Running head: BUSINESS PLAN 1

Business Plan

Kelsey McNair

American Public University

BUSINESS PLAN 2

Business Plan

This paper outlines the business plan of Norse Fitness Facility (NFF). Included in this business

plan are all the areas of the business important for planning and developing it as a startup. This

business plan will be used for owner reference throughout the life of the business as well as a

supplement for our investors.

Executive Summary

Norse Fitness Facility is an up-and-coming gym whose ideals are set on health for the

community. In addition to serving the local market, Norse Fitness Facility strives to create a fun

and positive workout environment that people crave to come back for. What sets us apart is that

we genuinely care about the health and safety of our customers. Providing extensive knowledge

to them on the fundamentals of weight lifting is key to ensuring their safety and success in their

fitness journey.

Company Description

The name established for the business is Norse Fitness Facility. The reason why we chose

this name is because of our interest in Norse mythology and the strength that the warriors in

Norse culture have. NFF will be established as a Limited Liability Company (LLC). This legal

form was chosen to protect the business owners personal assets. It also allows the business

owners to separate from the business without hassle upon sale or liquidation.

Company vision. The company vision for NFF is to empower the community with

wisdom and strength through weight lifting. Vision statements define the core ideals that give a

business shape and direction (Fernandes, 2017). If customers, employees, and investors believe

in a companys vision, they are more likely to engage in the business activities and help the

company achieve the vision that they have set out for. It is important to note than a companys
BUSINESS PLAN 3

vision statement could change over time, as the goals of the business may change due to many

circumstances. Due to this truth, it is imperative that NFF revisits this section of the business

plan every year to ensure that the vision statement is up to date.

Management and leadership. Key personnel at the start of the business will be two

owners: myself and my husband. I will act as the President of the company while my husband

takes on the Director of Operations role. He will oversee training new employees and ensuring

the gym is running efficiently. He will also track all membership paperwork and deal with any

member concerns. I will hire and fire employees, control employee contracts, oversee the

financials of the business, oversee scheduling, and anything else required on the back end of the

business.

Upon further success of the business, we plan to hire a shift manager to cover operations

when the Director is not available. We plan to immediately hire coaches and front desk

employees to assist customers day-to-day. Many concerns regarding employees or customers

will be brought to the attention of either the shift manager or Director. If the concerns become

too great or interfere with the order of business, the President will become involved.

In terms of management style, we plan to adopt the affiliative and coaching management

styles. According to Rosalind Cardinal (2015), the affiliative style motivates by trying to keep

people happy, avoids conflict, and emphasizes good personal relationships among employees

(Affiliative section, para. 2). The coaching style is hands-on with the employee in the attempt to

develop their strengths and improve their overall performance (Cardinal, 2015). Our main goal is

to ensure that the employees are happy in the workplace because dissatisfaction can often

translate to poor customer service.

BUSINESS PLAN 4

Location. Thus far, we only know that NFF will be established in New Braunfels, Texas.

The exact location has yet to appear and we are waiting for the right opportunity to buy. The city

of New Braunfels is one of the fastest growing cities in Texas and is currently a sellers market

both residentially and commercially. We would like to wait until the market slows down a bit

until we buy in the hopes that the market will soar again thereafter.

Development stage. NFF is currently in the development stage of the business life cycle.

Our opportunity in this area lies in our need to gain public opinion such as from our family,

friends, and people who are already experienced in the industry (Petch, 2017). It is also in this

stage that we are to locate sources of funding and begin to think realistically about the businesss

potential success (or failure). We will continue to identify weak points in our business plan and

find solutions for them.

Financial status. NFF is far away from the funding needed to open. While we have

savings that we could invest, we prefer to look elsewhere first. We will begin the financial

journey by looking for investors or venture capitalists to fund the business. Then, we will

approach banks and search for other loan types that fit our business.

