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Greens leader Adam Bandt unveils 'Robin Hood' tax plan to target private sector at National Press Club

Greens leader Adam Bandt has detailed his Robin Hood-style plan for a supersized tax to target big business during his National Press Club address in Canberra.

Greens leader Adam Bandt has detailed his Robin Hood-style plan for a supersized tax to target big business in an address to the National Press Club on Wednesday.

During his address, the Greens leader has blamed the major parties for rigging the economy and allowing big corporations to make “massive profits”.

“Big corporations are making massive profits and driving the cost-of-living crisis,” Mr Bandt said.

“The economy is rigged. It's been rigged by politicians from both Labor and the Liberals.”

As part of his election push, Mr Bandt has positioned the Greens as the party to take on the cost-of-living crisis, high rent prices and high energy costs.

“We can't keep voting for the same two parties and expecting a different result,” he argued.

“Not only have Labor refused to take on the big corporations and billionaires, they can't even bring themselves to point out the role that big corporations have played in causing the cost of living crisis.”

Mr Bandt has claimed the government has the power to tackle cost of living, the housing crisis and the energy market but chooses not to.

The Greens have pushed for increased social services and sought to increase corporate tax, stop new coal and gas, freeze rents and wipe student debts.

“This election the Greens will propose a package of Robin Hood reforms,” Mr Bandt told the National Press Club.

He announced the first of these measures would be the “big corporations’ tax” targeting “excessive profits” by big businesses.

“It will provide huge amounts of much-needed funding to redirect to everyday people and it will reduce the cost of living.”

Mr Bandt said the 40 per cent tax on turnover of companies over $100 million would deliver $296 billion in government revenue.

The Greens have also sought to tax coal and other mining industries as well as reform the gas tax to further raise revenues.

The increased government funds would be used to build homes, add dentistry to Medicare coverage, implement rent freezes and eliminate student debt, according to Mr Bandt.

“Voters increasingly see the Greens as a party able to represent their material interests as well as their values,” he said.

“Among voters under the age of 34 years old, the Greens are neck and neck with the Liberals and Labor.”

The Greens hold the balance of power in the senate and has sought to increase representation in the lower house at the next election.

Current polling has suggested Labor may form a minority government in the next federal election, which would make the Greens very influential.

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Club Business Plan Explained: What You Need to Know

A club business plan outlines the strategy for launching and growing a club. It includes research, financial projections, and marketing plans.

Launching a successful club demands a robust business plan, a document that serves as a roadmap for your venture’s growth and stability. This plan is essential for securing financing, guiding your decisions, and setting measurable goals. An effective club business plan breaks down the target market, outlines staffing requirements, details financial projections, and presents an actionable marketing strategy to attract and retain members.

By providing in-depth analysis and clear objectives, it lays the groundwork for operational success. Whether for a sports club, nightlife venue, or membership organization, a comprehensive and well-constructed business plan remains a critical component in translating your vision into a profitable reality.

Setting The Stage

Welcome to Setting the Stage , a crucial first step in your journey to launching a successful club. Before diving into the operations or promotions, a well-crafted business plan is essential. This section will guide you on crafting this plan and identifying your club’s niche, making the planning phase as smooth as possible.

The Importance Of A Solid Business Plan

A strong business plan acts like a roadmap for your club. It keeps you on track and helps attract investors. Starting a club without one is like walking through a maze blindfolded. A solid plan covers startup costs, market analysis , and growth strategies . This ensures you know where your club stands and where it’s heading.

Key elements you should include in your business plan:

• Executive Summary: Brief overview of the club and objectives.
• Company Description: What your club offers and what makes it unique.
• Market Analysis: Research on your target audience and competitors.
• Organization and Management: Your club’s structure and team.
• Marketing Plan: How you’ll attract and retain members.
• Financial Projections : Predicted revenue, expenses, and profit.

Every club owner should have a business plan. It’s essential for both small local clubs and large, upscale facilities. It will guide your decisions and prove the viability of your concept to potential stakeholders.

Identifying Your Club Niche

Finding your niche is about understanding what sets your club apart. Your niche defines your club’s character and who it appeals to. It could be a fitness club, book club, or even a gaming lounge . Knowing this helps with theming, services, and creating a marketing edge. By serving a specific segment, you build a loyal customer base.

Consider these factors when identifying your niche:

By pinpointing your niche, you tailor your business plan to serve that specific market. You create a sense of community and place. Members have a clear reason to choose your club over any other.

Crafting Your Mission Statement

Crafting Your Mission Statement stands as a pillar in establishing a solid club business plan. This declaration targets the core of what your club aspires to achieve. It shapes your brand identity and sets a clear direction for all your future endeavors.

Defining Club Purpose And Objectives

Weaving the essence of your club into a clearly defined purpose requires strategic thinking. It involves pinpointing the unique offerings and goals that set your club apart.

Your club’s purpose serves as the compass that guides every step you take.

• Identify your audience: Who will your club cater to?
• Outline your services: What will your club provide?
• Set your objectives: Why does your club exist?

