BUSINESS MARKETING STRATEGY/ THE SILVA METHOD- MENTAL HEALTH READINESS
What's going 2sell this idea?"Power With"vs."Power Over"This is a cooperative system that has "purpose"purpose a&"membership" membership motivates people2 perform. motivation2 participate eliminates drop&,encourages people 2stay cooperative action.
People need 2 b attracted what attracts people is familiarity, human characteristics, creativity, ingenuity &imagination that are widely dispersed, global. the demand for change, adaptability. participation promotes growth of organizations, the system.About the DCLG- MODEL
FOUNDED BY THE DEPARTMENT OF COMMUNITIES AND LOCAL GOVERNMENT
APPLICABLE TO THE BIZ MODEL AND SHAW MOBILE FITNESS
(www.shawmobilefitness.webs.com and www.shawmobilefitness.blogspot.com)
Service can be aligned precisely with the job requirement which provide cost efficiency savings and behavior or affective outcomes through people/personal critical psychological states and intrinsic rewards, internal work motivation which reinforces work behavior.
Benefits
New Employee Model
"High motivating potential combines with the person's knowledge and skill to produce high internal work motivation!"
Knowledge of the actual results of work activities
Experience responsibility for outcomes of the work
Experience meaningfulness of the work
"Work perceived as unimportant by the person doing the job is not likely to produce high levels of affective and behavioral response."
Skill variety
Task identity
Task significance
Autonomy
Feedback from the job itself
excerpts from Organizational Behavior - Joseph E.Champoux
Questions to keep in mind while reading this marketing strategy include:
What are the benefits? Why is this important?
How can this benefit?
Where can I do this?
Who else is doing this?
The benefits are multidimensional including new employment paradigms, maximum utility of time and geography, the social trends are demanding more service venues and quality service, flexibility, and modern technology which is a global demand along with more health conscious and green conscious attitudes.
MARKETING STRATEGY
PROMOTION/ADVERTISING
/PRWEB.COM BUSINESS PROMOTION
PROMOTION/ADVERTISING
/PRWEB.COM BUSINESS PROMOTION
INVENTORY COSTS
MAXIMUM UTILITY
TIME GEOGRAPHY/THE MOST FROM TIME MANAGEMENT WOULD BE ACHIEVED BY UTILIZING A SYSTEM OF SELLERS AND BUYERS AS WORKERS/
Workers (the people selling their time):
BUYERS AND SELLERS OF TIME
1) Workers (the people selling their time):
Input hours of availability for today, tomorrow or any day up to 4 weeks from now
Buyers (anyone hiring the time of local people):
Input their requirements
TIME BANKS EXCHANGE OF SERVICES FOR SOME TYPE OF CREDIT.
"They are adapted to tackling different challenges, often through getting people engaged in solving problems when none of the usual strategies seem to work"
"What time banks also do is encourage a huge increase in volunteering...by the people who are usually the subjects of the volunteers' work. As long as these systems are kept local, time banks encourage people out of their shells. They make things happen, just like money does, but without the complications that financial obligation can bring."
Decentralized organizational design
Emphasis on flexibility
Close ties to suppliers, interactions with suppliers enable the fast flow of information.
Suppliers can inform a team of any changes in what they supply.
