Venture Post 2 ft MP

"The program we are looking to build is a safe, elite club team that can be offered to any athlete that is within time standards and effort of training.We will highlight the importance of safety by using USA Swimming's SafeSport program; we well as ensuring all coaches are cleared through a background check and coursework. Tryouts will be held before admittance, and even then  student- athletes will be given a week to train and get a feel for the club. We are offering all the same structures that USA Swimming offers, as well as abiding by all rules and regulation, including insurance and safe sport, to our program. Our goal is to provide an uplifting, but challenging, community that can be shared to the swimming culture as an additional option to competition. We are looking to drive in customers who are dedicated to the sport, but understanding of the costs and the progress that needs to be met before, during, and after the club is started. We will be limiting the amount of meets, but will continue to work fully around a school and summer schedule to better suit the parents and athletes. We will not be offering a "beginners" or "learn to swim" program. The limit of meets can be expanded later in the club's career, but to ensure safety and growth of our team, we are limiting the locations of travel and excess meets. Our goal is not to build the athlete from the ground up, but to make the current ground they're on sturdier, faster, and stronger. We will offer varies clinics, as well as meet and greets with current and previous Olympians."

1) Provide, again, your venture concept description, using this form View in a new window . We understand it will be extremely similar to your first Venture Concept and do not expect you to re-write your entire Venture Concept. Don't worry about self-plagiarism for this assignment. However, make sure you do provide some type of change based on feedback and personal growth. You will describe this in part 3. 

2) Provide a summary of the feedback you received from your previous venture concept description. You certainly want to include the student feedback, but you may also include the feedback you received from others during the "What's Next" exercise. You want to summarize all of the feedback, but be sure to place an emphasis on what people recommended you change about your idea. (In other words, don't just describe the positive feedback.)                                                   
                 
I received no feedback, so instead I asked my fiance to look over it and help revise it. He said to highlight the safety and reasoning for lack of swim meets, but to show that growth is in the plan for the program.


3) Describe how you changed your venture concept, based on what you learned from the feedback.
Small changes such as wording and additional measures to ensure the program will be more engaged at a later date. I learned a lot from the interviews of what people are really looking for, but also to make sure that safety and growth are of the utmost importance.


4) 

30 A Final Thoughts

1) Read through your posts from this semester. Recall all of the experiences you've had a long the way -- the highs, the lows -- the fun moments, and the moments of drudgery, and even the moments of dread.

So, it was the book readings that really got me down. I loved every aspect of this class... except those. My favorite had to be the amount of networking I had to do, which in end helped me out a ton for my career. 

2) What sticks out to you as the most formative experience? The experience that you'll remember years later? What was your most joyous experience? What experience are you most proud of yourself for accomplishing?

What stands out the most would have to be the ability to complete tasks and time management, the lectures are what stood out the most. Everyone was engaged, the questions were answered in full, and they were funny and realistic. I'm most proud of were the multi-age group interviews and realistic responses.

3) At the beginning of the semester, I mentioned that I wanted each of you to develop an entrepreneurial mindset. Now, at the end, do you see yourself as an entrepreneur? Do you think you have moved closer to developing an entrepreneurial mindset?

I definitely do, with a lot more clarity. I've received answers I wasn't expecting, and guidance I didn't imagine I would receive until further along my career path.

4) What is the one recommendation you would make to the students who are going to journey down this path in the future? What would you recommend they do to perform best in this course? What would you recommend they do to foster that mindset?

Network, network, network. Understand the B2B and SWOT analysis, but know how to communicate and ask for help. Choose a better time to do the assignment and find people in your group that finish their work early so you can be completely done with an assignment.

27 A Coco Chanel

1) What was the general theme or argument of the book?

Oh my gosh, the constant fight and Grit that has to be put into a business and the way it pays off. The book analyzes and highlights the good and bad side of Coco Chanel. She was a huge developmental person of power in the fashion industry, and led her entrepreneurship above and beyond. The autobiography stands out because it seems they leave NOTHING in the dark about Coco.

2) How did the book, in your opinion, connect with and enhance what you are learning in ENT 3003?

the autobiography connected to my learning experience because it highlighted the fight, risks, as well as the good and bad that comes with taking these risks. She continued to step forward and push on, when she seemed like she was ready to settle with some of her small wins. It connects that anyone really can start up a business, which has been the most uplifting thought throughout this course. I've read so many different ideas and perspectives from students, and just like Coco Chanel, if any of our students take the same risks and get lucky enough, they could make the same differences (Or similar) that she did.

3) If you had to design an exercise for this class, based on the book you read, what would that exercise involve?

