Issuu

6 LOVE

A wellbeing & tennis academy for Tampa’s youth

A Final Project Work Plan Proposal Submitted to the

Faculty of the Department of Business Design and Arts Leadership

in Partial Fulfillment of the Requirements for the

Degree of Master of Arts in Business Design and Arts Leadership from

Savannah College of Art and Design

Begoña Benjumeda Navas | 002386460 | bbenju20@student.scad.edu

Feb. 18, 2024

Table of Contents

Project Abstract & Description

Research

Project Justification

Market Opportunity Analysis

Market Size Research

Industry Forces

5 Porter’s Forces

Proposed Solution

Business Model Canvas

Sustainable Competitive Advantage

Google Trends

Blue Ocean Strategy

Hypothesis, Results, Change

Minimum Viable Product

Value Proposition

Personas

Value Proposition Canvas 05

Creative Business Leadership

Relevance to the LEAD program

List of deliverables 06

Project Work Plan

Goals, Outcomes, and Methods

Project Evaluation Metrics

Milestones

Project Challenges

Project Future/Continuity 07 Attachments

Attachment A: GANTT Chart

Attachment B: Bibliography

Attachment C: Final Project Documentation

Attachment D: Market Opportunity Analysis 02

Project Abstract & Description

Project Abstract

Young students and young athletes face immense pressures both on and off the classroom and sports fields. Balancing sports, school, friends and family can take a toll on anyone's mental health. Unfortunately, competitive environments in school and sporting programs often prioritize winning over personal well-being, yet stigma deters many from seeking mental health support even as they battle anxiety, depression or burnout. The data further backs this concerning trend. Physical stress, injuries, pressure to succeed or lack of resources put student-athletes at high risk for anxiety, depression and even suicidal thoughts from a very young age.

The scarcity of accessible, affordable, and convenient youth recreation spaces is negatively impacting community building and collaborative growth opportunities for teenagers during formative years. These issues disproportionately affect underserved groups lacking accessibility and resources. In sports extracurriculars, teens in underprivileged households are 8 times more likely to drop their sport than their peers.

Our solution seeks to create an academy that offers an inclusive environment for youth athletes, aiming to foster resilience, wellroundedness, and support, combined with the sport of tennis. Their holistic training approach prioritizes mental health, skill development, and community engagement in tennis. The academy takes an inclusive approach to developing resilient youth with our holistic concept approach- mind, body and spirit. Backed by integrated wellbeing assessments, counseling services, holistic programming and data analytics, students receive tailored training plans addressing technical, tactical, physiological and psychological needs. Nutritionists, mentors, counselors, and coaches provide guidance as our trusted advisors for the academy.

Combining mental health support with athletic skill building framed by a judgment-free, caring culture, we empower students to unlock their potential on and off sporting settings.

Tennis has historically been seen as a sport for the privileged, making it difficult for many families to participate in. My goal is to challenge this notion by offering equitable access, fostering teamwork skills within an individual sport. Making our services affordable and accessible is a top priority. Many sports academies are prohibitively expensive, limiting access for families, especially those in underserved or remote areas. Ideally, admission to our program would be based on merit (academic, athletic, or community), and I aim to secure sponsors and partnerships to ensure sustainability while keeping costs low for youth participants for this non-for-profit.

How can we design healthy environments for optimal physical and mental resilience training in sports, focusing on young developing athletes?

Project Description

SIZE & SCOPE

Tampa area

14,000 sqft

50-100 test students

The 6 LOVE Tennis Academy project will develop facilities, services, educational systems and partnerships required to deliver holistic athletic development youth programs in the Tampa region, through the sport of tennis. The initial scope will center efforts on 50-100 student athletes to validate the model. In terms of size, the Academy is intended to be 14.000 SF, with the addition of outdoor facilities such as tennis courts, green spaces, and play areas. The interior design aspect of it includes developing detailed floor plans, drawings, renderings, elevations, etc.

In summary, the 6 LOVE Academy is designed as a large-scale physical facility encompassing many specialty spaces, with programming and services designed to holistically support young athletes from a variety of socioeconomic and cultural backgrounds across the region.

GOAL

The goal of the 6 LOVE Tennis Academy is to create an accessible training environment that nurtures young athletes ages 12-18 across technical, psychological and social needs - enabling joy, resilience and human growth on and off court.

Within the major goal, there are a series of objectives. One of them is to provide a comprehensive facility that meets a breadth of needs - from athletic skill development to academic support, nutrition, mentorship, counseling, and community-building. The programming is extensive, implying substantial physical spaces for our young customers to develop and grow.

Additionally, the main vision is to make services affordable and accessible to underserved youth across Tampa and surrounding areas. Another objective is to provide the city of Tampa with an accessible 3rd place in which teenagers can gather, play, learn, and grow. Lastly, the last objective is breaking the barrier of tennis being considered a privileged sport, by bringing it to a diverse group of communities. There is a social mission to increase accessibility and diversity by building a resilient community of youth empowered with essential life skills.

IMPACT

The 6 LOVE Tennis Academy aims to transform mental health and personal growth in the community of young people in Tampa and surrounding areas. Our nonprofit organization prioritizes inclusive services and facilities that empower Tampa youth from disadvantaged families ages 12-18 with essential life skills, resilience, and human development.

Research

As a student-athlete, I've learnt to recognize the power of sports to build resilience, teamwork, and a strong work ethic. I've experienced firsthand the exhilarating highs and crushing lows that come with juggling academics, athletics, and personal life, as well as the sacrifices that come with all those. While the thrill of competition and camaraderie is undeniable, the pressure to excel can often become excessive.

While researching for this project, the data showed some alarming statistics that painted a different view on youth sports than I expected. The data revealed an unexpected trend: 70% of kids quit organized sports by the age of 13, and 1 in 5 children have or will have had a mental illness. These numbers clashed with the positive experiences I had in sports, and encouraged me to dig deeper.