Suppliers about quality or scheduling problems so the suppliers can quickly correct the problem
and customers, use of modern information technologies,
global distribution,
diversity of markets,
self managing teams,
profit sharing
gain sharing
Benefits of employee work design include:
higher job satisfaction
higher commitment
decreased turnover
Benefits of self managing work teams include quality assurance, workforce diversity, meeting higher skill requirements, inter-group processes,
adopt the good features of face to face groups
Modern technology allows for remote locations
gain sharing
Benefits of employee work design include:
higher job satisfaction
higher commitment
decreased turnover
Benefits of self managing work teams include quality assurance, workforce diversity, meeting higher skill requirements, inter-group processes,
adopt the good features of face to face groups
Modern technology allows for remote locations
Unmet needs in consumer health fitness care? Employment design, diversity, flexibility, transportation, and age awareness makes the mobile fitness idea unique in it’s operations,
CURRENT/FUTURE TRENDS? Appointments by buyer/seller job boards whereas interested personnel will sell their hours for the purposes of skill swap/match exchange with the buyer which insures targeted job task, job design, job performance will be completed and client relationships are enhanced with a personalized service, attention and personalized care in areas desired on demand and through flexible outsourcing process. The flexibility also will met the developmental stages of the business and the business‘s goals. On demand service will eliminate the cost of major overhead or facility maintenance, reduction in operating costs or reallocation of the operating budget which benefit’s the client by providing skilled personnel, better equipment, modern assessments in training trends and care is more likely due to the need for practitioners to become known, gain exposure, or market skills and products, skills matching. Organizational staffing venture-ships or investments in the skills swap/exchange board system also builds strong community ties and knowledge within the market that will enable the organization to develop premium care, partnerships, auxiliary services/alliances with other businesses operating within the market, public interest organizations, builders, developers and financiers to promote the development of the business growth. An example of interest would be an operating medium or business culture such as Planet Fitness or 24 hour Fitness, two companies or organizational cultures with clear service goals oriented with needs of flexibility in design towards meeting customer lifestyle psychographics.
Key Maintenance Objectives: The buyer/seller personnel system enhances the reporting system and maintenance of the business operations with interested personnel operating and interfacing through the use of information technology for scheduling, conferencing telecommutes, market research and on a two way radio/cell phone/pager communications network dispatch such as an on call practitioner database. Forming a development team to review responsibilities They will work with your board of directors to develop a keep site of the strategic plan for the project and business. The development team will overview committees such as the budget, finance, fund-raising, marketing, design, construction, communications and long-term management committees
The development team will identify and access resources, represent the business development, mission of the business and project at community meetings, in other public forums, provide market research and oversight throughout the development process.
PERSONAL,PROGRAM,ENVIRONMENT
Program factors
DOES THE PROGRAM MEET
"CHANGING CIRCUMSTANCES IN THE CLIENT'S LIFE"
Environmental factors: "AMBIANCE"
Personal factors:
THE CLIENT'S ABILITY TO RESOLVE COMMON BARRIERS TO EXERCISE.
TRAVEL
INJURY
ILLNESS (MUSCULOSKELETAL)
COMPETING DEMANDS ON TIME
BOREDOM
HIGH STRESS PERIODS
PROGRAM
CONVIENCE
ENJOYABILITY
PERCEPTIONS THAT THE PROGRAM IS NOT UNCOMFORTABLE OR DIFFICULT
younger (particularly high impact)
highly educated
white collar workers
whites as compared with minority groups
not significantly overweight
ASSESSMENT TOOLS
Exercise Confidence Survey
helps to identify which clients benefit from strategies that enhance exercise
PRINCIPLES OF ADHERENCE AND MOTIVATION
JOINT RESPONSIBILITY
SHARED WITH THE CLIENT
THE PERSONAL TRAINER'S JOB/COMPLEX ROLE INCLUDES TEACHER, COACH, ADVISOR, SUPPORTER,COUNSELOR NEGOTIATOR
STAGES OF THE PERSONAL TRAINER/CLIENT RELATIONSHIP
STAGE 1
Rapport
interpersonal communication skills
STAGE 2
Investigation
information gathering skills
STAGE 3
Problem solving or decision making skills
STAGE 4
Behavioral change skills (feedback, contractions,modeling,etc..)
EXERCISE DESIGN, INSTRUCTION, CORRECTION
the body is like an incredible machine!
It's function actually improves with use of its movement is compatible with its design and the physical laws of motion.
However, if repetitive movement occurs that is incompatible with the body's design, a breakdown results, either as an acute injury or degeneration over time.
