J.T. is a 6-year-old girl who comes home from school with a note from the school nurse indicating that a child in her kindergarten class has been diagnosed with chickenpox. J.T.’s mother is quite concerned because J.T. has not been immunized with the varicella vaccine. She wants to know whether administration of the vaccine at this time will protect J.T. from becoming infected.
1. Compare the key differences between typical channel structures for consumer products and industrial products.2.Contrast the key differences between typical channel structures for consumer products and industrial products.3.Provide an example or scenario of the basic ways in which each channel structure is clearly used.4.Debate it! “Standardized versus localized” applies to advertising. Which is best? Support your rationale.
Write a 200- to 300-word reflection describing brain lateralization and its role in language.
Provide an example of language disruption as a result of brain trauma.
BUSINESS
PLAN
2 Business Plan
BUSINESS PLAN
2 EXECUTIVE SUMMARY
2 BUSINESS BACKGROUND
The company
The service
The Holistic Approach
Key personnel
4 MARKETING PLANS
Market analysis
Marketing strategy
Pricing strategy
5 ACTION PLANS
Personnel
Fee collection
Expenses
Resistance equipment
Fitness facilities
Financial Projections
8 BUSINESS PLAN FOR KNOWLEDGE MANAGEMENT
Knowledge Management
9 OPERATIONAL PLANS
Knowledge Management
Business Plan 1
Business Plan
Executive Summary
Bounce Fitness relies on the proven skills of its founder to take advantage of the growing need for
fitness training, personal coaching and other related health enhancement services. Margaret House,
who brings more than two decades of personal training and life coaching expertise to the business,
leads the company as it was established, as a high quality fitness provider in three capital cities and
one major regional centre across Australia. Bounce Fitness initially focused on attendance generated
through advertising, tendering for training and general health enhancement. Currently memberships
provide the basis of funding and the tenders and casual visits and add-on options of life coaching and
health enhancement specialists generate larger profit margins.
Constantly evolving classes and advertising offer an opportunity to work smarter. But the increased
opportunity comes at the expense of increased complexity. Substantial market research establishes
that personal training coupled with life coaching and natural health enhancement is one of the fastest
growing service industries. Bounce Fitness is in a position to capture a significant portion of their
local markets in each of their localities, currently Cairns, Brisbane, Sydney and Melbourne. Further,
Bounce Fitness is projected to return a profit annually due in large part to the size of the market and the
relatively low investment required. 2XX1 year revenue combined from all centres is projected to exceed
$ $2,500,000.00.
Bounce Fitness continues to differentiate itself from its competitors through lower pricing and the
continuing development of unique classes, personal training and expanding on the one-stop-shop
for health enhancement. The one-stop-shop approach is expected to allow substantial gains in the
largest segment of a growing market. This focused approach also makes it easier for Bounce Fitness to
establish and retain a position as an industry leader.
Business Background
The company
Bounce Fitness is a dynamic fitness corporation poised to capture substantial market share in one
of the fastest growing service industries in the country. Bounce Fitness is a Cairns corporation
incorporated in 2001 and wholly owned by Margaret House. A Board of Directors has been established
and the Head Office now has a team of General Manager Finance, Human Resources and Marketing,
an Executive Assistant and support staff. The Centres have a Centre Manager, Assistant Manager and a
team of various sizes composed of experts in health related and fitness disciplines. Bounce Fitness will
2 Business Plan
continue to have its base of operations in Cairns (Fitness Centre and Head Office), Brisbane, Sydney
and Melbourne. It is planned to open another Centre in Perth in the next two years. Bounce Fitness
intends to expand their number of centres as demand increases. It is envisaged that the investment per
centre would be approximately $300,000.
The owner and Chief Executive Officer, Margaret House, has extensive experience as a personal trainer,
life coach and manager of fitness centres. In addition, Ms House has approved a marketing strategy that
is well suited to building a larger market share. Bounce Fitness now has the potential to gain a reputation
for offering quality in health and life enhancement that provides value long after the classes end.
The service
Bounce Fitness was originally created for the sole purpose of providing personal training services in the
Cairns area. The popularity has encouraged expansion in the services offered and locations.
The Centres are based in rented facilities located in or near the largest shopping centre in each city. The
facilities are easily accessible, have child care, a coffee shop, substantial parking, and are serviced by
public transportation. Where appropriate, however, Bounce Fitness will provide training at a customer’s
facility.
