Keys to Success. 1. Excellence in fulfilling the promise--completely confidential, reliable, trustworthy expertise and information
Keys to Success. Our keys to success are: • Excellent product and service that will build and maintain customer loyalty. • A business location that will assure high company visibility and a high flow of customers. • Proven management ability to successfully run a similar business. • Our commitment to continuous improvement and total quality services.
Keys to Success. There are several keys to sucess.
Keys to Success. The keys to success in this business are: Management: Develop a comprehensive business venture between LMS and its partners that fairly benefits all parties, delivers products on time, manage costs and control budgets. Marketing: Educate LMS diabetic clients for the need of weight management and integrate weight management into their lifestyles Information Technology: Develop seamless order entry system between LMS and its business venture partners Sales: Maintain signup rates of LMS clients through call center staff Operations: Ascertain optimum average interview months at which signup rate is largest for maximum interval between surveys. Operations: Maintain an equal or greater ratio of weight reduction to weight maintenance meal replacement (MR) clients or average $$75.00 per month The optimum LMS client signup rates are related to the resurvey interval. The churn levels-off the growth to a percentage of LMS clients when the monthly churn losses equal the additions through growth and re-signups. The task of re- surveying from the same population also contributes to diminished signups with added surveys but this effect can be reduced by lengthening the average interview months. Also, as time progresses, the retention rate is expected to increase as clients of the CDV program adopt lifestyle changes. The business model uses a fixed monthly retention rate of 96% (which should increase) and a fixed signup rate beyond the fourth survey (which should decrease). Changes in the two variables are expected to offset each other allowing for the use of fixed values. The 96% monthly retention rate corresponds to a 64% annual retention rate which approximates the average annual retention rate of weight management programs (Xxxxxxxx, Xxxxxxx 2005, 1). There are unique hurdles for the task of weight management re-recruitment from a large small growth population. Education is used as an initial recruitment tool but a sustained contact with program participants is used. An average of 15 minutes per signed-up client is dedicated to retention. Additional hurdles to diabetes weight management include anti-diabetic medications that produce weight gain, inability of clients exercise and the natural tendency of the body to reset itself to its prior weight state through appetite changes and other metabolic changes (Pi-Sunyer 2005, 2). The goal to overcoming these hurdles is to have CDV clients embrace a healthy lifestyle change in consideration to weight management....
Keys to Success. The keys for success for the Mon Valley Aquaponics business are: We will use the Xxxxxx & Pade patented growing systems. Xxxxxx and Pade, Inc.®’s Clear Flow Aquaponic Systems® are designed based on scientific research and 20+ years of development, refinement and operation. Clear Flow Aquaponic Systems® produce higher quality fish and vegetables with increased production over other systems. We will start our growing systems with completed operation manuals and Standard Operating Procedures (SOPs) for all daily tasks. We will grow 12 pounds of produce versus 3 pounds of produce for every 1 pound of fish in our system. We will have established safe food handling guidelines. We will be looking to potentially use blockchain food safety systems We will become a certified minority supplier We will become a Minority, Women and Disadvantaged Business Enterprise. We will utilize all possible means to significantly lower our utility cost by using solar panels, water turbines and underground heating accumulation systems. We will offer produce / fruit for home delivery We will explore an upward scale of growth by expanding into small communities with growing systems built for those community consumption rates.
Keys to Success. 2 2.0 Company Summary ..........................................3 2.1
Keys to Success. The keys to the success of the Three Monkeys Brewing can be summarized by the following points:
Keys to Success. Following are our keys to success: o We engage only in research that results in value addition of our customers. o We set strict yet manageable deadlines for each of our projects and don't believe in spending more time than it deserves. o We believe in inventive thinking rather than innovative thinking because an invention helps you capture the entire market while innovation are merely a better working model of something that already exist and there already is completion to certain extent.
Keys to Success. The keys to our success are:
Keys to Success. A few significant critical items will bolster or hamper the success of the venture. First of all, the owners’ industry connections are the primary assets of the company, which makes introduction to the target customers’ decision-makers much more likely. This asset is well protected because of the similar experience of both owners, with one being able to "stand in" for the other if the need arises. Competition is not a concern at this point. When the SmartScanner begins to appear widely in the industry, others may attempt to copy it. The company expects to have a lead on future competitors by that time in terms of satisfied major customers and proven products, which will be difficult to overcome. The technology underlying the SmartScanner is not patented. The most proprietary aspect of the technology is the chip and integrated circuit board. The company that manufactures this item for IMT embeds the circuit in a plastic case in such a way that it cannot be opened for inspection. The technology for the instrument is readily available on the market, but the advantage to IMT is speed to market rather than protection of the technology. Perhaps of greatest risk to the company is the continuation of the consumer trend to purchase custom-fitted clothing. If this trend should falter, IMT’s target markets may have less desire for the product. Management has taken this possibility into consideration. First, sales projections have been made on a conservative basis; in fact, projected unit sales can be expected without any growth in the trend to purchase custom-fitted apparel. Second, it is likely that an economic downturn will be needed to dampen this customer trend and economists currently predict no dramatic downturn. Third, the target customers for the product have a need for the scanner even under current consumer conditions. Another risk to the company is that the financing currently sought will not be made available. The company will continue its plans on a slightly scaled-back version under these circumstances.
