Barchester City Council Car Park System 1 © Simon Bennett, Ste.docx

Barchester City Council Car Park System 1 © Simon Bennett,
Steve McRobb, Ray Farmer 2002, 2010
Barchester City Council Car Park System
Barchester City Council operates seven car parks in the centre
of Barchester.
The Council has a requirement for a new system to control its
car parks. This
system must provide for the day-to-day operation of each car
park—issuing
tickets, handling payment and controlling barriers—and the
management of
car parks—recording problems, issuing season tickets and
monitoring service
level agreements with the security company that guards the car
parks.
Operational System
The car park operational system controls entry to and exit from
a car park and
payment for car parking.
There are two types of users: ordinary customers, who pay for
their use of
each car park at the time they use it, and season ticket holders,
who pay a
fixed amount in advance for parking for three, six or twelve
months in a
specific car park. Season ticket holders are allocated parking
spaces in
designated areas that are not available to ordinary customers

from Monday to
Friday. Season tickets are for weekdays only; the designated
spaces are
available to all customers at week-ends. No more than 10% of
the spaces in
a car park are allocated to season ticket holders.
Entry to the Car Park
When a car approaches an entry barrier, its presence is detected
by a sensor
under the road surface, and a ‘Press Button’ display is flashed
on the control
pillar.
The ordinary customer must press a button on the control pillar,
and a ticket is
printed and issued. The ticket must be printed within five
seconds. A ‘Take
Ticket’ display is flashed on the control pillar. If the car park
is full, no ticket is
issued, and a ‘Full’ display is flashed on the control pillar. If a
vehicle leaves
the car park, then the ‘Press Button’ display is activated again
where there is
a vehicle waiting.
When the customer pulls the ticket from the control pillar, the
barrier is raised.
The season ticket holder does not press the button, but inserts
his or her
season ticket into a slot on the control pillar. A check is made
that the season
ticket is valid for this car park and has not expired, that it is a
weekday and
that the season ticket holder is not recorded as having already

entered this
car park and not left. If all these checks are passed, then the
barrier is raised.
The checks must take no longer than five seconds. A record is
made of the
time of entry for that season ticket holder.
A sensor on the other side of the barrier detects when the car
has passed and
the barrier is lowered.
The ticket issued to each ordinary customer has a bar code on it.
The bar
code has a number on it and the date (ddmmyyyy) and time
(hhmmss) of
entry to the car park. The number, date and time of entry are
also printed on
the ticket in human readable form.
The details of the ticket are stored: ticket no., issue date, issue
time, issuing
machine.
The number of vehicles in the car park is incremented by 1 and
a check is
made against the capacity of the car park. If the car park is full,
then a display
near the entrance is switched on to say ‘Car Park Full’, and no
further tickets
are issued until a vehicle leaves the car park.

Payment
When the ordinary customer is ready to leave, he or she must go
to a pay
station to pay. The ticket is inserted into a slot, and the bar
code is read. The
ticket bar code information is compared with the stored
information. If the
dates or times are not the same, the ticket is ejected, and the
customer is told
(via an LCD display) to go to the office. In the office, the
attendant has a bar
code reader and can check a ticket. Typically the problem is
damage to the
bar code on the ticket, and the attendant can use the office
system to
calculate the charge, take payment and validate the ticket (see
below).
At the pay station, if the ticket dates and times are the same as
the bar code
dates and times, then the current date and time are obtained, and
the duration
of the stay in the car park is calculated. From this the car park
charge is
calculated and displayed on the LCD display. Calculation and
display of the
charge must take no more than two seconds.
There are two tariffs: a short-stay tariff and a long-stay tariff.
These include
the rates for weekdays from 8.00 am to 6.00 pm, and lower rates
for entry
after 6.00 pm and at week-ends. Each car park uses either the
short-stay
tariff or the long-stay tariff.

If no change is available, this information is displayed on the
LCD display.
The customer must then insert notes or coins to at least the
amount of the
charge. Each note or coin is identified as it is inserted and the
value added to
an accumulated amount and displayed on the LCD display.
Invalid notes are
ejected from the note slot. Invalid coins are dropped through
into the return
tray. A message is displayed on the LCD display.
As soon as the amount accumulated exceeds the charge, the
ticket is
validated. The current date and time are added to the stored
data for that
ticket (payment date, payment time).
If the amount entered exceeds the charge and change is
available, then the
amount of change is calculated and that amount of change is
released into
the return tray. Otherwise, no change is given. In either case, a
message is
displayed on the LCD display.
The ticket has the payment date and time printed on it and is
ejected from the
ticket slot.