A key selling point to date is the price Bounce Fitness charges for its memberships. Because Bounce
Fitness has been able to negotiate favourable leases for facilities and equipment and has relatively low
overheads, it is able to offer customers a less costly membership option.
The Holistic Approach
One method that Bounce Fitness uses to distinguish itself from others is through the holistic approach
developed by Ms House. The support on specific concerns of clients, focused attention and follow
up of staff, interesting and exciting new classes coupled with innovative new concepts were the keys
to Bounce’s early acceptance. The incorporation of life coaching, remedial massage and other health
services increases the use of the Centres and provides convenience for clients.
Key personnel
Margaret House is the owner and Chief Executive Officer of Bounce Fitness. She has significant
experience and management skills developed as a centre manager.
Ms House was a remedial therapist and training instructor for eight years before becoming manager
of a centre fifteen (15) years ago. She holds a degree in sports physiotherapy, Graduate Diploma in
Management and a Trainer Certificate in Life Coaching. In addition to establishing Bounce Fitness, Ms
House oversaw the development of a series of comprehensive programs for life coaching. The innovative
process of combining personal fitness, maintenance health care and advanced life skill training will be
adopted in Bounce Fitness’s training programs.
Business Plan 3
Ms House originally coordinated a staff of five personal instructors and taught a number of these classes.
Utilising this education and experience, Ms House now is an asset in her role as Chief Executive Officer.
Because Ms House has a technical background, her staff often consult with her when complex issues
arise. This experience has proved to be especially valuable in day-to-day operations.
Marketing Plans
Market analysis
Ms House undertook substantial research prior to establishing Bounce Fitness. The focus of this
research was on the growth of holistic life management including personal training and fitness and
on the geographic markets she planned to serve. The research results were quite encouraging. The
holistic health approach, personal training and Life Coaching were at the beginning of a period of
great expansion, according to the findings of several respected industry trade journals. Because of the
personal transformations desired in personal and business life and the anticipated positive impact of
health enhancement on daily life, many individuals and businesses are finding themselves overwhelmed
with the possibilities that these new concepts offer both their staff and ultimately their business.
Marketing strategy
Essentially, Bounce Fitness markets itself as offering the same or better quality personal training than
its larger competitors, but at a more reasonable price. Bounce Fitness will focus on quality of staff,
equipment and Centres, all the while emphasising the ‘add-on’ benefits of the various other holistic
disciplines and motivation offered by its services. Particular focus will be in the corporate sector.
As part of this strategy, Bounce Fitness is advertising in several lifestyle magazines. In particular,
Ms House has received reasonable advertising estimates from three of the largest lifestyle industry
magazines and in each region, the free lifestyle magazines. On average, for $250 per month, per Centre
each of these will run a half-page ad in each weekly or monthly edition depending on frequency of
publication. After the initial six-month period, Bounce Fitness is also considering running a full-page ad
for $350 per month, per Centre.
The preferred mode of advertising is word-of-mouth. Bounce Fitness hopes to hold information seminars
on its services at all the Chamber of Commerce luncheons, service groups and schools within a 30-mile
radius of the business. In addition, Ms House has begun writing several articles for a national lifestyle
publication and will personally approach Human Resources managers in larger businesses. Research
results suggest that this type of marketing initiative can generate a significant amount of business.
4 Business Plan
Bounce Fitness also intends to continue with the tender processes, approach medical centres and
aged care centres to offer special arrangements for their people to improve their mental and physical
health through diet, exercise and companionship. This will be heavily subsidised and offered mainly as
a community service. She will not rely on a sales force to generate business.
Pricing strategy
Bounce Fitness will charge less for similar services than the other firms because Bounce Fitness has
low overhead expenses and fewer employees than the larger firms. Based on a survey of fitness training
facilities in the major cities and surrounding suburbs, similar firms charge, on the average, $220 more
per person for a twelve month membership.
There are special arrangements and pricing for corporate partners, special interest groups and
community initiatives.
Action Plans
Personnel
Bounce Fitness plans to continue to keep wage and salary expenses low. To achieve this objective,
Bounce Fitness has salaried their personal trainers rather than contracting services. The expectation is
that when not involved in delivering classes, or consulting with those for whom they are the personal
trainers, they will be volunteering their training services to schools, hospitals and other community
initiatives to raise the profile of Bounce Fitness.
