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商务管理assignment:Massage Management Business Plan--英国论文代写范文精选

2015-11-13 | 来源:51Due教员组 | 类别:更多范文

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商务管理assignment:Massage Management Business Plan
1.0 Business description
1.1 Business objectives
Sub-health refers to people’s maladjustment in terms of physical, psychological social environment and other aspects, it is the critical state between health and disease (Leach, 2013). According to the survey on the urban sub-health rate of people living in New Zealand, the sub-healthy rate achieved 20-30%, a report released by the sub-health symposium organizing committee in New Zealand pointed out that people in long-term sub-health state will have a chronic disease, a large number of chronic diseases have replaced infectious diseases to become the main cause of death. Experts warned that if it continues to attach no importance to health education and effectively curbing sub-health state, it will lead to more heavy burden for the society (Leach, 2013). Massage treatment plays a significant role in dealing with sub-health, the effectiveness may better than health food, and as long as there is a correct way, there will be almost no side effect on human body. The effect includes relieving fatigue, regulating endocrine system and strengthening immune system. In terms of preventing sub-health, massage can play a significant role (Bakar, et al., 2014). More and more people today begin to care for their own health and are willing to pay for accepting massage therapy. Therefore, I have the willingness to open a massage parlor, which is on the one hand provides those who have needs professional massage therapy, on the one hand, it will bring economic profits earned by provision of massage services.
1.2 Service and location
I am male, Chinese, graduated from the University of Saskatchewan (Canada) in 2011, after mid-2013, I came to New Zealand and experienced my internship in Li's Natural Clinic in Auckland, New Zealand in September. In 2014, I started learning in New Zealand College of Massage. I want to open a massage parlor in Wellington, the massage parlor is named Relaxation Center (hereinafter called as the center). Our legal identity is partnership. The massage services that the center mainly provides include deep tissue, reflexology, side line, relaxation, and so on. There are three massage technicians, all massage technicians have gained a qualification certificate issued by the government in the massage industry, the center will be opened in Lambton Quay in Wellington, New Zealand. The area is estimated at 50 square meters. As it is convenient to go anywhere and there are a large number of target customers working or living around. The disadvantage is that the rent may be a little high.
1.3 Compete advantage
Our technicians all graduated from professional massage colleges and acquired outstanding achievement. They have clinical practice or working experience for more than a year, so they have a wealth of clinical experience and a solid theoretical foundation. They can effectively relieve patients of various adverse feelings due to sub-health through massage. The center can provide one-stop services on conditioning to dealing with sub-health, including provision of sub-health knowledge counseling, physical therapy aiming at sub-health state, psychological intervention towards sub-health state and so on, which can effectively meet various needs of people with sub-health in the city. In addition, the manager of the center has many years of experience in business management of the massage center, he has a unique experience in human resources management, service process design, interior design, product design, etc., so consumers can not only enjoy professional massage services in the center, but also enjoy the decoration with distinguished features to experience the humane and personalized service, as well as a unique opportunity to experience some of the other treatment methods, such as: deep tissue, reflexology, side line and so on.
2.0 Marketing plan
This paper will be based on the SMARTER principle proposed by Smith and Taylor (2014) to build the marketing objectives of this marketing plan.
2.1 Short-term objectives
Within 2 months, the number of daily consumers will be increased to 5 or so, it is mainly through the distribution of leaflets to achieve this goal. Leaflet is the way commonly used by enterprises in advertising, it is an economical and affordable publicity method. In this massage management business plan, the staff will deliver leaflets directly to target customers. It should be noted that at the time of distributing leaflets, it will select places that target customers focus in, such as offices, gyms, shopping malls and other places. Contents of leaflets will be innovative and attractive in order to receive a good advertising effect. The leaflets will have the following characteristics. Firstly, they will completely reflect all services that the massage center provides; secondly, role of each service item will be briefly presented; thirdly, services features of each item will be illustrated to enable consumers to understand easily; fourthly, too specialized words will be avoided in instruction; fifthly, price of each service item will be identified clearly.
Within 6 months, the number of target consumers will be increased to 13 a day or so. To achieve this goal, it is mainly through gifting services. Gift services is a common marketing approach, the main method is based on an original service item and adds a service item, so that the total sum of consumption will less than the amount of customers’ consumption of separate items. For instance, the price for massage of 60 minutes is US $ 80, and now in order to achieve marketing purposes, the preferential price for massage of 60 minutes + reflexology is $ 80, which is equivalent to gifting customers reflexology service, so that customers will enjoy real benefits, therefore the center can achieve the promotion effect.
Within 4 months, the monthly income of the center will be increased to $ 19,200 or so. To achieve this goal, it is mainly through lottery-prize sales activities. Lottery-prize sales activities use sweepstakes or gifts to attract customers to spend, so as to achieve the purpose of promoting consumption. Sweepstakes is to attract customers through the form of a lucky draw, allowing them to have the opportunity to get a lucky draw after enjoying massage in the center. Lucky draw prizes can be various, as long as consumers like. Gift refers to that when customers consume in the center and the consumption is up to a certain amount, they can get a gift of different value, so that customers will be satisfied with that.
