康乐园老年人休闲娱乐俱乐部创业计划.docx
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康乐园老年人休闲娱乐俱乐部创业计划.docx
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康乐园老年人休闲娱乐俱乐部创业计划
康乐园老年人休闲娱乐俱乐部
———创业计划书
志诚创业小组著
2005年4月—6月
“老吾老,以及人之老”,
------这是中国的传统美德,也是和谐社会发展的必然要求!
1.计划概要·············································································(5)
1.1.公司··························································································(5)
1.2.市场··························································································(5)
1.3.投资与财务················································································(5)
1.4.组织与人力资源········································································(6)
2.项目背景··············································································(6)
2.1.产业背景····················································································(6)
2.2.业务概述···················································································(7)
3.市场分析··············································································(7)
3.1.市场可行性分析·······································································(7)
3.2.竞争分析·················································································(8)
3.3.市场容量···················································································(9)
4.公司战略···············································································(10)
4.1.俱乐部概述·················································································(10)
4.2.总体战略······················································································(10)
4.3.发展战略····················································································(10)
5.市场营销················································································(12)
5.1.市场现状·····················································································(12)
5.2.机会与问题分析········································································(12)
5.3.营销目标······················································································(12)
5.4.市场竞争态势分析····································································(12)
5.5.目标市场····················································································(13)
5.6.市场细分·····················································································(13)
5.7.营销策略····················································································(13)
5.8.关系营销及口碑营销································································(13)
5.9.品牌·····························································································(13)
5.10.公共关系·················································································(14)
5.11.前五年俱乐部总部会费收入及销售成本预测·····················(15)
6.服务管理············································································(15)
6.1.提供高品质服务的要求··························································(15)
6.2.俱乐部总部地址的选择·······················································(15)
6.3.项目进度···············································································(15)
6.4.培训、组织及咨询服务的物质准备·····································(15)
6.5.服务模式·················································································(16)
