CHEM 1030-010 Introduction to Chemistry Survey Take – Home LAB #6: Mixtures & Capillary Action! Introduction There is much more to the color of a pen or marker than it may seem. Almost all colors are the result of mixing pigments. A mixture is a combination of two or more substances that do not change one another’s molecular structure. The molecules of the substances in the mixture stay the same. A simple example of a mixture is trial mix. Even though there are many things in the trail mix, like nuts, raisins, and seeds – each item stays the same and can be separated from the mixture. Sometimes mixtures appear to be a single substance, but scientists can perform experiments to separate the ingredients in a mixture and see what it is really made of. In this experiment, you are going to separate the color mixtures in ink. Experimental Procedure Materials needed · Pipe cleaner · 3 different pens or markers · Paper coffee filter · Cup of water Procedure 1. Poke a pipe cleaner through the center of a coffee filter. 2. Use three different pens or markers to make a circle of dots around the center of the filter. 3. Place the pipe cleaner end in a cup of water, with the coffee filter at the top. Observe the coffee filter for about 5 minutes. See Experimental Results & Observations section to record your results. If no separation of colors occurred, repeat experiment using different color pens or markers! References Adapted from: Big Book of Science Experiments. Rosenbloom, J. Ed. © 2011 Time Home Entertainment Inc. NY, NY. Running head: SWOTT ANALYSIS OF CLUB SPORTIF MAA’S NEW DIVISION 1 SWOTT ANALYSIS OF CLUB SPORTIF MAA’S NEW DIVISION 2 SWOTT Analysis of Club Sportif MAA’s New Division. Name: Institution: Internal and external environmental analysis of the new hospitality division at Club Sportif MAA. Background information. Apart from offering fitness and training services to its customers, the new hospitality division is created to offer an additional service: food and drinks. Many customers enjoy the services offered by the fitness and training center nut lack the energy refilling component. Located in a busy town, the new hospitality division will not only attract more customers but also improve the revenues generated by the company. More importantly, it will provide a one-stop shop for trainers and those coming for fitness at MAA. One major aspect of fitness is diet and nutrition. Experts maintain that while most people take exercise and fitness lessons, their diets betray their quests to achieve the perfect body shapes and sizes. The new hospitality department therefore comes in handy because it will provide appropriate foods and drinks that match with the dietary requirements for people talking physical fitness and training exercises. The business model of the new division will match any hotel or restaurant in the hospitality industry. External environment forces The external forces tha ...

1. CHEM 1030-010 Introduction to Chemistry Survey
Take – Home LAB #6: Mixtures & Capillary Action!
Introduction
There is much more to the color of a pen or marker than it may
seem. Almost all colors are the result of mixing pigments. A
mixture is a combination of two or more substances that do not
change one another’s molecular structure. The molecules of the
substances in the mixture stay the same. A simple example of a
mixture is trial mix. Even though there are many things in the
trail mix, like nuts, raisins, and seeds – each item stays the
same and can be separated from the mixture. Sometimes
mixtures appear to be a single substance, but scientists can
perform experiments to separate the ingredients in a mixture
and see what it is really made of. In this experiment, you are
going to separate the color mixtures in ink.
Experimental Procedure
Materials needed
· Pipe cleaner
· 3 different pens or markers
· Paper coffee filter
· Cup of water
Procedure
1. Poke a pipe cleaner through the center of a coffee filter.
2. Use three different pens or markers to make a circle of dots
around the center of the filter.
3. Place the pipe cleaner end in a cup of water, with the coffee
filter at the top. Observe the coffee filter for about 5 minutes.
See Experimental Results & Observations section to record your
results. If no separation of colors occurred, repeat experiment
using different color pens or markers!
References

