 4–6)
CAPEX: €15M
Retirement & Eco-Estate Units (8,000m² high-end medical-ready residences).
Launch International Conservation School/Research Campus (5,000m²).
Expand solar farms & water infrastructure.
Upgrade runway → airstrip for private jets.
Develop premium visitor experiences (wine cellar, fine dining, spa village).
Revenue Streams:
Retirement units → recurring annuity income (€5–8M/year).
Full tourism rollout → €12–15M/year turnover.
Education/research → €1–2M/year.
Carbon & biodiversity → €3–5M/year recurring.
Investor Position:
Operating profit now strong → Annual Dividends 10–12% from Year 5–6.
Milestone Value (End of Year 6): €45–50M
Phase 4: Global Brand & Exit Prep (Years 6–8)
CAPEX: Optimizations only (~€2–3M reinvestment).
Launch global branding (Kerzner-style flagship ESG safari).
Partner with UHNW networks (sovereign wealth funds, Aman, One&Only).
Retirement estate fully leased.
School & research hub recognized internationally.
Expansion into branded luxury products (honey, venison, wine, botanical oils).
Revenue Streams:
Stabilized diversified income = €25–35M/year turnover.
EBITDA = €10–15M/year.
Investor Position:
Strong recurring profits → Dividends 15–20% annually.
Exit planning begins.
Milestone Value (End of Year 8): €60–80M
Phase 5: Exit (Years 8–10)
Options:
Strategic Sale → luxury hospitality group, sovereign wealth fund, or conservation trust.
IPO → create listed conservation REIT/Trust (with ESG focus).
Roll-Up → combine with 1–2 other mega reserves and sell as a portfolio.
Exit Valuation Target:
6–8× EBITDA (€10–15M/year) = €60–120M valuation.
Investors achieve 2.5–4× return on initial capital.
The Ask
We are raising €40M over 5 years in staged tranches to acquire, upgrade, and reposition a 16,592ha Big Five reserve into Africa’s premier ESG ultra-luxury destination. This will combine tourism, wildlife genetics, retirement living, carbon credits, research, and Sol Kerzner–style iconic branding. Target exit €80–100M within 10 years, with recurring dividend payouts from Year 4
1. Acquisition Cost (Year 0–1)
Purchase Price: €12M (ex VAT)
VAT: ~€1.8M (recoverable in part through structures).
Total Acquisition = €13.8M
2. Development & Expansion CAPEX (5-Year Plan)
At R15,000/m² (~€750/m²) for new builds & upgrades:
New Ultra-Luxury Lodge & Resort
±10,000m² @ €750 = €7.5M
Spa, infinity pools, event space, fine dining, wine cellar.
Retirement & Eco-Estate Units
±8,000m² @ €750 = €6M
Luxury medical-ready retirement lodges with annuity lease model.
International Conservation School / Research Campus
±5,000m² @ €750 = €3.75M
Branded with global universities (Oxford, Stanford, UCT, etc).
Strategic Infrastructure
Airstrip upgrade + Helipad = €2M
Bunkers / underground rifle, quad, med storage = €1.5M
Road networks, solar farms, water systems = €2M
ESG Certification & Brand Development
Carbon + biodiversity credit setup, NGO/legal frameworks = €1M
Global marketing rebrand (Kerzner-style) = €1M
3. Total Investment Requirement (Over 5 Years)
Acquisition = €13.8M
Development CAPEX = ~€25M
Total = ±€40M (spread over 5 years, milestone-based).
Summary Timeline (Investor Lens)
Years 0–2: Acquisition & certification → Reserve stabilized.
Years 2–4: New luxury lodge & carbon credits online.
Years 4–6: Retirement units, school, airstrip → big revenue expansion.
Years 6–8: Brand consolidation, premium positioning → large dividend payouts.
Years 8–10: Exit €80–100M+ → Investor 2.5–4× ROI.
Funding Structure
Phase 1: €15M (Acquisition + initial upgrades, Years 0–2).
Phase 2: €10M (Lodge + resort + ESG projects, Years 2–4).
Phase 3: €15M (Retirement units, school, airstrip, global branding, Years 4–6).
Returns (10-Year Horizon)
Tourism + Lodges: €15–20M/year by Year 5–6.
Wildlife Assets: €2–3M/year.
Carbon/Biodiversity Credits: €3–5M/year.
Education & Research: €1–2M/year.
Retirement Estate: €5–8M/year annuity leases.
→ €25–35M annual revenue potential by Year 7–8.
→ EBITDA margins 40–50% = €10–15M annual profit.
Exit Strategy (Year 8–10)
Valuation Target: 6–8× EBITDA = €60–120M exit valuation.
Exit Options:
Strategic sale to a luxury hospitality group (Aman, One&Only, Wilderness Safaris).