A message is displayed telling the customer to press the
‘Receipt’ button if
they need a receipt. If they press this button, a receipt is
printed and ejected
into the receipt tray. The receipt shows the Council address,
address of the
car park, VAT number, date and amount paid.
A message is displayed for the customer telling them to take the
ticket back to
their car and leave the car park within 15 minutes.
Leaving the Car Park
When the customer drives up to the exit barrier, the car is
detected by a
sensor, and an ‘Insert Ticket’ display is flashed on the control
pillar. The
customer must insert the ticket. The bar code is read and a
check is made
that no more than 15 minutes have elapsed since the payment
time for that
ticket. If more than 15 minutes have elapsed, an intercom in the
control pillar
is activated and connected to the attendant in the car park
office. The
customer can talk to the attendant, and the attendant can view
the details of
the ticket on his or her computer. The attendant can activate the
barrier
remotely, for example if there is a queue to get out and the
customer is likely
to have been reasonably delayed.
If no more than 15 minutes have elapsed, the barrier is raised. A
sensor on

the other side of the barrier detects when the car has passed and
the barrier
is lowered.
The number of vehicles in the car park is decremented by 1 and
a check is
made against the capacity of the car park. If the car park was
full, then the
display near the entrance is switched to say ‘Spaces’, and a
check is made to
see if any vehicles are waiting. If they are, then the control
pillar for the first
waiting vehicle is notified. If the driver of the vehicle waiting
there does not
press the button (for example, because they have backed out and
left), then
the control pillar for the next waiting vehicle is notified.
At any time, the attendant can view the status of a pay station or
a barrier
control pillar. Once a connection is made, the status is updated
every 10
seconds.
Season ticket holders do not have to go to the pay station, when
they are
ready to leave the car park, they go to the exit and insert their
season ticket
into a slot on the exit barrier control pillar. The barrier is
raised and a record
is made of the time at which the season ticket holder left.
Security Visit Recording
The City Council has a contract with security companies to visit
the car parks
at regular intervals. The contract specifies the number of visits

per day to
each car park and the minimum duration of each visit. Each car
park has an
office to which the security guards have access. In the office is
a card reader
similar to the one used for reading season tickets in the control
pillars. When
a security guard arrives in a car park, he or she puts a card into
the card
reader and the date and time of arrival is recorded. When the
security guard
leaves, he or she puts the card in again, and the departure time
is recorded.
(This card also allows security guards to enter and leave the car
park in the
same way as season ticket holders. However, this is not used to
record the
arrival and departure of security guards, as they may not be able
to enter with
a vehicle if there is a queue of cars at the barrier.)
Currently, the City Council uses two security companies, but
could use more
or only one in the future. Each security company is issued with
a specific
number of cards, depending on the number of car parks they are
responsible
for. Each security company is responsible for specific car
parks.

Management System
The car park management system handles the aspects of
managing the car
parks that are not part of the day-to-day operational system.
Fault Recording
There is a requirement for a fault recording system to be used to
record all
problems with car parks. Most faults are expected to be with
equipment
(barriers, card readers, security cameras etc.) although they can
include
things such as broken windows and doors. Details of the fault
and the date
and time at which it was reported are recorded. If the fault
applies to
equipment or some other aspect of the operational system, there
is a
requirement that the maintenance company must be notified
straight away.
For other problems, the Council’s direct labour organisation
will be notified.
The date and time when faults have been fixed must also be
recorded, so that
the Council can monitor the service level agreement with the
maintenance
company. There is a requirement to be able to produce a
monthly statistical
report of all faults, which organisation they were allocated to
and how long
they took to be fixed.
Security SLA
There is a similar requirement in relation to the service level
agreement with

the security companies. A monthly exception report is required
showing any
occasions where the number of visits per day to a car park fell
below the
contracted number or where the duration of a visit was shorter
than the
contractual minimum.
Season Tickets
A sub-system is required for selling season tickets. Each season
ticket is
issued to a named individual or company, and the address and
contact
telephone number of that person or company is recorded. Each
season ticket
is valid for three, six or twelve calendar months, and the issue
date and expiry
date are recorded. The information about season tickets has to
be available
to the operational system for validation of access to the car
parks.
A renewal form must be sent to each season ticket holder two
weeks before
their season ticket is due to expire. If a season ticket is
renewed before its
expiry date, then the new expiry date is set as three, six or
twelve months
from the existing expiry date.