2. Adapted from: Big Book of Science Experiments. Rosenbloom,
J. Ed. © 2011 Time Home Entertainment Inc. NY, NY.
Running head: SWOTT ANALYSIS OF CLUB SPORTIF
MAA’S NEW DIVISION 1
SWOTT ANALYSIS OF CLUB SPORTIF MAA’S NEW
DIVISION 2
SWOTT Analysis of Club Sportif MAA’s New Division.
Name:
Institution:
Internal and external environmental analysis of the new
hospitality division at Club Sportif MAA.
Background information.
Apart from offering fitness and training services to its
customers, the new hospitality division is created to offer an
additional service: food and drinks. Many customers enjoy the
services offered by the fitness and training center nut lack the
energy refilling component. Located in a busy town, the new
hospitality division will not only attract more customers but
also improve the revenues generated by the company. More
importantly, it will provide a one-stop shop for trainers and
those coming for fitness at MAA.
One major aspect of fitness is diet and nutrition. Experts
maintain that while most people take exercise and fitness
lessons, their diets betray their quests to achieve the perfect
body shapes and sizes. The new hospitality department therefore
comes in handy because it will provide appropriate foods and
drinks that match with the dietary requirements for people
talking physical fitness and training exercises. The business
model of the new division will match any hotel or restaurant in
the hospitality industry.
External environment forces

3. The external forces that will affect the operations of the new
hospitality department are characteristic of hotel and hospitality
industry, since the new division will largely borrow from the
business model of a hotel or restaurant (Fraj, Matute, & Melero,
2015). While the fitness services and equipment will be
maintained, MAA will diversify its services in the hospitality
division to match a hotel. It therefore means that apart from
offering eatery joints and a place where people can drink and
relax, the new division will also offer accommodation services
to Canadian locals and internationals services. In fact, tourists
will be heavily and largely targeted since they will form a large
chunk of the target customers.
Economic forces.
Major economic forces or factors will shape the direction and
operations of the new division are: stable economic growth of
Canada and United States, ongoing economic turmoil in Europe,
and decreasing unemployment in Canada and United States.
These three economic factors present opportunities and threats
to the new hospitality division. Firstly, the stable economic
growth of Canada and United States is an opportunity for the
new division. Canada and United States almost have a similar
system of business, and the currency exchange rate is not as
high as compared with other countries ( 1 Canadian dollar =0.80
US dollar) (Fraj, Matute, & Melero, 2015). Because of the two
countries’ stable economies, it means that the purchasing power
of locals and Americans is high, implying better returns for the
new division.
A stable economy is an opportunity for the new division is an
opportunity since it encourages business growth. Secondly, the
ongoing economic turmoil in Europe coupled with slow
economic growth of China is a threat to the new division. The
economic stability of Europe is important to any business
model. For the new hospitality model, economic crisis in the
European Union means less tourists will be visiting Canada and
therefore reduced business for the hotel and restaurant (Jones,

4. Hillier, & Comfort, 2016). Lastly, decreasing unemployment in
Canada and United States increases the buying power of
potential customers and hence the new division is likely to
entertain more guests.
Legal and regulatory forces.
Operating under the hotels and hospitality industry, the new
division will be subjected to requirements of the law and
regulations, especially within the context of Quebec provincial
administration and the federal administration of Canada. Some
of the legal and regulatory requirements are: food safety
regulations, tax law reforms, and employment regulations. Food
safety regulations may seem like a threat, but is actually an
opportunity for the new hospitality division (Jones, Hillier, &
Comfort, 2016).
Why? Because taking serious food safety regulations can be
used in improving the quality standards of the foods and drinks
offered in the new division and hence increase its
competitiveness. Employment regulations are aimed at ensuring
that only qualified staff are hired by the company to prepare the
meals and work in the hospitality department. Employment
regulations should also be used as an opportunity by enhancing
the human resource management practices to improve diversity,
professionalism, and improved standards. However tax law
reform is a potential threat to the new division especially if it
leads to higher taxes.
Technology and innovation.
Being a new division created and administrated on the
foundation of technology and innovation, there are many
technological and innovative forces that will shape the new
division. Technological forces that are likely to shape the
business model are: increasing usage of mobile devices in the
hotel industry, self-check-in, online marketing and promotions;
internet enabled communication including live chat, and door
opening technology. All these technological forces present

