Friday, August 26, 2011

Swimmers- Less Shock to the joints/water sport necessities

Swimmers Wig Caps

US Patent Application 20090139004 - Wig swim cap

0008]The wig portion will have hair memory which requires no styling or maintenance.

[0009]It is a combination of "swim cap" and "wig." My invention could also be related to a "
hair care" product due to its purpose of protection of color treated, chemically altered hair or regular hair. The impermeable swim cap under the attached hair keeps the pool's chemicals from interacting with the person's natural hair and scalp. Most important is that the aesthetic wig hair part of the design keeps its shape even when wet.

PREVIOUS ART

[0010]A number of U.S. Pat. Nos. 3,274,612; 3,403,076; 3,503,076; 4,825,886; 5,218,977; 7,069,97B2; 3,979,777; 4,205,693; and 4,599,749 have described various wigs and swim caps, but none of the aforementioned patents are related to my invention.

SUMMARY OF INVENTION

[0011]A wig swimming cap with the purpose of providing an aesthetic hair appearance while covering and protecting the hair during the enjoyment of water sports.

[0012]Today's life style of the baby boomers want to exercise without stress to their joints and many have turned to water sports as the solution. Unfortunately, because of the almost certain probability of hair damage due to the chemicals in water, there is a need to protect the hair in water. Another concern is looking ridiculous in the flower swim cap or the conventional rubber egg head look. The solutions to these problems have lead to my invention with two objectives. Objection one of my invention is to provide a covering for the protection of the hair in water which is the swim cap portion. Objection two of my invention is to provide a fashionable, durable, aesthetic appearance which is the wig
hair style portion.

Monday, August 8, 2011

Forearm Workout

Cultural Feild Trip in the Choreography of Martial Arts; Shaolin Monks Training

Educational Info based on the Self Defence Mulitiple Attacks




Ju Jitsu Forbidden Techniques

Spinning Exercise


Spinning Exercise


myexercise-for-woman.com/spinning-exercise.htm
 
 
 
 

Multitasking

Multitasking: Switching costs

Subtle "switching" costs cut efficiency, raise risk.

What the research shows

Doing more than one task at a time, especially more than one complex task, takes a toll on productivity. Although that shouldn't surprise anyone who has talked on the phone while checking E-mail or talked on a cell phone while driving, the extent of the problem might come as a shock. Psychologists who study what happens to cognition (mental processes) when people try to perform more than one task at a time have found that the mind and brain were not designed for heavy-duty multitasking. Psychologists tend to liken the job to choreography or air-traffic control, noting that in these operations, as in others, mental overload can result in catastrophe.
Multitasking can take place when someone tries to perform two tasks simultaneously, switch . from one task to another, or perform two or more tasks in rapid succession. To determine the costs of this kind of mental "juggling," psychologists conduct task-switching experiments. By comparing how long it takes for people to get everything done, the psychologists can measure the cost in time for switching tasks. They also assess how different aspects of the tasks, such as complexity or familiarity, affect any extra time cost of switching.
In the mid-1990s, Robert Rogers, PhD, and Stephen Monsell, D.Phil, found that even when people had to switch completely predictably between two tasks every two or four trials, they were still slower on task-switch than on task-repeat trials. Moreover, increasing the time available between trials for preparation reduced but did not eliminate the cost of switching. There thus appear to be two parts to the switch cost -- one attributable to the time taken to adjust the mental control settings (which can be done in advance it there is time), and another part due to competition due to carry-over of the control settings from the previous trial (apparently immune to preparation).
Surprisingly, it can be harder to switch to the more habitual of two tasks afforded by a stimulus. For example, Renata Meuter, PhD, and Alan Allport, PhD, reported in 1999 that if people had to name digits in their first or second language, depending on the color of the background, as one might expect they named digits in their second language slower than in their first when the language repeated. But they were slower in their first language when the language changed.
In experiments published in 2001, Joshua Rubinstein, PhD, Jeffrey Evans, PhD, and David Meyer, PhD, conducted four experiments in which young adults switched between different tasks, such as solving math problems or classifying geometric objects. For all tasks, the participants lost time when they had to switch from one task to another. As tasks got more complex, participants lost more time. As a result, people took significantly longer to switch between more complex tasks. Time costs were also greater when the participants switched to tasks that were relatively unfamiliar. They got up to speed faster when they switched to tasks they knew better.
In a 2003 paper, Nick Yeung, Ph.D, and Monsell quantitatively modeled the complex and sometimes surprising experimental interactions between relative task dominance and task switching. The results revealed just some of the complexities involved in understanding the cognitive load imposed by real-life multi-tasking, when in addition to reconfiguring control settings for a new task, there is often the need to remember where you got to in the task to which you are returning and to decide which task to change to, when.

athletes seek help from a sport psychologist or other exercise and sport psychology professional

 

 

 