Roll-up into a portfolio of 2–3 mega-reserves → IPO as an ESG Safari REIT/Trust.
Sovereign Wealth / Pension Fund acquisition (they want ESG + hard assets).
🐾 Partner with Safari Brothers to make measurable social, environmental, and wellness impact.
Contribute to conservation, job creation, and mental wellness programs.
Together, we create lasting change for people, wildlife, and the soul of Africa.
Contact Philip +27 (0)65 641 1985
🐾 Executive Summary
Business name: Safari Brothers
Registration details: 2025/624187/07
Location: N 10 and Addo Heights, Ncanarha, 6130
Safari Brothers SA is more than a safari business — it’s an unforgettable wildlife experience crafted by passionate field guides who live and breathe the Eastern Cape bush.
Founded by two best friends for 22 years, Philip Botha and Jaco Botha, with over 20 years experience in Hospitality and over 2,500 combined guiding hours at Addo Elephant National Park and Schotia Safaris, Safari Brothers blends adventure, sustainability, and community empowerment.
Funding amount requested and purpose
Primary Ask (Preferred Amount): R500,000
For expansion(2nd Vehicle), equipment, working capital. Higher loan: higher revenue growth, faster scaling, stronger market capture. We can scale aggressively with the larger facility, but responsibly still grow with the smaller one.
Secondary Ask (Minimum Viable Amount): R300,000
Fund Business Operations - Smaller loan: leaner growth, reduced expansion, longer payback period.
Quick highlight of projected revenue, profitability, and repayment ability
Funding Request:
We are seeking a primary facility of R500,000, with an alternative consideration for R300,000, to finance the acquisition and operation of vehicles to expand service capacity.
Financial Highlights (Primary Scenario: Two Vehicles in Operation):
Annual Income: R6,575,436
Cost of Sales: R4,486,817
Gross Profit: R2,088,618
Overheads: R660,160
Net Profit: R1,428,458
Profit Margin: 22%
Repayment Ability: With EBITDA of approximately R2.08M, the business comfortably services projected annual debt obligations of under R900,000, yielding a DSCR > 2.0, well above bank requirements.
Alternative Scenario (Secondary Ask: One Vehicle in Operation):
Annual Income: ±R3,300,000 (scaled proportionally)
Net Profit: ±R700,000 after overhead allocation
Repayment Ability: EBITDA provides sufficient cover for annual debt obligations of under R600,000, maintaining a DSCR above 1.25.
Conclusion:
Both scenarios demonstrate strong repayment ability, with the primary facility enabling faster growth and profitability through two operational vehicles, while the secondary facility ensures a sustainable growth trajectory with lower capital exposure.
🐾 Business Overview
Discover Our Exclusive Safari Experiences and Services
From the vast plains of Addo, where mighty herds roam free, to the intimate encounters at Schotia, your guests’ Safari Revival starts here. Where the Safari Brothers go first — because nothing comes closer.
Vision, mission, and objectives
Our mission is to create a sustainable safari movement that blends:
World-class wildlife tourism in South Africa’s Eastern Cape
Community empowerment & job creation through training and opportunities
Conservation leadership by supporting wildlife projects and education
We aim to become a leading safari operator offering immersive guest experiences while giving back to nature and local communities.
Business model (how you make money)
Our core business is providing guided safari tours, monetized on a per-seat basis with an average of 10 seats available per vehicle per tour. Revenue is generated through multiple tour products, each tailored to unique customer preferences and wildlife experiences.
Products/services offered
We currently offer five distinct safari products, including:
🐾 FULL DAY | Great 8
🐾 HALF DAY | Tooth & Claw Safari
🐘 EXPANDED DAY | Addo + Schotia Combo
🐘 OVERNIGHT | Schotia Safari Stay
🐾 Dawn & Dine
We focused on showcasing Africa’s most iconic wildlife species (plus three additional products with unique themes and itineraries). This diversified product mix ensures we capture a wide range of market segments — from first-time visitors to repeat travelers — while maximizing vehicle utilization and per-tour profitability.
Legal structure
Concerning JPB GROUP (Pty) Ltd 2025/624187/07 TRADING AS Safaribrotherssa.com
The above company has been registered in terms of section 14 of the Companies Act, 2008.
In accordance with the Notice of Incorporation, the registration of the company takes effect on 06/08/2025.
In conjunction with this certificate, the Commission has not issued another notice contemplated in section 12 (3)Pty Ltd, Trust, Partnership, etc.
🐾 Industry & Market Analysis
Tourism Hub: Eastern Cape is South Africa’s safari growth hotspot.
Market size and growth potential
Addo Elephant National Park – ±300,000 visitors annually (52% international).
Schotia Safaris – ±25,000 visitors annually (95% international).
Target customers & demographics
International Tourists (52–95% depending on location):
Key markets: Europe, USA, Australia.