6.6.组织管理···················································································(16)
7.投资分析···············································································(17)
7.1.资金来源与运用····································································(17)
7.2.投资收益与风险分析···························································(17)
7.3.投资净现值···········································································(18)
7.4.投资回收期···········································································(19)
7.5.内含报酬率············································································(19)
7.6.项目敏感性分析····································································(19)
8.财务分析···············································································(19)
8.1.会计报表·················································································(19)
8.2.会计报表分析············································································(21)
9.管理体系············································································(21)
9.1.公司性质····················································································(21)
9.2.组织形式···················································································(21)
9.3.部门职责··················································································(21)
9.4.创新机制··················································································(21)
10.机遇与风险·······································································(23)
10.1.机遇······················································································(23)
10.2.外部风险···············································································(23)
10.3.内部风险···············································································(23)
10.4.解决方案···············································································(23)
附录
附1.关于郑州市二七区老年人休闲活动情况的调研报告
附2.郑州市二七区老年人休闲活动调查问卷
附3.市场调查(EXCEL)数据统计表
附4.俱乐部会员管理制度
1、计划概要
1.1.公司
康乐园老年人休闲娱乐俱乐部是一个提议中的公司,建立初期主要为郑州市老年人的休闲娱乐活动提供培训、组织、咨询等服务的个人独资企业。
俱乐部提倡积极向上的老年健康休闲生活,为老年人创造更加健康幸福的生活环境,倡导尊老爱老的和谐社会。
我国人口结构日益趋向老年化,老年人养老问题成为社会关注的问题,老年朋友不再拘泥于“看孩子+麻将桌”的传统养老模式,他们更倾向于积极向上、乐观开朗的生活方式。
老年人更加渴求对新事物,新知识的体验,更期望得到社会的尊重与认同,想要老有所乐,老有所为。
俱乐部成立的初期将致力于老年人休闲娱乐活动提供培训、组织、咨询等服务,以满足老年人积极养老的需求,解决老年人参与各种休闲活动无渠道、休闲生活无环境的问题。
俱乐部注重短期目标与长远战略的结合,中长期目标将逐步拓宽服务领域,涉足老年人生活专用品、保健品、老年人保险、老年人旅游、老年人陪护、老年人婚介、老年人公寓等,形成以提供老年服务为核心的多元化经营集团公司。
1.2.市场
老年人休闲娱乐市场是一个崭新的个人消费市场,从我们的前期市场调查结果显示(见附件1),92%的被调查者表示会经常外出活动,但又苦于无人组织,没有场所,老年朋友的休闲娱乐需求还没有得到很好地满足。
许多老年朋友非常希望休闲活动内容多一些,但不知从何处学起,主要以自发组织为主,规模很小,内容不够丰富。
在调查过程中我们还了解到,结伴外出活动的老年人一般都是一些互相熟悉的人,其他老年人很难融入,特别是随子女进城养老的寄居老年人。
我组调查资料显示,78%的老年人都希望有各种专门组织培训各种健康娱乐活动的俱乐部。
康乐园老年人休闲娱乐俱乐部将就这一切入点进入市场。
鉴于老年人的消费观念比较保守、讲究勤俭节约,因此“康乐园”的老年人休闲娱乐服务将采用低价渗透策略进入市场。
市场调查显示85%的老年朋友愿意支付的会费为10—30元/月,据此,我们将俱乐部会费拟订为20元/月,随着会员数量的增加,市场份额的扩大,产生的规模效应还会降低成本。
俱乐部成立初期将在碧沙岗公园、绿城广场开展主题老年人文体活动作为宣传,同时建立、健全个人推销营销网络,将业务覆盖到二七区及中原区的各个社区。
1.3.投资与财务
俱乐部固定营业地点将设在郑州市嵩山北路与互助路交叉处(碧沙岗公园西侧),靠近赛博数码广场大学生创业园,享受一定的国家优惠政策。
俱乐部成立初期共需启动资金43万,由总经理陈亚洲通过银行借贷和个人资产筹集。
第一年估计盈利138712元人民币,前五年盈利稳定增长,市场占有率达60%,前五年投资收益率为69.65%,投资回收期为一年零八个月。
1.4.组织与人力资源
公司性质为个人独资企业,初期组织结构采取直线制。
公司所有权与经营权分离,实行总经理负责制。
总经理下设营销副总经理、服务副总经理、财务副总经理,进行分块管理。
俱乐部的总经理将由创业小组组长陈亚洲先生出任,陈亚洲先生拥有三年的俱乐部经营经验。
创业小组的其他成员将参与公司的管理、营销与财务工作;公司还聘请了中原工学院市场营销系杨楠老师作为营销顾问。
我公司将聘请热爱老年教育事业、有奉献精神、具有各种特长的年富力强的专业人士作为各种老年兴趣小组的培训师,包括书画、太极拳、器乐及音律合唱、玩具、门球、园艺、集邮、舞蹈、等种类。