A record must be kept of how much usage each season ticket
holder makes
of their car park in terms of how much it would have cost them
to pay for the
car park as an ordinary customer. This information is used by
the City
Council for its annual review of season ticket prices. A report
showing this
information is required.
Other Management Requirements
A record must be kept of all tickets for a year. When the
Council carries out
its annual review of ticket prices, it needs to be able to estimate
the level of
income for the coming year by calculating the charges based on
proposed
new tariffs using the previous year’s data.
Managing operational costs of the car parks—staffing, cost of
equipment, cost
of maintenance agreements, cost of security etc.—is not part of
the
requirements for this system. This is handled elsewhere in the
Council’s
financial systems.
Running head: Final Business Model and Strategic Plan 1
Final Business Model and Strategic Plan 18
Final Business Model and Strategic Plan NAMEBUS/475
DATE WEEK 5

TEACHER
Table of ContentsI. Page 3-6: Introduction / Executive Summary
II. Page 7-10: Existing Business or New Business Division;
Vision, Mission, and Value Proposition
III. Page 10-12: SWOTT Analysis – Internal and External
Environmental Analysis; Supply and Value Chain Analysis
IV. Page 13-18: Assumptions, Risk, and Summary of Strategic
Objectives; Balanced Score Card and its impact on stakeholders;
the Communication Plan
V. Page 19: Conclusion
VI. Page 20: References
Final Business Model and Strategic Plan
A company strategic plan and business model is pivotal to their
success, and a business vision, mission, and values are aligned
with the model and plan as well. The strategies and objectives
that are created are based on outcome of the company SWOTT,
Balanced Scorecard, and Communication plan. With all of these
factors collaborating together a company is able implement
strategies that can complete any goal set by the firm. Anytime
Fitness is an established company that would like to strengthen
their global reach and further expand to fulfill their statement,
and new division is a great opportunity for the company to
achieve this goal. The business model and strategic plan for new
division provides a great plan for successful implementation
into Anytime Fitness operations.
A market analysis was conducted, and the Information that was
collected about the new division, the completion was analyzed,
and the customer expectations of the service were researched.
The market analysis revealed that the marketing service on
websites that are heavily populated with consumers looking to
discover new information such as Google and Yahoo, and also
targeting popular social media sites like Facebook and Twitter.
The strategy will increase Anytime Fitness market share, which

should yield more profits for the company. The Technology
strategy is based on the fact that there is no program like the
virtual personal trainer, and it is difficult program to replicate.
Which give the company a main competitive advantage, and
Anytime Fitness with the creation of this new division will be
leader in innovation. This division is its convenience because
members can choose to work out from their home, which mean
no need to get all dress up, seeing as the instructor is a virtual
character. Members that work out at the gym, but they would
like a plan in place if something comes up and causes them to
miss their session can benefit from this program as well. The
convenience of this service tying in with the fact the gym
locations staying open 24/7 creates a significant competitive
advantage. The strategy will also provide the exercises that are
determined by the health of your body not the what the trainer
believe is right like the other companies, which ensure that
customers will not have to deal with doing the wrong exercise
for their body type or health status, and this service come
artificial intelligence that have incredible safety features and
other benefits.
Methods to Monitor
· The first control is to track and prioritize objectives that are
completed because if they are not in order or closely monitored
the plan could easily derailed.
· The objectives for the strategic plan must be aligned with the
vision, mission, and values of the company, so that the intended
plan can match what customers expect from the business if they
will lose customers.
· Constant monitoring and revision is the most important
method of control for the strategic plan because when a problem
occurs it need to be recognized immediately before it result in
the company veering off the course of succeeding the main goal.
Ethical Issues
Many of Anytime Fitness competitors that are already
promoting online training programs can attempt to accuse the
organization of violating the intellectual property law once the