It is vital that the exercises and activities you employ as a personal trainer not only enhance the body's performance but also prevent it's injury in the gym and in real life. Use the tools and knowledge base of kinesiology to prepare your clients for the physical activities, postures, and the phsysical stresses it undergoes in those positions, identify habitual conditions. Design activities to improve under those conditions, improve the body's function under those conditions
CURRENT/FUTURE TRENDS? Appointments by buyer/seller job boards whereas interested personnel will sell their hours for the purposes of skill swap/match exchange with the buyer which insures targeted job task, job design, job performance will be completed and client relationships are enhanced with a personalized service, attention and personalized care in areas desired on demand and through flexible outsourcing process. The flexibility also will met the developmental stages of the business and the business‘s goals. On demand service will eliminate the cost of major overhead or facility maintenance, reduction in operating costs or reallocation of the operating budget which benefit’s the client by providing skilled personnel, better equipment, modern assessments in training trends and care is more likely due to the need for practitioners to become known, gain exposure, or market skills and products, skills matching. Organizational staffing venture-ships or investments in the skills swap/exchange board system also builds strong community ties and knowledge within the market that will enable the organization to develop premium care, partnerships, auxiliary services/alliances with other businesses operating within the market, public interest organizations, builders, developers and financiers to promote the development of the business growth. An example of interest would be an operating medium or business culture such as Planet Fitness or 24 hour Fitness, two companies or organizational cultures with clear service goals oriented with needs of flexibility in design towards meeting customer lifestyle psychographics.
Key Maintenance Objectives: The buyer/seller personnel system enhances the reporting system and maintenance of the business operations with interested personnel operating and interfacing through the use of information technology for scheduling, conferencing telecommutes, market research and on a two way radio/cell phone/pager communications network dispatch such as an on call practitioner database. Forming a development team to review responsibilities They will work with your board of directors to develop a keep site of the strategic plan for the project and business. The development team will overview committees such as the budget, finance, fund-raising, marketing, design, construction, communications and long-term management committees
The development team will identify and access resources, represent the business development, mission of the business and project at community meetings, in other public forums, provide market research and oversight throughout the development process.
PERSONAL,PROGRAM,ENVIRONMENT
Program factors
DOES THE PROGRAM MEET
"CHANGING CIRCUMSTANCES IN THE CLIENT'S LIFE"
Environmental factors: "AMBIANCE"
Personal factors:
THE CLIENT'S ABILITY TO RESOLVE COMMON BARRIERS TO EXERCISE.
TRAVEL
INJURY
ILLNESS (MUSCULOSKELETAL)
COMPETING DEMANDS ON TIME
BOREDOM
HIGH STRESS PERIODS
PROGRAM
CONVIENCE
ENJOYABILITY
PERCEPTIONS THAT THE PROGRAM IS NOT UNCOMFORTABLE OR DIFFICULT
younger (particularly high impact)
highly educated
white collar workers
whites as compared with minority groups
not significantly overweight
ASSESSMENT TOOLS
Exercise Confidence Survey
helps to identify which clients benefit from strategies that enhance exercise
PRINCIPLES OF ADHERENCE AND MOTIVATION
JOINT RESPONSIBILITY
SHARED WITH THE CLIENT
THE PERSONAL TRAINER'S JOB/COMPLEX ROLE INCLUDES TEACHER, COACH, ADVISOR, SUPPORTER,COUNSELOR NEGOTIATOR
STAGES OF THE PERSONAL TRAINER/CLIENT RELATIONSHIP
STAGE 1
Rapport
interpersonal communication skills
STAGE 2
Investigation
information gathering skills
STAGE 3
Problem solving or decision making skills
STAGE 4
Behavioral change skills (feedback, contractions,modeling,etc..)
EXERCISE DESIGN, INSTRUCTION, CORRECTION
the body is like an incredible machine!
It's function actually improves with use of its movement is compatible with its design and the physical laws of motion.
However, if repetitive movement occurs that is incompatible with the body's design, a breakdown results, either as an acute injury or degeneration over time.
It is vital that the exercises and activities you employ as a personal trainer not only enhance the body's performance but also prevent it's injury in the gym and in real life. Use the tools and knowledge base of kinesiology to prepare your clients for the physical activities, postures, and the phsysical stresses it undergoes in those positions, identify habitual conditions. Design activities to improve under those conditions, improve the body's function under those conditions
WHAT ALSO MAKES THIS ATTRACTIVE?