I would make an assignment based on HEAVY risk. Like, I would ask the students to provide input on an impossible scenario, and choose, and in a second assignment see if their choice would prevail. If it didn't, then they would have to go back to the other idea and go with it. There could be a type of simulator that could make an anonymous decision for the student.  

4) What was your biggest surprise or 'aha' moment when reading the book? In other words, what did you learn that differed most from your expectations?

Oh, the realistic perspectives. It's not so often that stories like this will expose every dark corner of a persons life. There's always SOMETHING that is left in the dark, but in her story... No. The exposure of her sexuality, personal struggles that later coincided with drug problems, and effected her romantic life. It was almost written like a tragedy at one point. The epiphany moment was more so the realization of how REAL this person was and how similar to so many people she is. The bluntness of the story definitely took me aback. 

28 A Exit Strategy

1) Identify the exit strategy you plan to make. Do you intend to sell your business in the next 5 years for a large return? Do you intend to stay with the business for several decades and retire? Do you intend to protect the venture as a family business, and pass it down to your children?

I intend to stay with the business for several decades and then pass it on to the next head senior coach. I wouldn't say my children, per say, but more of a partnership with them. It would be the loyal employee and the eldest child at 49/51.

2) Why have you selected this particular exit strategy?

I've learned that not all children want to follow their parents footsteps, and although it might be the most obvious answer, I wouldn't put that pressure on my child if they didn't want it. Whereas, a loyal employee would want to take over, and could even make it better. The 49% would be theirs, meaning the remaining ownership would stay within my family.

3) How do you think your exit strategy has influenced the other decisions you've made in your concept? For instance, has it influenced how you have identified an opportunity? Has it influenced your growth intentions or how you plan to acquire and use resources?

This is actually an exit strategy I've watched happen as a lower level employee. It's guided a lot of my mindset to remember that the program won't work, unless the employees are there and happy. My opportunity to expand and keep this business going is heavily dependent on my employees. So, I have plenty of opportunity to keep renovating and improving the circumstances of my club, but only if I bring on the right people. It has highlighted my need to network and keep a consistent SWOT analysis available to review when things might not be going as smoothly as possible.

26 A Let's Fail

1) Tell us about a time this past semester that you failed -- whether in this class, or outside of this class. Don't spare any details! It'd be even better if there was something you tried several times this semester, and failed each time. 

Y'all ready for a sh*t show? I failed at making a personal connection with a coach in order to keep my job "essential" and failed my athletes.

I'm brutally honest, especially in my sport. In the way I lead, in the way I teach, and in the way I communicate. I was warned this guy was quirky, weird, and difficult. I like challenges though.SO, I failed... Over and over and over again. I changed up my persona, my coaching habits, my communication methods all to appease this employer. First HUGE mistake. He repeatedly told staff members I was here because they needed a female in this position. I wasn't wanted from the beginning, I was only there as a body in position. I was given not responsibilities, when asked for items to work on was told MULTIPLE times "Don't worry about it, I'll do it. I already know the system and I don't want to wait on you to finish it." Second, I didn't follow my gut when something felt wrong. I had a senior who was given access to our social media platforms, and the only people allowed to have this social media access was the head coach and this athlete. Red Flag. Then I overheard her threatening to notify our freshman's parents and send videos of the things they were doing on campus. I reported it, he said he would handle it... I failed my athletes by believing that he would. After two more threats from this senior to our lower-classmen, I spoke up again and was met with the comment, "We have bigger fish to fry." Meaning not only did he not care, he didn't do anything about it. I failed my athletes. Now the BIGGEST Red flag was when I was told I was not to talk to administration about ANYTHING, and I had to ask permission to speak to anyone outside of our two man office. So, I failed myself for not standing up for what's right until it was too late. 

Eventually, I spoke up. I reported the man only to be failed by the school system. I was laid off due to "Covid-19" but recently discovered that  he was notified of the reporting, and shown all the evidence, and they are currently in the process of trying to hide it, hide the inappropriate relationship he had with an athlete, and trying to buy my silence. 

Failure is hard. Especially when dealing with an "old boys club" (their words, not mine) and you're not a member. Failure is hard when you're trying to do the right thing, and thinking you're moving in the right direction, only to be hit with the realization that some people don't do what's right. They do what's necessary. 

I won't take the same risk. If I don't know the coach, I won't work for them. I should've realized when I researched the program and saw that it wasn't getting better, and that he was already part of a program that was forced to shut down due to lack of ability to maintain the sport, that this guy was a huge red flag. 

Is this something I'm proud of? Absolutely not. But it did make me realize that people put on a mask and to trust my gut feeling. I failed my athletes and myself. I'd say the school, but I don't support organizations that tolerate hazing, bullying, and inappropriate coach to athlete relationships.

23 A

Here's what you need to do.

