Национальная система компетенций и квалификацийasi_mp
Цель проекта: создание сбалансированной системы взаимодействия граждан, бизнес-структур и государственных органов исполнительной власти в области формирования, развития, накопления, воспроизводства, оценки и защиты квалификаций и компетенций в целях создания глобально конкурентоспособной и востребованной продукции нового поколения в кратчайшие сроки.
The document discusses strategic alliances and joint ventures between pharmaceutical companies. It provides details of four examples of partnerships: Merck partnered with Alnylam in a non-equity strategic alliance to collaborate on RNAi drug development. GSK partnered with Dong-A through an equity strategic alliance to co-promote products in South Korea. Hisun and Pfizer formed a joint venture to collaborate on local production and distribution in China. Intrexon partnered with Sun Pharmaceuticals through a joint venture to develop new methods for treating ocular diseases using synthetic biology.
Qual é o propósito central da sua academia e o que ela representa?Ray Algar
O documento discute como as empresas podem evitar se tornarem irrelevantes em um mundo de escolhas crescentes para os consumidores. Ele argumenta que apenas os negócios extraordinários que lideram grandes causas e mantêm a consistência ao longo do tempo terão sucesso no futuro. O documento enfatiza a importância de se dedicar a longo prazo para criar algo que realmente se destaque.
The emergence of the UK low-cost gym sectorRay Algar
The document discusses the emergence of the low-cost gym sector in the UK. Key drivers include changing consumer sentiment towards traditional gyms with members paying high fees but rarely using facilities. Digital infrastructure and an emphasis on affordability and simplicity have enabled low-cost gyms charging as little as £12-19 per month with no long-term contracts. Customer surveys found high satisfaction with the no-frills experience provided by low-cost gyms, though some requested more staff supervision and private changing areas.
2011 Global Low-cost Gym Sector Report - Ray AlgarRay Algar
Presentation by Ray Algar, Oxygen Consulting and Melissa Rodriguez, Research Manager, International Health, Racquet, and Sportsclub Association (IHRSA)
IHRSA European Conference, Milan, Italy, October 2011
Национальная система компетенций и квалификацийasi_mp
Цель проекта: создание сбалансированной системы взаимодействия граждан, бизнес-структур и государственных органов исполнительной власти в области формирования, развития, накопления, воспроизводства, оценки и защиты квалификаций и компетенций в целях создания глобально конкурентоспособной и востребованной продукции нового поколения в кратчайшие сроки.
The document discusses strategic alliances and joint ventures between pharmaceutical companies. It provides details of four examples of partnerships: Merck partnered with Alnylam in a non-equity strategic alliance to collaborate on RNAi drug development. GSK partnered with Dong-A through an equity strategic alliance to co-promote products in South Korea. Hisun and Pfizer formed a joint venture to collaborate on local production and distribution in China. Intrexon partnered with Sun Pharmaceuticals through a joint venture to develop new methods for treating ocular diseases using synthetic biology.
Qual é o propósito central da sua academia e o que ela representa?Ray Algar
O documento discute como as empresas podem evitar se tornarem irrelevantes em um mundo de escolhas crescentes para os consumidores. Ele argumenta que apenas os negócios extraordinários que lideram grandes causas e mantêm a consistência ao longo do tempo terão sucesso no futuro. O documento enfatiza a importância de se dedicar a longo prazo para criar algo que realmente se destaque.
The emergence of the UK low-cost gym sectorRay Algar
The document discusses the emergence of the low-cost gym sector in the UK. Key drivers include changing consumer sentiment towards traditional gyms with members paying high fees but rarely using facilities. Digital infrastructure and an emphasis on affordability and simplicity have enabled low-cost gyms charging as little as £12-19 per month with no long-term contracts. Customer surveys found high satisfaction with the no-frills experience provided by low-cost gyms, though some requested more staff supervision and private changing areas.
2011 Global Low-cost Gym Sector Report - Ray AlgarRay Algar
Presentation by Ray Algar, Oxygen Consulting and Melissa Rodriguez, Research Manager, International Health, Racquet, and Sportsclub Association (IHRSA)
IHRSA European Conference, Milan, Italy, October 2011
The document discusses how brands can leverage the social web. It notes that the web has become increasingly social since 2003 as people shifted from consuming to producing content. The social web allows unprecedented connectivity between consumers and gives brands opportunities to build online communities, enable collaboration, and distribute relevant content to audiences. To succeed, brands must think distributed, do what they do best and link to others, and provide value through authentic and proactive engagement on social networks.
