| dc.contributor.advisor | 吳文傑 | zh_TW |
| dc.contributor.advisor | Wu, Jack | en_US |
| dc.contributor.author (Authors) | 李灝 | zh_TW |
| dc.contributor.author (Authors) | Matt LEE | en_US |
| dc.creator (作者) | 李灝 | zh_TW |
| dc.creator (作者) | LEE, Matt | en_US |
| dc.date (日期) | 2020 | en_US |
| dc.date.accessioned | 1-Jul-2020 13:46:25 (UTC+8) | - |
| dc.date.available | 1-Jul-2020 13:46:25 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-Jul-2020 13:46:25 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0105933016 | en_US |
| dc.identifier.uri (URI) | https://ah.lib.nccu.edu.tw/item?item_id=149505 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際經營管理英語碩士學位學程(IMBA) | zh_TW |
| dc.description (描述) | 105933016 | zh_TW |
| dc.description.abstract (摘要) | Taiwan society is reaching to super-aged society, the elder population will be over 20% in 5 years. Currently elder’s care policy from government were focusing on physical healthiness and illness treatment, while mentally health care has been ignored. The institution of the planning is to provide elders a place that can keep them connecting with society, other people and the world. The club will not offer any medical services or treatment, the market has been covered by nursing house while it required professions and licensing. All we provide is customized food, activities and events for our customers, the whole facility will be comfortable and safe for elders. There will be different income type of the business model, first is subscription or monthly fee that allow customers to enjoy our facility; second is value-added services which is optional paid activities if customers want to attend; the last is consumption food or beverage from our in house coffee bar. The business will be profitable while taking care of elder’s mental healthiness.\n\n\n | en_US |
| dc.description.tableofcontents | 1. Executive Summary 1\n1.1 The Company 1\n1.2 Objective 1\n1.3 Operation Model 2\n1.4 Financial Goal 3\n2. Company Overview 4\n2.1 Background 4\n2.2 Club Name 5\n2.3 Values 5\n2.3.1 Connection 5\n2.3.2 Learning 5\n2.3.3 Family 6\n2.3.4 Customized 6\n2.3.5 Safety 6\n2.4 Space Planning 6\n2.5 Organization 7\n2.5.1 Positions 7\n2.5.2 Organizational Chart 8\n2.5.3 Salary Structure 9\n2.6 Enter and Growth Strategy 11\n2.6.1 Short Term Strategy 11\n2.6.2 Long Term Strategy 12\n2.7 Location 12\n2.7.1 The Area 12\n2.7.2 Traffic 15\n3. Industry 16\n3.1 Overview 16\n3.1.1 Aging Society 16\n3.1.2 Profit or non-profit Organization 16\n3.2 Market 17\n4. Business Model 19\n4.1 Key Partners 19\n4.1.1 Local Restaurants and Kitchens 19\n4.1.2 Food supplier 19\n4.1.3 Trainers/Physiotherapists 19\n4.1.4 Local clinic, hospital and medical center 20\n4.2 Key Activities 20\n4.2.1 In house made Food and Beverage 20\n4.2.2 Meals 21\n4.2.3 Static courses 21\n4.2.4 Dynamic courses 21\n4.2.5 Reading Area 21\n4.2.6 One-Day Small Trip 22\n4.3 Key Resources 22\n4.4 Value Proposition 22\n4.5 Customer Relationship 