Fee collection
Bounce Fitness offers reduced cost for full payment options for membership services. Member payments
may be made monthly or quarterly at a higher rate than annually and with cash, EFTPOS or credit cards.
Payments for casual classes is set at a premium level, and other related services are at least standardised
with others in the same locality and industry. The payments may also be made with cash, EFTPOS or
credit cards. Bounce Fitness will offer deferred monthly billing and a 25% discount to corporate clients
with 10 or more employees taking corporate memberships. Since the revenue generated from this client
segment is expected to be small, and the risk of non-payment is small, the accounts receivable and bad
debt expense should not be a consideration.
Business Plan 5
Expenses
Rent, salaries and the cost of equipment leases are the largest expenses that Bounce Fitness faces.
Resistance equipment
Following an exhaustive analysis of the financial and other implications of buying, renting, or leasing,
Bounce Fitness has decided to lease its equipment. A factor that played a large part in that decision
was the likelihood that any purchased equipment may become dated in a relatively short period of time.
Bounce Fitness must have equipment that is at least equal in sophistication to those desired by its
customers. The substantial initial cash outlay required to purchase equipment also played a part in the
decision to lease or rent.
Bounce Fitness obtained estimates from a number of distributors for the purchase of resistance
equipment. The most competitive price that Bounce Fitness found averaged $2,699 per machine. The
total purchase price was $46,855 per Centre including GST.
Based on estimates obtained from several leading rental firms, Bounce Fitness could expect to pay
approximately $8,450 a month to rent the same equipment.
Finally, in order to lease the equipment, the best price quoted was $33,500 per Centre, which includes
all maintenance of the machines. The lease would run for 36 months with interest at an 11% annual
rate. The total of the 36 monthly payments would be $37,855. The lease payment of $3,154 per month
is more than $5,000 below the monthly rental alternative quoted.
Fitness facilities
Bounce Fitness considered several options regarding the type of service to offer to its clients. Because
Ms House does not wish to tie up funds on a long-term basis, the purchase of a training facility was not
considered a reasonable option.
Bounce Fitness has negotiated a favourable lease on all properties with the property management firm
that manages the centres in which the facilities will be located. The firm has offered Bounce Fitness a
three-year lease with a three-year renewal option. The monthly rent is $1,500 for the first year, $1,700
the second year and $1,900 for the third year. During the three-year renewal period, rent will increase by
5% per year. This rental amount includes water, waste removal, and all maintenance costs.
Financial Projections
Based on a survey of 100 Fitness Centres across Australia, it was determined that a Fitness Centre with
five full-time staff members could be expected to train 30 new clients every week. Of this number, it
is expected that 25% will be repeat customers. That means that Bounce Fitness can expect to generate
120 new clients and continue with 30 previous clients every month.
6 Business Plan
The percentage breakdown of the number of clients who will select either a single class or the
membership option is based on statistics provided in the National Fitness study and a report included
in The Journal of Fitness, May 200X, Vol. 12. The findings of both of these reports reflected the fact
that individuals who have taken previous memberships are more likely to pursue additional membership
to gain even greater proficiency and health benefits. Using these statistics, Bounce Fitness estimates
that gross revenue this year from the combined centres will be more than $2,500,000 or over $5000 per
centre per month.
The financial goals for each Centre for the coming year are:
Return on investment of at least 15%
Increase net earnings by at least 10%
Achieve a market share of 15% in each area
Increase sales 5% by June 30 through marketing initiatives
10% new memberships
Because the demand for Bounce Fitness services is expected to grow in the current year of operation,
gross revenue for the second year is expected to increase to more than $3,000,000.
While these calculations are based on an average of the gross by month, Bounce Fitness, like many
businesses in the fitness industry, will be subject to common business cycles. Based on the abovementioned study done by The Journal of Fitness, market research shows that the number of clients
participating in training January through March will increase by 10% to 25%. During the months of May
through August, the number of clients drops off by approximately 20%.
Fitness firms can expect a 20% to 30% increase in the number of clients during the months of September
through November. As with other non-retail businesses though, December sessions usually drop by
25%. One way that Bounce Fitness will try to counter the ‘holiday slump’ is by increasing tendered
classes and those for special interest groups.