Capitalising on the social media movement - IHRSA European Congress October ...Ray Algar
This document summarizes a presentation on capitalizing on social media for health clubs. It discusses how social media is changing communication from one-way to two-way interactions. It provides an overview of popular social media platforms and evaluates how other industries use social media to engage followers. The presentation examines how European health clubs can build relationships with members through social media and outlines key principles for developing an effective social media strategy.
Strategic insights into the European Low-Cost Gym SectorRay Algar
The document discusses the rise of the low-cost gym sector in transforming the European fitness club market. It notes that low-cost gyms operate with minimum fees that are 50% lower than industry prices, focus on simplicity and affordability over amenities, and leverage heavy technology and web use. The growth of the low-cost gym sector has been driven by changing consumer sentiment towards traditional gyms and a preference for more affordable options with lower attendance requirements.
A strategic look at the emergence of the low-cost (budget) gym sectorRay Algar
This document provides an overview of the emergence of the low-cost gym sector. It discusses how low-cost gyms operate with significantly lower prices than traditional gyms, often at least 50% lower. Low-cost gyms also utilize heavy technology and web use as well as operating models that allow single-person staffing of gyms. The document also notes that consumers are increasingly attracted to low-cost options and the simplicity and affordability provided by low-cost gyms. Market drivers for the low-cost gym sector include changing consumer sentiment towards traditional gyms and a focus on sporadic rather than regular attendance.
Why consumers love low-cost (budget) gymsRay Algar
This document discusses the popularity of low-cost gyms among consumers. It notes that low-cost gyms typically charge 50% less than average gym prices, operate 24 hours a day with minimal staff, and focus solely on fitness rather than additional amenities. These low prices and simplicity help create low barriers to entry in the market and appeal to customers seeking value. The document also examines the business model of McFit, a large low-cost gym chain in Germany, including their expansion, financials, and brand strategy.
Clubs de bajo coste: Análisis del mercado y modelo de negocio (Budget clubs:...Ray Algar
Presentation that outlines the trend for budget (low-cost) health clubs.
Prepared for Spanish health club owners and managers.
Author; Ray Algar MBA, Strategic Marketer at Oxygen Consulting
Languages: Spanish and English
This is a 6-minute introduction to the marketing services provided by Ray Algar, a UK-based strategic marketer.
I would appreciate comments.
Regard
Ray
The document discusses how social media has changed communication between companies and consumers. It notes that previously companies controlled the message, but with the internet consumers can now share information freely (paragraphs 1-7). The document then introduces the social media platform Ning, which allows organizations to create online communities to connect with members (paragraphs 11-18). It provides examples of how clubs and organizations can use Ning to engage members, promote their cause, and stay connected (paragraphs 20-30). Finally, it outlines best practices for using social media and provides contact information for the consulting firm (paragraphs 40-49).
The power of the web to engage with consumers - Ray Algar December 2008Ray Algar
This presentation discusses the rise of online consumer collaboration. The presentation was for senior members of the UK Fitness Network at their December 2008 meeting
What Does Your Fitness Club Stand For? Part 2Ray Algar
The document discusses four fitness clubs that have strong purposes that members love:
1) Gainesville Health & Fitness Center which helps members get the most out of life and makes the community healthier. It has over 23,000 members who stay on average 40 months.
2) Eco Fit Brazil which has a philosophy of reducing, reusing, and recycling materials. It offers environmental education classes and works with environmental organizations.
3) Aspire which provides fitness programs for people with disabilities. 33% of its members have a disability and it is designed to be fully wheelchair accessible. Members say it feels like a home.
4) Curves which has grown to be the world's largest fitness chain with over
What Does Your Fitness Club Stand For? Part 1 Ray Algar
The document discusses the importance for fitness clubs to develop a unique market position to differentiate themselves from competitors. It provides examples of how other industries like Coca-Cola and car brands have established strong brand identities through their positioning. The document advocates that fitness clubs should discover their distinctive quality, make it the best it can be, and ensure it is impossible for others to copy in order to develop a remarkable brand that members feel connected to. It also stresses the importance of having the resources and passion to execute a unique positioning strategy.
The document discusses how brands can leverage the social web. It notes that the web has become increasingly social since 2003 as people shifted from consuming to producing content. The social web allows unprecedented connectivity between consumers and gives brands opportunities to build online communities, enable collaboration, and distribute relevant content to audiences. To succeed, brands must think distributed, do what they do best and link to others, and provide value through authentic and proactive engagement on social networks.