Generate a list of all of the resources in your venture (produce a list of at least 10 resources that you already possess). This can include your human capital, social capital, financial capital, and capabilities. You may also discuss the organizational culture you intend to create (but, obviously, it's not a resource that you have, now.)
Conduct a "VRIN" analysis for each resource. That is, describe, for each resource, how it is valuable, rare, inimitable (how hard it is to copy by others), and non-substitutable (are there other resources that can provide the same benefits?).
Remember, not ALL resources will measure up well. That's OK. You just need one.
After conducting the VRIN analysis, determine what your top resource is. Explain why it's more important to your venture than all of the other resources.

1) American Swim Coaching Association coaches

2) Multiple Donors in support of start up plan

3) Parent acting as outside smaller donors for start up plan

4) Previous relationship with board members/Mayor of city

5) Great relationship with coaches in surrounding area in support of this idea

6) Smaller Pool facility/Smaller fees

7) Pool already being currently used/reduced set up costs

8) Ability to update and renovate portions as part of the project/can build on new equipment for kids

9) Safe Sport and program both being new so we can verify the things that should be altered that older clubs have in place

10) Olympic swimmer connects - This one seems to deem the best weight for advertisement series. Bringing in athletes who know these athletes are a true test of those who love the sport, especially in our younger generation

24 A

1)   Students talk about their innovation or concept in their description of the opportunity. When you talk about opportunity, you should talk only about your customers and their needs.
2)   You can’t solve everything. Figure 1 shows how an opportunity and innovation only partly overlap. Your innovation won’t solve every customer’s need, and at the same time, most customers will buy your product, service, or process for part of the attributes and features it offers and ignore (or care less about) the others. Recognize these limitations, and especially don’t hesitate to indicate who your customers aren’t.
3)   Related to No. 1, students tend to blend all three of these elements together. Be careful. Each of these elements concern unique concepts and should be described as clearly as possible.
4)   Many concepts fail to provide enough detail about the three elements. The more you can fit into this description (and you’re limited to only two pages), the more in-depth the online conversations can be.
5)   Students often assume that the best way to write a concept description is to use a narrative format. That’s not true. In the last two pages alone, I’ve used a picture, I’ve used bullet points, I’ve used numbered lists, and I’ve used narrative. I’ve also used bolded sub-headings, and I have italicized important words. What I care about is clear communication -- do what it takes to clearly describe your venture concept.

The program we are looking to build is a safe, elite club team that can be offered to any athlete that is within time standards and effort of training. Tryouts will be held before admittance, and even then  student- athletes will be given a week to train and get a feel for the club. We are offering all the same structures that USA Swimming offers, as well as abiding by all rules and regulation, including insurance and safe sport, to our program. Our goal is to provide an uplifting, but challenging, community that can be shared to the swimming culture as an additional option to competition. We are looking to drive in customers who are dedicated to the sport, but understanding of the costs and the progress that needs to be met before, during, and after the club is started. We will be limiting the amount of meets, but will continue to work fully around a school and summer schedule to better suit the parents and athletes. We will not be offering a "beginners" or "learn to swim" program. Our goal is not to build the athlete from the ground up, but to make the current ground they're on sturdier, faster, and stronger. We will offer varies clinics, as well as meet and greets with current and previous olympians.

25 A

What you need to do. Again, you'll need to hit the pavement and talk to potential customers. This time, you'll be armed with your "venture concept" description. Break your post into two pieces:

• Existing Market 
• New Market

Existing Market. 

Step 1: Talk about what you think is what's next in terms of products and services for your venture.

I think the next item would be getting the right certifications from the city and moving forward with licensing/contracts.

Step 2: Interview three customers who are already part of the market you have identified, and ask them what they believe is next for a venture like yours. Describe to them your business, and simply ask "What should we be doing that we aren't planning to do?" Next, ask them about your ideas of what customers might want next. 

P1: You should be highlighting the information regarding safety and your abilities to preserve that. There are plenty of fish in the sea, what is going to make yours stand out above the rest? Making your safety priority. As a potential customer of yours, I'd make sure to engage in as many certifications for USA swimming, like the Gold medal Club and Safe Sport to make sure that parents can easily see the efforts you are putting in.

P2: Safe sport is up and rising in our swimming culture. As well as ASCA (American Swim Coaches Association) leaders. Hiring coaches listed as "Elite coaches" should have both of these and nothing less. Put effort in the things that need to be seen versus what you want to be seen.

P3: Consider coaches with collegiate experience. Although, it'll be tough at first, you'll have the next generation building the next generation of clubs. 

Step 3: Based on your own expectations and the feedback you received from customers, set a path for the future. In two to three paragraphs, describe what makes the most sense for your venture in terms of growing in your existing market.