program is functioning and generating profits. The artificial
intelligence and smart technology it will take to construct the
program will cost a large amount of money, and likely more
money than Anytime Fitness will not be able to pay outright,
nor would it be a wise decision to do so. Anytime Fitness faces
a risk / reward chance in this situation because there is a lot of
money that is required to support this project, and there no
guarantee that it service will succeed. If the service does
succeed, there is also a risk that more members will want the
program more than attending a physical location, which can
affect the company cash flow negatively. It is the organization
social responsibility to ensure that their new division is their
intellectual property alone. Research has been done on all of
Anytime Fitness competitors, and the only company that were
remotely close to matching what the business nee division is
able to do is Optimum Body which is an online personal
training company however, their service that their program offer
is vastly different from Anytime Fitness. For example, Optimum
Body customer live stream workout sessions whereas in
Anytime Fitness program instructor will be a virtual character
that is operated by state of the art artificial intelligence
software.
Executive Summary
The new service for Anytime Fitness is personal online training
service where members who are not afforded the time to
participate in training or the other various groups, whether
because of personal reasons, professional reasons, and health
reasons. This program would provide members with a work out
tailor made for their physical and mental needs. The program
includes a personal virtual trainer, a smart wristband that
assesses the vitals of the member body, and a scale to track
their weight to determine what exercises are needed for the
member. The vision for online personal training is to inspire
people to live a healthy lifestyle by providing them with the
best opportunity to achieve tis goal without consumers having
to rearrange theirs drastically. The purpose of the virtual

personal trainer is to provide consumers with the experience of
working out with personal trainers in the comfort of their home.
No longer, do people have to go to traffic, get all dressed up,
and most importantly go through rigorous planning just to
attend the gym. Instead of a mother finding a babysitter, they
put on a kids show to keep the children entertained while
working out. At Anytime Fitness, our goal is offer convenient,
affordable, and fun options to our members to help maintain
their health both physically and mentally. Our mission is to
inspire people to strive for a healthy life style, and to provide
them with many avenues that will help them achieve their desire
to excise no matter what situation occur in your life. Other
companies have some of the same capabilities that Anytime
Fitness possess and have been utilizing the Internet for personal
training already, and will possibly claim that the new division is
their intellectual property, however although there are many
similarities in the programs, the main difference is that Anytime
Fitness Online Virtual Personal Training provides customers
with state of the art smart technology that determine exercises
base on a person body type and health conditions, and the
program do not use live instructors. The technology of the
program makes the company a leader in innovation in its
industry, and will allow the organization to chance to expand
globally, which be profitable for the company and it’s
stakeholders.
Vision
The vision for online personal training is to inspire people to
live a healthy lifestyle by providing them with the best
opportunity to achieve tis goal without consumers having to
rearrange theirs drastically. The purpose of the virtual personal
trainer is to provide consumers with the experience of working
out with personal trainers in the comfort of their home. No
longer, do people have to go to traffic, get all dressed up, and
most importantly go through rigorous planning just to attend the
gym. Instead of a mother finding a babysitter, they put on a kids
show to keep the children entertained while working out.

Customer Needs and Competitive Advantages
In today’s society and economy, the saying “time is money”
has never been truer. Ten years ago it was normal for a person
to have a job, but now it is abnormal to not have more than one
job. With people having less time to do things that will help
them live a healthy life, life spans are getting shorter while list
of people dying from unhealthy diseases is getting longer. It is
proven that the best way to stay healthy is to exercise, however
many people cannot fit their schedule around work out activities
if they want to live. This is why the online personal trainer
program cab be a pivotal life changer for those who desire a
healthy lifestyle without the time to actively pursue it. Some
individuals do not have the drive to work out even if a gym was
in their house, but for the many people who cannot muster
enough energy during their few and far between days off to
travel gym this program can be what they need to get their
health on track.
There is no program like the virtual personal trainer, and it is
difficult program to replicate. The main competitive advantage
Anytime Fitness gain from this new division is its convenience
because members can choose to work out from their home,
which mean no need to get all dress up, seeing as the instructor
is a virtual character. Members that work out at the gym, but
they would like a plan in place if something comes up and
causes them to miss their session can benefit from this program
as well. The convenience of this service tying in with the fact
the gym locations staying open 24/7 creates a significant
competitive advantage.
Business Model
Business: Anytime Fitness gym locations are opened 24 hours a
day seven days a week, and provide products and services that
are convenient, affordable, and fun for it’s customers.
New Division Idea: The new division is a personal online
training service for members who are not afforded the time to
participate in training or the other various groups at physical