Products and services. The initial service we will offer is open gym which requires little

to no staffing, making it attractive for us as we start NFF. We will gradually begin to start classes

for members who are interested in learning the fundamentals of weight lifting. Down the road,

we may decide to add products to our gym such as supplements and nutrition, apparel,

smoothies, etc. This would come once the business is successful enough that it leaves room for

us to cover the costs of such products.

Patents and licenses. None of our services require a patent. In terms of licensing,

coaches must be certified as personal trainers to train at our gym. If a front desk employee
BUSINESS PLAN 5

aspires to be a coach, we will consider paying for their certification. The employee must have

worked with us for a minimum of 6 months before applying to become a coach. Other than

training certifications, there are no other licenses needed to operate our gym from the start.

Industry Analysis

The fitness industry in the United States has grown exponentially in the last decade. From

$23.14 billion in 2009 to $30.17 billion in 2016 in industry revenue, the fitness industry

continues to grow (Worldwide health club, 2017). There is an increasing number of people

taking part in gym memberships and committing to a healthy and more active lifestyle. Norse

Fitness Facility will take advantage of this growing industry to build a community-oriented and

educational fitness center. Turning the growth of the market into a steady flow of loyal

customers for the gym is our upmost priority.

Trends. One of the most popular trends in the fitness industry right now is CrossFit. This

workout style is known for promoting a community environment and working out in group

settings. Because of this, we have decided to place our services in a similar field except instead

of CrossFit, we will be teaching and endorsing traditional weight lifting. We hope to receive the

same response as CrossFit has, since it seems that people like CrossFit for its social purpose and

not necessarily for the workouts. If we can convince the market that weight lifting is safe,

healthy, and enjoyable, we should have no problem gaining customers from this trend.

Target Market

Demographic. The demographic of the market is centered mainly on generations X, Y,

and Z. Focusing on the ages 16-45, NFF will provide foundations and reteach some individuals

on the truths of weight lifting. Middle-class income families and single individuals are in the

target market for NFF. While the plan is to remain affordable, the cost for personal training is
BUSINESS PLAN 6

still quite high in the industry ($50-$500 per hour (Fetters, 2016)). Since everyone may not be

able to afford a gym membership, we hope to cater to them through community events hosted at

NFF.

Geographic. Norse Fitness Facility will accommodate consumers at the local level. Since

New Braunfels is a tourist destination, we also hope to attract one-day or one-week members

who are looking to remain fit during their vacation. Locating the gym right off the highway is

ideal to attract consumers who are just getting off work or who are looking for a fast and

convenient location to workout. Positioning the gym close to other businesses is also ideal to

market the business to those who may not notice the gym otherwise. If businesses near the gym

have high foot traffic that could translate to increased business at NFF, that is the location where

we need and want to be (10 Things to Consider, 2015).

Lifestyle. While we understand that most people come from diverse backgrounds and are

on different paths for their fitness journey, it is important that our customers are at the very least

passionate about fitness and will dedicate their time to it. Some people are not willing to give up

a workaholic or alcoholic lifestyle which will leave them strung out when it comes to being in

the gym and retaining the knowledge that we provide. Our target market includes those that are

willing to give up part of each day to focus on their health and ready to lift weights correctly.

Other than the dedication of time, consumers with any lifestyle are welcome to join Norse

Fitness Facility.

Psychographic. One of the main goals of NFF is to be a community focused facility

because we believe that people want to be social especially during workout sessions. Caroline

Gick (2012) verifies this in her article when she says that her survey results are 70/30 in favor

of social training identified as training with another individual, in a group or with a personal
BUSINESS PLAN 7

trainer (para. 3). The other 30% of people prefer to workout out on their own due to time

constraints and their need to focus on the task at hand (Gick, 2012). NFF will have the best of

both worlds in that we will host open gym during all hours and will have specific times for

personal training and group exercises. These motivations, therefore, should not hinder our target

market because we will have a facility that is flexible with individual preference.