Bounce Fitness plans on offering a holistic class in developing and maintaining a healthy weight initiative.
The class will also focus on how individuals can make gradual and comfortable but sustainable lifestyle
changes. Bounce Fitness will incur little additional expense by offering this new initiative and still
generate an additional 3% in revenues every month.
Bounce Fitness is planning for a 15% increase in membership sales in the coming year. For a detailed
analysis of the actual monthly budget, review the budgets in the Performance tab for each Centre.
Business Plan 7
Business Plan
Knowledge Management
Bounce Fitness Information and Knowledge Management System is called Bounce IT. It is a secure custom
designed holistic information system developed just for Bounce Fitness.
All employees must make themselves familiar with the Bounce Fitness Information Management System Policy
and Procedure document. All employees will receive training on how to use the system when commencing
employment at Bounce Fitness.
Bounce IT is necessary for the business to perform at its peak. The system is designed to address all of
Bounce Fitness needs in relation to Knowledge Management.
Bounce IT has the ability to collect data on all areas of the business and is specific to the Fitness Industry. It
will enable the business to streamline collected data and assist the managers of each centre to focus on other
areas of the business allowing for more effective time management.
The Business Plan Outcomes for Bounce IT:
Operational Plan
Knowledge Management
Bounce IT is used by all employees within Bounce Fitness. Management will use the system to collect data on
Finance, Stock and Members and to produce reports in these areas of the business. Fitness Instructors use
Bounce IT for sales transactions, accessing client files and creating new memberships. The system requires all
employees to be trained in each of these areas for correct use.
8 Business Plan
Need
Outcome
Method
Effective and Efficient
1. To ensure accurate information
and data is recorded in the
system
2. Better productivity and efficiency
when collecting data
Review the system bi-annually
Use the Information System User
Observation Checklists and Surveys
to evaluate the system effectiveness
from the ‘users’ of Bounce IT
The Operational Plan Outcomes for Bounce IT:
Review Bounce IT; Bi-annually following this flowchart:
Business Plan 9
• Clients
• Staff
• External consultants
• Industry professionals
• Government bodies
Gather Feedback in form of Surveys and User Logs from:
• System
• Policy
• Procedure
Review Information from Surveys and User Logs on the:
• What needs to be done?
• How will it be done?
• Who will do what?
• When does it need to be done?
Plan
• Steps to implement the planning faze
• Timeframe of each action to be completed
Take Action
• Set a review time
• Organise a panel to review the implemented system, policy and procedure / work
practices
Review Implementation
Need
Outcome
Method
User-Friendly
1. To collect information on the
performance of the system
2. To provide a simple holistic user
friendly knowledge management
system, unique to Bounce Fitness
Use the Information System User
Observation Checklists and Surveys
to evaluate if the system is user
friendly as well as the system
effectiveness
***** I have attached the annotated bibliography and interview that needs to be included in this paper.
Use attached to answer the following:
1) What data would you find useful in making decisions about social media and mobile technology for organizations?
2) How do you measure success in mobile access to information?
3) You are the IT advisor to the Haitian Government at the time of the earthquake crisis. What do you recommend to continue the efforts using social media?
4) List 5 of the most important concepts or knowledge that you gained from this case.