2.2 Long-term objectives
Within 8 months, the number of members will be increased to 500 people or so, it will makes use of membership card system to achieve the goal. Membership card means that when customers pay a certain fee or their sum of consumption reaches a certain score, they can become a member of the center. Customers with a membership card can usually enjoy a greater discount during consumption in terms of price than non-members, this measure helps to cultivate long-term loyal customers and make customers stable.
Within 10 months, the customer satisfaction will be increased 30%, through word-of-mouth referral to achieve this goal. To achieve the purpose of word-of-mouth referral, we must first of all improve the quality of services, establish a good reputation, so that customers will feel that what they consume is valuable. Once customers are satisfied with the services provided by the center and become loyal customers, they will tell others the advantages and benefits of the center; conversely, they may cause negative publicity (Berger, 2014).
Within 12 months, the repeated consumption rate will be increased by 40%, through customer relationship management to achieve this goal. For example, in this massage management business plan, it will make use of questionnaires to collect relevant data and contact way of customers who come to enjoying massage, so as to establish a "customer file." When there is a major holiday or customers’ birthdays come, the center will send warm wishes by telephone, text message, greeting cards and other ways. Through customer relationship management, the operator of the center can also keep abreast of the changing needs and consumption psychology of customers to recommend targeted services and introduce new services, features to customers, so that it will really win the trust of customers (Stein, Smith and Lancioni, 2013).
2.3 Target customers and marketing plan
The target customers of the center consist of three parts.
The main target customers are 30-50 years old people with a certain degree of spending power, they are white-collar workers who are concerned about their health and work under high pressure, they generally have a sub-health state. Marketing towards consumers of this part is mainly conducted through the distribution of leaflets, prize promotions, gifting services, a membership card. The marketing time is about 8 months (2014/10-2015/5), the marketing cost will be about $1,000.
Our target customers also include business people of 40-50 years old, they generally have strong spending power, they pursue high quality of life and are concerned about their health, they are willing to spend on health care. Marketing towards consumer of this part is mainly carried out through word-of-mouth referral, relationship marketing. The marketing time will be 4 months or so (2015/6-2015/9), the marketing cost will be about $1,500.
Our target customers still include 50-70 years old people, they often have chronic diseases, they hope through massage therapy to treat the disease. Marketing towards consumer of this part is mainly carried out through word-of-mouth referral, gifting services, lottery-prize sales activities and offering membership. The marketing time will be 6 months or so (2014/12-2015/5), the marketing cost will be about $1,000.
Expense Based on Per Year ($)
Setup cost
Rent Rent value/space 16000
Massage bad and equipment Price of product 1000
computer Price of product 1000
Office furniture Price of product 200
Books Price of book 100
Operating cost
Labor costs $40,000 for each staff a year 80,000
Electricity % of total year 600
Water rate % of total year 600
Depreciation costs % of total year 3000
insurance $35.00 per month 1440
Interest cost Based lending rates 700
Wax and oils Price 200
Marketing costs
Distribution of leaflets Production of leaflets 500
Customer Relationship Management Information systems, personnel operation 1000
Promotion Labor costs and prizes 1000
Membership card Membership card production 500
Word-of-mouth referral Management costs 1000
Gift services Value of gifting services 1000
Table 1: Analysis of the costs of the center
3.0 Financial analysis
3.1 Setup cost analysis
Setup cost of the center includes rent, insurance, business license fees, computers, tools and equipment costs (such as massage beds, office furniture, air conditioning, etc.), books, utilities, consumables (such as massage towels, massage oil, alcohol), etc. There is a total of about $18,000.
Before opening, the costs for opening the center will be mainly covered from the following three aspects. First of all, the author will finance 40% of the total costs, followed by the other partner who will contribute 30% of the total costs. Finally, the business loans applied from the bank will account for 30% of the total costs. The operating cost of the center mainly includes the following parts. First is payment for employees' salaries, bonuses and allowances, as well as buying benefits for employees. Second, depreciation of fixed assets is also a cost. Depreciation is a cost resulting from the continuous depreciation of fixed assets, such as equipment, tools and vehicles. Although it is not cash expenditure, it is still a cost. Third is marketing cost, in order to expand the reputation of the center to maintain customer loyalty, the center needs to invest in advertising, promotional activities, and administrative management. Finally, in order to maintain the normal operation of the center, it needs to pay for water expense and electricity bill, rent, insurance costs and some consumables (massage oil, massage towels, alcohol, etc.).
3.2 Operating cost
There will be 2 employees in the center, the average salary for each staff will be $ 40,000 a year, the total expenditure for labor costs will be $ 80,000 a year, the depreciation of fixed costs will be about $ 3,000 a year, the marketing expenses will be about $ 5,000 a year, water expense and electricity bill, rent and various taxes and fees, as well as the interest cost of the loan will be about $ 20,000. Thus the total expenditure for annual operating cost of the center will be $ 108,000.