Mission Statement Tips And Best Practices

Creating a powerful mission statement calls for simplicity, clarity, and vision. Here’s how to make yours stand out:

• Keep it concise and to the point.
• Reflect your club’s values and culture.
• Use active voice to engage and inspire.
• Make it memorable and easy to understand.

Test your mission statement by asking others if it gives a clear picture of what your club stands for.

Market Analysis And Membership Targeting

Welcome to the core of crafting a stellar Club Business Plan: Market Analysis and Membership Targeting . Let’s dive into understanding who your club will serve and who you’re up against. Key insights here empower strategic decisions, carving your club’s path to success.

Evaluating The Competition

Understanding who you’re up against is vital. Dig into the local scene. Analyze direct competitors. What services do they offer? What are their prices? How do they market themselves? This intel shapes your unique value proposition. Record the findings in a concise format. Add competitor rows here

List key differentiators. What can you do better? Highlight these in your plan.

Understanding Your Potential Members

Who will join your club? Conduct surveys, interviews, and research. Gather data on age, interests, spending habits, and lifestyle. Use bullet points for clarity.

• Age Demographics: List the age ranges you aim to attract.
• Interests: Enumerate hobbies and activities your target members enjoy.
• Spending Habits: Average budget your members are willing to allocate for club activities.
• Lifestyle: Understanding their routine helps tailor club offerings.

Create personas of ideal members. They guide your marketing and services. Keep sentences straightforward and informative.

Developing Club Services And Amenities

In the heart of every successful club lies a suite of services and amenities that sets it apart. Developing Club Services and Amenities is crucial for drawing in members and ensuring they stay engaged. A club’s landscape of offerings can enhance experiences, foster community, and underpin its financial health.

List Of Potential Offerings

Exploration begins with a comprehensive list of what your club could offer. It’s the backbone of a vibrant club atmosphere. Identify offerings that resonate with your target audience while considering trends and member feedback.

• Fitness classes – from yoga to spinning
• Exclusive lounges for relaxation and business talks
• Spa services including massages and facials
• Theme nights for entertainment and socializing
• Culinary delights with chef-special menus
• Sports facilities like golf, tennis, and swimming

Unique Selling Propositions

Beyond the array of services, a club must define its Unique Selling Propositions (USPs) . USPs make your offerings stand out and give members reasons to choose your club over others.

A club’s USP is a reflection of its values and mission , representing what it stands for. It influences decisions and shapes the overall member experience. It’s more than a service; it’s a promise of quality and distinctiveness.

Financial Projections And Funding

Financial projections and funding are crucial for the success of any club. They provide a roadmap for financial growth and stability. Understanding the costs associated with running a club is vital. Funding strategies are needed to maintain cash flow. Let’s delve into the essential components of a club’s financial planning .

Breaking Down The Costs

Managing a club comes with many expenses. These costs range from operational to promotional. To maintain a realistic budget, you need to break down the costs meticulously. An accurate cost breakdown will help forecast financial needs.

Estimating these costs sets the foundation for financial projections.

Options For Capital And Financing

Clubs can explore various financing options to meet their financial needs. It’s important to choose wisely to ensure sustainability.

• Loans: Traditional bank loans or SBA loans for eligible businesses.
• Investors: Securing investments from individuals or groups.
• Crowdfunding: Online platforms that enable collective funding from many contributors.
• Sponsorships: Partnerships with brands that align with the club’s values.

A mix of these options can optimize the club’s financial structure .

Marketing Strategy

A strong marketing strategy is vital to the success of any club. It identifies your brand, draws members, and stands out in the market. Let’s dive into how developing a robust identity and proactive outreach can catalyze your club’s growth.

Creating A Brand Identity

Think of your club’s brand identity as its personality. It’s what members will relate to and remember. Crafting a unique brand requires a clear vision and consistency across all platforms. Here’s a roadmap to establishing a strong identity:

• Define your mission : What is your club’s purpose? Make it crystal clear.
• Select a color scheme and logo : These should resonate with your club’s vibe.
• Create a tagline : A memorable tagline can make your club instantly recognizable.
• Consistent messaging : Your club’s message should be uniform in all communications.

Outreach And Member Acquisition

Getting new members is not just about publicity; it’s about targeting the right audience with compelling offers. Use the following strategies to expand your club’s reach:

Remember, creating memorable experiences and word-of-mouth will often be your most effective tool in member acquisition. Combine your outreach efforts with excellent services to maximize the impact.

Operation Plans

A sound Club Business Plan includes detailed Operation Plans that lay out the nitty-gritty of day-to-day activities. It’s the blueprint for how the club will run efficiently. Effective operation plans ensure smooth business practices and high customer satisfaction. Let’s dive into the core components of operation plans: Daily Management Processes, and Staffing and Service Delivery.

Daily Management Processes

The success of your club hinges on strong Daily Management Processes . These processes cover everything that happens in a typical day at the club.

Opening and closing protocols , maintenance checks, and handling bookings are all part of the daily routine. Checklists ensure every step is followed without fail.

Possible inclusion of table or bullet-points for Checklist

• Opening: Unlock doors, switch on lights, review reservations.
• During Hours: Monitor activities, provide customer service, manage incidents.
• Closing: Secure premises, shutdown equipment, prepare for next day.