management
Assignment 7: Mini Internet Research ReportAlmost all major poetry is posted and analyzed at various Internet websites, as I’m sure you know. However, the quality of these sites varies widely as to their reliability.Choose one of the 6 poems we have read and discussed for WEEK 5, Sons and Lovers — “My Papa’s Waltz” “Those Winter Sundays” “Dover Beach” “To His Coy Mistress” “Bitch” “The Man Under the Bed”Using the evaluation criteria below, choose 2 sites — a reliable site and an unreliable site – to report on.When you choose your “good site†really look at the interpretations closely according to the criteria below. Also look at the “credentials” of the writer. Even a so-called expert in literature may not be very reliable if his/her interpretation is a pronouncement rather than an analysis.Criteria for Evaluation:1. First of all, ask yourself: Just who is this writer? What can you find out about him or her? What is the purpose of the website on which you find the information?To find out about the writer, google him or her. Or work backward on the website: for instance, say you have the address .edu/smith/english233/poetry”>usc.edu/smith/english233/poetry. Eliminate the “english233/poetry” section of the URL: you might find yourself at Professor Smith’s site where you can find out more about her.2. Does the writer supply enough examples to support his or her conclusions? (In fact, what are his/her conclusions?)3. Does the writer acknowledge and refute the most obvious arguments against his or her position? (What are these arguments?)4. Does the writer ignore any information in the text that might call his or her conclusions into question? (What is that information?)You should present this project to me in the form of a report entitled Research Project: and the name and author of the poem.Click .virtualsalt.com/evalu8it.htm”>HERE for more information on site evaluation. .english.purdue.edu/owl/resource/577/04/”>HERE for information on quoting poetry. You should use the following headings in your report:A. Site #1: a reliable interpretation. Name of site and URL.Description of the site, its author, his or her credentials, and how you found out the information about the author.Summary of what is said about the poem.Evaluationof the interpretation of the poem considering the criteria listed above. You should quote correctly from the site to illustrate your points.Note: Be careful to use quotation marks to distinguish your words from the exact words at the site or in the poem. B. Site #2: an unreliable interpretation: Name of site and URL.Description of the site, its author, his or her credentials, and how you found out the information about the author.Summaryof what is said about the poem.Evaluationof the interpretation of the poem considering the criteria listed above. You should quote correctly from the site to illustrate your points. Note: Be careful to use quotation marks to distinguish your words from the exact words at the site or in the poem.C. Conclusion: How are the two analyses different?Here’s how I’ll grade you:CriteriaPossible pointsYour pointsTopic:The report is on the designated topic. -50Organization: The report is organized according to instructions. 10 Clarity: I can understand what you are saying.10Careful Reading of the Text:You show that you have read carefully and are correct about the factual details of the analyses. You do not distort the analyses or the poems in order to prove your point. 10 Handling of Evidence: You refer to the sites and poem by direct quotation in order to back up your assertions. You incorporate quotations gracefully into the paper, cite them appropriately, and comment on their significance. .english.purdue.edu/owl/resource/747/2/”>http://owl.english.purdue.edu/owl/resource/747/2/ 10 Editing: Your report has a title and you have followed formatting instructions. The report has been spell-checked and carefully proofread. You demonstrate a reasonable command of the conventions of academic writing. You include a Works Cited list in MLA format. 10 Use of Sources Other Than the Texts: You do not need to use additional sources other than the poem and the websites you are discussing, but if you did, you acknowledged them in the text of your paper and in an attached Works Consulted list. Even paraphrases of other ideas must be acknowledged parenthetically in your text. -50 Total 50 .googleusercontent.com/proxy/6V-5MjGzirpyhrvTLxzO_X9_ovcRPdhi9wLgWfbQUoSIpptkacBrHZNAr5wC_mzy-8I4Ntv2fzjdaqhH8bWY2GrfMqANMjegYD75uJju7gAbyKDe2FeesOWO1x0jx3CHb-mrXFKnZb4WYi2eYg0=s0-d-e1-ft#https://myetudes.org/portal/tool/6940549f-76eb-452a-8028-f23f0fd01b2d/icons/flexible.png” alt=”” title=””> Notice: This is a flexible order Assignment:You have the flexibility to move back and forth using the “Next” and “Prev” buttons and the Table of Contents to change your answers.You may mark questions to review them again before finishing; these will be tagged for you in the Table of Contents.You may exit at any time by clicking on “Continue later”.Your Assignment will be completed only when you click on (and confirm) the “Finish” button. If no late submissions are allowed and the due date passes, the system will auto-finish the Assignment for you, with all of the answers you have completed up to that point.
Develop a three- to four-page analysis, excluding the title page and reference page(s), on the projected return on investment for your college education and projected future employment. This analysis will consist of two parts.
First, explain how you made the decision to pursue a degree in Business or Finance. In your explanation, include a summary of expenses related to that decision. Also, include things like cost of tuition, cost of books, and the interest that you may pay on any loans.
Next, conduct research on your desired occupation and identify how much compensation (return) you expect to earn. How long will it take to pay back the return on this investment? Be sure to consider the trade-off between the cost of education and the expected return on investment.
Your paper should be comprehensive and it should include specific examples. Format your paper according to APA style guidelines as outlined in the Ashford Writing Center and include at least two references scholarly sources.
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