What sport psychologists do

Some athletes seek help from a sport psychologist or other exercise and sport psychology professional when they have a problem.
They might become anxious or lose focus during competition, for example. They might have trouble communicating with teammates, controlling their temper or even just motivating themselves to exercise. Or they might choke at key moments during a game.
But athletes don't just consult sports psychologists when they're having difficulties. Sport psychologists can also help athletes:
  • Enhance performance. Various mental strategies, such as visualization, self-talk and relaxation techniques, can help athletes overcome obstacles and achieve their full potential.
  • Cope with the pressures of competition. Sport psychologists can help athletes at all levels deal with pressure from parents, coaches or even their own expectations.
  • Recover from injuries. After an injury, athletes may need help tolerating pain, adhering to their physical therapy regimens or adjusting to being sidelined. 
  • Keep up an exercise program. Even those who want to exercise regularly may find themselves unable to fulfill their goal. Sport psychologists can help these individuals increase their motivation and tackle any related concerns.
  • Enjoy sports. Sports organizations for young people may hire a sport psychologist to educate coaches about how to help kids enjoy sports and how to promote healthy self-esteem in participants.
Sports psychology can even help people off the playing field. The same strategies that sport psychologists teach athletes – relaxation techniques, mental rehearsals and cognitive restructuring, for example – are also useful in the workplace and other settings.

Monday, August 1, 2011

MISSION STATEMENT



THE MISSION OF SHAW MOBILE FITNESS IS TO EXEMPLIFY A BUSINESS CULTURE THAT IS AWARE OF THE BARRIERS TOWARD HEALTH AND PROMOTES BUSINESS SOLUTIONS AND STRATEGIES TO ELIMINATE THOSE BARRIERS TOWARDS HELATHIER LIFESTYLES.
GLOBAL BUSINESS PERFORMANCE AIMS AT CREATING A CLIENT RELATIONSHIP THAT ACCOMODATES THE CLIENT’S LIFESTYLES DIVERSE IN BUSINESS, FAMILY, IMPAIRED AND TRANSIENT BEHAVIORS. STRESS CONSTITUTES MORE THAN $300 BILLION IN WORK RELATED CLAIMS ACROSS THE US IN ADDITION TO STRESS RELATED ILLNESSES AND PATTERNS CONTRIBUTING TOWARDS EDUCATIONAL, FAMILY, AND WORK DYSFUNCTION AMONGST CHILDREN AND ADULTS. GLOBAL EFFORTS TO ALTER DYSFUNCTIONAL PATTERNS THAT CONTRIBUTE TO POOR HEALTH IS CHANGING THE HOME, SCHOOL AND WORK ENVIRONMENTS.
SHAW MOBILE FITNESS IS A PREMIER HEALTH ORGANIZATION THAT NOT ONLY ACTUALIZES 360 DEGREE FEEDBACK IN A DEMANDIING MARKET BUT IS GEARED TOWARD PERFORMANCE ENHANCEMENT.
http://shawmobilefitness.blogspot.com/

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


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








  • Receive details of each booking for which a buyer has committed to their rate by text, email or webpage













  • Do the work, get an online timesheet signed and get paid.







  • Buyers (anyone hiring the time of local people):
    Input their requirements








  • Immediately see a screen of the sellers who want that booking. They are ranked by track record of reliability, relationship with the buyer's business and price for that specific block of work.













  • Are notified when their chosen sellers commit to the booking













  • 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

    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










    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 EXPENSES
    www.outdoorsportsworld.us/ www.champssports.com www.24hourfitness.com http://buzurl.com/aq90
    http://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























    MOBILE VEHICLES/FUEL EXPENSES
    MAINTENANCE OF EQUIPMENT
    TRAINERS, STAFF, PHYSICAL THERAPIST
    PAYROLL/CPA EXPENSES
    OFFICE EXPENSES.OVERHEAD
    CLOTHING/LOGOS/UNIFORMS
    EQUIPMENT
     


    • ShoutABrand is a marketing platform that lets brand enlist the help of their already-existing consumers in order to become better-known. Generally, consumers are encouraged to write supportive texts for companies, and in exchange for doing so they are actually paid a sum of money. The act of promoting anything like this is called shouting (thus, the name of the site). People are allowed to shout as much as they want, and there is no limit to the amount of money they can theoretically earn like this. That is, if someone has nothing else to do that to shout brands on the site then he can do it, and whichever amount of money he generates for doing so will be duly paid to him. And as it is only fit, mobile support is provided. Whoever tries a product and likes it when he is away from his computer will be able to tell the whole world about it. And generate an income in the process, too.




    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/



    Zipcar Files IPO with Car Sharing Forecasted for $6 Billion



    Zipcar Plug-in PriusBy 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.
    “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.
    According to recent studies by the Urban Land Institute, transportation in major metropolitan areas represents a significant cost burden. In regional studies performed in the Greater Boston, Washington, D.C. and San Francisco Bay areas, transportation costs represent between 17% and 20% of household income, which translates to $11,927 to $13,375 in average annual transportation costs. According to Frost & Sullivan, depending on total distance driven, a car sharing program can save up to 70% of the total transit costs for its members.
    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