My investigation led me to discover that teens in low-income households are 8 times more likely to quit sports, and that even at the college level, 33% of student-athletes experience significant symptoms of depression, anxiety, or other mental health conditions. Student-athletes are already less likely than their peers to seek support for mental health struggles, they are 70% less likely than their classmates to seek mental health support. These findings painted a reality: the pressure to perform, coupled with the challenges of balancing academics and athletics, was taking a toll on young athletes' mental wellbeing. National athletic organizations that oversee collegiate sports such as the NCAA (National Collegiate Association) were not publicly addressing these statistics among their student-athlete groups, which are the most affected by these issues.

According to the Washington Post…

According to the CDC…

According to the Aspen Institute…

33%

of all college students experience significant symptoms of depression, anxiety or other mental health conditions

“70% of kids quit organized sports by age 13”

“18.8% of teens (12-17) between 2016-19 considered attempting suicide” “1 in 5 children have or will have a mental illness”

“teens in low-income households 8 times more likely to quit sports”

70%

less likely for student-athletes to seek mental health support

35%

of elite athletes will struggle with a mental health crisis

Mental Health need in the state of Florida

Our scalable model will first need to be test out and developed in a specific state and city. While compiling statistics on mental health accessibility and support in children and teens, Florida’s numbers were concerning to see. The state ranks 47th in the nation for mental health care, leaving many struggling to access crucial support (Table 1). In addition, in terms of lack of resources it is even more concerning for young people (ages 3-17), with Florida ranking second to difficulty getting care only after Oregon (Table 2).

Florida is home to the majority of the country's tennis and sports academies due to its ideal weather for yearround play. However, none have prioritized supporting mental health and wellness among student athletes to the extent that we aim to. Florida presents an excellent market opportunity to establish the first comprehensive tennis and wellbeing academy in the state that holistically develops young players, in all body, mind, and spirit. By focusing on this need and market opportunity, our unique approach can establish to be a lead academy that serves as a third place promoting mental health among youth.

Table 1

Table 2

Tennis growth in the United States

"U.S. tennis participation grew for third straight year in 2022"

-United States Tennis Association

This aftercare program, offers a holistic approach to third place theory. This theory refers to social surroundings separate from the two usual social environments of home and the workplace, in this case, home and school. The goal would be for the Academy to become the go-to hub for social, emotional, and recreational support. This non-pressure atmosphere and sense of belonging can have huge mental health benefits as well. The idea of this project is to add tennis as the key sport to holistic and wellbeing training, since it offers skills from a team oriented mindset in an individual sport. In addition, tennis is one of the top growing sports in the country, with a 17% increase in teens since Covid. On the graph below, we can see the notable increases after the pandemic, and the projected growth for the sport.

17% increase in teens (12-18) playing tennis

since Covid-19

Tennis growth and revenue

Tennis has been a predominantly privileged sport, making it inaccessible for a large number of families to pursue. I want to break that stigma, serving communities with a well-rounded and accessible training.

Players ages 6-17

Participation Growth

Making services affordable and accessible to the academy would be a priority. Many athletic academies are very expensive, unaffordable for families, and inaccessible to deprived and remote areas.

The entry to this non-profit academy ideally should be merit based

2019

2021

4.6m

6.9m

(academic, athletic, or community based merits). Additional research is needed in exploring several sponsors and partnerships to make it profitable but serving the youth and providing them with the resources for a very reduced and fair price.

High School Girls

In the graph below, the revenue of tennis is rapidly increasing, taking the

Participation Growth

sport to $2,006 million just in the United States. There is a great opportunity for the mental health market and tennis in Florida, creating a blue ocean for us to explore.

2021-2022

2022-2023

150k

191k

Project Justification Market Opportunity Analysis

Market Size Research

Industry Forces

5 Porter’s Forces

Proposed Solution

Business Model Canvas

Sustainable Competitive Advantage

Google Trends

Blue Ocean Strategy

MVP

Project Justification

Extensive preliminary research was conducted to understand trends, patterns, and market forces surrounding youth mental health needs and how one of the main growing sports in the country can help aid these issues while developing resilient youth. This included analyzing statistics and macro-level issues highlighting the problem space, and sectors that are directly affected. Additionally, business model analysis tools like the Business Model Canvas, Porter’s Five Forces, and Blue Ocean Strategy mapped out competitive factors, key partnerships, competitive considerations, and how to creatively meet the unmet needs in the development of the thesis project.

In addition, customer persona development and value proposition were designed to empathize with the different target user segments and ensure that 6 LOVE offerings align to parent and teen jobs, gains, and pains, primarily. This customer-centric process keeps the solution rooted in real youth and the direct influence that their caregivers experience. Competitive advantage analysis prompted a strategic emphasis on unique offerings and services, quality staff, and strong community partnerships as key differentiators among the competitive landscape. In order to verify the future success of the academy and its programs, a MVP- minimum viable product concept is also developed to build-out to the core minimum offering to test the validity of our business model.

Together these techniques shape a proposal tailored to mental health support through the sport of tennis, while serving key jobs and stick points for our niche target customer groups. The following analysis includes an ambitious vision in strategic business and market opportunities in 2024.

Market Opportunity Analysis

The 6 LOVE project addresses the emotional, mental, and physical pressures faced by studentathletes, offering a supportive environment for young athletes aged 12-18. It targets both athletes and their parents or guardians, focusing on recreational and competitive segments with varying income levels. By prioritizing mental health, performance, and community engagement, it provides a valuable solution within the fragmented youth sports market. The buying process involves direct and referral sales, with parents and schools playing key roles. However, challenges such as high fixed costs and competition from established academies exist. Despite obstacles, the project's emphasis on mental health and community involvement positions 1 it as a necessary addition to youth sports.

