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.