Staffing And Service Delivery

Your club’s backbone is its staff. Quality service comes from a well-trained team. The Staffing and Service Delivery plan addresses hiring, training, and service protocols.

Table for Staff Positions and Responsibilities

Include more rows as necessary

The right team size makes sure each member handles their tasks well. A staff rota keeps the club running smoothly. Each role has a clear job description , training, and performance standards. This way, every member knows what to do.

Risk Analysis And Contingency Planning

Risk Analysis and Contingency Planning are crucial for any Club Business Plan. You must know what might go wrong. And you need a backup plan. This way, your club stays safe and successful. Let’s look at how to spot challenges and stop problems before they start.

Identifying Potential Challenges

First, list what can go wrong. Think hard. Include big and small risks. This list is your map to safety.

• Market shifts: Trends change. Be ready.
• New competition: Others may try to take your spot.
• Legal changes: Laws can affect your club. Watch them closely.
• Financial hiccups: Money problems can show up. Plan for them.
• Operational issues: Machines break. Staff leaves. Have backups ready.

Developing Risk Mitigation Strategies

Now, create plans for each risk. Think of ways to lower the chance of trouble. If trouble comes, be ready to act.

• Monitor trends: Keep an eye on what’s in. Pivot your services if needed.
• Know your enemies: Understand other clubs. Make yours better.
• Stay legal: Keep up with laws to avoid fines or closures.
• Financial cushion: Save money for days when it’s tight.
• Maintenance and training: Keep things and people in top shape.

With these plans, your club can face challenges and win.

Tracking Success And Kpis

Knowing if your club is on the path to success involves tracking performance. This means watching Key Performance Indicators (KPIs) closely. We use KPIs to see how well the business meets set targets. Now, let’s dive into the specifics.

Key Performance Indicators

KPIs tell us how our club business is doing. We pick these based on our goals. Here are some common KPIs for clubs:

• Membership Growth: How many new members join each month.
• Retention Rates: The number of members staying with the club.
• Revenue per Member: How much money each member brings in.
• Average Attendance: How often members visit the club.
• Event Success: How popular and profitable events are.

We can show these KPIs in tables, making them easy to check at a glance. Please see Table 1 for an example of how KPIs may look:

… Other rows …

Ongoing Review And Improvement

Keeping a club business thriving requires constant review. Checking KPIs regularly, like monthly, works best. It helps us spot issues early. When a KPI is off target, we find ways to fix it. This might mean changing strategies or trying new ideas.

We might also adjust our KPIs as the club grows or as goals change. It keeps our tracking useful. Always aim to better your last performance. The steps below help with ongoing improvement:

• Analyze: Look at your KPI data often.
• Discuss: Talk with your team about what the data shows.
• Plan: Create a plan to tackle any challenges.
• Act: Put your plan into action.
• Review: Look back at the results, learn, and repeat.

Continuous improvement keeps your club moving forward. Remember, success takes work. Keep your eyes on your KPIs, and stay adaptable to change. This way, your club remains a step ahead.

Legal Considerations

Launching a club involves various legal hoops to jump through . To ensure smooth operations, understanding key legal considerations is vital. This breakdown will cover the essentials. We focus on permits, licenses, compliance, liability, and insurance. Each area is a cornerstone to legally safeguard your business and align with regulations.

Permits, Licenses, And Compliance

It is crucial to obtain the right permits and licenses before opening your doors. These documents vary by location and type of club. Here is what you need to know:

• Liquor License: Serves alcohol? You will need this.
• Music License: Playing music requires permission.
• Health and Safety Permits: Ensures your club meets health codes.
• Building Permits: Check these for any construction or remodeling.

Compliance extends beyond initial setup. You need to stay up-to-date with laws. This includes regular employee training and adhering to changing regulations.

Understanding Liability And Insurance

Liability and insurance are your safeguards against unexpected events. Here’s a snapshot of what you need:

Review and update your insurance coverage regularly. This ensures you keep pace with your club’s evolving risk profile.

Frequently Asked Questions

How do i write a business plan for a club.

Start with an executive summary outlining your club’s vision. Next, describe your market analysis, club structure, management team, and marketing strategies. Include a detailed financial plan with projections. Follow each step concisely, ensuring clarity and a professional tone.

Is Owning A Club A Good Business?

Owning a club can be profitable with strong management, location, and marketing strategy. Market research and entertainment trends are crucial for success. It requires substantial investment and ongoing expenses but has potential for high revenue.

How Much Does A Successful Club Owner Make?

A successful club owner’s earnings can vary widely, but on average, they may make between $70,000 to $200,000 annually depending on location, club size, and management effectiveness.

What Is The Goal Of A Club Business?

The goal of a club business is to provide a social or recreational environment where members can engage, entertain, and network while generating profit for the owners.

Crafting a robust club business plan is pivotal for your venture’s success. It guides you through setting clear goals, managing finances, and satisfying member expectations. Remember, thorough research and a flexible strategy are the cornerstones of any prospering club. Go forth, plan wisely, and watch your club thrive.