Need or Problem

Student-athletes face immense emotional, mental and physical pressures that negatively impact their wellbeing and performance.

These lead to issues like anxiety, depression and even suicidal ideation. Stigma prevents many student-athletes from seeking help even though optimal training conditions could alleviate these issues.

Potential Customers

Young athletes ages 12-18 who are interested in practicing tennis, or that already practice tennis. These children might be facing high-pressure environments from school, parenting, friends, or community. This offers them a third-place in which they can enjoy themselves while staying active.

The biggest target customer I would say are also their parents or guardians, as well as the schools and sports programs they currently are enrolled in. These parents have the ability to enroll their children in our sports programs if they see fit and trust our process.

Market Opportunity Analysis

Market Segments

Recreational & competitive athletes, in varying athletic levels.

Athletes fall into recreational and competitive segments. Recreational players make up over 90% of youth involvement, they play as a hobby or casual activity without aspirations to compete at high levels. On the other hand, competitive players have talent and drive to play in tournaments, rankings and divisions. They commit significantly to train and excel in the sport from a young age. We can further distinguish subgroups Recreational: social players who prefer team formats Competitive: emerging talents with potential to play competitively

Varying income levels, underserved groups who lack access because of socioeconomic barriers; and children struggling with mental health issues stemming from performance demands

Value of Solution

Enables athlete mental health, boosts performance, retains athlete participation within youth, and creates a healthy environment for teenagers to keep practicing sports while staying involved within their community. It is worth parents' investments and addresses community issues within youth sports participation.

For recreational users, the value proposition is focused more on skill development, mental-health, community and creating wellrounded growth as they form over 90% of youth participation.

For competitive users, the biggest focus is well-rounded athletic and psychology training as well as mental health resiliency.

The value of the solution will include quantifiable value, which is engagement retention.

Buying Process

Direct and referral sales. Decision makers are parents and schools play a huge role in referrals to our programs. Price sensitivity is a barrier we address.

Academy interest is sparked through word-of-mouth, web searches, outreach, school visits/ events, and advertising.

Scheduling conflicts, and making sure we offer public transportation close to the facility are other obstacles we need to address.

Market Opportunity Analysis

Value Chain

Our value chain intersects youth sports, health, education organizations, and community services. Relies on facilities, staff, technologies, equipment.

The academy is reliant on facility, equipment companies and suppliers, tech vendors, and other maintenance suppliers and providers.

Coaches, trainers, nutritionists, counselors and mentors deliver direct programming and are fundamental to deliver the academy's mission. Non-profits and public health entities provide funding, research, donations, and awareness which are fundamental to providing fair and equal pricing for our students.

Media, and sponsors enable growth and advertising to reach a bigger customer base and increase our serviceable area.

Need or Problem

Fragmented industry, high fixed costs, large established academies.

Youth sports market, specifically tennis academies, is an extremely competitive space with numerous barriers to entry. The major obstacles include large established academies that offer value from reputation.

Other obstacles include high real estate and facility costs, high customer acquisition costs, and the challenge of scaling our business model to other areas while keeping the same quality and success of our methods in different locations. Securing customer trust and first clients remain the ongoing hurdles to make our growing market grow sustainably.

Market Size Research

TAM

$83.7B SAM

$10.7B

SOM

$24.9M TAM stands for total addressable market

SAM stands for reachable/serviceable area

SOM stands for obtainable market

Revenue in the Mental Health market is projected to reach $83.7B in 2024. This report includes all age groups, including teens and adults in the United States.

Considering that the market size for mental health in the United States is 83.7B, we calculated based on research and assumptions that the mental health revenue for children 10-18 is $10.7B

Tampa’s projected mental health revenue in children is about

$24.9 million

Market Size Research | Justification

According that the United States population is 336.1 million, and the children aged 10-18 year old make up to 43 million, we made an assumption to calculate the mental health market size of our target audience; children aged 10-18. Considering that the market size for mental health in the United States is 83.7B with all ages, we calculated that children aged 10-18 are the 12.8% of the total population. The 12.8% of 83.7B is $10.7B.

According to a research study, “an estimated 7.7 million US children with a treatable mental health disorder did not receive needed treatment from a mental health professional” (Whitney DG, Peterson MD, 2019).

Considering that Tampa’s children population is 100,000 we estimate that the mental health revenue in children aged 10-28 in Tampa is 24.9 million. This number is an estimate, and doesn’t account for previous research which states that Florida is the second state in the country in which accessing mental health care is the hardest, so these numbers could significantly improve.

There is an interesting market size research as well that should be implemented and merged with existing market size research in the previous diagram, and this is market size research for after-school care programs. The Market Size of After-School Programs in the United

SOM

States is

$23.9B

$23.9B “The market size, measured by revenue, of the After-School Program Providers industry is $23.9bn in 2023.” (IBISWorld, 2023).

Industry Forces

Macroeconomic Force Global recession affecting disposable income for sport Tight credit market could limit funding for new venture Limit on tennis academies run by the city that could be purchased by our organization. Limit of space in case this project is built from scratch just for our organization Rising healthcare costs puts emphasis on prevention over treatmen Quality of public infrastructure and transport impacts access to facilities, especially for under-represented youth

Key Trend Advances in data analytics and wearable tech enables personalized training applicable to the facilit Increasing awareness of mental health issues, especially among youth and educational organization Increasing popularity of tennis and racquet sports among American youth, especially since the pandemi Growing consciousness about healthy lifestyles and wellbeing, also and especially among parents

Industry Force Large competitors like IMG Academy, Rafa Nadal Academy, Mouratoglou Tennis Academy, or Evert Tennis Academ Potential for partnerships with non-profits like USTA, NCAA and other university athletic institutions and Athletes for Hop Potential partnerships with mental health organizations such as Hilinski's Hope and The Hidden Opponen Reliance on quality trained coaches, facilities, equipment, vendors

Market Force Underserved youth’s needs to be supported in mental healt High prices and costs are barrier for many youth to access quality trainin Students and parents desire to choose a holistic and wellbeing focused training

5 Porter’s Forces

By exploring 5 Porter’s Forces, we gained a better understanding of the market opportunities and threats.