5. massive opportunities to the business model. Increasing use of
mobile devices such as tablets and smart phones is an
opportunity to enhance communication, embrace mobile
booking, ordering foods and drinks, and enhancing the guest
experience.
Since the hospitality division has a vision of offering
accommodation to some of its guests, both local and
international, mobile bookings present a real opportunity for
business growth. Millennial travellers are overly dependent on
their smartphones and hence hotel’s booking engine optimized
for mobile viewing offers the perfect booking option (Legrand,
Sloan, & Chen, 2016). Tablets can be used to enhance guest
experience in front desk operations and WI-FI enabled rooms.
Through the self-check in technology, guests will have
improved convenience instead of burdening front desk staff.
Internal forces.
The internal forces characterizes the strengths and weaknesses
of the newly created division. Major internal forces are worth
exploring here; structures and leadership, processes and
systems, technologies and innovations, and resources.
Leadership and structures.
The leadership and structures at MAA are encouraging and
should be used in strengthening the newly created hospitality
division. Being a fitness club, the leadership of the company or
business have heavily invested in processes and systems that
work. More significantly, the organizational structure at MAA
is a hybrid functional and departmental structures. The
leadership and structures at the business are aimed at serving
customers with dignity, promoting transparency and openness,
inclusivity in decision making and better communication.
Effective leadership at MAA is characterized by the following:
honesty and integrity, shared organizational vision, proper team
building, effective communication, and inclusive decision
making processes. Structures put in place by the fitness club are

6. aimed at improving customer service, offering the best
products, and treating customers with dignity.
Technologies and innovations.
The company has invested in modern technological innovations
as a way of staying ahead of the competition. The fitness club
has state of the art equipment for training and physical
exercises, and the same is set to be extended to the newly
created hospitality department. The aim of leveraging the best
technological innovations is to improve the efficiency of service
delivery, improve communication promptness between the
division and customers, and enhance marketing platforms across
the digital space. There are five technological innovations
already being used at the eatery to improve service delivery:
advanced payment forms, point-of-sale technology, automated
services, more consumer data, and restaurant tech-integrated
dining experience (Mo Kwon, Bae, & Blum, 2013).
Processes and systems.
Most of the processes and systems of the new division are
aimed at improving service delivery. Three types of processes
are important: primary processes, support processes, and
management processes. Primary processes include physical
creation of services and products, marketing the products, and
distribution of the resources to the customers through direct
selling and after-sales services. Since the division is newly
created, it is expected to face challenges in effective
implementation of the primary process such as production
(cooking and making drinks), marketing of its services and
distribution of the food products.
Support processes include; management of infrastructure or
capacity, information technology management, and management
of human resources (Kandampully, Zhang, & Bilgihan, 2015).
The new organization is likely to face challenges in optimizing
services and process because of inferior infrastructure capacity
management, poor management of human resources, and

7. inadequate implementation information technology
management.
Strengths
· Effective leadership.
· Leveraged modern technological innovations in customer
experience.
· Prompt communication and feedback processes.
· Loyal customers.
· Effective and prompt service delivery.
Weaknesses
· Over leveraged financial position.
· Non-diversified products.
· Over-reliance on the fitness club customers.
· Poor marketing strategies.
· Poor management of human resources.
Threats
· Economic crisis in the European Union and slow economic
growth in China.
· Law tax reform aimed at raising taxes in the hospitality
industry
· Changes in the hospitality and hotel industry.
· Competition.
Opportunities
· Decreasing unemployment in Canada and United States.
· Stable economic growth in Canada and United States.

8. · Food safety regulations can be used to improve quality hence
attract more customers.
· Self-check in technology for guests’ convenience.
· Untapped market in Quebec, Canada.
Trends
· The need for seamless technological innovations and solutions
for customer service.
· Increase of international visitors.
· Catering services to suit the millennials.
· Increased emphasis on healthy foods.
References.
Fraj, E., Matute, J., & Melero, I. (2015). Environmental
strategies and organizational competitiveness in the hotel
industry: The role of learning and innovation as determinants of
environmental success. Tourism Management, 46, 30-42.
Jones, P., Jones, P., Hillier, D., Hillier, D., Comfort, D., &
Comfort, D. (2016). Sustainability in the hospitality industry:
some personal reflections on corporate challenges and research
agendas. International Journal of Contemporary Hospitality
Management, 28(1), 36-67.
Kandampully, J., Zhang, T., & Bilgihan, A. (2015). Customer
loyalty: a review and future directions with a special focus on
the hospitality industry. International Journal of Contemporary
Hospitality Management, 27(3), 379-414.
Legrand, W., Sloan, P., & Chen, J. S. (2016). Sustainability in
the hospitality industry: Principles of sustainable operations.
Routledge.
Mo Kwon, J., Bae, J. I., & Blum, S. C. (2013). Mobile
applications in the hospitality industry. Journal of Hospitality