locations.
Customers: Customers that wouldbe interests in this program
are business men and women in the corporate sector, middle
class working families, and members that would like the service
just in case they are not able to make it to a personal training
session.
Market: There are online training programs, but none of this
magnitude. Many of theses only online programs come with pre
made work outs for customers, whereas the virtual online
training is determined by the information gather from the smart
wristband and scale, and the exercises need to achieve or
maintain maximum health will be determined by the results of
the information recorded.
Product/Service: There are other companies that have similar
programs like the company Optimum Body, but they do not
possess the vast features that virtual online service possess like
having a virtual online trainer (no need to get all dressed up,
and clean up room before session), the exercises are determined
by the health of your body not the trainer like the other
companies, and this service come artificial intelligence that
have incredible safety features and other benefits.
Valuation: Optimum Body programs range from $70 to $129
depending on duration of the program, but Optimum is an
online-based company, which limits them in innovating prices
("Optimum Body, LLC", 2015).
Anytime Fitness has gym locations in North America, Canada,
and South America, which allow the company room for
flexibility and innovation in price setting. Anytime Fitness can
charge $34 a month just for the program itself or lessen the cost
for members that will like to include the program in their
membership package. Businessmen and women in the corporate
sector, middle class working families, and members that would
like the service just in case they are not able to make it to a
personal training session, would purchase this service.
Financial Analysis: With equipment needed such as smart
wristband, digital scale, and the artificial intelligent software;

the estimated investment of these products and services can be
in a range from $10 million or more.
Marketing Plan: A market analysis was conducted, to
whichInformation was collected about the new division, the
completion was analyzed, and the customer expectations of the
service were researched. The market analysis reveals that
marketing this service on websites that are heavily populated
with consumers looking to discover new information such as
Google and Yahoo, and also targeting popular social media sites
like Facebook and Twitter.
Competition: One of Anytime Fitness main competitors is
Optimum Body, which does not have much in common with
Anytime Fitness program except for the programs that are
offered. However there are many differences between them.
Optimum uses live personal trainers, whereas the virtual online
program uses virtual characters. Optimum do not have the
artificial intelligence technology that Anytime have, and
Optimum determine the exercises for the customer, whereas the
virtual technology determine what the person need by collecting
data from their body electronically.
Risk: Anytime Fitness faces a risk / reward chance in this
situation because there is a lot of money that is required to
support this project, and there no guarantee that it service will
succeed. If the service does succeed, there is also a risk that
more members will want the program more than attending a
physical location, which can affect the company cash flow
negatively.
Mission and Vision Alignment
Anytime Fitness Mission is to help members achieve their
wellness goals, open affordable, welcoming, and conveniently-
locations in new neighborhoods, and help franchise owners
achieve a balanced lifestyle while still owning a thriving
business ("Anytime Fitness", 2015). The mission statement of
the virtual online personal training is closely aligned with the
main body’s statement of offering convenient, affordable, and
fun options to our members to help maintain their health both

physically and mentally.
Summary of Vision, Mission, and Values
The vision, mission, and values has been strategic infused in the
creation of the virtual online personal training program because
the main is to help members meet their goal of wellness in a
convenient and exciting manner, and the online virtual training
is yet another method that members can use to achieve their
objectives.
Guiding Principles and Values
The principles of this division have been mention earlier in the
paper because the principles and values derive from the
company mission statement and are the same three words that
are specified in the division mission statement. The guiding
principles of the division are convenient, affordable, and fun.
The division will provide consumers with schedule flexibility,
at an affordable cost, and be an exciting new experience.
Anytime Fitness SWOTT Analysis – Internal and External
Environmental Analysis; Supply and Value Chain Analysis
Strengths
· Anytime Fitness have many resources to build on and ensure
that implementation of the new division goes smoothly.
· Anytime has Locations in North America, South America, and
Canada, and with the new division they have a convenient
service that will be attractive in many more countries, which
will help them globalize the company.
· Consumers has less time to exercise or eat healthy because the
state of the economy, but This is why the online personal trainer
program can be a life changer for those who desire a healthy
lifestyle because customers can conveniently participate world
class top quality workouts in the comfort of their home.
· Anytime Fitness strategy focuses on marketing the division
service on websites that are heavily populated with consumers