Prefer guided, authentic, and adventure-based safari experiences.
Domestic Tourists (5–48% depending on location):
South African families, adventure seekers, and eco-tourists.
Age: 25–55 (primary adventure/adventure-luxury segment).
Income: Middle to high-income earners willing to pay premium for guided experiences.
Interests: Wildlife, conservation, adventure tourism, cultural experiences.
Behavior & Preferences:
Seek immersive experiences with expert guides.
Value convenience (Safari Brothers offers exclusive free lodge transfers).
Active online planners — book and research safaris digitally before travel.
Competitor analysis
Schotia Safaris
Unique wildlife (Cape Lion), conservation credibility, established brand
Smaller scale, less aggressive digital marketing
25,000 visitors annually; high international focus
Addo Elephant Park private tour operators
High foot traffic (300,000+), established infrastructure
Standardized experiences, less personalized
Main regional players; dominate visitor numbers
Other regional operators (e.g., private lodges & tour companies)
Luxury offerings, full-service packagesExpensive, less accessible to budget-conscious travelers
Fragmented; niche segments
Safari Brothers SA Competitive Edge:
Exclusive free transfers (only operator in region offering this).
Highly experienced, local guides providing authentic and personalized experiences.
Aggressive digital marketing targeting global travelers before arrival.
Strategic partnerships with lodges and international tour operators.
Industry trends and risks
Trends
Sustainable and eco-tourism: Travelers increasingly prefer operators that prioritize wildlife
conservation and community upliftment.
Adventure & immersive experiences: Demand for hands-on, authentic safari adventures is growing, especially among millennials and Gen X tourists.
Digital engagement: Online bookings, reviews, and social media presence significantly influence
customer decisions. Premium services: Amenities like private vehicles, guides, and transfers are highly valued.
Risks
Economic fluctuations: Tourism is sensitive to global economic conditions and currency fluctuations.
🐾 Marketing & Sales Strategy
Customer Acquisition Channels
We will use a multi-channel approach to reach both domestic and international tourists:
Digital Advertising & SEO: Targeted Google Ads, Facebook/Instagram campaigns, and optimized content for keywords like “Eastern Cape Safari” and “Great 8 Tour.”
Partnerships: Collaborations with travel agencies, hotels, guesthouses, and international tour operators to include our safaris in their packages.
Online Booking Platforms: Listing with platforms such as TripAdvisor, SafariBookings, and GetYourGuide to reach global audiences.
Local Marketing: Flyers, signage at regional airports, and partnerships with restaurants/lodges in Jeffreys Bay, St. Francis, Port Elizabeth and surrounding areas.
How you plan to reach customer
Customer Acquisition Channels
We will use a multi-channel approach to reach both domestic and international tourists:
Digital Advertising & SEO: Targeted Google Ads, Facebook/Instagram campaigns, and optimized content for keywords like “Eastern Cape Safari” and “Great 8 Tour.”
Partnerships: Collaborations with travel agencies, hotels, guesthouses, and international tour operators to include our safaris in their packages.
Online Booking Platforms: Listing with platforms such as TripAdvisor, SafariBookings, and GetYourGuide to reach global audiences.
Local Marketing: Flyers, signage at regional airports, and partnerships with restaurants/lodges in Jeffreys Bay, St. Francis, and surrounding areas.
Sales funnel and customer acquisition process
Sales Funnel & Customer Journey
Awareness: Potential customers discover us through ads, content marketing, or partner referrals.
Interest: They engage with our website, social media pages, or reviews.
Consideration: Automated email follow-ups, WhatsApp responses, and social proof (testimonials, wildlife images, videos) build trust.
Booking: Customers book through our website or via partner agents. Payment is secured upfront to confirm seats.
Experience: Exceptional guided safari tour delivered.
Post-Tour Engagement: Collect reviews, encourage referrals, and upsell future packages.
Pricing strategy
Competitive Benchmarking: Prices set in line with other safari operators in the Eastern Cape while highlighting superior value through smaller groups, themed tours, and experienced guides.
Tiered Offerings:
Standard Morning Drive (entry-level pricing).
Premium “Great 8” safari (mid-range).
Exclusive private tours (high-end).
Dynamic Pricing: Seasonal adjustments (peak season vs. off-season) and discounts for group bookings
Customer retention plans
Customer Retention & Repeat Business
Loyalty Incentives: Returning guests receive discounts or priority booking.
Referral Program: Reward past customers for referrals with discounts or merchandise.
Email & Social Media Engagement: Share wildlife highlights, seasonal offers, and new products to keep our brand top-of-mind.
Partnership Upselling: Work with nearby lodges to offer package deals (safari + accommodation), encouraging repeat stays.