The Anti Stress/Stress Invention Implementation in Employee Assistance Programs & Employee Counseling Programs ARE DEMANDING LOCAL/REMOTE PROGRAMS FOR EMPLOYMENT VENUES TO LOWER THE $300 BILLION DOLLAR STRESS WORKMAN'S COMPENSATION CLAIMS
Organizational Development and Managing Professionals
Dr. Sheila Shaw, Ph.D./D.B.A/M.B.A
Stress intervention and strategies to lower, eliminate and prevent occupational stress, the
harmful physical and emotional responses that occur when the requirements of a job do not
match the capabilities, resources or needs of the worker, in the workplace is the investment
organizations and employees are making in their in their lives to live productively, lessen health
related illnesses and prevent costly accidents, injury or business loss
Good stress, called eustress, provides stimulation, excitement, and a competitive edge...
Bad stress is said to be the “physiological reaction to external and internal events.” The mind
and body become unable to relax after continued stressful events. Burnout is the physical,
emotional, and mental response to constant, unmanaged high levels of stress.
Stress builds until a person feels he can no longer control his world. The result is that he
becomes paralyzed, unable to act. Sometimes these physical and psychological problems
become severe enough to cause illness and a complete inability to function. The worker feels
overwhelmed and his or her career is actually threatened.
Employee stress is a concern to organizations and management because daily anxiety wears
down a person's ability to perform at the top of his or her game and can lead to costly mistakes.
The investment in employee related stress busters, and programs such as employee assistance
programs are interventions derived from the diagnosis of stress in the workplace. The notion
of health "protection" refers to intervention in the work environment to reduce worker exposures
to workplace hazards, while health "promotion" refers to individual-level interventions to equip
workers with knowledge and resources to improve their health and thereby resist hazards in the
work environment.
* stress carries a $300 billion price tag for U.S. industries In a recent Gallup Poll, 80
percent of workers said they feel stress on the job. Nearly half said they need help in learning
how to manage stress, and 42 percent said their coworkers need help in coping with stress.
* The annual cost of depression to the U.S. economy is estimated at $44 billion. Today,
depression and associated pharmacy costs are the leading financial expenditures in health care
plans.
* stress is implicated in 60 to 90 percent of medical problems that can cost the average
company up to 45 percent of its after-tax profits.
Stress adds to the cost of doing business in many ways.
· Absenteeism Stressed-out employees miss work both as a coping mechanism and due
to health-related problems. Workers experiencing high stress are over two times more likely to
be absent more than five times per year.
· Stress-related claims fall under workers compensation claims
Symptoms of Stress
Physical symptoms include: feeling fatigued, exhausted, or drained, irritability/lower tolerance
levels, muscle tension, achy joints, headaches, upset stomach or loss of appetite, susceptibility
to illness
Emotional symptoms include depression/hopelessness, frustration,loss of self-esteem, feeling
powerless or trapped, and anxiety/nervousness
Behavioral symptoms include: inability to laugh at daily situations, social withdrawal from
coworkers, peers, and family members, change in job performance: increased tardiness or
absenteeism and decreased efficiency or productivity, self-medication—increased use of
alcohol, tranquilizers, or other mood-altering drugs
Stress Reduction Strategies
Have a stress-control plan
"Command and Control" techniques
• destroy counterproductive, stress-producing habits
• adopt new, effective habits
• become mentally tough, emotionally in control
• communicate in a positive way
Don’t wait until things spiral out of control. Use the following strategies to control and lower the
levels of stress in your life.:
· Keep your sense of humor
· Pace yourself
Use good time management strategies to help manage your workload. Set realistic deadlines
and goals. Identify job activities that could be simplified or delegated and create contingency
plans to deal with unexpected events.
· Reinforcement
Value yourself and your contribution to the company. Do the best work you can, even if you feel
no one is noticing. Share your achievements with your boss. Vow to keep a positive outlook.