Competition

Due to the exponential growth of the fitness industry, there is an increasing amount of

fitness centers opening across the country and some are just as quickly closing. It is not easy to

survive in the fitness industry due to the high barriers to entry and the financial costs of

maintaining a facility which will be discussed later in this section. Norse Fitness Facility faces

several competitors in the local area that will be analyzed throughout this paper. These current

competitors are New Braunfels CrossFit, American Fitness, and Coach Aldos Gym. Potential

competitors will also undergo analyzation as the industry is expected to grow over $17 million in

total market value in the next five years which would allow for more businesses to enter (Global

Gyms, 2017).

Market share distribution. While there is no financial data available for these three

companies, website traffic data was found which gives a somewhat accurate representation for

the competitions market share and overall customer interest. American Fitness and New

Braunfels Crossfit both had less than 5,000 visitors on their website last quarter (Jun-Aug) and

Coach Aldos gym had none. (Website Overview, 2017). Considering the New Braunfels

census estimate at the beginning of 2016 was 72,095 at the beginning of 2016, the traffic on

these websites only accounts for approximately 6% of the population or less (Census Data,

n.d.). This could mean several things: New customers in the market trust the word-of-mouth
BUSINESS PLAN 8

advertising for these gyms and obtain membership without visiting the companys website, only

a small portion of the consumer market is interested in fitness, or the consumers in the market

already have a gym membership that they are satisfied with.

NFF has the potential to build a powerful brand through word-of-mouth advertising

however, if there are not enough consumers interested in fitness or if people are satisfied with

their current gym, NFF will have to come up with a way to market to these groups of people.

During startup, NFF may struggle with market share. Building the financial stability that the

competitors have will be difficult but important if the business is to succeed. American Fitness

and New Braunfels Crossfit have latched onto specific niches in the market (diverse fitness

classes and CrossFit, respectively) and have been able to dominate as small businesses. Coach

Aldos gym markets to a much younger group as the Coach offers programs for middle school

and high school students with specific regimens for athletes of each sport. While he has most of

the market share in this area, no data has been found to support his actual impact on the market

(Website Overview, 2017).

Future competition. It is very likely that gyms similar to American Fitness, New

Braunfels CrossFit, and Coach Aldos gym will continue to compete with NFF in the future.

Potential competition includes any CrossFit gym, weight-lifting gym, and gyms focused on

providing one-on-one guidance. Once NFF has made it past startup, it will be on a truly

competitive level with these other gyms.

American Fitness has their prices set at a very competitive rate at around $30 per month.

This strength will have to be overcome by NFF through strategic pricing and plans fit for each

individual. It is important that customers understand why the price point is slightly higher.

Another strength is that they offer a free week of membership to new members to try the gym.
BUSINESS PLAN 9

This type of offering is becoming more popular among the fitness industry. A weakness of

American Fitness is their lack of experienced and hands-on personal trainers. This is where NFF

will take competitive advantage and come out on top. If these strengths and weaknesses stay the

same in the future, NFF should have no problem adapting and gaining some share in the market.

It is very likely however, that these conditions may change in which NFF will have to continue

to evaluate the competitions performance.

New Braunfels CrossFit organizes free community fitness events on Saturdays which is a

huge advantage because it allows them to reach potential customers and introduce them to their

community-focused environment. This may urge customers to return to the fitness center to join.

The weakness that this company presents (and any CrossFit gym, for that matter) is that they do

not offer open gym or the ability for customers to go and workout on their own. Some people

prefer to not workout in group settings so NFF will take advantage of this opportunity and offer

open gym for all members.

Coach Aldos gym has a very similar vision to NFF in that Coach Aldo spends one-on-

one time with his customers. The downfall is that it seems he has little to no help from other

coaches. Coach Aldo is also very well known in the local area and has a lot of credible

experience such as being a collegiate athlete and learning from other well-known coaches. This

can be overcome by NFF through a thorough marketing plan and proving that our coaches are

just as experienced.