such as Google and Yahoo, and also targeting popular social
media sites like Facebook and Twitter.
Weakness
· With the program being able to operate at a consumer house, it
takes away the social aspect that many gym members do enjoy
such as meeting new people and receiving hands on training.
· Other companies have some of the same capabilities that
Anytime possess and have been utilizing the internet for
personal training already
Opportunity
· This new division gives Anytime Fitness a chance to expand
globally.
· The technology of the program makes the company a leader in
innovation in its industry.
· The new division allows the business to achieve its goals of
providing consumers with convenient, affordable, and fun
products and services.
Threat
· There are companies that will possibly claim that the new
division is their intellectual property, however although there
are many similarities in the programs, the main difference is
that Anytime Fitness Online Virtual Personal Training provides
customers with state of the art smart technology that determine
exercises base on a person body type and health conditions, and
the program do not use live instructors.
· The program is also a pricey project, which will make funding
difficult.
Trend
· For years, Health and wellness companies have been
developing new trends to provide consumers with health
products in a more convenient way from d workout videos and
selling products online to the latest development web streaming
training sessions. The problem with that is if an instructor’s
call-in on a workout and if there is no replacement the customer
miss out on a day to continue their progress. Anytime Fitness

will develop a new trend of putting control in the consumer’s
hands by providing them with smart technology that will base
workouts on body type and health status, and the instructor will
be virtual control by smart technology so no more cancellations.
Assumptions and Risk
Companies that have the same capabilities that Anytime Fitness
may file an intellectual property suit, but Personal Training
provides customers with state of the art smart technology that
determine exercises base on a person body type and health
conditions, and the program do not use live instructors like it’s
competitors. If the service does succeed, there is also a risk that
more members will want the program more than attending a
physical location, which can affect the company cash flow
negatively. Another risk is that the program also will make
funding difficult because of the high technology software and
equipment to operate the division.
Strategic Objectives
Financial Perspective
· Anytime Fitness can increase their market share for the new
division by focusing on gaining new customers through
advertising online, email, physical promotions. Anytime Fitness
will also market the program on websites that are heavily
populated with consumers looking to discover new information
such as Google and Yahoo, and also targeting popular social
media sites like Facebook and Twitter.
· With equipment needed such as smart wristband, digital scale,
and the artificial intelligent software; the estimated investment
of these products and services can be in a range from $10
million or more. The high cost for the new division can be
considerably low by shopping for reasonably priced equipment
and manufacturing. Anytime Fitness will mostly likely look to

reduce cost by finding a company in another country with good
quality but a lower cost.
· Anytime Fitness will gain a competitive position by focusing
on the unique and rare features that the program has over the
competition. There is no program like the online virtual
personal trainer, and the main competitive advantage Anytime
Fitness gain is its convenience that it provides members.
Members can choose to work out from their home, and members
that work out at the gym can obtain this program just in case
something comes up and causes them to miss their session. The
convenience of this service tying in with the fact the gym
locations staying open 24/7 creates a significant competitive
advantage.
Customer Value Perspective
· The new division will improve customer satisfaction by
providing convenient fun, and it will be available at an
affordable price based on market value of the service. The
online virtual personal trainer program allows members to
pursue a healthy lifestyle, even though they do not have the
time to actively do so.
· Anytime Fitness Mission is to help members achieve their
wellness goals and open affordable, welcoming, and convenient
locations in new neighborhoods. By implementing this new
service for customers, Anytime Fitness display heir value for
their customer goals to stay fit in convenient affordable manner.
· One of the main reason Gyms lose members is because the
inability to create time to exercise, so Anytime Fitness can use
the new program as a retention tool for customers. Members can
benefit from this program as well because if they no longer have
the time to travel to the gym, and they want to drop their
membership the online virtual training program can be an
alternate option.
Process or Internal Operations Perspective
· If customers are able to workout in their home, without
technical difficulty with the software or equipment there will