· Release stressful feelings
Being frequently angry, filled with rage or anxiety, and is not healthy. Find a sport or exercise
that works for you and make sure to schedule time for regular physical activity. If you become
stressed out at work, take a brisk walk to help release pent up emotions and aid the body in
eliminating harmful chemicals.
· Practice good nutrition
Stress robs your body of needed vitamins and minerals such as vitamin B and vitamin C,
potassium, calcium, and zinc. A number of studies have concluded that stress increases one’s
susceptibility to illness. Eating fresh fruits and vegetables, maintaining a balanced diet and
limiting the amount of caffeine, nicotine, and sugar promotes health and improves your ability to
handle difficult situations.
· Talk to someone
Have an emotional outlet. Share your burden; discuss stressful events with another person.
Often an associate, friend/loved one or Employee Assistance Program (EAP) counselor can
help you see the lighter side or offer a fresh approach to a problem.
· Take time for yourself
Take stress breaks during the day. Stretch at your desk. Take short vacations away from the
job at least twice a year. It is important to take time off for yourself especially during stressful
periods.
· Understand stress triggers.
· Support stress-relief programs.
· Offer mental-health benefits.
Employer practitioners in diagnosing stress in the workplace are implementing:
* development of improved methods and tools for job stress research, including
surveillance instruments to better understand how the organization of work is changing
* studies to further understand how workplace stress contributes to illness, injury at
work, and disease development, including study of intervening factors and laboratory-based
research of underlying biological mechanisms
* investigations of stress in understudied populations, occupations and sectors
* studies to better understand the socioeconomic cost and burden of job stress
* studies to identify effective multilevel intervention strategies to prevent stress at work
3 Websites relating to Stress, one page summary
,
How to avoid stress-related disability claims
Article Abstract:
Stress-related disability cases brought against employers represent 11 percent of all
occupational disease claims. The three types of stress-related claims against employers are:
(1) mental impairment caused by physical injury, (2) physical illness caused by stress, and
(3) mental disability caused by stress. Stress-related disability claims are governed by state
laws. Several stress-related disability cases heard in Pennsylvania courts are briefly discussed.
Because the most common causes of stress involve supervisory conduct or employer action
or inaction, minimization of stress-related claims can be achieved by training supervisors
in: interpersonal skills, employee evaluation, employee motivation, employee counseling,
disciplining and discharging employees, supervisory skills, and conflict management. Other
stress-preventing measures include: hiring employees to fit job requirements,instituting
employee wellness programs, and implementing employee assistance plans.
author: Voluck, Philip R., Abramson, Herbert
Quasi Equity Investments and Equity Investments; whereas either a share of ownership or investments such as donations of property, time, equipment, etc..
Shaw Mobile Fitness notes;
Company notes
Corporate sponsorship/endorsements SUCH AS:
Sports gear: glasses, hats, guards, exercise equipment
Lids,
Swatch
Oakley
24 hour Fitness
www.onehanesplace.com/Bali
www.nike.com/index.jhtml -
www.swimoutlet.com/speedo -
Adidas
Converse
Asics
Puma
Reebok
Actia
Saucony
Champion
Wilson
Skechers
CWX
K Swiss
timberland
Ryka
Brooks
Shock Doctor
ESPN
Jaeger Sports
Jordon
Innovative Progress
Active Ankle
gatorade
Gear guard
other comppanies
Sports Authoritywww.sportsauthority.com
Champs
OPERATING EXPENSESwww.outdoorsportsworld.us/ www.champssports.com www.24hourfitness.com http://buzurl.com/aq90http://www.ladyfootlocker.com/catalog/brands/supercat--brands/?cm=TnBrandsSupcat#Misc www.champssports.com www.24hourfitness.com Outdoor Sportsworld
A MAJOR PORTION OFFSETS THE EXPENSES OR OPERATIONAL COSTS WHICH CAN BE DEFFERED OR OFFSET BY AN EXCHANGE OF ADVERTISING WITH BRANDS WITH EXISTING RECOGNITION,; 12 MONTH SPONSORSHIPS AND ENDOWMENT FUNDS THAT ARE COMBINED WITH CHARITABLE CONTRIBUTIONS SUCH AS VOLUNTEER OR SPEAKING SEMINARS CONDUCTED BY MOTIVATIONALIST, ATHLETES OR BUSINESS PERSONALITIES. MOST BRAND RECOGNITION STRATEGIES WOULD LIKE TO EXCHANGE OR SPONSOR ATHLETIC OR HEALTH AND EDUCATIONAL EVENTS. IN ADDITION ANY FUNDRAISING ACTIVITIES WITH NOTABLE BRANDS, LOCATIONS AND PERSONALITIES WOULD REDUCE EXPENSES, THE ADDITION OF QUALIFYING LOANS AND INVESTMENTS THAT ARE APPLICABLE TO THE BUSINESS SIZE WOULD GENERATE CASH FLOW AND OPERATING FINANCES.