Barriers to Entry. In the fitness industry, barriers to entry are relatively high, especially

if opening a weight lifting gym. Building and equipment costs can soar through the roof

depending on location and type of facility. With startup costs being so high, it may be difficult

for entrepreneurs to finance, causing them to back out of their venture. Another barrier to entry is
BUSINESS PLAN 10

the marketing requirement, especially in an area where there is a lot of competition. Gyms must

build an efficient marketing plan if they want to succeed at all against other big box competitors.

Winzeler (2016) suggests that word-of-mouth reputation counts a lot towards success in [the

fitness] industry (para. 2). Investing in insurance for the company is also a barrier. Some gym

owners do not think of it until it is too late and they have been sued for member injury. These

barriers to entry may seem miniscule to the entrepreneur with a lot of startup cash. But for the

average entrepreneur, it will take much effort to build a successful gym.

Marketing Plan

Marketing a business is one of the lengthier processes and is often missed by small

business owners during their efforts of opening a startup. Marketing is arguably one of the most

important steps however, which is why, if missed, a company could easily fail at gaining and

retaining customers. Norse Fitness Facility (NFF) will stay ahead of its marketing as we hope to

develop a solid marketing plan that will propel our business to success. This plan will discuss our

preferred marketing mediums and the route that we intend to take through the market.

Marketing vehicles. There are several marketing vehicles available for businesses to

choose from. These include broadcast vehicles (television and radio), print vehicles (newspapers,

magazines, direct mail and billboards), and digital vehicles (social media, email, and search

engines) (Media Vehicle, n.d.). Since the target market of NFF consists of consumers between

the ages of 20-35 (Gen Y or millennials), the marketing vehicle that will be the most effective

will be digital vehicles. The rise of smartphones and the internet within this market is

indescribable. Most consumers would not be able to survive without the internet, as they rely on

it to map their travels, communicate with friends and family, and most importantly to find

businesses.
BUSINESS PLAN 11

Traditional marketing tactics. The marketing mediums that were used before the

internet and are still used to this day are called traditional marketing tactics. Some of the tactics

that are commonly used now are business cards, radio, public relation, and TV advertisements

(Law, 2017). More examples of traditional marketing advertisements include billboards,

newspapers, magazines, and brochures (Todor, 2016). While some may think that these types of

marketing efforts have vanished since the rise of the internet, the truth is quite opposite. Raluca

Todor (2016) suggested that the best solution for a company is to try to make a combination of

traditional and digital (online) marketing techniques (Conclusions, para. 1).

As with any form of advertising there are advantages and disadvantages of traditional

marketing tactics. One of the advantages is that these advertisements produce a quick turnover of

results given that the ad was on the right platform and captured by the right audience (Todor,

2016). Business owners would then be able to see the impact that their marketing is making (or

not). Disadvantages include higher costs and the limited interaction between the company and

the audience. By limiting interaction, the business must hope that the audience acts on the

information given to them (Todor, 2016). While the disadvantages seem to outweigh the

advantages, NFF will still try to blend traditional and digital marketing tactics. The business will

explore advertising on billboards and by direct mail.

Online marketing tactics. After the rise of the internet, businesses took their marketing

to a different platform, making their advertising digital for their audiences. Online marketing,

also referred to as digital marketing, is simply advertising using digital channels such as social

medias, internet search engines, websites, blogs, videos, and more. NFF will use a wide variety

of these digital tactics to market to our target market who, as statistics show...tend to spend

more and more time online (Todor, 2016). We want to eventually provide a steady flow of
BUSINESS PLAN 12

information that we have determined in advance is both lacking in the marketplace and very

much wanted by the consumers (Macomber, 2015).

Some of the advantages of digital marketing are the lower costs, empowering effects, and

that the impact is easy to measure and track (Todor, 2016). These are all extremely important for

a small business in that we will have a promising idea of where our money is going and what

aspects need modification. The main disadvantage is copyrighted material. Competitors can

easily get ahold of our internet marketing campaigns, trademarks, logos and any other

information shared online (Todor, 2016). If we combine our digital marketing with a bit of

traditional marketing, I believe we will be able to overcome the slight disadvantages of digital

marketing. I also believe that digital marketing is extremely important in reaching our target

market going forward.