First of all, the threat of new entrants, and substitutes is low. New physical tennis academies are likely to be build, however, aftercare academies that offer mental health support are unlikely to be built in the area. The main reasons for this are the large amount of capital needed to fund these vast facilities. Secondly, we explored the bargaining power of buyers. There are many academies in Florida, specifically tennis academies since Florida offers a great year-round play opportunity. In the outer Tampa area, we can find the IMG Academy, however I wouldn’t consider them a concerning competitor since we will be offering mental health and sports services to a slightly different target youth than they are. Additionally, there are many qualified staff, and ex-pro tennis players living in the Florida area because of the large career opportunities, so finding qualified counselors and tennis staff would not become an issue. There is a medium-size threat to our bargaining power of suppliers in terms of equipment, facility design, and sport/clinical suppliers, which we will need to establish those relationships with suppliers well in advance of any construction phase.

Lastly, we enter a highly competitive market especially in terms of the tennis youth industry of Florida. Setting ourselves apart from the rest is the key to success, by offering a unique value proposition unlike traditional tennis academies. 22

Proposed Solution

The proposed solution for 6 LOVE includes the design and research of a comprehensive wellbeing and tennis academy that serves as a third place for holistic personal, academic, and athletic development, with a particular focus on mental health. This solution aligns closely with the market opportunity identified, addressing the need for student-athletes to have access to resources that alleviate and teach how to manage emotional, mental, and physical pressures. By offering a supportive environment tailored to young athletes aged 12-18, 6 LOVE aims to fill a gap in the market where traditional sports academies may fall short in addressing the mental health side of the game.

Our emphasis is placed not only on athletic skill development but mostly on fostering resilience, wellbeing, mental health, and community engagement among students. In addition, our solution addresses key gaps identified in the market, such as the fragmented nature of the youth sports industry and the dominance of existing established academies.

Business Model Canvas

The business model canva’s programming includes innovative offerings like imagineering/visualization training, art therapy, educational auditoriums, meditation pods, with the implementation of biophilic design. These are creative activities not typically seen in traditional tennis academies. Proprietary knowledge and education tracking systems will leverage our technology to provide personalized insights, monitor wellbeing, and optimize performance. This data-driven approach is an innovation for tennis and mental health training.

Some of the other offerings include counseling specialties, restorative atrium spaces, and nutrition planning, positioning 6 LOVE as the first holistic-driven community and tennis academy. Lastly, the accessibility for underserved youth also differentiates value, compared to traditional academies and community-oriented non-profit organizations.

Sustainable Competitive Advantage

Our Competitive Advantag Specialized Staff: Our coaches and counselors are trained specifically to support student-athletes' needs holisticall Customized Programs: Holistic assessments shape personalized development plan Network Effects: Building community and connections reinforces our missio Process Improvement: Technology and data analytics enable continuous improvement Strategic Partnerships: Aligning with schools, mental health organizations strengthens our offerings

The current offerings and solutions that the market provides focus solely on the following characteristics Skill-buildin Competitive trainin Results-oriente Intense drill-based trainin High-pressure environments

Even though all the above can be highly beneficial for student-athletes, the singular focus on competitive excellence fails to account for the holistic needs of young athletes. Holistic needs of our academy and programs, will include Mentorship and counseling (support mental health Self-care, coping mechanisms and building identit Community connectivity and peer support system Life skills, time management and academic development opportunities

Tennis Academies | Main Competitors

The key direct competitors for 6 Love are large established national and international academies like IMG, Evert, USTA, RNA, and Mouratoglou Tennis.

Their strengths include broad reach and awareness, proven training systems, top facilities and large budgets for their staff and program developments. Some of their weaknesses consist of high price points, lack of community connectivity between locations, and limited holistic life skills development.

Only the highest end provide elite level coaching, and even then focus primarily on performance metrics over wellbeing. None have a centralized platform to share insights across studentathletes for benchmarking and optimizations in the holistic scene.

Rafa Nadal Academy

Mouratoglou Academy

IMG Academy

USTA National Campus IMG Academy 26

Alternatives, Advantages & Competitor Response

Indirect alternatives consist of Regular school tennis teams (teams allow affordability but are already overburdened Multi-sport rec programs (convenient but less specific Private coachin General fitness facilities like gyms and YMC Country clubs (prestige network but tend to be exclusive by socioeconomic factors)

Advantages of our system Integrated programming tailored specifically to student-athletes' needs academically, athletically, mentally and sociall Holistic customization focused on the priority segment of youth playing school sports provides unique value difficult for current competitors to replicat Innovation in education, including visualization rooms, meditation pods, counseling offices, indoor sports room, auditorium, fitness center, restorative atrium, art therapy, and many more Strong community network reinforcing positive behavior Accessible pricing models, empowering underserved groups often left behind in youth tennis participation and pipelines (these groups have been historically 8 times more likely to drop their sport)

Our competitor response relies on the creation of a new business sector, joining aspects from both tennis academies and community centers that offer mental health support for young populations.

Larger academies may look to incorporate supplemental programming through partnerships with health, fitness providers, and other school programs. However, this shift will change their traditional model, risking brand identity rooted in elite athletic development, and their specialization in tennis training and excellence.

Although our competitors have the funds and resources, they would face hurdles scaling integrated community-based training without the purpose-built technology ecosystem and specialty places that our unique academy will provide.