Capitalising on the social media movement - IHRSA European Congress October ...Ray Algar
This document summarizes a presentation on capitalizing on social media for health clubs. It discusses how social media is changing communication from one-way to two-way interactions. It provides an overview of popular social media platforms and evaluates how other industries use social media to engage followers. The presentation examines how European health clubs can build relationships with members through social media and outlines key principles for developing an effective social media strategy.
Strategic insights into the European Low-Cost Gym SectorRay Algar
The document discusses the rise of the low-cost gym sector in transforming the European fitness club market. It notes that low-cost gyms operate with minimum fees that are 50% lower than industry prices, focus on simplicity and affordability over amenities, and leverage heavy technology and web use. The growth of the low-cost gym sector has been driven by changing consumer sentiment towards traditional gyms and a preference for more affordable options with lower attendance requirements.
A strategic look at the emergence of the low-cost (budget) gym sectorRay Algar
This document provides an overview of the emergence of the low-cost gym sector. It discusses how low-cost gyms operate with significantly lower prices than traditional gyms, often at least 50% lower. Low-cost gyms also utilize heavy technology and web use as well as operating models that allow single-person staffing of gyms. The document also notes that consumers are increasingly attracted to low-cost options and the simplicity and affordability provided by low-cost gyms. Market drivers for the low-cost gym sector include changing consumer sentiment towards traditional gyms and a focus on sporadic rather than regular attendance.
Why consumers love low-cost (budget) gymsRay Algar
This document discusses the popularity of low-cost gyms among consumers. It notes that low-cost gyms typically charge 50% less than average gym prices, operate 24 hours a day with minimal staff, and focus solely on fitness rather than additional amenities. These low prices and simplicity help create low barriers to entry in the market and appeal to customers seeking value. The document also examines the business model of McFit, a large low-cost gym chain in Germany, including their expansion, financials, and brand strategy.
Clubs de bajo coste: Análisis del mercado y modelo de negocio (Budget clubs:...Ray Algar
Presentation that outlines the trend for budget (low-cost) health clubs.
Prepared for Spanish health club owners and managers.
Author; Ray Algar MBA, Strategic Marketer at Oxygen Consulting
Languages: Spanish and English
This is a 6-minute introduction to the marketing services provided by Ray Algar, a UK-based strategic marketer.
I would appreciate comments.
Regard
Ray
The document discusses how social media has changed communication between companies and consumers. It notes that previously companies controlled the message, but with the internet consumers can now share information freely (paragraphs 1-7). The document then introduces the social media platform Ning, which allows organizations to create online communities to connect with members (paragraphs 11-18). It provides examples of how clubs and organizations can use Ning to engage members, promote their cause, and stay connected (paragraphs 20-30). Finally, it outlines best practices for using social media and provides contact information for the consulting firm (paragraphs 40-49).
The power of the web to engage with consumers - Ray Algar December 2008Ray Algar
This presentation discusses the rise of online consumer collaboration. The presentation was for senior members of the UK Fitness Network at their December 2008 meeting
What Does Your Fitness Club Stand For? Part 2Ray Algar
The document discusses four fitness clubs that have strong purposes that members love:
1) Gainesville Health & Fitness Center which helps members get the most out of life and makes the community healthier. It has over 23,000 members who stay on average 40 months.
2) Eco Fit Brazil which has a philosophy of reducing, reusing, and recycling materials. It offers environmental education classes and works with environmental organizations.
3) Aspire which provides fitness programs for people with disabilities. 33% of its members have a disability and it is designed to be fully wheelchair accessible. Members say it feels like a home.
4) Curves which has grown to be the world's largest fitness chain with over
What Does Your Fitness Club Stand For? Part 1 Ray Algar
The document discusses the importance for fitness clubs to develop a unique market position to differentiate themselves from competitors. It provides examples of how other industries like Coca-Cola and car brands have established strong brand identities through their positioning. The document advocates that fitness clubs should discover their distinctive quality, make it the best it can be, and ensure it is impossible for others to copy in order to develop a remarkable brand that members feel connected to. It also stresses the importance of having the resources and passion to execute a unique positioning strategy.
4. Цена минимум
на 50% ниже,
чем по
индустрии
Режим Использовани
работы: 24 е веб-
часа Мое технологий
определен
ие
бюджетног
о фитнес-
клуба
Возможность
управлять Позициониров
клубом ание: только
одному фитнес-услуги
человеку
5. Простота
Инфраструктура
Доступность
Двигатели
рынка
Лояльность
Клиенты
клиентов к
меняются
клубам
Низкая
посещаемость
6. Простота
Инфраструктура
Доступность
Двигатели
рынка
Лояльность
Клиенты
клиентов к
меняются
клубам
Низкая
посещаемость