I can understand hiring younger staff members, but at the same time I don't agree. I think there is plenty of room for continued growth for previous coaches that are still striving to better themselves, as well as put forth the experiences of success and failures towards the elite status. I appreciate the young blood, but wouldn't base an entire program solely on that as a drawing feature. Experienced coaches work with experiences athletes.

Another subject that was brought up twice was the highlighting of safety in a sport. Although it's become almost obvious to coaches everywhere the importance of including Safe Sport and the ASCA training, I was surprised to hear parents reiterate the concerns again. I've always supported the gold medal club, but never thought of it as a highlight into a program's legacy. It is something that is new and upcoming, but I don't feel it should be a defining moment in my program.

New Market.

Step 1: Identify a radically different market from what you're currently planning to target. If you're currently targeting B2B, think about going after a B2C market. If you're currently targeting an affluent part of society, think about targeting a very poor part of society.

So I would appeal to a local YMCA that can offer a more financially stable opportunity. It's something that has already been on the market, just not isolated. 

Step 2: Once you have identified a radically different market, describe how you think your venture concept might be able to create value for people in that market. You may have to get creative with this -- that's OK -- and perfectly welcome!

I'm not sure what else would be the outreach, aside from offering more clinics. But then it would have to be advertised as more of a clinic instead of a team. Possibly make it into charity? But that could also turn away more of the upper class athletes, even middle class whom don't want to be associated with gaining from a charitable event. 

Step 3: Interview two people from this new market. Again, describe to each interviewee what your concept is. Then, ask them how they think your business might be help to meet customers like them. What kinds of adaptations to the product/service mix do they think you should make to be successful in this new market? 

P4: There's already plenty of programs set up similar to that. Most club swimming programs can offer elite staff, with basic membership, and scholarship opportunities to their athletes that don't make the financial demand. I think scholarship opportunities should be invited into your program, like an adopt-a-swimmer idea.

P5: Why make it elite? Why exclude certain athletes from a sport at such a young age? Create a tier program that trains up these athletes to be the "Elite" you are expecting.

Step 4:  Reflect, in two to three paragraphs, on what you learned about this new market. What surprised you the most? Were any of your expectations/assumptions correct? Does this new market, on second thought, appear to be as attractive as your existing market? And so on.

So, the last interview was great questions and possible directions for my program, but misses the point of elite. I don't want swimmers who can barely swim, or never qualify for certain meets, to have to compete with athletes who are constantly pushing their boundaries for their ages. I understand the "let everyone join" perspective, but as a coach I don't agree that letting everyone join and not setting boundaries is healthy. IF the athlete wants to participate at that level, they will train and make it happen. Welcome to the world of competition. Either you want it and got it, or you want to and say you do by faking it. That's what sets us apart. As for the other person's perspective. I'm sure scholarships opportunities will come, but not sure at what level and numbers we will reach before we are able to offer that option. 

21 A

1) Inbound Marketing by Brian Halligan is ultimately the process of discovering what items and services our society use and being able to utilize them in marketing. They establish what the new trending items, social media platforms, and other marketing opportunities. to attempt to bring in more customers and explain how to maintain, while staying afloat.One of the more prominent example was the use of our president using a social media platform, Facebook, to be able to make a connection to potential supporters.

2) The connection between ENT and Halligan's book is learning how to utilize the market, while being able to reach the target customers. Being able to pinpoint the target marketing demographics and presenting information to the proper groups and targets. Throughout the book, there are different tools presenting to help set up your business to be successful, while properly marketing to the correct target.

3) One of the exercises would be creating a SWOT analysis, discover the marketing demographic where we believe our targets are, and then finally deciding which plan would be the best for our target audience.

4) The book itself seemed to be very familiar, considering the amount of research I've been actively looking into for my own elite swim program. Because of this class, marketing, and sports marketing, a lot of the customs and examples used in the book are also used in other studies I've been made familiar with.I guess my biggest "aha" moment would have to be the example of the president. It brought in the prospective of how much one can go into using multiple free platforms to obtain the proper audience.

20 A People to Guide me

1) One person must be a domain expert in your industry.

2) One person must be an expert on your market.

3) One person must be an important supplier to your industry.

What constitutes 'contact'?

Finally: Reflect.

Ben Lee

1) Who they are and what their background is. 

Ben Lee. Elite Swim Coach, Assistant Coach with professional swimming, International Swim League, North Carolina Zones Coach, All Star Qualifying coach, a father to two young boys. 

2) Which 'slot' you are filling with each person (i.e., domain expert, market expert, supplier), and how the person fills the spot.

Ben will fulfill the Market Expert due to his knowledge of working with Olympians, working with elite age group members, and connections to professionals in the same field.