Google Trends

“USTA National Campus”

“IMG Academy”

“Tennis Academy”

We are seeing a high number of searches for "IMG Academy", which is one of our main competitors in the west of Florida The term "tennis academy" as a basic and general term has more than double of searches than established academies like the "USTA National Campus of Orlando", which shows us the great interest to find tennis academies in the area.

“Tennis”

These are the number of times the word "tennis" has been searched on the web over the past 5 years We can see a pattern of a high peak on interest within the United States every year in September. This is because the US Open takes place every year in September, in NY. The Grand Slam tournament draws thousands of people to watch, and creates high interest This pattern can help us target our marketing and advertising campaigns for "6 Love Academy" towards that end of summer time. 28

Blue Ocean Strategy

Comparing ourselves with the closest (in proximity) tennis academies allows us to bring in shared values and characteristics that all three have. In the graph above, we will be comparing 6 LOVE Academy located in urban Tampa, with the IMG Academy located in Brandenton, FL, and the United States Tennis Association -USTA National Campus located in Orlando, FL. We have ranked them in a scale from 1-10 in terms of quality of location, price, amenities, accessibility (how easy or difficult is to enroll children in the programs), culture of community, and lastly staff professionalism and quality.

For the USTA National Campus, it offers great location and access to the city of Orlando while being in the suburbs, several pricing options that range from $250-$650 per week. The USTA do offer scholarship assistance to those families or caregivers that demonstrate financial need. Amenities in the USTA scored a 10/10 for their large availability of courts, types of court surfaces, pickleball, padel, all in a $63 million facility close to Lake Nona.

On the other hand, the IMG Academy scored the lowest on pricing models, since it is the most expensive from all competitors. The IMG offers boarding school from $67,400-$89,900 per year. Weekly camps range from $2,500-$4,900 per week, in which there’s the option of including boarding school or just regular after school programs. While it scores very high on community, offering different kinds of sports and programs such as tennis, golf, soccer, football, basketball, etc, and professional staff, their pricing models are not sustainable by middle to middle-high income families, creating a very inaccessible and exclusive atmosphere.

Blue Ocean Strategy

Our blue ocean strategy approach acknowledges the expertise of our competitors and their successful models. However, 6 LOVE takes a different approach to sports training by placing wellness and mental health at the core.

The key features that will be modified will be reducing the accessibility of our academy, by placing very affordable or free programs to our clients. Through this strategy, we ensure that the youth of our academy is earning those academic, athletic, or community based scholarships to grant cost free access to our services. On the other hand, culture of community should be one of its main value propositions, helping students with their mental health through learning life skills and a new sport.

Lastly, we will create the “innovation” section, which explains the unique approach to our models. The innovation category include gamechanging programming and services to address holistic needs.

Mouratoglou Academy Evert Academy

Rafa Nadal Academy USTA

physicality of traditional tennis academies IMG Academy

John McEnroe

6 LOVE LA 84

Athletes in Action

culture of community from non-profit organizations Girls on the Run

TrueSports DCScores

Hypothesis, Results & Change

Data from

Bean, C. N., Fortier, M., Post, C., & Chima, K. 2014. "Understanding how Organized Youth Sport Maybe Harming Individual Players within the Family Unit: A Literature Review." International Journal of Environmental Research and Public Health

Hypothesis: Our original target customer segment were teens interested in playing tennis (however we hope to expand to teens without tennis knowledge). We believed parents would be key decision makers seeking athletic development opportunities.

Experiments: Potential buyer personas were interviewed on current goals and pains for extra-curricular activities for their children.

Results: Competitive skill-building is still desired by some respondents, a holistic approach is a bigger motivator for parent's desire of enrolling their children in the programs. Majority of parents want well-rounded personal growth for their teens, not just sports results. Teens need motivation, passion, engagement, and activeness to drive enrollment.

Next Steps: Investigate how to bring in the first customers. We will expand programming to emphasize mentorship, life skills and mental health, tailoring to each teen needs and aspirations.

Minimum Viable Product

Our MVP is a basic initial version of the core behind 6 LOVE. It will allow our project to collect feedback and iterate quickly, as the needs and priorities arise.

The main goal of this minimum viable product trial is to validate interest in the holistic tennis training model focused on resilience, community and the priority student-athlete segments. The validation of our programs will be both assessed by our key customer buyer personas, both teens and parents/guardians.

Key assumptions tested would include if parents/students perceive value in the integrated life skills approach combined with athletic development enough to refer others. Feedback on initial programming would drive build, measure and learn cycles to refine 6 LOVE’s curriculum across different age groups, skill levels and desired outcomes.

MVP

4-week trial

What it tests

How it tests

wellbeing & tennis 50 student 2-3 schools

Core value props Integrated wellbein Counselin Team-environmen Tennis community

Validate interest in the

Survey of student

holistic tennis trainin

Survey of parents/

Validate parent/guardian

guardian

approval and commitment to

Before/after survey of

the progra

program effec

Validate teen interest and

Building tangible

likelihood of participatio

partnerships and

Non-tested students

resources on hand (with

interest to the program will

room to expand if it is

become highly valuable data

validated after the 4-

& feedback.

week program)

Value Proposition Personas

Value Proposition Canvas

Customer Personas By exploring personas we were able to identify two customer buyer personas which are the most relevant in decision making. The first one is the parent/guardian buyer persona. Some of their traits are having busy schedules, worrying about commuting distances & times, struggle to find affordable sports training options for their children, lack of holistic services currently offered at their state school, as well as a gap in personalized programs for their children.

The second customer buyer persona is the teenager which will be attending our academy programs. They struggle to build community after school hours, want to have an outlet from academic environment and stresses, and some of our key customers will be suffering from mental health issues and relationship building. Parent Buyer Persona

Teen Buyer Persona

Additional Persona Profiles

By talking to additional customers, we realized that there are some more customer segments to take into account. The first one that comes in order, is the investor or partner. These are the people that are making donations and contributing to the success of our academy's funds, especially being considered a non-profit business. Another sub-section of these could be schools around the area, since we could refer the students at those schools to become members of our academy as extra-curricular activities.