2、项目背景
2.1.产业背景
据全国第五次人口普查结果资料显示,我国人口年龄结构已经步入老年型社会。
目前中国60岁以上老年人口已达1.32亿,并以每年3.2%的速度急剧增长。
据统计部门预测,到2030年我国60岁以上的老年人将达到3.1亿,占到全国总人口比例的20.42%。
这一趋势对老龄产业的发展来说既是挑战又是机遇。
我国的老龄产业体系还不完善,而老年人的需求又是多方面的,既包括物质方面又包括精神方面,目前这一产业的发展现状还无法给老年人提供全面周到的服务。
老年人口的急剧增长,给“养老市场”带来了巨大的发展空间。
“养老市场”需求趋旺,有很大的拓展空间。
郑州市老龄委提供的最新数字显示,郑州市60岁以上的老年人口(有户籍者)已达70.5万人占全市总人口的10.8%,高于老龄化社会10%的标准,具有巨大的市场潜力。
另外郑州市统计局的数据显示,常住郑州的60岁以上老人的数量为80万左右。
也就是说,有10万左右的老人是随子女来郑州生活的寄居老人。
据大河报和河南前卫咨询有限公司于2006年3月中下旬,在郑州市范围内进行的一次问卷调查结果显示,寄居老人中,有55.5%的老人很少和外人打交道,有强烈的“伙伴危机”感。
(见2006年4月12日大河报之寄居老人游走在城市边沿)
据我创业组实地调查,郑州市目前从事老年产业的企业有:
1、郑州劳特科贸有限工司下属的店龙马老年人健康服务站,及其他个体的老年用品专卖店,主要老年人保健品的销售;
2、爱馨养老集团、公办管城区老年人活动中心和郑州市老年公寓,其主要从事老年公寓、老年护理等高档养老服务,目标顾客的每月固定收入要达到2000元以上,主要针对退休的老年干部。
而康乐园俱乐部创立初期将致力于大众休闲娱乐养老服务,让更多
1、月收入在2000元以下的生活能够自理、头脑清晰的老年朋友;
2、没有参与社会机会的随子女来郑州生活的寄居老人;
度过健康、积极向上的老年时光。
椐我组调查资料显示,郑州市为老年人朋友组织各种文体、休闲活动的社区委员会、老年人活动中心、单位老干部管理中心为老年人组织的各种活动仅占14%。
俱乐部将针对老年会员具体情况,专业组织、培训、咨询各种休闲娱乐活动,充分调动老年朋友的生活积极性。
对于郑州市的养老问题将是一种有益的补充。
2.2.业务概述
2.2.1健康休闲生活服务
2.2.1.1.组织、培训活动:
俱乐部将通过组建各种兴趣小组的形式将会员组织起来,让他们通过培训及练习充分交流心得,度过愉快的休闲时光。
1.太极小组,各种舞蹈小组:
每天早上、傍晚可组织老年朋友在公园学习、练习。
2.书法、绘画:
可定期培训,组织各种展览。
3.合唱小组:
每天早晨可组织晨练。
4.门球小组:
可定期举行各种比赛,充分调动老年人朋友的活动积极性等。
2.2.1.2.信息咨询:
俱乐部将定期举办各种主题茶话会,为会员们提供各种有关健康、生活方面的小知识、小信息。
如,有关疾病的预防,生活中的防骗知识等。
2.2.1.3.特色服务:
1、为会员建立动态个人资料库,依据个人具体的健康情况、兴趣,帮助选择有利自己健康生活的兴趣小组,并随时间进行调整,并为其提供专门的健康咨询热线服务。
2、根据老年朋友的实际需要,可谴派工作人员到各社区登门服务。
3、市场分析
3.1市场可行性分析
3.1.1.从我们的调查数据分析中可看出,78%的被调查者(老年人)都希望有一个专门为老年人提供服务的俱乐部。
传统的养老模式已经不能满足城市老年人的需要了,老年人更加需要健康、精神慰藉,休闲娱乐等各方面的养老服务。
3.1.2.我们之所以开展培训及组织健康娱乐活动的业务,是因为目前专门与老年人朋友组织各文体、休闲活动的社区委员会、老年人活动中心、单位老干部管理中心为老年人组织的各种活动仅占14%;
另外,通过数据统计我们看出选择健康运动的占35%;选择娱乐休闲的占15%;选择聊天的占43%;从而得知老年朋友苦于没有更多的组织者来组织更多的文体活动。
在我们的调查中,有45%的老年人也选择了这一业务。
可见组织老年人休闲娱乐活动是老年朋友最为紧迫的消费需求。
3.1.3.由于老年朋友对健康的特殊要求,41%的老年朋友选择了健康生活咨询,这也是我们公司一项主要业务。
3.1.4.另由于67%的老年朋友自己购买各种文体活动用品,故我公司相应附加一些业务:
销售老年用品,方便老年人购物。
3.1.5.财务保障:
从附件调查报告中可看出,老年朋友的月固定收入也是很高,500—1000、1000以上两档次占了大部分,说明其有足够的消费能力,只是没有大量释放出来。
并且85%的老年朋友愿意每月支付10—30元的会费,这是我们计划的一个重要的成功因素。
由于我们采取低利润,高市场占有率的市场策略,10—30元的每月会费已经可是公司正常运营起来
3.2竞争分析
3.2.1.竞争影响力量分析
由于老年人休闲娱乐组织、培训、咨询市场是一个崭新的市场,我俱乐部作为市场开拓者,在郑州还没有实际的竞争对手。
但潜在的竞争对手很多,像政府主办的老干部活动中心、和爱馨养老集团这样的高档养老机构、以及一些经营中老年人用品的公司都可能成为潜在竞争对手。
另外,政府的养老政策是养老市场的巨大营销因素,目前政府还没有建立针对大部分普通老年人的休闲娱乐中心,而是鼓励社会力量参与养老事业,也是我俱乐部快速进入市场的一个锲机。
人才方面,拥有大量年富力强的专业老年事业工作者是创业成败的重要因素。
竞争影响力量分析可以用下图表示:
潜在的相关服务及产品经营者
图1.竞争影响力量图
3.2.2竞争优势
老年休闲娱乐的培训、组织服务自身的切入点优势;会员制的规模成本优势,且大量培训活动可在公园、广场举行;所从事养老产业符合政府政策的发展方向等。
3.3.市场容量
3.3.1.市场容量预测
据郑州市政府公布,到到2003年底郑州市总人口6977000人,其中60岁以上的老年人口753516人全市总人口的10.8%,具有巨大的市场潜力。
另有二七区总人口598172人、中原区总人口526000人,依据10.8%的比率估出二七区60岁以上老年人口64602人,中原区56808人,合计121410人。
据我小组市场调查显示,
1、调查对象中92%的老年朋友经常外出活动,
2、75岁以下的老年朋友占96%,
3、94%的老年朋友的月固定收入在300元以上,
4、78%的老年人都希望有各种专门组织培训各种健康娱乐活动的俱乐部。
5、调查对象的家庭住址显示,来绿城广场和碧沙岗公园活动的老年人,多集中在伏牛路、淮河路、京广路、西站路、二环支路以内的区域里,是二七区及中原区人口较集中的区域,保守估计老年人口应该占两区老年总人口的20%。
从而,估算初期保守目标顾客率=92%×96%×94%×78%×20%,约为12.8%。
因此,预测出在郑州市二七区和中原区约有(121410×12.8%)15540人的保守市场容量。
3.3.2市场趋势分析与预测`
老年人对精神消费和物质消费方面有很大的市场需求。
从2002年全国老年体育工作会议上获悉,2001年我国人均预期寿命已达71.8岁。
1981年中国人均寿命为67.77岁,20年间增加了4岁。
而60岁以上的老年人每年以3%的速度增加,80岁以上的老年人以5%的速度增加,这意味着我国每年净增380多万60岁以上的老年人,50多万80岁以上的老年人。
按照这个增长速发展,专家预计,50年内老年人市场消费将达5万亿元。
就我国而言,老年休闲娱乐市场只是开发了老年市场的一小部分,可供老年人消费的市场还远远赶不上老年人的真正需求,很多方面才刚刚起步,还有许多方面仍是空白。
我公司将以全国连锁、多元化经营模式的远期战略目标为发展方向从而
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- 康乐 老年人 休闲 娱乐 俱乐部 创业 计划