22\n4.6 Channels 23\n4.7 Customer Segment 23\n4.8 Cost Structure 23\n4.9 Revenue Streams 24\n5. Market Analysis 25\n5.1 Porter’s 5 Forces 25\n5.1.1 Bargaining Power of Suppliers 25\n5.1.2 Threat of New Entrants 26\n5.1.3 Threat of Substitutes 26\n5.1.4 Bargaining Power of Customers 26\n5.1.5 Competitive Rivalry within Industry 26\n5.2 SWOT Analysis 28\n5.2.1 Strength 28\n5.2.2 Weaknesses 29\n5.2.3 Opportunities 29\n5.2.4 Threats 29\n6. Marketing Plan 31\n6.1 Product 31\n6.2 Price 31\n6.3 Place 31\n6.4 Promotion 31\n6.4.1 Social Media 31\n6.4.2 Live Events 33\n6.4.3 Co-Promotion 34\n7. Financial Analysis 34\n7.1 Capital and Investment 34\n7.2 Cost Details 35\n7.2.1 Utility Cost and General Expense 35\n7.2.2 Personnel Expenses 36\n7.3 Income Statement 36\nThe following is Income Statement assumptions: 36\n7.4 Break Even Analysis 40\n7.4.1 Break Even in Sales 40\n7.4.2 Break Even in Units (in Persons) 40\n7.5 Cash Flow Statement 41\n7.6 Net Present Value Analysis 41\n8. Reference 44 | zh_TW |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0105933016 | en_US |
| dc.subject (關鍵詞) | 年長者 | zh_TW |
| dc.subject (關鍵詞) | 訂閱 | zh_TW |
| dc.subject (關鍵詞) | 加值服務 | zh_TW |
| dc.subject (關鍵詞) | 家庭 | zh_TW |
| dc.subject (關鍵詞) | 心理健康 | zh_TW |
| dc.subject (關鍵詞) | Elders | en_US |
| dc.subject (關鍵詞) | Subscriptions | en_US |
| dc.subject (關鍵詞) | Value-added services | en_US |
| dc.subject (關鍵詞) | Family | en_US |
| dc.subject (關鍵詞) | Mental healthiness | en_US |
| dc.title (題名) | 高齡俱樂部商業計劃 | zh_TW |
| dc.title (題名) | Elder’s Club Business Plan | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 1. 台灣社會高齡化時程\nhttps://www.ndc.gov.tw/Content_List.aspx?n=695E69E28C6AC7F3\n2. 受僱員工每人每月總薪資－按行業分\nhttps://www.dgbas.gov.tw/ct.asp?xItem=45171&ctNode=5624\n3. 臺北市每月各行政區按年齡分人口數\nhttps://ca.gov.taipei/News.aspx?n=8693DC9620A1AABF&sms=D19E9582624D83CB\n4. 臺北市每戶可支配所得及消費支出－可支配所得戶數五等分位別及行政區別\nhttps://statdb.dbas.gov.taipei/pxweb2007-tp/Dialog/varval-FI.asp?ma=FI00114Y12A&ti=%BBO%A5%5F%A5%AB%A8C%A4%E1%A5i%A4%E4%B0t%A9%D2%B1o%A4%CE%AE%F8%B6O%A4%E4%A5X%A1%D0%A5i%A4%E4%B0t%A9%D2%B1o%A4%E1%BC%C6%A4%AD%B5%A5%A4%C0%A6%EC%A7O%A4%CE%A6%E6%ACF%B0%CF%A7O&path=/PXfile-unit4/CountyStatistics&lang=9&strList=L\n5. Consumption Patterns of Japan’s Elderly\nhttps://www.nippon.com/en/in-depth/a04901/consumption-patterns-of-japan%E2%80%99s-elderly.html\n6. Digital 2019 Taiwan (January 2019) v01\nhttps://www.slideshare.net/DataReportal/digital-2019-taiwan-january-2019-v01\n7. VOO - Vanguard S&P 500 ETF\nhttps://seekingalpha.com/symbol/VOO/dividends/yield?s=voo\n8. Hu, Y. (1995) Elderly suicide risk in family contexts: A critique of the Asian family care model. J Cross-Cultural Gerontol 10, 199–217.\n9. Ramos-Ríos, R., Mateos, R., Lojo, D., Conn, D., & Patterson, T. (2012). Telepsychogeriatrics: A new horizon in the care of mental health problems in the elderly. International Psychogeriatrics, 24(11), 1708-1724. | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202000597 | en_US |