The second one, would be appealing to staff and potential counselors, nutritionists, tennis coaches, and all the professional staff that is required to make the academy be successful and set us apart from the competition, in a distinctive way. The staff could be professional or currently students in Master's or Doctorate programs in advanced psychology, to use employment as residencies.

Next steps will include adding these additional three personas to become a part of the buyer persona profiles, as follows:

Parent Buyer Persona

Teen Buyer Persona

Professional Staff Buyer Persona

Parents of students enrolled sports

Parents with limited availability

Parents struggling to satisfy kids

Busy guardians of children

Parents of talented kids in academics/sports/community

Parents with limited budget

Excluded neighbourhoods

Underserved teens

Middle-school athletic kids

High-school students in sports

Students struggling mental health

Junior/Senior HS seeking college guidance

Students with social anxieties

Students seeking extracurriculars

Licensed counselors/therapists

Nutritionists at hospitals/clinics

Former professional tennis players

Physical therapists

Master/Doctorate students

Professional lecturers

Camp animators

Investor/Partner Buyer Persona

School Rep Buyer Persona

City/government officials

Philanthropists

Health insurance providers

Hospitality corporations

Tennis equipment companies (Wilson, Tennis Warehouse, Head)

School principals, nearby schools

School Board of Directors

College counselors

Athletic Directors

Extracurricular Managers

Value Proposition Canvas By exploring personas we were able to identify two customer buyer personas which are the most relevant in decision making. The first one is the parent/guardian buyer persona. Some of their traits are having busy schedules, worrying about commuting distances & times, struggle to find affordable sports training options for their children, lack of holistic services currently offered at their state school, as well as a gap in personalized programs for their children.

Value Proposition

Customer Profile

Gain Creators safe inclusive space counsel.

games

psych.

athletic abilities

tennis skills

consistency

safe inclusive space resiliency building

mental health coaching

guest

speakers

lecturers

supportive staff

Gains friendship & support systems

team

skills

life skills

competitive abilities

prep college recruit

stamina

passion

life lessons

coordination & strength

motivation to stay

Products & Services 3rd place

Pain Relievers equitable access transport

& access

mental health & wellbeing

role models & mentors

Customer Jobs

tutoring

college prep

nutrition ed

college

options

holistic approach

injury prevention

affordable

programs

lack affordable sports

Pains isolation & lack belonging

lack access to tennis personalization of learning & programs

stigma free

space

area

partners

mental health stigma

joy passion

identity

affordable options

access to equipment

high injury risks

tools manage stress & anxiety

Persona Alignment with Value Proposition Canvas For Jenna, the pain points around affordability, accessibility, and finding positive activities for her kids are addressed. The academy offers scholarships, discounts, transportation support, and local partnerships to make the programming affordable and convenient. This removes key barriers for busy, budget-conscious parents like her. The focus on building life skills, community, mental health resources, combatting social stresses, and college prep speaks directly to Jenna's goal.

For Diego, the value prop relates to his desire for belonging, friendship, and exploring his own passions like content creation. By positioning tennis as an inclusive activity that builds camaraderie and life skills, it appeals to Diego's social and personal development needs as a newcomer, adjusting moving cities.

Creative Business Leadership Relevance to the LEAD program

List of deliverables

Relevance to the LEAD program

This project will be a compelling demonstration of skills and course subjects learnt in Creative Business Leadership Master’s program at the Savannah College of Art and Design.

The creation of user/buyer personas, journey mapping, and analysis of competitive landscapes will show thorough research and strategic design methodologies that will become essential to developing viability to the 6 LOVE academy. Conducting professional interviews, synthesizing psychographic insights from interviewees, and crafting a non-profit revenue strategy align with the methods learnt at the program.

The development of branding, visual assets, advertising materials, and project management milestones reflect the organizational skills learnt to transform strategies into deliverables. In addition, determining resource needs, timelines, due dates, contingencies and defining my own success metrics are implementation tools covered in the curriculum.

Crafting the storytelling book, by adding research from previous classes such as LEAD 746, and research methods from IDUS 711, will help create a creative business idea that brings in the knowledge learnt during the program. Leadership skills from classes such as LEAD 725 and LIBA 705 will be implemented, as well as market size research and financial planning from LEAD 701 and LEAD 720.

In summary, this ambitious project allows me to seamlessly integrate the full range of learning from SCAD’s CBL curriculum, with my undergraduate capstone project of Interior Design into an impactful project that merges my past years of study in both fields, with my experiences as a student-athlete.

List of deliverables

This project produces detailed customer and user personas, visualizes their emotional journeys throughout designed spaces, and synthesizes expert perspectives to directly shape a non-profit tennis academy experience, benefiting youth development and mental health. Graphic assets from logo to branding collateral materials convey the academy’s identity at heart. Financial model charts will show detailed funding sources and revenue flows fundamental to our non-profit viability.

A professionally designed storytelling book will compile all existing with future work, including work produced during the candidacy review, interior design capstone, and Creative Business Leadership thesis to craft a full circle of the project. Some of these will include customer insights, strategic plans and designs into a book that encapsulates the vision, mission, and impact of the project. The list of deliverables will be explained in more detail in the project goals, project milestones, and Gantt chart.

Project Work Plan Goals, Outcomes, and Methods

Project Evaluation Metrics

Milestones

Project Challenges

Project Future/Continuity

Goals, Outcomes & Methods Goals 01 Redefine customer buyer and user personas and craft customer user experience maps within the facility design

02 Speak to professionals to craft key innovation takeaways and build a

non-profit business strategy

Objectives Redefine customer buyer personas

1.1. Draw research from Winter quarter into creating customer buyer personas which add investors, partners, school directors, and staff.