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DeSantis’ plan to develop state parks faces setback as golf course backer pulls out

Michelle Birnbaum, 59, left, and Kathie Nutter, 67, right, both of Dunedin, hold signs and wave to drivers at the entrance to Honeymoon Island State Park during a rally Sunday, Aug. 25, 2024 in Dunedin, Fla. (Chris Urso/Tampa Bay Times via AP)

Patrick Taylor, 44, and his daughter Sophie Taylor, 6, of Dunedin, hold signs during a rally near the entrance to Honeymoon Island State Park, Sunday, Aug. 25, 2024 in Dunedin, Fla. (Chris Urso/Tampa Bay Times via AP)

A large group waves to drivers while holding signs during a rally at the entrance to Honeymoon Island State Park Sunday, Aug. 25, 2024 in Dunedin, Fla. (Chris Urso/Tampa Bay Times via AP)

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ST. PETERSBURG, Fla. (AP) — Facing widespread opposition across the political spectrum, Gov. Ron DeSantis ' plan to develop state parks with business ventures — such as golf courses, pickleball courts and large hotels — has hit a snag after a key supporter pulled the plug.

The Department of Environmental Protection confirmed in an email that one group is no longer pursuing golf courses at pristine Jonathan Dickinson State Park in southeast Florida. The agency statement came after the backer, a nonprofit called Tuskegee Dunes Foundation, withdrew its proposal over the weekend.

“This project will be removed from agency review,” DEP spokesperson Alexandra Kuchta said in the email.

It wasn’t clear Monday what impact the Dickinson decision might have on DEP’s overall “Great Outdoors Initiative,” which envisions a variety of projects at nine state parks for people to enjoy popular sites, according to officials.

“It’s high time we made public lands more accessible to the public,” said Jeremy Redfern, DeSantis’ press secretary, in a post on the social platform X.

Yet the outcry was so intense when the plan became public last week that DEP scrapped hearings that had been planned for Tuesday — one hour in each location, in midafternoon when many people are working. They opted instead to reschedule the hearings for after Labor Day. Officials did not immediately respond Monday to questions about new hearing details, including whether they will go forward at all.

The opposition came from all corners. Republican Sens. Rick Scott and Marco Rubio joined GOP Rep. Brian Mast in a letter contending the compressed time frame was far too fast to fully air the plans. Democratic Rep. Kathy Castor said in a social media post the ideas were “outrageous” and rooted in policies that “prioritize profits over our planet.”

Hundreds of people showed up at weekend protests near the nine parks, many of them carrying signs decorated with wildlife art produced by Tampa-based artist Veronica Steiner. She said in an interview that protection of Florida’s parks transcends political and philosophical differences.

“I don’t think this is like a red or blue issue,” Steiner said. “I think anybody that lives and has been raised in Florida should care about the land, and that should be politics aside. Everyone should try to protect their natural resources, period.”

It is not the first time a Republican administration has raised the idea of leveraging more revenue from state parks by providing golf, lodging and other attractions where public lands are used for private interest. But past ideas were quickly dropped, including one promoted by Scott when he was governor, after public opposition.

Adding another question to the DeSantis proposals is the involvement of the Tuskegee Dunes Foundation, which said in an earlier statement the Dickinson park golf courses would “tell the story” of the Tuskegee Airmen, a pioneering Black unit in World War II. Proceeds would go to another organization called Folds of Honor that provides scholarships for the military and to first responders.

The Tuskegee Dunes’ initial statement said the golf course project would steer clear of environmentally sensitive parts of the Dickinson park, known as home to the threatened scrub jay and other imperiled species. But then the opposition got increasingly loud.

“We have received clear feedback that Jonathan Dickinson State Park is not the right location,” their recent statement said. “We will not pursue building in the beloved Jonathan Dickinson State Park.”

Environmental groups say they will continue to oppose development at the parks.

“Florida has no shortage of places to swing a golf club, sample the continental breakfast, or try your hand at pickleball,” Audubon Florida said in a statement on its website, “but increasingly rare are the opportunities to spot the deep blue feathers of a Florida scrub jay, witness the miracle of neotropical bird migration, or experience Florida in all its natural beauty.”

Payne reported from Tallahassee, Florida.

Kate Payne is a corps member for The Associated Press/Report for America Statehouse News Initiative. Report for America is a nonprofit national service program that places journalists in local newsrooms to report on undercovered issues.

Sports Club Business Plan Template & Guidebook

Whether you’re starting a sports club from scratch or expanding an existing one, having the right plan in place is essential for success. With the #1 Sports Club Business Plan Template & Guidebook, you have all the resources needed to create a detailed and comprehensive plan that will help you achieve your goals. From outlining strategies to mapping out financials, this template and guidebook provide everything you need to build a professional and effective plan that will help you guide your business towards success.

Get worry-free services and support to launch your business starting at $0 plus state fees.

• How to Start a Profitable Sports Club Business [11 Steps]
• 25 Catchy Sports Club Business Names:

How to Write a Sports Club Business Plan in 7 Steps:

1. describe the purpose of your sports club business..

The first step to writing your business plan is to describe the purpose of your sports club business. This includes describing why you are starting this type of business, and what problems it will solve for customers. This is a quick way to get your mind thinking about the customers’ problems. It also helps you identify what makes your business different from others in its industry.