sportsvite team endorsements and sponsorship.
(Sportsvite.com)
POTENTIAL SPONSORS MIGHT INCLUDE CORPORATE AND PRIVATE BRANDS:
Lady Footlocker
Champs
MAINTENANCE OF EQUIPMENT
TRAINERS, STAFF, PHYSICAL THERAPIST
PAYROLL/CPA EXPENSES
OFFICE EXPENSES.OVERHEAD
CLOTHING/LOGOS/UNIFORMS
EQUIPMENT
AD
Hybrid Automotive
Banks
American Express
Visa
Mastercard
Quaker
SoBe Lifewater
Bottled Water companies
Kraft
Speedo
Airlines
Electronics/Digital/Information Technology
Amazon
Motorloa/.Google
Procter & Gamble
Commodities
credit card companies
food/energy sports drink companies
wear, gear, equipment
location
health practitioners including sports psychologist
first aid -OTC
multimedia
performance video enhancement
PBS/Educational
membership/clubs
outdoors groups
travel companies
schools
campus radio
Hybrid technology/investments
The benefits of alternative fuel in transportation costs
Hybrid vehicle attractiveness in design
.
http://www.cdc.gov/niosh/
http://www.amanet.org/books/catalog/0814477658.htm
http://findarticles.com/p/articles/mi_hb4776/is_200502/ai_n17367820
http://findarticles.com/p/articles/mi_hb4363/is_200605/ai_n18954364
http://www.cleanfleetreport.com/zipcar-ipo-car-share/
By 2016, car sharing will be a $6 billion annual business according to forecasts by Frost & Sullivan, with half the revenue in the United States. Zipcar’s IPO filing shows its market leadership with 400,000 members. Zipcar has already acquired Flexcar in the U.S. in 2007 and Streetcar in the U.K. in 2009.
An IPO would enable faster growth, other acquisitions, and debt repayment. The firm plans to expand into 100 major metropolitan areas in the U.S., Canada, Europe, and Asia, from its current 13 markets. The firm will also expand its fleet which already includes hybrid cars and plug-in hybrids. The SEC filing shows that organic growth was only moderate in 2009 and that the firm is not yet making profits.
We operate our membership-based business in 13 major metropolitan areas and on more than 150 college campuses in the United States, Canada and the United Kingdom. We target large, densely populated markets with high parking costs and strong public transportation systems. Based on these criteria, we initially focused our operations in three metropolitan areas: Boston, New York and Washington, D.C. These metropolitan areas have since developed into large-scale car sharing markets that continue to grow. We then applied our knowledge and experience to develop and grow additional markets, such as San Francisco, Chicago, Toronto, Vancouver and London as well as to university campuses. We further increased our geographic footprint to include Seattle, Portland, Atlanta, Philadelphia and Pittsburgh through a merger with Flexcar, Inc. in 2007. Our revenue has grown from $13.7 million in 2005 to $131.2 million in 2009. In April 2010, we acquired Streetcar Limited, a car sharing service in the United Kingdom. Our presence in London will also help support our expansion into other European markets. Streetcar’s revenue was $23.1 million in 2009.