1.2. Interview more people to gather insights on personas in case we can identify different persona needs or persona types

Create user personas

2.1. Create user persona profiles that would come to the academy weekly.

2.2. Craft their demographic and psychographic profile, such as wants, needs, pains, and motivations/drivers.

Create a list of shared qualities from customer buyer and user personas to apply to the project’s design and strategy

3.1. Craft a list of shared values and motivations from both customer buyer and user personas. These can be common demographic or psychographic patterns.

3.2. Craft a list of shared design considerations to apply based on personas needs.

3.3. Survey rating the appeal of spatial features. Correlate results to design considerations that can positively affect these persona groups.

Create floorplan customer user experience maps within the facility design

4.1. Produce illustrations indicating key routes of each user persona based on their role in the academy.

4.2. Floorplans that include text callouts indicating mood, needs, wants that serve as a customer journey table and the addition of walking the physical space.

4.3. Research additional methods of visualizing customer journey maps in interior/ experience design from companies like Gensler Digital Experience Design website.

Speak to +3 professionals in the start up-business / psychology/educational research sectors

1.1. Attend local networking events, and start informal conversations with people about the sports and educational design sector, with a potential introduction and feedback to my business proposal.

1.2. Identify 5-10 professionals in each target sector in the region and send customized virtual coffee requests/chats.

Establish a list of key takeaways from all interviews conducted during this goal and prior to the Spring quarter

2.1. If conducting virtual interviews, set up automated AI notetaking tools like Otter AI to grasp important concepts afterwards.

2.2. Conduct affinity mapping tool learnt in IDUS711 as a tool for contextual research , organizing and clustering similar data points across interviews.

2.3. Create an excel sheet with interview questions, and short responses to merge together after all interviews

Research about non-profits and gather business materials

3.1. Speaking to non-profit business owners or contributors that can help gather starting materials for a non-profit.

3.2. Look up journal articles and reports on non-profit business funding and profitability.

3.3. Reach out to past professor, Kia Weatherspoon, owner of Determined by Design (non-profit interior design business) about business and key funding questions.

Craft a narrative that shows and demonstrates how the academy could be funded and developed into a non-profit business

Gather a psychographic diagram of key values that will be associated with 6 LOVE’s brand identity

2.1. Design concept logo, color palette, typeface.

2.2. Redesign previous concept of body, mind, and spirit (this was a framework of qualities and values developed for my interior design undergrad). Keep the same concept but update the design to speak to the new visual identity created during the Master’s program.

Design Core Branded Collateral

3.1. Design wayfinding for interior design applicable to interior graphics, up to building code according to the American with Disabilities Act (ADA).

3.2. Design name badge and staff uniform templates establishing aesthetic. These can include business cards, t-shirts, hoodies, and any other relevant branded material.

Design materials that can be used for campaigns, such as posters, graphics, wayfinding, and mockups

4.1. Create mockups portraying 6 LOVE academy posters, to be posted online on the academy website or printed and hanged in community boards.

4.2. Create advertising showing the programs offered with a highlight to our value proposition (accessibility & affordability training through tennis supporting mental health needs in youth).

Develop an overview of all contents, business and interiors

1.1. Create a table of contents for business research conducted during the candidacy review, and another table of contents for previous interior design work

1.2. Craft a book-long table of contents, telling the story of the project, research and storytelling

1.3. Revise table of contents with the writer’s studio or SCADamp coaches to check if the storytelling and order is successful.

Decide design platform suitable for printable formatting

2.1. Decide formatting (letter size or horizontal format)

2.2. Research best platforms to design the book to be printed at the best quality (Pitch, Figma, Canva, InDesign or Illustrator)

2.3. Watch tutorials and videos on book creation and best practices, to understand how to apply master slides and make the process smoother.

Design and merge book

3.1. Decide platform to design and start creating the layout. Duplicate slides and create guidelines for all pages.

3.2. Create guidelines for all pages that are symmetrical, so that it can be shown as a 2 page spread online. Make sure that this would work too for the printed format, as well as in printed format, leaving space for binding in the center.

3.3. Merge book and all materials created.

Create a physical book copy of the thesis project, combining all work created for business and interior design

4.1. Research best places to print out a physical book and compare budgets. Try to figure out how many pages are included to print at SCAD within printing dollars. Ensure book binding is provided at the resource room.

4.2. Print book starting on week 4 or 5. Start by printing small batches to avoid not having enough paper provided in the library (in case it will be printed at SCAD).

4.3. Print and bind by week 9, make sure the resource room is available by week 4.

4.1. Create a diagram of a revenue model. This revenue model can be a circular framework that includes who pays, what is paid, how is paid, for what is paid, and how much is paid.

4.2. Craft a narrative that helps explain the revenue model framework, highlighting key areas of discussion.

4.3. Create a project management tool that includes all phases of the academy development, including hiring, research, design, construction, implementation, etc 1.1. Conduct google form surveys with sensory cue about the academy identity, the feel, the message that it wants to get across, etc. All these images will be gathered and sent in an google form survey gathering insights about what target customers would prefer the branding to feel like to guide our next design steps. The images can include colors, shapes, textures, or smells (in images) to understand customer’s view.

1.2. Brainstorm and definition of brand values, promise, key messages, and identity.

Develop Visual Identity

Establish branding guidelines and advertising presence

Craft a compelling storytelling book merging business and interior design strategies

Methods

Project Evaluation Metrics Goals

Personas clearly defined based on thorough research and interviews. Journey maps depict detailed understanding of user needs at each step, user and customer buyer personas are both finished

Personas defined but lacking some depth or insights. Journey maps provide good overview but lack specificity. Lacking maybe 1 user persona or 1 customer buyer persona

Spoke to 3 or more relevant professionals and synthesized key insights. Clear takeaways related to business model and nonprofit viability. Key professionals were identified at the beginning of the quarter. Revenue model diagram is completed.