🐾 Operations & Management
Discover Our Exclusive Safari Experiences and Services
From the vast plains of Addo, where mighty herds roam free, to the intimate encounters at Schotia, your guests’ Safari Revival starts here. Where the Safari Brothers go first — because nothing comes closer.
Business location, facilities, and equipment
Business Location, Facilities & Equipment
Our operations are based in the Eastern Cape region, strategically located near major tourist hubs such as Jeffreys Bay, St. Francis, and Addo, giving us direct access to both domestic and international travelers.
Facilities: Central office for bookings and administration.
Equipment: Two safari vehicles (primary growth driver), safety gear, communication systems, and vehicle maintenance tools.
Technology: Online booking platform integrated with payment gateways, and CRM software to manage customer engagement.
Key operational processes
Tour Scheduling: Daily safari tours scheduled based on demand (morning and afternoon).
Customer Booking & Confirmation: Customers book online, through partner agents, or directly on-site. Payment is confirmed upfront.
Tour Execution: Licensed guides conduct tours, ensuring customer safety, comfort, and high-quality experiences.
Vehicle & Equipment Maintenance: Regular servicing to ensure reliability and safety.
Customer Feedback & Reviews: Post-tour feedback collected to improve services and enhance online reputation.
Staffing plan
Tour Guides: 2–4 qualified, licensed guides with extensive knowledge of local wildlife.
Operations Manager: Oversees tour scheduling, logistics, and partner relationships.
Driver/Mechanic (dual role): Handles vehicle operations and maintenance.
Admin/Bookings Officer: Manages reservations, payments, and customer service.
Seasonal Staff: Flexible workforce to handle peak tourist seasons.
Management team
The business is headed up by Philip Botha , who brings [x years]over 20 years of experience in tourism, business development, and operations management. The team includes professionals with backgrounds in guiding, logistics, and customer service. Collectively, the team combines local knowledge, hospitality expertise, and financial discipline to ensure operational success and profitability.
🐾 Financial Plan
Operations are newly established but projections are based on realistic market benchmarks.
Financial projections
Projected Financials (3–5 Years)
Income Statement: Revenue expected to grow from R6.5M in Year 1 to R10M+ by Year 3 with net margins of 18–22%.
Balance Sheet: Assets primarily in vehicles, equipment, and retained earnings; liabilities include the loan facility.
Cash Flow Statement: Positive cash flows projected from Year 1, ensuring sufficient liquidity for loan servicing and reinvestment.
Break-even analysis
Break-Even Analysis: Expected break-even within the first 12 months of operation.
Loan repayment schedule with DSCR
Loan Repayment Schedule: Facility repayment modeled over 5 years at 12% interest, maintaining DSCR consistently above 1.25 in all scenarios.
Sensitivity analysis
The financial projections for Safari Brothers SA are based on realistic and conservative estimates.
The business operates 364 days per year, but only assumes:
Peak Season (7 months): 65% occupancy of 10 available seats per safari.
Slow Season (5 months): 30% occupancy of 10 available seats per safari.
Although the actual market potential is significantly higher, these conservative assumptions ensure responsible budgeting, lower financial risk, and realistic cash flow planning, giving investors confidence in the startup’s sustainability and profitability.
🐾 Funding Request
Primary Request: R500,000 – financing two safari vehicles, branding, and initial working capital.
Secondary Request: R300,000 – financing one safari vehicle and minimum working capital for phased growth.
In both scenarios, our projected cash flows demonstrate a Debt Service Coverage Ratio above 1.25, ensuring strong repayment ability.
Purpose of funds
Safari vehicles & outfitting: R350,000
Marketing & digital presence: R50,000
Working capital (fuel, salaries, operations): R100,000
Collateral offered
Vehicles purchased with loan proceeds, plus personal surety if required.
Proposed repayment terms
5 years at 12% interest, with flexibility to accelerate repayments as revenue grows.
🐾 Risk Analysis (Internal risks)
Internal Risks:
Cash Flow Pressure: Low occupancy in initial months.
Management Bandwidth: Small team may face challenges in peak seasons.
Vehicle Downtime: Operational delays if maintenance is not proactively managed.
External risks
Tourism Market Volatility: Global or local travel disruptions (e.g., pandemics, fuel price spikes).
Regulatory Changes: Licensing or park entry fee increases impacting margins.
Competition: Regional safari operators increasing marketing spend.
Mitigation strategies
Conservative financial planning with strong DSCR.
Preventative vehicle maintenance schedule.
Diversified customer acquisition channels (digital + partnerships).
Contingency reserves and flexible staffing to manage seasonal demand.
🐾 Appendices
Supporting documentation to be attached:
CIPC Company Registration Certificate
Tax Clearance Certificate
ID copies of directors/owners
6–12 months bank statements
Vehicle purchase quotations
Tourism operating permits/licenses
Partnership/agency agreements
Letters of intent from travel agents/lodges.