Salesforce. The salesforce of NFF will initially consist of myself and my husband,

marketing our services in the best way possible. Upon hiring managers and coaches for the gym,

we will gradually task them with marketing projects in the local area. Our hope is that much of

our initial business comes through word-of-mouth marketing as we will be offering our friends

and family exclusive deals for membership. If they continue to spread the word of our startup, it

will be easier to recruit employees and new members.

Sales process and productivity. One of the first steps of the sales process is ensuring

that the salesforce is trained to know the benefits of the services for the customer. When selling a

product or service, the benefit is normally the key selling factor that will make the customer

decide if they want to buy in or not. Communicating that the benefit will help the consumer

financially or through convenience will be significant to NFF services. Once the salesforce is

knowledgeable in the services that the gym offers, they will have the ability to go out and market
BUSINESS PLAN 13

to prospective customers. Finding people in the target market and approaching them with the

benefits of the gym will be crucial step of the sales process that the salesforce will have to

master. One step that we will require of the salesforce is to ask open-ended questions to gage the

needs of the prospective customer. After doing so, they will be able to sell directly to those needs

by selecting benefits of the services in those areas. Productivity quotas will not be required of the

salesforce. We believe that setting quotas makes the employees more stressed than they need to

be. We hope that our employees love their job so much that they are willing to market for us

when they are off the clock.

Marketing budget. The marketing budget will be set at 7% of our projected sales which

will result in $5,250 for marketing costs. This would give us a bit of leeway to get our marketing

started through digital channels. We already have an agreement to receive a website and search

engine optimization for $1000 up front, a monthly cost of $10, and an annual charge of $15.

Brian Sutter (2017) states that developing an email marketing system would take approximately

$500 for the first year (Section 3). We will also attempt to consider direct mailing with the

remainder of the budget as we want to advertise on a channel that is not digital to help get the

word out faster.

Sales projections. First year sales projections are set at $75,000. This would mean that

we would need to acquire 125 customers to pay $50 per month for 12 months. This seems like

the most reasonable progress for our startup and we hope to build from there. Paying off any debt

against the business will be one of the top priorities so as soon as we begin to make profit, our

cash will go to pay that off.

Development and Exit

BUSINESS PLAN 14

Norse Fitness Facility is in the beginning stages of business planning and therefore, this

section of the business plan is open for review and modification as we get closer to our desired

time of startup. Some of the areas in this section are extremely important for every business

however, they are often passed up by entrepreneurs. The exit plan, for example, is vital to have

in the event the business cannot continue. Many business owners fail to develop an exit plan for

their small business and they often find themselves at the exit stage looking for advice on what

to do (Roberge, 2016). Preparing for the development and exit of NFF is one of our top priorities

which is why this section will constantly change.

Priorities. For NFF, our customers will always be our number one priority. This requires

that we constantly strive to recruit and retain customers and that we are flexible to change when

the customers need us to. Receiving customer feedback is extremely important in this area as we

will be able to improve our operations based on what they say. We believe that our customers

know best and therefore, it is our job to listen to them.

The second priority is to research and develop new avenues for profit which leads into

creating new products and services for our customers. Eventually, we may have a smoothie bar

or a nutrition shop, or we may begin offering classes that have less to do with weight lifting.

Depending on customer requests, costs for operation, and much more, we will be swayed to add

these avenues to increase profitability and to offer more for our customers.

One of our main goals is to be actively involved in the community which is why our third

priority is to become increasingly involved in the community over time. Opportunities may

present themselves down the road where we are able to host events for the community, free

workout sessions on the weekends, hold fundraisers for the community or specific organizations
BUSINESS PLAN 15

and much more. Our goal in this area is to constantly be on the lookout for these opportunities

and capitalize on them so that our customers see that we care for more than just our business.