We believe we have several significant advantages over our competitors. First, we offer our members the largest fleet of car sharing vehicles in nearly all the major markets in which we operate. Second, because our business is solely focused on car sharing, we are committed to ensuring the highest quality member experience. Third, we have a proprietary and scalable technology platform specifically designed for car sharing. Fourth, Zipcar is one of the most recognized brands in car sharing. Lastly, we have accumulated ten years of car sharing data, which we can leverage to drive loyalty and growth by continually enhancing our member experience.
Individual Membership. We offer a solution for individuals seeking an alternative to the high cost of urban car ownership. In a member survey we conducted, the majority of respondents report selling a car or electing not to buy a car when they join Zipcar. As a result, we estimate that the percentage of Zipster household income spent on transportation is substantially less than the national average, making urban life more affordable.
Zipcar for Universities. We provide college students, faculty, staff and local residents living on or near campuses with access to Zipcars while helping university administrators maximize the use of limited on-campus parking and reduce campus congestion.
Zipcar for Business and Zipcar for Government. We help businesses and local governments save money, meet environmental sustainability goals and reduce parking requirements by providing their employees with access to Zipcars. We have also partnered with residential property managers and developers who provide their commercial and residential tenants with access to Zipcar memberships and Zipcars.
FastFleet. We offer a fleet management solution, called FastFleet, on a software-as-a-service, or SaaS, basis to organizations that manage their own fleets of vehicles. FastFleet enables these organizations to maximize efficiency and reduce the administrative costs of managing their own fleets by monitoring and improving per-vehicle utilization levels.
See the latest SEC filings for a complete discussion of Zipcar’s business, financials, and risk.
Our car sharing competitors also include a growing number of for-profit and not-for-profit operators in certain metropolitan areas, such as Chicago, Toronto, Philadelphia, San Francisco and London. Most of these competitors operate in only one city, and many lack a critical mass of vehicles to provide a member experience competitive with that of Zipcar. As a result, they do not benefit from the same operational efficiencies and economies of scale and may be less likely to invest in infrastructure to the degree we believe necessary to remain competitive.
Clean Fleet Report about Zipcar Competition from Hertz and Enterprise
Clean Fleet Report about Daimler’s Entry into Car Sharing
http://www.cleanfleetreport.com/zipcar-ipo-car-share/
Zipcar Files IPO with Car Sharing Forecasted for $6 Billion
By 2016, car sharing will be a $6 billion annual business according to forecasts by Frost & Sullivan, with half the revenue in the United States. Zipcar’s IPO filing shows its market leadership with 400,000 members. Zipcar has already acquired Flexcar in the U.S. in 2007 and Streetcar in the U.K. in 2009.“The future of transportation will be a blend of things like Zipcar, public transportation, and private car ownership.” – Ford Executive Chairman Bill Ford
S-1 Filing on June 1, 2010, Reveals High Growth for Car Sharing
Zipcar operates the world’s leading car sharing network. Founded in 2000, Zipcar provides the freedom of “wheels when you want them” to members in major metropolitan areas and on university campuses. We provide over 400,000 members, also known as “Zipsters”, with self-service vehicles that are conveniently located in reserved parking spaces throughout the neighborhoods where they live and work. Our vehicles are available for use by the hour or by the day through our easy-to-use reservation system, which is available by phone, internet or wireless mobile devices. Once the vehicle is reserved, a Zipster simply unlocks the vehicle with his or her keyless entry card (called a “Zipcard”), and drives away. Our all-inclusive rates include gas and insurance so Zipsters can easily estimate the total cost of their trips. Zipsters choose the make, model, type and even the color of the Zipcar they want based on their specific needs and desires for each trip. Upon returning the Zipcar, the member locks the vehicle and walks away, free from the costs and hassles of car ownership. Zipcar provides its members a convenient, cost-effective and enjoyable alternative to car ownership.We operate our membership-based business in 13 major metropolitan areas and on more than 150 college campuses in the United States, Canada and the United Kingdom. We target large, densely populated markets with high parking costs and strong public transportation systems. Based on these criteria, we initially focused our operations in three metropolitan areas: Boston, New York and Washington, D.C. These metropolitan areas have since developed into large-scale car sharing markets that continue to grow. We then applied our knowledge and experience to develop and grow additional markets, such as San Francisco, Chicago, Toronto, Vancouver and London as well as to university campuses. We further increased our geographic footprint to include Seattle, Portland, Atlanta, Philadelphia and Pittsburgh through a merger with Flexcar, Inc. in 2007. Our revenue has grown from $13.7 million in 2005 to $131.2 million in 2009. In April 2010, we acquired Streetcar Limited, a car sharing service in the United Kingdom. Our presence in London will also help support our expansion into other European markets. Streetcar’s revenue was $23.1 million in 2009.