3) A description of how you found the person and contacted the person.

I first found Ben while coaching during Souther Zones Championships, which then later progressed into our friendship blooming over our passion of coaching and being servants for our sport. We exchanged numbers during this time.

4) The nature of the exchange you have with the person -- what favor did they do for you? What is the return expectation? 

We trade ideas, and when needed reach out for advice on professional and personal decisions. Considering the age difference and experience we both have, we call each other whenever needed to find what we should do.

5) How will including this person in your network enhance your ability to exploit an opportunity?

We share the same passions. We’ve both explored this sport to the extreme with the same end goals. Going to him, with his guidance, could make or break this idea.

Eric Christensen

1) Who they are and what their background is.

Friend, previous co-coach, Current Master’s Swimming World Record holder in multiple swimming events, previous Florida Gator Athlete, Age Group National Ranked Head coach.

2) Which 'slot' you are filling with each person (i.e., domain expert, market expert, supplier), and how the person fills the spot.

Domain Expert. His current perspective of the sport is more influential because he is still an active participating athlete whom is categorized as an elite swimmer due to his world records.

3) A description of how you found the person and contacted the person.

He’s my best friend. There’s a SOLID 17 year age gap, but he’s my best friend. We worked alongside each other every single day for 3 years. Even with my move, we talk just as much. I was first introduced to him when I started my first Florida club coaching job, and together we became nationally ranked coaches.

4) The nature of the exchange you have with the person -- what favor did they do for you? What is the return expectation? 

As friends, just communication. We’ve exchanged respect. Granted, if ever the opportunity for a club to start in Florida, he would ask to be a lead in the staff, which I would give in a heart beat. His raw talent for this sport says one thing, but his raw talent and leadership skills is someone I would hire before I could blink.

5) How will including this person in your network enhance your ability to exploit an opportunity?

He challenges my ideas, theories, perspectives while also providing me an athlete’s perspective and reasoning. DRASTICALLY. His perspectives could alter the entire perspective of a club and programming.

Charlie Rose

1) Who they are and what their background is.

Florida Coach of the year, previous employer, Nationally ranked coach, Head Coach of Blue Dolfins in Oviedo, FL, which is top 10 nationally ranked club team, behind Bolles of Jacksonville, FL.

2) Which 'slot' you are filling with each person (i.e., domain expert, market expert, supplier), and how the person fills the spot.

Supplier, but for things such as accounting guidance, USA swimming configuration guidance. The know-how when proposing to the Mayor of the city.

3) A description of how you found the person and contacted the person.

Previous Employer. 

4) The nature of the exchange you have with the person -- what favor did they do for you? What is the return expectation? 

Close ties with the team and athletes in future endeavors, payment of services, etc.

5) How will including this person in your network enhance your ability to exploit an opportunity?

Proper guidance from an already successful team would allow me to bypass beginner mistakes that could lead to the destruction of my original club idea.

My Reflection:

By using these people, and allowing their support and guidance to help during the creation of this club, I will be able to bypass beginner mistakes, while receiving more knowledge of clubs and how they are ran.

Idea Napkins Pt 2 19A

So my only feedback response was all compliments and encouragement to my original post. Reviewing this myself, as well as challenging myself to be better, I will be changing what I think I could've done better. The changes will be in BOLD.  

1) You. Who you are. What your talents are. What your skills and experiences are. Also: what are your aspirations? Specifically regarding your business concept, how do you see this business (if you were to start it) playing a role in your life?

I am currently the University of North Florida’s assistant swim coach. I have been coaching for 11 years this year, working with multiple age groups between 10 to 24 years old. Currently, I am hoping to advance in my coaching career into the Big 10, SECs, ACC conferences. My ultimate goal would be to start up a club team chain in multiple states to engage a more family like community in our already close-knit swim culture. Starting this new swim opportunity would allow me to make differences in multiple athlete’s lives and act as a mentor. I believe that there is a great fulfillment in life making a difference in our younger generation. Things I'm finding revealing in this time of need during COVID-19 is the family aspect. I'm learning that there needs to be a higher education level of the ever changing technology and communication between coaches, parents and athletes.

2) What are you offering to customers? Describe the product or service (in other words, how you'll solve customers' unmet needs).
I am offering an elite swim program that would allow the traveling distance between two already successful clubs to be cut in half. By providing this opportunity to athletes, we will be offering an advanced program that will cater directly to these athlete’s need by the use of video playback, infinity pool video feedback, 1 to 15 coaching ratio, as well and multiple meet opportunities to observe how athletes perform under pressure. I am more than willing to extend past that number as long as I am incorporating more coaching staff to fulfill these extra duties. Various locations could be introduced in smaller numbers, but would be challenging those of swim schools, which we are trying to avoid. We are hoping to add to the swim community, not deteriorate other programs.