As a fitness coach or even just a front desk employee, there are many things to be learned

when hired at NFF. Employee training is out fourth priority because we believe that without a

trained and knowledgeable staff, it will be impossible for us to be able to be owners of the

business. Instead, we would have to spend all our time operating the gym, leaving no time for

managerial tasks that must be taken care of. Ensuring that our employees are well-trained will

also give them a sense of responsibility and it will show that we trust them enough to work on

their own.

Milestones achieved to date. Thus far, NFF is simply a business idea. We have yet to

find a location and secure funding and we do not plan on doing so for another four years or so.

This portion of the business plan is subject to review and revision over time. We would like to be

able to track our milestones so that we may see where the business was and where it is headed.

This will show how close or far away we are from our vision statement and will help us to

reassess our business goals down the road.

Future milestones. The next milestone to be reached for NFF is creating and finalizing a

business plan which will be done within the next week. This should include the business model

and marketing strategy for the company so that we know what our goals are when the time

comes to start the business. The business plan may be modified along the way however, it must

retain its completion until the business has been established and received necessary funding.

Future milestones are a broad term and many accomplishments can be listed under this

section for any business. The specific milestones that are relevant to NFF are the ones that will

be considered in this area. Establishing legal entity for NFF will be the next step in starting the
BUSINESS PLAN 16

business. This will require finalizing all the paperwork required to become an acting LLC in the

state of Texas. The next milestone would be obtaining financing for our business whether that be

through a private investor, venture capitalist, or a bank. We may have to explore different

avenues of each to receive the financing that we need.

Some other future milestones we hope to achieve are purchasing a location and

equipment for the gym. This will be no easy task as the location of the gym play a very important

role in how we market the business. Setting up all the equipment is also going to take some time

in which we may need to hire extra help for this task alone. Once the gym is completely set up,

we will be able to begin our marketing strategy and hire and train employees. This leads into the

next milestone of establishing our initial marketing tactics such as a website and direct mailings.

Once our doors are open, the following milestone is to have our first repeat customer or

otherwise known as our anchor customer (Taylor, 2017). This milestone is very exciting

because it means that there is a reason why the customer has come back and that the business is

doing something right.

Exit plan. There are a few ways that NFF will plan for the companys exit: selling or

liquidating. As with every other section in this business plan, the exit plan section should be

updated frequently to ensure that the most accurate information and goals are accounted for. We

will keep a list of potential buyers during the life of the business so that upon our exit, we have a

promising idea of who to sell to. Individuals who have expressed buying interest or competitors

looking to expand will be included on the list. There are a few advantages that we will be able to

show for if we decide to sell. Having member payments automatically drafted from their card or

account will be attractive to potential buyers (Roberge, 2016). We also plan to show that our

financial growth is stable and ever-growing, as well as maintaining our books in an organized
BUSINESS PLAN 17

and easy-to-follow manner. This allows the sale of the business to go much smoother as the

buyer will have little to no questions regarding the financial aspect of the business. A separate

document explaining our operating procedures will be provided upon the sale of the business as

well.

If we decide to liquidate NFF, the reason will be that we could not find a buyer or that the

business is not moving in the direction that we want it to and that it could potentially fail. The

benefits of liquidation are that we do not have to negotiate with anyone, worry about who is

taking control of the company we built, and the proceeds from the assets will be shared with our

creditors and the shareholders and owners will receive the rest (Robbins, n.d). This exit strategy

seems much easier however, we (the owners) could lose a lot of money if we choose not to sell.

Conclusion

The goal of this business plan was to highlight each area of the business that we think we

have planned for. Many sections of the business plan are to be changed and reviewed as we near

our open date. Although NFF is in its developmental stage, we have high hopes that we will be

able to take it through the business life cycle successfully and without hesitation, take the

business where no others in the industry have gone before.