We believe we have several significant advantages over our competitors. First, we offer our members the largest fleet of car sharing vehicles in nearly all the major markets in which we operate. Second, because our business is solely focused on car sharing, we are committed to ensuring the highest quality member experience. Third, we have a proprietary and scalable technology platform specifically designed for car sharing. Fourth, Zipcar is one of the most recognized brands in car sharing. Lastly, we have accumulated ten years of car sharing data, which we can leverage to drive loyalty and growth by continually enhancing our member experience.
Zipcar Solutions
The benefits we offer through our solutions are simple and compelling:- A cost saving alternative to car ownership.
- Convenient neighborhood access to a varied fleet of makes and models.
- Freedom and flexibility beyond other alternatives such as taxis, public transportation and traditional car rental.
- A smart, socially responsible and sustainable lifestyle.
Individual Membership. We offer a solution for individuals seeking an alternative to the high cost of urban car ownership. In a member survey we conducted, the majority of respondents report selling a car or electing not to buy a car when they join Zipcar. As a result, we estimate that the percentage of Zipster household income spent on transportation is substantially less than the national average, making urban life more affordable.
Zipcar for Universities. We provide college students, faculty, staff and local residents living on or near campuses with access to Zipcars while helping university administrators maximize the use of limited on-campus parking and reduce campus congestion.
Zipcar for Business and Zipcar for Government. We help businesses and local governments save money, meet environmental sustainability goals and reduce parking requirements by providing their employees with access to Zipcars. We have also partnered with residential property managers and developers who provide their commercial and residential tenants with access to Zipcar memberships and Zipcars.
FastFleet. We offer a fleet management solution, called FastFleet, on a software-as-a-service, or SaaS, basis to organizations that manage their own fleets of vehicles. FastFleet enables these organizations to maximize efficiency and reduce the administrative costs of managing their own fleets by monitoring and improving per-vehicle utilization levels.
Market Forecast
Estimates of the car sharing market opportunity vary based on a variety of factors. According to Frost & Sullivan, revenue from car sharing programs in North America will increase to $3.3 billion in 2016, up from $253 million in 2009. Frost & Sullivan expects revenue from car sharing programs in Europe to increase to €2.6 billion in 2016, up from €220 million in 2009. We believe the Frost & Sullivan market forecasts are more likely achievable by 2020.See the latest SEC filings for a complete discussion of Zipcar’s business, financials, and risk.
Competition
In addition to their traditional rental car businesses, Hertz, Enterprise and UHaul have launched separately branded car sharing operations. Connect by Hertz reports having more than 650 car sharing vehicles in select geographic areas such as New York, London and Paris. Enterprise has announced its WeCar brand, principally at universities and on some corporate campuses. UHaul has launched UCarShare in Portland, Oregon. All of these companies have long histories operating their core car rental businesses, but none of them has been specifically designed and built as a car sharing network. Therefore, they may have difficulty adapting to a member based service rather than a transaction based service.Our car sharing competitors also include a growing number of for-profit and not-for-profit operators in certain metropolitan areas, such as Chicago, Toronto, Philadelphia, San Francisco and London. Most of these competitors operate in only one city, and many lack a critical mass of vehicles to provide a member experience competitive with that of Zipcar. As a result, they do not benefit from the same operational efficiencies and economies of scale and may be less likely to invest in infrastructure to the degree we believe necessary to remain competitive.
Clean Fleet Report about Zipcar Competition from Hertz and Enterprise
Clean Fleet Report about Daimler’s Entry into Car Sharing
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