3) Who are you offering it to? Describe, in as much detail as possible, the demographic and psychographic characteristics of your customers. Think especially of this question: what do your customers all have in common?
This product will be offered to the ages 10 to 18, with the option for private group lessons up to the age of 25. We are reaching out to parents within any class, but primarily middle ad upper class whom have children between these ages. These customers will all have sport specific persons under their umbrella who are either wanting to cut down travel times, wanting to have a smaller coach to athlete ratio, or wanting an elite performance coach to observe and correct technique. In addition to these pros of a swim club, we will also be incorporating an online and printable dryland performance for the option to allow swimmers to feel as if they aren't missing a workout, even if not able to get into the pool. Individualized workout plans will be given to those 14 and above.

4) Why do they care? Your solution is only valuable insofar as customers believe its valuable to them. Here, explain why customers will actually pay you money to use your product or service.
Those who will be impacted and find this program valuable are those who are aware of the limited options. The customers will be given the option for shorter travel time, which is the ultimate advantage we must draw people in. The next major advantage is the position of elite staff to bring a higher level of training to various ages. Those invested in the sport will see the purpose of these upgrades to the program. They will be given a very specific difference from other clubs and allowed more of an impacting voice than other clubs. 

5) What are your core competencies? What sets you apart from everyone else? Also: what do you have that nobody else has?
Our location is a primary focus. By being between the two clubs which are 45 minutes away from each other, we will be able to offer services to those closer to Davidson College. Our second advantage will be the Elite staff members. We will have myself, a double digit coach who has coached at the Division I championship level, as well as being previous champions for Southern Zones, All-Stars, Florida Senior Champs, having multiple Olympic trial qualifiers, and multiple athletes that are spread throughout the SEC, ACC, and other conferences. Alongside me will be an elite coach whom is currently working alongside 50+ Olympians, who has coached multiple gold, silver and bronze medal Olympians, whom holds all the same titles as myself for his location in North Carolina, as well as his current achievements with LA Current, the International Professional Swimming League. (I stand by my core competencies. I don't know if I could incorporate more that would show. Give me feedback please! What would you want to see?)

18 My avatar... ish

This is going to be frustrating but the point of my business is to be all inclusive. Race, Gender, Religion should not play a part in our decision of who can join the team and pay the team dues.

Our restrictions are limited to participation limits by numbers and income more than anything. Ultimately due to the monthly fees we would be looking more geared towards a middle to upper income family.

The participants themselves would be athletes that are in shape physically to meet our speed and time standards. By in shape, we are looking for well to moderately toned athletes, as excess body weight will ultimately slow any participants down. We would require that a previous time standard be met before allowing them on the team, to bypass any physical standards, times can be met. The participants are going to be students ranging ages 10 to 22. Past college level would require private sessions to maintain that familiar feeling and common interest of the athletes currently on the team. The participants' hobbies would be swimming, more likely than not another sport that works alongside with the practice times. Most participants will play water polo, basketball, lacrosse or another sport with strict disciplines up until high school level. Once at that level most sports become difficult to choose between two due to time restraints.

The family we would be looking at would range anywhere from a single parent to a full family. Although we are open to large families, it’s become common that the most a single family will have, children wise, would be two or three while being able to meet each child’s need for their sport.

In my head when I picture my ideal customer, I see a mom, a dad, because paying close to $300 a month for a single child to participate would be easier with two incomes, not one. And then I see two to three kids. Four years apart so the family has time between children to save up for college and pass down one car to the next child when the time comes. I imagine both children playing two sports outside of swimming, one that is completely devoted to the water and playing water polo, while the other is more of a rebel and chooses a ground sport/activity like band or lacrosse. Maybe even video games? I imagine ages 11 and 15 for the children, with parents in their mid to late thirties, even early forties. The mom loves being a team mom and is active as much as possible with the kids, and the dad takes on the supportive coaching-on-the-side dad. Of course the coach and the dad butt heads sometimes when the parent crosses the line, but only because they want their child to succeed, so as a coach we understand. 

It’s hard to picture someone because I see a huge array of skin tones, height, and backgrounds. Water doesn’t discriminate. I’d be lying if I said this assignment didn’t frustrate me, because I can’t see outside of the family love and perspective. That’s really the main focus, because if there isn’t an incredible love and relationship with their child, they wouldn’t pour so much time and money into a sport like swimming that requires close to 26 hours a week at an elite level.