It also helps to include a vision statement so that readers can understand what type of company you want to build.

Here is an example of a purpose mission statement for a sports club business:

The mission of [XYZ] Sports Club is to promote physical, mental and emotional health through sports participation, create a safe and nurturing atmosphere for the community, and encourage the development of life skills such as teamwork and sportsmanship. We strive to provide high-quality programs and services that support the healthy lifestyle of our members, athletes and coaches.

2. Products & Services Offered by Your Sports Club Business.

The next step is to outline your products and services for your sports club business. 

When you think about the products and services that you offer, it's helpful to ask yourself the following questions:

• What is my business?
• What are the products and/or services that I offer?
• Why am I offering these particular products and/or services?
• How do I differentiate myself from competitors with similar offerings?
• How will I market my products and services?

You may want to do a comparison of your business plan against those of other competitors in the area, or even with online reviews. This way, you can find out what people like about them and what they don’t like, so that you can either improve upon their offerings or avoid doing so altogether.

3. Build a Creative Marketing Stratgey.

If you don't have a marketing plan for your sports club business, it's time to write one. Your marketing plan should be part of your business plan and be a roadmap to your goals. 

A good marketing plan for your sports club business includes the following elements:

Target market

• Who is your target market?
• What do these customers have in common?
• How many of them are there?
• How can you best reach them with your message or product?

Customer base 

• Who are your current customers? 
• Where did they come from (i.e., referrals)?
• How can their experience with your sports club business help make them repeat customers, consumers, visitors, subscribers, or advocates for other people in their network or industry who might also benefit from using this service, product, or brand?

Product or service description

• How does it work, what features does it have, and what are its benefits?
• Can anyone use this product or service regardless of age or gender?
• Can anyone visually see themselves using this product or service?
• How will they feel when they do so? If so, how long will the feeling last after purchasing (or trying) the product/service for the first time?

Competitive analysis

• Which companies are competing with yours today (and why)? 
• Which ones may enter into competition with yours tomorrow if they find out about it now through word-of-mouth advertising; social media networks; friends' recommendations; etc.)
• What specific advantages does each competitor offer over yours currently?

Marketing channels

• Which marketing channel do you intend to leverage to attract new customers?
• What is your estimated marketing budget needed?
• What is the projected cost to acquire a new customer?
• How many of your customers do you instead will return?

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4. Write Your Operational Plan.

Next, you'll need to build your operational plan. This section describes the type of business you'll be running, and includes the steps involved in your operations. 

In it, you should list:

• The equipment and facilities needed
• Who will be involved in the business (employees, contractors)
• Financial requirements for each step
• Milestones & KPIs
• Location of your business
• Zoning & permits required for the business

What equipment, supplies, or permits are needed to run a sports club business?

• Sports equipment and supplies
• Business licenses and permits
• Insurance policies
• Payment processing system
• Marketing materials
• Staffing requirements (contracts, wages, benefits)
• Membership management software or systems
• Facility rentals or use agreements (if applicable)

5. Management & Organization of Your Sports Club Business.

The second part of your sports club business plan is to develop a management and organization section.

This section will cover all of the following:

• How many employees you need in order to run your sports club business. This should include the roles they will play (for example, one person may be responsible for managing administrative duties while another might be in charge of customer service).
• The structure of your management team. The higher-ups like yourself should be able to delegate tasks through lower-level managers who are directly responsible for their given department (inventory and sales, etc.).
• How you’re going to make sure that everyone on board is doing their job well. You’ll want check-ins with employees regularly so they have time to ask questions or voice concerns if needed; this also gives you time to offer support where necessary while staying informed on how things are going within individual departments too!

6. Sports Club Business Startup Expenses & Captial Needed.

This section should be broken down by month and year. If you are still in the planning stage of your business, it may be helpful to estimate how much money will be needed each month until you reach profitability.

Typically, expenses for your business can be broken into a few basic categories:

Startup Costs

Startup costs are typically the first expenses you will incur when beginning an enterprise. These include legal fees, accounting expenses, and other costs associated with getting your business off the ground. The amount of money needed to start a sports club business varies based on many different variables, but below are a few different types of startup costs for a sports club business.

Running & Operating Costs

Running costs refer to ongoing expenses related directly with operating your business over time like electricity bills or salaries paid out each month. These types of expenses will vary greatly depending on multiple variables such as location, team size, utility costs, etc.

Marketing & Sales Expenses

You should include any costs associated with marketing and sales, such as advertising and promotions, website design or maintenance. Also, consider any additional expenses that may be incurred if you decide to launch a new product or service line. For example, if your sports club business has an existing website that needs an upgrade in order to sell more products or services, then this should be listed here.

7. Financial Plan & Projections

A financial plan is an important part of any business plan, as it outlines how the business will generate revenue and profit, and how it will use that profit to grow and sustain itself. To devise a financial plan for your sports club business, you will need to consider a number of factors, including your start-up costs, operating costs, projected revenue, and expenses. 