9. and Tourism Technology, 4(1), 81-92.
1
2
Proposal of a New Division
Name:
Institution:
Date of Submission:
Proposal of a New Division
The purpose of the following paper is to offer a proposal of a
new division in Club Sportif MAA in order to market a different
service. It is tended to allow the club generate more interest,
increase sales and enrich client engagement across all its
segments. Again, this proposal for a new division will allow the
club to develop a competitive market advantage and expand
without modifying its existing corporate structure. Club Sportif
MAA is a unique combination of state-of-the-art health and
fitness centre with upscale social hub that is built on the
Montreal athletic club’s historic lineage. It serves as a place to
train, exercise and plays sports for professionals and fitness
hub. Therefore, it is often regarded as a home away from home
by many customers Wiethaeuper et al. (2017).
Proposal of a new service for the new company division
According to Wiethaeuper et al., (2017), the fact that Club
Sportif MAA is voted the best fitness club in Canada and
regarded as a second home away from home by many customers
is still questioned by a few customers who are keen to detail.
For example, when a client is done with his or her health and
fitness training, he or she gets exhausted and may want a bite to
re-gain energy lost. Therefore, the club can consider
introducing hospitality service division offering affordable
catering services. This way, customers who come out from

10. normal training and exercises can enjoy catering services
including foods and drinks.
Therefore, the club will qualify as a second home away from
home. The emphasis on all-inclusive club will be realized since
members who come with different needs will be satisfied under
one roof. Introduction of hospitality service division targets
other aspects of member’s health and well-being apart from
health and fitness alone.
Customer Needs and Competitive Advantage
Attending Customer Needs
According to Venkatesh (2017), the introduction of affordable
catering services requires Club Sportif MAA to look for perfect
decorations, a venue with well-trained, friendly and efficient
servers. This way, customers will feel comfortable as well as
providing entertainment which is engaging. When finding the
right caterer, the division will use the following tips to take
care of clients’ needs. First, before offering catering services, it
will take time and discover a caterer that satisfies demands and
needs of clients. In addition, it will focus on high-quality,
availability and flexibility. For instance, with regards to
flexibility, it will ensure that customized catering services
based on clients’ specifications are provided.
In regards to the MAA’s brand positioning, the new division
will remain consistent with a personalized culture and emphasis
on family. For example, it will provide customized offerings
and give personalized attention that extends authentic
relationships with prospective clients. Notably, the added value
of the MAA’s authentic relationships among caterers and
customers will automatically make it stand out.
Gaining Competitive Advantage
The consistency of authenticity in the MAA’s health and fitness
service offerings can be extended to the hospitality service

11. division to set it apart from its competitors in the market. For
example, its reliance on the idea that; the maintenance of
authentic quality in product and service delivery accompanied
with genuine care for clients takes precedence over the business
desire for immediate profits. As asserted by Venkatesh (2017),
this kind of brand positioning strategy is long sighted since it
seeks to attract prospective customers and retain the club’s
members for a long time. This way, the both the new division
and the club will gain a competitive advantage relative to its
competitors by accomplishing three objectives namely brand
relevance, differentiation and credibility in the sight of all its
customers.
Vision and Business Model
As pointed by Wiethaeuper et al. (2017), the club’s current
priority is placed on health and fitness services and this makes
it as full service for health. As an integral part of its
modernization, the vision for the incorporating the hospitality
service division into the club is stated as; to become a world-
class and inclusive sports club that meets the ever changing
customers’ needs. For certain, it is difficult to find this kind of
arrangement anywhere in the city. Therefore, catering services
will make the club to stand out and adding to its accessibility,
authentic caring and personalized offerings, there is a high
likelihood of increased sales courtesy of increased demand for
health and fitness services. It is driven by the decision to
introduce the hospitality service division as a new division.
Inclusive Business Model
The expectation for unending or all-inclusive and accessibility
to designated catering services for one set fee among consumers
is expanding every day. According to Morecroft (2015), putting
in place all-inclusive catering services can build brand loyalty,
perceived value and attract attention from potential customers.
Therefore, the hospitality service division will create awareness
about the just introduced affordable catering services with the
help of all-inclusive business model below.