What I have in common with these people are the love for the sport. It's seriously as simple as that. You're in it because you love it and hate it at the same time. I've been exactly where they are. I've been in the water working out so much that I lost track of time. I've been on the elite team that had to cough up outrageous sums of money in order to compete and somehow my family has made that happen for me. Do I think it's a coincidence? Maybe? In the sense that running into the same person at the coffee shop every morning is a coincidence. People who love the same things run into each other more and more over time. The love for the sport doesn't come for the faint of heart. A lot of people quit at an early age, 8-10, which is why the program would start around 10-11 year old children. Sport brings out a passion in people they don't typically have in otherworldly activities. Who knows. Sports can really change people's perspectives, especially earlier in life. I think it'll be a coincidence if I run into these people ten years down the road. Time will only tell.

15 A

Demographics

1) Find three people who would fit that segment and arrange to interview them. Just like last time, these interviews, if conducted properly, should take about 10-15 minutes. Any less, and you won't be able to obtain adequate information. These three people may NOT be the same people you interviewed last time. 

Single mom: Middle Class with 14 year old daughter - The highlight of your club is the location, for us to be driving over 40 minutes to allow her to practice for two hours, we are running out of time in the day, or I’m running out people to ask for help to get her to and from practice. She’s only 14, so I want her to still do what she wants and have fun, but I also want her to succeed in school, and driving that long is starting to cut into homework time.

Upper Income Dad: 9 year old son - Currently we are looking to help him grow with the right club, and although the prices for an elite team are more than we’ve spent on a program, starting him young in something he’s passionate about and good at is a great idea to me. With him being in elementary, this is the prime time to discover what he likes and what he doesn’t like. We will experiment later, so having an option to do a month by month payment would be ideal.

Freshman in college: 19 year old - I’d love to join an elite program during the summer, but I’m hoping for a scholarship or something. I can’t afford to pay over $300 a month just for training when other clubs will let me train for that much for the entire summer. My mom and dad will help me if I really prove that I need the training, but I have to pay out of pocket for something like this more likely, especially because there are cheaper options. They just won’t get why I want to train under certain coaches.

3) Begin with alternative evaluation. In the last case exercise, you determined how customers sought information related to solving their need. The outcome of this step is to produce a set of alternatives. Customers pick from among this set of alternatives. In this step, your job is to figure out how they do their picking. Does price matter the most? Does quality? Does style? Is there more than one factor that is important to your customer segment?

The determination of using our club for competition need basis is based on the amount of athletes, the performance of these athletes, the performance outcome abilities of the coaches, and the location. Price plays a part in the lower income family, but generally for middle and upper class income families, the price are around the same for other common elite programs.

4) How/where do they buy? Elements of the actual transaction can help characterize your segment. Is your segment more likely to buy online or in a store? Are they more likely to use cash or will they finance the purchase? Etc. If this is a B2B purchase, who's involved in the purchase decision? 

My actual transition is hands on, in person only. Swim lessons videos can be an option for online, but this product is strictly in person. More than likely parents will sign up with an automatic billing, as USA swimming requires a form of automatic billing and we would be partnering with them for our organization. The purchasers, dependent on family, will be strictly to the parents with the opinion of their children. 

5) Post-purchase evaluation. What matters most to your customers when they think back on the 'rightness' of the purchase? What helps them determine the purchase was a good idea? What sorts of things make them think a purchase was a bad idea? 

Ultimately, it’s something of the “right” experience. If the customer is unsatisfied with the performance levels from the coaches or the athletes recruited into the program, then we aren’t offering the product of being “elite” to them. Our performance is what is judged as what is worth the purchase or not. Granted we should offer something like a trial week to see if the athlete’s are comfortable and receiving what they are hoping to obtain. 

6) Report the findings. Simply summarize your interviews. 

Location and price seem to still be the stand-alone concerns with starting a new club. I, honestly, thought that the status of being “elite” would be the scarier subject, but money always seems to shine through. 

7) Draw conclusions. Based on what you know about this segment and what you learned in your interviews, how would you succinctly describe this segment in terms of alternative evaluation, purchase decision, and post-purchase evaluation? 

The highlight of the interviews was money concerns, so offering a trial period to allow athletes and parents alike to become comfortable with the program is more than likely the next big move to make. Next would be deal packages. Monthly, Seasonal, Summer only, and school year only option can be made available to those who may be in current financial struggles. Also, initiating a scholarship opportunity plan should be something in the works as well. Post-purchase is something that can’t really be applied in full to a subscription and performance based purchase.

16 A

1) Describe five ways in which you think you have human capital that is truly unique. What is it about you, exactly, that makes you different? Write this up in a detailed list. 

Oh Lord, this is going to sound conceited.