3.3 Business break even analysis
The total expenditure for annual operating cost of the center will be $ 108,000, while the average consumer spending of each consumer is around $ 80. Thus, this year, it needs approximately 1350 customers coming to consuming in the center, so as to break even. In the early days of opening the center, as it is not well-known, it is expected to serve about 2 consumers daily in the first month, there is a total of 32 consumers. With the commencement of the marketing strategy and improved popularity of the center, it is expected to have about 5 consumers daily in the second month, and there will be a total of 80 consumers, in the third month, the amount of consumers will increased to about 10, there will be a total of 160 consumers. In the fourth month, it will be increased to 15 or so, there will be a total of 240 consumers. Therefore, it is expected that in the eighth month, the number of consumers will reach 1472, so as to break even this year. The staff work four days a week, 45 weeks a year, therefore it needs to serve 7.5 consumers a day in order to achieve a break-even state.
3.4 Sessional income analysis
It is expected that the total operating costs this year will be $ 111, 000. The costs include: first, paying for wages of staff. In New Zealand, the average salary for a technician in the massage industry is $ 40,000 a year, so the average income of employees of the center this year will be about $ 40,000, each employee works 4 days per week. Second, the annual depreciation rate of fixed assets of the center is expected to 20% for equipment, 10% for motor vehicles, 20% for office furniture, 5% for housing. Third is marketing costs, the center needs to invest about $8,000 in advertising, promotional activities, and administrative management. According to the survey, the marketing cost of each massage parlor is about $ 8,000. As the center is new opened, it may spend more than $ 4,000 on marketing costs, about $5,000. Finally, paying for water expense and electricity bill, rent and some consumables will cost $ 20,000. There are over 100,000 target customers in Wellington, it is expected to have about 2500 persons who come to the center for a time yearly, the average consumer spending is about $ 80 per person, the expected earnings this year will be $ 200,000, the net income will reach $ 99,000.
4.0 Healthy and safety operations
The security and safety needs of the center include: avoiding physical damage that massage may bring consumers, such as muscle injury to consumers caused by excessive force; confirming that whether consumers are allowed to accept massage therapy, too old consumers, consumers suffering skin disease, fractures, or drunken consumers are not suitable for enjoying massage; paying attention to the protection of the health of the massage technicians, as being long engaged in massage work may harm the body of a massage technician.
Recording customer data contributes to customer relationship management, thereby helping to maintain good relations between the center and customers to improve consumer loyalty. When consumers come to the center for the first time, after obtaining the consent of the consumers, the consumers’ personal information and contact way will be recorded. It is through communication between technicians and consumers to understand and record the treatment records and personal preferences of the consumers’. All data is stored by using excel software, in order to prevent disclosure of personal data and privacy, the data is only available for the staff.
Internal and external risks faced by the center can be dealt with by using the following emergency measures. Firstly, if there are injured consumers due to improper operation by massage technicians, the treatment must be stopped immediately, if the pain can not be relieved, they will be immediately sent to the nearest hospital for treatment. Secondly, before accepting treatment, consumers will accept a detailed inquiry and examination about their medical history, so as to find consumers who are improper for accepting massage therapy. Thirdly, reasonable working hours will be designed to avoid overwork of technicians to avoid damaging themselves. Fourthly, due to rent increases in Wellington in recent years, if there is drastic rise in the rent for the center in future, then the center will plan to reduce the area of the center. Finally, due to the growing demand for massage, it is possible to meet new competitors, so the center needs to strengthen customer relationship management and relationship marketing to increase consumer loyalty.
In order to cope with internal and external risks of the center, the center will purchase four kinds of insurance, specifically including personal accident insurance, employer liability insurance, professional liability insurance and property damage insurance. Personal accident insurance and professional liability insurance will help to providing compensation to consumers when they are accidently injured during accepting massage the center. Employer liability insurance will help to compensate for the massage technicians harmed by overwork to their own health. Property damage insurance helps us to get financial compensation when we suffer property damage caused by various unexpected reasons.
References
Bakar, Y. et al. (2014). Short term effects of classic massage compared to connective tissue massage on pressure pain threshold and muscle relaxation response in women with chronic neck pain: a preliminary atudy. Journal of Manipulative and Physiological Therapeutics, Volume 37, Issue 6, pp.415-421.
Berger, J. (http://http://www.51due.net/writing/2014). Word of mouth and interpersonal communication: a review and directions for future research. Journal of Consumer Psychology, Volume 24, Issue 4, pp. 586-607.
Leach, M. J. (2013). Profile of the complementary and alternative medicine workforce across Australia, New Zealand, Canada, United States and United Kingdom. Complementary Therapies in Medicine, Volume 21, Issue 4, pp. 364-378.
Smith, P. R. and Taylor, J. (2004). Marketing communications: an integrated approach. London: Kogan Page.
Stein, A. D., Smith, M. F. and Lancioni, R. A. ( 2013). The development and diffusion of customer relationship management (CRM) intelligence in business-to-business environments. Industrial Marketing Management, Volume 42, Issue 6, pp. 855-861.


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