Here are some steps you can follow to devise a financial plan for your sports club business plan:

• Determine your start-up costs: This will include the cost of purchasing or leasing the space where you will operate your business, as well as the cost of buying or leasing any equipment or supplies that you need to start the business.
• Estimate your operating costs: Operating costs will include utilities, such as electricity, gas, and water, as well as labor costs for employees, if any, and the cost of purchasing any materials or supplies that you will need to run your business.
• Project your revenue: To project your revenue, you will need to consider the number of customers you expect to have and the average amount they will spend on each visit. You can use this information to estimate how much money you will make from selling your products or services.
• Estimate your expenses: In addition to your operating costs, you will need to consider other expenses, such as insurance, marketing, and maintenance. You will also need to set aside money for taxes and other fees.
• Create a budget: Once you have estimated your start-up costs, operating costs, revenue, and expenses, you can use this information to create a budget for your business. This will help you to see how much money you will need to start the business, and how much profit you can expect to make.
• Develop a plan for using your profit: Finally, you will need to decide how you will use your profit to grow and sustain your business. This might include investing in new equipment, expanding the business, or saving for a rainy day.

Frequently Asked Questions About Sports Club Business Plans:

Why do you need a business plan for a sports club business.

A business plan for a sports club business is essential for laying out the structure and vision of the business, setting objectives and goals, assessing the potential risks and opportunities ahead, identifying any funding needs and developing a strategy to achieve success. It also provides an invaluable tool for obtaining financial support from banks or investors when necessary.

Who should you ask for help with your sports club business plan?

Depending on the specifics of your sports club and the scope of your business plan, you may need to seek out help from a variety of sources. This could include a lawyer who specializes in corporate law, an accountant, business consultant, or even an experienced mentor who is familiar with the industry. Additionally, many professional associations exist specifically to support sports clubs and organizations, so they can also provide valuable advice and resources to help you create an effective business plan.

Can you write a sports club business plan yourself?

Writing a sports club business plan is an intensive process that includes researching the local market, creating financial projections, understanding licensing and insurance requirements, and developing branding. It is best to rely on the expertise of a professional business plan consultant or seek the advice of your local Small Business Development Center to develop a comprehensive and accurate business plan.

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MoSCoW Prioritization

What is moscow prioritization.

MoSCoW prioritization, also known as the MoSCoW method or MoSCoW analysis, is a popular prioritization technique for managing requirements. 

  The acronym MoSCoW represents four categories of initiatives: must-have, should-have, could-have, and won’t-have, or will not have right now. Some companies also use the “W” in MoSCoW to mean “wish.”

What is the History of the MoSCoW Method?

Software development expert Dai Clegg created the MoSCoW method while working at Oracle. He designed the framework to help his team prioritize tasks during development work on product releases.

You can find a detailed account of using MoSCoW prioritization in the Dynamic System Development Method (DSDM) handbook . But because MoSCoW can prioritize tasks within any time-boxed project, teams have adapted the method for a broad range of uses.

How Does MoSCoW Prioritization Work?

Before running a MoSCoW analysis, a few things need to happen. First, key stakeholders and the product team need to get aligned on objectives and prioritization factors. Then, all participants must agree on which initiatives to prioritize.

At this point, your team should also discuss how they will settle any disagreements in prioritization. If you can establish how to resolve disputes before they come up, you can help prevent those disagreements from holding up progress.

Finally, you’ll also want to reach a consensus on what percentage of resources you’d like to allocate to each category.

With the groundwork complete, you may begin determining which category is most appropriate for each initiative. But, first, let’s further break down each category in the MoSCoW method.

Start prioritizing your roadmap

Moscow prioritization categories.

1. Must-have initiatives

As the name suggests, this category consists of initiatives that are “musts” for your team. They represent non-negotiable needs for the project, product, or release in question. For example, if you’re releasing a healthcare application, a must-have initiative may be security functionalities that help maintain compliance.

The “must-have” category requires the team to complete a mandatory task. If you’re unsure about whether something belongs in this category, ask yourself the following.

If the product won’t work without an initiative, or the release becomes useless without it, the initiative is most likely a “must-have.”

2. Should-have initiatives

Should-have initiatives are just a step below must-haves. They are essential to the product, project, or release, but they are not vital. If left out, the product or project still functions. However, the initiatives may add significant value.

“Should-have” initiatives are different from “must-have” initiatives in that they can get scheduled for a future release without impacting the current one. For example, performance improvements, minor bug fixes, or new functionality may be “should-have” initiatives. Without them, the product still works.

3. Could-have initiatives

Another way of describing “could-have” initiatives is nice-to-haves. “Could-have” initiatives are not necessary to the core function of the product. However, compared with “should-have” initiatives, they have a much smaller impact on the outcome if left out.

So, initiatives placed in the “could-have” category are often the first to be deprioritized if a project in the “should-have” or “must-have” category ends up larger than expected.

4. Will not have (this time)

One benefit of the MoSCoW method is that it places several initiatives in the “will-not-have” category. The category can manage expectations about what the team will not include in a specific release (or another timeframe you’re prioritizing).

Placing initiatives in the “will-not-have” category is one way to help prevent scope creep . If initiatives are in this category, the team knows they are not a priority for this specific time frame. 