1. I’m quirky - I’m a naturally awkward person. Conversations and open communication don’t come easily to me so it’s something that people typically pick up on quickly. One of the coping mechanisms I’ve trained myself to do is laugh and make jokes. Typically this drives people to believe I’m a naturally happy person (I’m not, I’m the queen of pessimism) and draws them in where later they typically find out that I’ve got a darker mind that most. But, due to my weird coping mechanism, I make jokes and people then enjoy this weird dark quirky energy.
2. I’m loyal - I was raised in the country where you trust first, ask questions later. It’s bitten me in the butt more times than I care to admit, but for the successful times, it’s paid off. I don’t rat people out, I’ll blindly follow direction, I’ll make big leaps as long as I’m following someone I trust, I won’t leave unless being forced to, more than likely. Unfortunately, that’s my downfall as well. I don’t know when to walk away. The blind loyalty can cost me in the long run when better opportunities come along.
3. I’m passionate - I feel everything DEEPLY. Excitement, joy, happines. But, I also feel things like anger, and betrayal more than I should. Things become personal, such as work, when I should be able to walk away. If I believe something is wrong, or needs to be corrected I will fight for it until it’s fixed. I have this unnerving drive that pushes me through an abnormal amount of stressful situations. If I believe it, I’ll fight for it.
4. I’m Understanding - I’ve matured enough to know when I’m wrong. I’ve come to learn that life doesn’t give you the best options at the right time through life experiences. Trial and error has taught me a lot of the life lessons I wish I could’ve learned at a slower pace, but this is where the passionate and aggressive traits come in.
5. I’m aggressive - My biggest downfall, depending on perspective. I believe in holding people accountable for their actions, and lack thereof. I have athletes that’ll complain life isn’t fair when they haven’t achieved their goals, but I’ll be the first to remind them if they didn’t work for it, they don’t deserve those goals to be met. I hold nothing back when it comes to correction and realistic explanations. People expect me to have a maternal position towards athletes, and I simply don’t.

2) Interview the five people who know you the best. Ask them what they think makes you different -- remember, focus on your knowledge, skills, abilities, emotions -- in other words, your human capital. Try to stay away from discussing your other types of capital (such as who you know). Record each interview. In your post, please post each interview, as well as a two-three sentence summary of each interview, explaining what your key takeaways are. There is no time limit on these recordings. As long as you cover the information asked for above, that's all you need to do. (Audio recordings are fine. You'll need to use a platform like Soundcloud to host your files.)

Alexander (Fiance) - The biggest stand out for me is your drive and your self- determination to succeed. Motivation to leave an impression on others. To me, especially in the world you live in, your determination to help others achieve their goals that they want, that have nothing to do with you. Other people’s want for success is what drives you. You’re selfless.

Madie (Best Friend #1) - Your energy levels are crazy. You are a literal pogo-stick when it comes to working with people and talking to people. When we first met you were overwhelming, but you also warned me that if that was the case to tell you. So I did and you and I became friends. I saw how much you loved people and that’s what made you “overwhelming” because I’ve never met someone who loves interaction quite like you.

Rachel (Best Friend #2) - You’re a B*tch when you need to be, and that’s something everyone needs in their life. Someone to tell you how it really is without holding back. I hated your guts when we first met because you were so adamant on telling me what I was doing wrong (She was dating a horrid guy) only to find out that it was because you didn’t want to see me get hurt, which I still did. 

Annie (Best Friend #3) - Have you HEARD you. You are ungodly passionate and supportive. When my husband wanted to join the military but couldn’t pass the swim test you worked HOURS with him to help him pass. We offered you food, beer, whatever you wanted and all you asked that you were the first to know if he passed. You didn’t care about anything but him doing what he wanted. That’s one of the reasons we love you so much, because you love without conditions.

Judy (mama bear) - You don’t give yourself credit for how much you care about other people being happy. I think that’s why you’re negative in your own life, because you make everyone else focus on the best outcomes in their life. You are optimistic around people, but pessimistic towards your own ideals and goals. You’re loving and outgoing, but only in the aspects you want to be. You’re single-minded on certain subjects and no one can change your mind about things like swim, or work things.

3) Reflect on the differences. How do you see yourself, and how do others see you? Are there differences in how you assess yourself compared to others? What do you think causes these differences? Do you think your interviewees are correct about you? Finally, going back to your list from part 1, would you make any corrections to the list? How? 

I see myself as someone who isn’t all that outgoing, but apparently I’m the opposite in everyone else’s perspective. I think I judge myself a little harsher than everyone else seems to in prolonged terms. Initially, my friends see the aspects of myself that I see all the time. I think there is truth in all there statements and I can understand where they are coming from. Aside from the perspective of being pessimistic, I don’t think I would change anything from my initial list only because everything was pretty similar to their opinions.