BUSINESS PLAN 18

References

Cardinal, R. (2015). "6 Management styles and when to use them." Huffington Post. Retrieved

from http://www.huffingtonpost.com/rosalind-cardinal/6-management-styles-and-when-

to-use-them_b_6446960.html.

City of New Braunfels: Census Data. (n.d.). Retrieved from www.nbtexas.org/202/Census-Data

Fernandes, P. (2017). What is a vision statement? Business News Daily. Retrieved from

http://www.businessnewsdaily.com/3882-vision-statement.html

Fetters, K. A. (2016). How to know what to spend on a trainer. Womens Health Magazine.

Retrieved from http://www.womenshealthmag.com/fitness/how-much-trainers-cost

Gick, C. (2012). Working out: Solo or social? Huffington Post. Retrieved from

http://www.huffingtonpost.com/caroline-gick/workout-alone_b_1457703.html

Global gyms, health & fitness club industry expected to reach $89,297.9m by the end of 2021.

(2017). Cision PR Newswire. Retrieved from www.prnewswire.com/news-

releases/global-gyms-health-fitness-clubs-industry-expected-to-reach-892979m-by-the-

end-of-2021-300453126.html

Law, V. (2017). 4 traditional marketing tactics that are still relevant in 2017. Huffington Post.

Retrieved from http://www.huffingtonpost.com/entry/4-traditional-marketing-tactics-that-

are-still-relevant_us_59a881cbe4b0bef3378cd72e

Macomber, L. (2015). Content marketing vs. traditional marketing. BizWest, 34(4), 13-13,21.

Retrieved from https://search-proquest-

com.ezproxy1.apus.edu/docview/1658710600?accountid=8289
BUSINESS PLAN 19

Media vehicle. (n.d.). MBD Skool: The Management Dictionary. Retrieved from

http://www.mbaskool.com/business-concepts/marketing-and-strategy-terms/11937-

media-vehicle.html

Petch, N. (2017). The five stages of your business lifecycle: Which phase are you in?

Entrepreneur. Retrieved from https://www.entrepreneur.com/article/271290#

Robbins, S. (n.d.). Exit strategies for your business. Entrepreneur. Retrieved from

https://www.entrepreneur.com/article/78512#

Roberge, M. (2016). Exit planning: 8 steps to prepare your small business. Huffington Post.

Retrieved from http://www.huffingtonpost.com/matt-roberge/exit-planning-8-steps-to-

_b_10321768.html

Sutter, B. (2017). What you can do with a $5,000 marketing budget. Business 2 Community.

Retrieved from http://www.business2community.com/marketing/can-5000-marketing-

budget-01836022#kLWl6R2OtxeAeTXq.97

Taylor, S. J. (2017). 6 business milestones to hit in your first 5 years. Freshbooks. Retrieved

from https://www.freshbooks.com/blog/business-milestones

Todor, R. D. (2016). Blending traditional and digital marketing. Bulletin of the Transylvania

University of Brasov. Economic Sciences. Series V, 9(1), 51-56. Retrieved from

https://search-proquest-com.ezproxy1.apus.edu/docview/1833103366?accountid=8289

Website Overview: American Fitness. (2017). Similar Web. Retrieved from

https://pro.similarweb.com/#/website/worldwide-overview/american-fitness-

gym.com/*/999/3m?webSource=Total.
BUSINESS PLAN 20

Website Overview: New Braunfels CrossFit. (2017). Similar Web. Retrieved from

https://pro.similarweb.com/#/website/worldwide-

overview/newbraunfelscrossfit.com/*/999/3m?webSource=Total.

Winzeler, M. (2016). The fitness industry landscape and how it impacts your health and body.

Wellness Winz. Retrieved from https://www.wellnesswinz.com/2016/01/18/the-fitness-

industry-landscape-and-how-it-impacts-your-health-and-body/

Worldwide health club industry revenue by region from 2009-2016. (2017). Statista. Retrieved

from https://www.statista.com/statistics/273065/total-revenue-of-the-health-club-

industry-worldwide/