Some initiatives in the “will-not-have” group will be prioritized in the future, while others are not likely to happen. Some teams decide to differentiate between those by creating a subcategory within this group.

How Can Development Teams Use MoSCoW?

  Although Dai Clegg developed the approach to help prioritize tasks around his team’s limited time, the MoSCoW method also works when a development team faces limitations other than time. For example: 

Prioritize based on budgetary constraints.

What if a development team’s limiting factor is not a deadline but a tight budget imposed by the company? Working with the product managers, the team can use MoSCoW first to decide on the initiatives that represent must-haves and the should-haves. Then, using the development department’s budget as the guide, the team can figure out which items they can complete. 

Prioritize based on the team’s skillsets.

A cross-functional product team might also find itself constrained by the experience and expertise of its developers. If the product roadmap calls for functionality the team does not have the skills to build, this limiting factor will play into scoring those items in their MoSCoW analysis.

Prioritize based on competing needs at the company.

Cross-functional teams can also find themselves constrained by other company priorities. The team wants to make progress on a new product release, but the executive staff has created tight deadlines for further releases in the same timeframe. In this case, the team can use MoSCoW to determine which aspects of their desired release represent must-haves and temporarily backlog everything else.

What Are the Drawbacks of MoSCoW Prioritization?

  Although many product and development teams have prioritized MoSCoW, the approach has potential pitfalls. Here are a few examples.

1. An inconsistent scoring process can lead to tasks placed in the wrong categories.

  One common criticism against MoSCoW is that it does not include an objective methodology for ranking initiatives against each other. Your team will need to bring this methodology to your analysis. The MoSCoW approach works only to ensure that your team applies a consistent scoring system for all initiatives.

Pro tip: One proven method is weighted scoring, where your team measures each initiative on your backlog against a standard set of cost and benefit criteria. You can use the weighted scoring approach in ProductPlan’s roadmap app .

2. Not including all relevant stakeholders can lead to items placed in the wrong categories.

To know which of your team’s initiatives represent must-haves for your product and which are merely should-haves, you will need as much context as possible.

For example, you might need someone from your sales team to let you know how important (or unimportant) prospective buyers view a proposed new feature.

One pitfall of the MoSCoW method is that you could make poor decisions about where to slot each initiative unless your team receives input from all relevant stakeholders. 

3. Team bias for (or against) initiatives can undermine MoSCoW’s effectiveness.

Because MoSCoW does not include an objective scoring method, your team members can fall victim to their own opinions about certain initiatives. 

One risk of using MoSCoW prioritization is that a team can mistakenly think MoSCoW itself represents an objective way of measuring the items on their list. They discuss an initiative, agree that it is a “should have,” and move on to the next.

But your team will also need an objective and consistent framework for ranking all initiatives. That is the only way to minimize your team’s biases in favor of items or against them.

When Do You Use the MoSCoW Method for Prioritization?

MoSCoW prioritization is effective for teams that want to include representatives from the whole organization in their process. You can capture a broader perspective by involving participants from various functional departments.

Another reason you may want to use MoSCoW prioritization is it allows your team to determine how much effort goes into each category. Therefore, you can ensure you’re delivering a good variety of initiatives in each release.

What Are Best Practices for Using MoSCoW Prioritization?

If you’re considering giving MoSCoW prioritization a try, here are a few steps to keep in mind. Incorporating these into your process will help your team gain more value from the MoSCoW method.

1. Choose an objective ranking or scoring system.

Remember, MoSCoW helps your team group items into the appropriate buckets—from must-have items down to your longer-term wish list. But MoSCoW itself doesn’t help you determine which item belongs in which category.

You will need a separate ranking methodology. You can choose from many, such as:

• Weighted scoring
• Value vs. complexity
• Buy-a-feature
• Opportunity scoring

For help finding the best scoring methodology for your team, check out ProductPlan’s article: 7 strategies to choose the best features for your product .

2. Seek input from all key stakeholders.

To make sure you’re placing each initiative into the right bucket—must-have, should-have, could-have, or won’t-have—your team needs context. 

At the beginning of your MoSCoW method, your team should consider which stakeholders can provide valuable context and insights. Sales? Customer success? The executive staff? Product managers in another area of your business? Include them in your initiative scoring process if you think they can help you see opportunities or threats your team might miss. 

3. Share your MoSCoW process across your organization.

MoSCoW gives your team a tangible way to show your organization prioritizing initiatives for your products or projects. 

The method can help you build company-wide consensus for your work, or at least help you show stakeholders why you made the decisions you did.

Communicating your team’s prioritization strategy also helps you set expectations across the business. When they see your methodology for choosing one initiative over another, stakeholders in other departments will understand that your team has thought through and weighed all decisions you’ve made. 

If any stakeholders have an issue with one of your decisions, they will understand that they can’t simply complain—they’ll need to present you with evidence to alter your course of action.  

Related Terms

2×2 prioritization matrix / Eisenhower matrix / DACI decision-making framework / ICE scoring model / RICE scoring model

Prioritizing your roadmap using our guide

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Meet moscow’s first co-working space with a private members business club.