12. Figure 1. All-inclusive business model
Vision, Mission, and Values Alignment
Vision: Tobecome a special place and all-clients-inclusive
division that meets the ever changing customers’ needs. This
forms an integral part of modernization strategy and
maintaining authentic quality offerings that takes precedence
over the club’s desire for immediate profits.
Mission: To provide 24-hours, seven-days a week affordable
catering services to clients with helpful caterers and supported
by a friendly management. It is aimed at building authentic
customer relationships and ensuring an environment where
quality services and continuous improvement are encouraged
and rewarded.
Values Alignment: In order to fulfill the vision and mission
statements, the new division will commit to delivering
affordable catering services to clients with consistency,
reliability and efficiency. Again, to remain the most preferred
division within the club, it will anticipate and meet the quality
expectations of clients by engaging in a periodic review of the
quality objective.
Strategic Direction
In line with Schweizer & He (2017), marketing has become
increasingly customer-driven and it calls for marketers to
communicate their brands in a way that clients prefer in order to
leave a memorable effect. Again, with the rising of social media
marketing, the new division needs to position catering services
so that they communicate directly with target customers and
thus helping the club to develop products and offer services that
sell. This way, customers become co-creators with the club in
providing services that satisfy their needs and maintains their
identity Schweizer & He (2017). Therefore, the division is set
to consider the following are key strategic directions.

13. Authenticity and genuine personality
Firstly, it needs to be authentic: today, consumers want
authentic communication and thus the club should maintain an
authentic tone when interacting with clients. For example,
alongside tracking and analyzing, it should focus on providing
meaning instead of making superficial promises. Also, the new
division should strive at showing genuine personality: As
asserted by Armstrong et al., (2014), delighted customers often
talk positively about a particular brand and thus there is a need
to cultivate a voice and a tone that delights them.
Guiding Principles and Values
By staying authentic, showing genuine personality and creating
buyer personas, the hospitality service division will embrace the
principle of humanized brand voice. According to Armstrong et
al., (2014), it is the key factor needed in the MAA’s quest to get
clients raving about it to their friends and thus boosting
personalized catering service offerings. The new division will
maximize and reach out to many prospective clients. Also,
focusing on the principle of increased priority to meet
customers’ expectations, it will fulfill the unwritten MAA code.
As the club evolves into catering services, values worth
embracing include consistency with customized services,
personalized culture and building authentic client relationships.
Finally, with the introduction of hospitality service division
offering affordable catering services, the MAA will be well-
positioned to achieving authentic and humanized brand voice by
heightening digital marketing and social media presence. Social
media plays an important role in the club’s effort to implement
the proposed affordable catering services. This way, it will
succeed in getting clients raving about the club to getting their
families and friends. Therefore, it gets the opportunity to create
lasting client relations anchored on genuine care and trust to
gain a competitive advantage.
References
Armstrong, G., Adam, S., Denize, S., & Kotler, P.

14. (2014). Principles of marketing. Pearson Australia.
Morecroft, J. D. (2015). Strategic modeling and business
dynamics: a feedback systems approach. John Wiley & Sons.
Schweizer, L., & He, J. (2017). Guiding principles of value
creation through collaborative innovation in pharmaceutical
research. Drug Discovery Today.
Venkatesh, A. (2017). Market 3 Value of
Diversity. Contemporary Consumer Culture Theory, 33.
Wiethaeuper, D., Oliveira, L. P. D., Peixoto, E. M., Balbinotti,
M. A. A., & Castillo, R. D. A. (2017). Balbinotti Scale of
Future Perspectives of Motivation for Athletes (EBMPFA-15):
Evidence of Validity based on the Internal Structure of the
Construct and Reliability. Journal of Physical Education, 28.
Customer
Focused
Marketing
Cater for all
Needs

15. Walk the
Talk
Accessibility
Pay attention to all clients
Training &
Development
High-quality
Review &
Improve
Personalized services

16. Be courteous
Experiment 6 Capillary Action
Name: ______________________________________________
1. Describe “capillary action.”
2. Describe “chromatography.”
3. Describe what you observed with Pen #1. Color/type of pen,
i.e. red sharpie permanent marker. How many spots? How far
had each spot moved from its original position? What color was
the spot? (you may draw a sketch of your observations on the
back to help with your description)
4. Describe what you observed with Pen #2 as you did with pen
#1.
5. Describe what you observed with Pen #3 as you did with pen
#1.
6. Which pen had ink that was a mixture of the most colors?
What were the colors?
7. Which pen had ink colors that moved the farthest?
8. What causes the movement of ink on the filter?

17. 9. How does this experiment relate to capillary action?