not be many calls to technical support for the service.
Monitoring complaints about the service can be a good measure
of the new division performance.
· This new division will build on Anytime Fitness ability to help
members meet their goal of wellness in a convenient and
exciting manner, and the online virtual training is yet another
method members can use to achieve their objectives.
· The convenience that this division offer customers should give
the organization a profitable and popularity boost, allow them
to expand globally, and make the company a leader in
innovation in it’s industry.
Learning and Growth (Employee) Perspective
· The new division will provide opportunities for employees to
earn incentives for promoting the new service while carrying
out their workday.
· The new division will draw more customers to the business,
whether its to utilize the online virtual program or become a
member of the gym, because Anytime Fitness commitment to
provide consumers with schedule flexibility, at an affordable
cost, and be an exciting new experience.
· The new division will start a trend because smart wristband,
digital scale, and the artificial intelligent software. Companies
will attempt to copy Anytime Fitness model for providing
customers with convenient options to stay competitive.
Communication Plan
Purpose: The purpose for the new division is offer virtual online
personal training services for members who are not afforded the
time to participate in training or the other various groups at
physical locations.
Audience: This program will appeal to businessmen and women
in the corporate sector, middle class working families, and
members that would like the service just in case personal
situations affect their training sessions.
Channels of Communication: Every avenue of communication
will be utilize however, the market analysis revealed that
marketing this service on websites that are heavily populated

with consumers such as Google and Yahoo, and also targeting
popular social media sites like Facebook and Twitter will
generate new customers. The communication will be conducted
through advertisements and promotions such as free trials, video
examples of how the service work, and more.
Balanced Score Card
Shareholder Value or Financial Perspective Balanced Scorecard
Market share
Anytime Fitness can increase their market share for the new
division by focusing on gaining new customers through
advertising online, email, physical promotions (billboards or
commercials).
Revenues and costs
The spending on for the new division can be considerably low
by shopping for reasonably priced equipment and
manufacturing.
Profitability
Anytime fitness can boost the profitability of the division by
convincing current members of purchasing the program by
adding it at a lower price because their member status or offer
promotions like test trials to gain interest in the service.
Competitive position
Anytime will gain a competitive position by focusing on the
unique and rare features that the program has over the
competition.
Customer Value Perspective Balanced Scorecard

Customer retention or turnover
One of the main reason Gyms lose members is because the
inability to create time to exercise, so Anytime Fitness can use
the new program as a retention tool for customers.
Customer satisfaction
Anytime Fitness goal is to make exercising convenient, fun, and
affordable for customer. And the new division is convenient,
fun, and it will be available at an affordable price based on
market value of the service.
Customer value
By implementing this new service for customers, Anytime
Fitness display heir value for their customer goals to stay fit in
convenient affordable manner.
Process or Internal Operations Perspective Balanced Scorecard
Measure of process performance
The division will be measured by the mistakes or errors that is
in the system. I customers are able to workout in their home,
without technical difficulty with the software or equipment.
Productivity or productivity improvement
This new division will build on the productivity that Anytime
Fitness has been conducting.
Impact of change on the organization
The change should give the organization a profitable and
popularity boost because of the convenience.
Learning and Growth (Employee) Perspective Balanced
Scorecard
Employee satisfaction

The new division will provide opportunities for employees to
earn incentives for promoting the new service while carrying
out their workday.
Nature of organizational culture or climate
The nature of the organization is to provide customer with
convenient, fun, and affordable service.
Technological innovation
The new division is based on artificial intelligence with a
virtual character for instructor, with equipment that monitors a
person body during workouts.
Conclusion
It is imperative to a business success that they have a sound
vision, mission, and values in place to create a formidable
business model for every division that make up the company.
This organization has that formidable model and their is already
stable foundation in place, and their success in expanding into
other countries will surely help them find funding needed for
the technology and the present business model and SWOTT will
be a guide for making this new division a new trend. The
balanced scorecard provides the company with the objectives
that are pivotal in making this division a reality. The
assumptions and risk are no real threat to the new division
succeeding because Anytime Fitness idea for the division is
unique more than any other company. The communication plan
provides a detailed strategy to present the service to members
and other potential customers by utilizing social media websites
and other websites that are heavily populated with consumers.
The Executive summary highlights the components of plan to
implement the new division into Anytime Fitness operations,
and would attract many investors.