Football Frenzy period has begun! The FIFA World Cup 2018 is here, and it’s one of the biggest sport events in the world with true fans of the sport, rooting for the favorite football team to win the cup.

With the event being held in Russia, we are sure several people or rather true football fans would love to travel down there and hail their teams to victory… more of an “ova di bar” moment.

One of the stadia though that will host the major games is Luzhniki Stadium located in the heart of Moscow. With a sitting capacity of over 8000 people, Luzhniki will host up to seven games, with three main games, the opening, semifinal and final game being held at the stadium.

A quick background on Moscow, it is the most populous city in Europe with over 12 million residents and continues to expand. Fortunately, the metro system is the world’s largest, fastest, and most efficient way in which people move.

Year after year, Moscow finds itself listed at the top of the most expensive cities in the world. To enjoy a comfortable lifestyle be prepared to part with a few dollar or rubles and finding suitable, affordable accommodation is one of the most troublesome things about moving to Moscow.

Many expatriates find themselves in the “Garden Ring” of the city – the second loop outside the center. Dropping some serious rubles on a flat is not unusual, usually to the tune of ₽80,000-140,000 ($1200-2000). Unless you’re prepared to face housing costs as well as foreigner prices for the city’s attractions, Moscow can hollow you out.

After all the expenses and frustrations of getting by in this, are there any redeeming qualities for the digital nomad? How about a busy day far from your headquarters and you may need a place an urgent video conference with an overseas partner?

Or you may be in Moscow on a business trip and do not have a permanent location? Also, how about a modest budget that cannot allow you to afford a fixed office or find it too expensive to rent after all its just a few days before you travel back.

Workspace in the centre of Moscow

Well, there are a growing number of co-working spaces with stylish ambiance and full amenities as well.

On this feature we decided to look at some of the cool co-working spaces in Moscow that you might find your way there just in case you are caught up in the football frenzy and you still need to virtually attend that meeting minutes to the big game.

Cabinet Lounge on Novaya Ploshad’

One such place is the Cabinet Lounge on Novaya Ploshad’ which is a redecorated historical mansion strategically located near many government institutions and around the “Garden Ring” of the city (takes you roughly 24 mins from Luzhniki Stadium).

The Cabinet Lounge is termed as Moscow’s first and so far, the only private members business club and represents a new business format for Russia which is termed as one that has already functioned successfully for several years in other key business capital cities.

Found in the heart of Moscow, the space also offers office premises from 20 to 50 m2 to rent. They are available for a long – and short-term rental. The space also has several meeting rooms for 6 to 12 people which include conferencing equipment, plasma screen TV, and flipchart. Some rooms also include video-conferencing facilities.

Conferencing Facility (Photo Credits: Cabinet Lounge Website)

Cabinet Lounge is a fully-functional business space, with meeting rooms, fully-equipped work spaces and offices, a conference hall with video conferencing facilities, high-speed Wi-Fi, a secretary, IT consultant, first class bar and a restaurant serving delicious, healthy food.

The co-working space is intended to cater for the needs of business and creative people who are not tied to a specific place of work or a nine-to-five schedule, people who need a high-quality office within the Garden Ring for important negotiations and presentations.

Office Space (Photo Credits: Cabinet Lounge Website)

The space also provides a base for businesspeople whose main office is located outside of the city centre, or outside of Moscow. The space allows the heads of large international companies to hold important meetings and corporate events on neutral territory.

Cabinet Lounge is defined as a club because it can only be used by its members. This approach is necessary so that even during peak times your comfort is ensured, just like in your own office, and that you are only surrounded by your peers.

According to Moscow Times , the Cabinet Lounge was started off by an Architect called Anton Khmelnitsky. The idea of having a co-working space in the middle of Moscow town came to life as he had to work between two cities that were miles away, that’s Moscow and London for the at least 10 years.

The office of Architects of Invention, the international company that he works for, is in London. But many of its customers are in Moscow. Arranging meetings used to be quite a task without a constant presence in Russia’s capital.

That is how he came up with the idea of a shared business space and co-founded Cabinet Lounge, which allows businesspeople to rent an office or meeting room in a redecorated historical mansion on Novaya Ploshchad, near many government institutions.

Co-working space. (Photo Credits: Cabinet Lounge website)

The co-working package includes: Flex that goes for/, Club, Resident and corporate package that includes One day visit to the space may cost you around 3,500 rubles which is roughly translated to $62.

Other notable co-working spaces in Moscow

Apart from Cabinet Lounge, DI Telegraph which is in the landmark Central Telegraph building on Tverskaya. Prices start from 800 rubles ($14) per day and 7,600 rubles per month.

Another notable coworking place is Rabochaya Stantsiya or Workstation which is in the middle of Gorky Park, about a 10-minute walk from the Leninsky Prospekt metro station. Prices start from 750 rubles ($13.5) per day and from 13,000 a month. The Start Hub is another amazing co-working space. The prices start from 400 rubles ($7) per day.

Other co-working spaces include GVA Hub, Smart Place, Union Place, AirLab, Work Station Plaza, Grow Up, and Coworking 14.

Interesting read? Read more  here !

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