References
Scheid, J., & Richter, L. (2013, September). Basic Sample of a
Business Model Template. , (), .
Retrieved from http://www.brighthub.com/office/entrepreneurs/
articles/98506.aspx
ANYTIME FITNESS. (2015). Retrieved from
http://anytimefitness.com/
MissionStatements.com. (2015). Retrieved from
http://www.missionstatements.com/
Optimum Body, LLC. (2015). Retrieved from
http://www.optimumbody.com/virtual-on-line-personal-training-
programs/
<Project Name>
Use-case Specification: Vision
Date: <dd/mmm/yy>
<Project Name>Use-Case: <use-case name> : <Scope>
Usage note: There is procedural guidance within this template
that appears in a style named InfoBlue. This style has a hidden
font attribute allowing you to toggle whether it is visible or
hidden in this template. Use the Word menu
ToolsOptionsViewHidden Text checkbox to toggle this setting.
A similar option exists for printing ToolsOptionsPrint.

Also when submitting or presenting this document, remember to
remove the InfoBlue guidance before submitting or presenting.
It’s not appropriate in a presentation document.
[Scope above refers to the ‘level’ of the use case: Summary,
End-goal, or Sub-function]Brief Description
[Provide a brief summary of the use case, ideally in ‘user story’
format. Don’t go into details, just identify the actor, what is
intended to be achieved, the benefit that confers, and hit the
absolute high points of the normal flow – you don’t need more,
the rest of the formal description is just about to supply all the
details.
User end goal user story:
When <actor>
Wants to <achieve end-goal>
They <do something>
So that <end-goal benefit>
Event-response story:
When <external event occurs>
It cuases the system to <achieve end-goal>
By <doing something>
]
When <actor>
Wants to <achieve end-goal>
They <do something>
Trigger
[Briefly describe the event that initiates the use case]
Actors
<actor name 1>
[Briefly describe the actor and their role in the use case]

Stakeholders
<stakeholder name 1>
[Briefly describe the stakeholder and their interest in the use
case]Related Use Cases
[Briefly identify other use cases which may be invoked, or
other use cases in which this use case is involved]
Pre-conditions
<Pre-condition 1>
[State the conditions under which this use case may be invoked
– ie the starting conditions for the use case. Remember there
may be multiple starting points for a use case, particularly if the
use case extends or is included in other use cases]
Post-conditions
<Post-conditions for scenario 1>
[State the conditions under which must be true following
execution of the use case. Remember there may be multiple end-
points for the use case, and the post conditions of those end
points may differ. Be specific for each scenario, and don’t
neglect side effects such as notifications that must be sent, or
data that must be stored.]
Normal Flow
[State the steps involved in the use case as a numbered sequence
of user input – system response pairs. It is permissible to break
steps down into a sequence of separate coherent actions or
activities]
The use case begins when <actor> <does something>
Actor
System
1. User action
2. System response
The use case ends.
Alternate Flows

<alternate flow 1>
[Identify the step at which the alternate flow diverges from the
parent flow, and then describe the steps involved as user input –
system response pairs]
If at step <step number> of the normal flow <condition>, then
Actor
System
<step number>.1 User Action
<step number>.2 System response
Exception Flows
<exception flow 1>
[Exception flows are really just alternate flows, but it can be
useful to distinguish them as covering all the circumstances of
when bad things happen, rather than when the user simply
chooses an alternate action]
If at step <step number> of the normal flow <condition>, then
Actor
System
<step number>.1 User Action
<step number>.2 System response
Subflows
[Subflows are coherent sequences of steps that appear in more
than one flow. They can be defined separately in order to avoid
duplication of specification, and invoked from the flows in
which they are involved]
<subflow 1>
Actor
System
< subflow 1>.1 User Action
< subflow 1>.2 System response
Key Scenarios
[Key scenarios are the most important or common scenarios that

are enacted for the use case – they would include the normal or
‘happy day’ scenario, and the most important or common
alternate scenarios]
<scenario 1>
<brief description>
Other Quality Requirements
[Note down key quality characteristics that support for the use
case must exhibit – for example performance, security, or
auditing requirements. Other things to note would beany
external systems that the use case is likely to interact with, and
the user environment in which the use case will be enacted]
<quality 1>
<brief description>
Confidential
<Company Name>, 2016
Page 1

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