Visual identity and branded collateral clearly align with brand values and target demographics. Logo, color palette, and mockups/templates are provided. Body/mind/spirit diagram is updated to meet new branding style and new identity

Table of contents is successfully organized, telling the story from start to finish of the project, including process work and design thinking. Book is successfully submitted digitally and physically in printed format. Design of the book is coherent with the academy style and branding created in previous goal.

Unsatisfactory

Basic personas outlined but lack depth. Journey maps incomplete.

Personas and maps incomplete or fail to provide useful insights for the project

Failed to speak to or

Spoke to 2 professionals. Some good insights gathered but synthesis lacks depth. Revenue model diagram is partially completed.

Spoke with fewer than 2 professionals. Limited insights were gathered, and there was no revenue model diagram.

Visual identity and collateral generally consistent with branding goals. Materials usable but may lack mockups, and useful diagrams

Branding alignment weak. Materials may be confusing. They lack brand identity or intent to the academy purpose and mission.

Branding and materials completely fail to achieve goals, and are not successful to create the project book

Book organization fails to convey the storytelling of the project, book is only submitted digitally

Book organization, table of contents, design, and book content is incomplete

Table of contents is successfully organized, telling the story from start to finish of the project, including process work and design thinking. Book is only submitted digitally.

gather insights from professionals which led to not being able to complete the revenue model diagram based on interview insights

Milestones Goals

Milestones

Audience

Deliverables

01 Redefine customer buyer and user personas and craft customer user experience maps within the facility design

Milestone 0

Submission end of second week Spring 2024

Target Users

Review Committee

April 7, 2024

Customer buyer persona User persona User journey maps

02 Speak to professionals to craft key innovation takeaways and build a

non-profit business strategy

Milestone 1

Submission end of week 4 Spring 2024

Interviewees

Review Committee

Business professional

April 21, 2024

Establish branding guidelines and advertising presence

Milestone 2

Submission end of week 6 Spring 2024

Design/brand professional

Review committee

May 5, 2024

Interview insights and trend Revenue model diagra Revenue model and funding of the nonprofit

Gather survey insights about branding purpose and identit Visual identity branding (logo, color palette, uses Identity materials (mockups, visual posters Redesign of concept diagram with new identity

04 Craft a compelling storytelling book merging business and interior design strategies

Milestone 3

Submission end of week 9 Spring 2024

May 26, 2024

Review Committee

Design table of contents (storytelling Design the boo Print book

Purpose To provide valuable insight of customer buyer and user personas to identify trends and needs. To get a better understanding on who is the target audience for the brand identity deliverable and target audience for the financial planning.

To understand how my non-profit business will be funded (start, execution, implementation, scaling the business To understand revenue model To apply interview insights to the development of the identity branding and revenue model To understand psychographic behavior towards our academy design visual identity preference To complete branding, templates, and marketing collateral to serve as a complete branding package

Gain organizational skills in the creation of a complete table of contents merging business and desig To write a book of +150 page To design and print a book showing process work in a physical format

Challenges & Future Continuity

Project Challenges

Some of the potential obstacles I foresee for the mentioned goals include Difficulty securing interviews with professionals (due to busy schedules or lack of interest). This could limit the amount of interviews and insights gathered. A smart plan is to identify a large initial list (15-20) professionals to reach out to, knowing that only a fraction may be available. Reach out well in advance to follow the project goals and deliverables. Utilize existing connections through professors, alumni, colleagues, etc Printing costs for physical book may exceed budget allocation if the book ends up being longer than anticipated. Estimate page count early, figure out printing dollars amount of pages, and scope book to match budget Unanticipated delays in survey responses to produce identity branding/collateral design. To prevent this from happening, send survey forms well in advance of branding creation. Have backup options if needed (for branding identity research) Book organization and storytelling flow can become more difficult than expected. Study examples, get early feedback from professors, build outline and get a few revisions. Some resources include writer’s studio.

The key is early identification of risks, thorough advance planning, sticking to the established timelines, and building contingency plans.

Project Future/Continuity

This project represents the foundational research and planning stages for launch of the 6 Love Tennis Academy non-profit. With materials provided here, this project idea could be pitched at educational and research industry groups, such as non-profits in sports, educational development and innovation, construction/ architecture groups with an educational and sports design practice, and research sectors of the USTA (United States Tennis Association, ITF (International Tennis Federation), or private tennis academies with a holistic practice specialty.

This project enables the actual real-world creation and eventual opening of the academy to the community, in a predictable future. The critical planning stages to make the 6 Love Tennis Academy a reality, will be accomplished with the thesis development addition of Spring 2024 quarter. With innovative research, branding, storytelling, interior design, and strategy development I can establish a solid groundwork to fulfill the goal of offering accessible youth tennis programs to support child development and mental health. The materials produced will facilitate creating and launching this organization to the public in the future.

Attachments Attachment A: GANTT Chart

Attachment B: Bibliography

Attachment C: Final Project Documentation

Attachment D: Market Opportunity Analysis

Goal 01

Goal 02

Goal 03

Goal 04

Gantt Chart Attachment A

Week 1 Customer buyer personas User personas List of shared persona values User journey maps in floor plans Diagrams showing spaces and emotions simultaneously

Interview information and conducting interviews List of shared values and trends between interviewees List of applicable insights based on responses Financial planning of

non-profit academy Revenue model canvas Survey insights data about visual identity Selected fonts Selected logo Brand elements and color palette Mockups and visual posters Concept diagram redesign Table of contents storytelling Book design template Book content design and execution Printed book with binding

16:9 final thesis presentation

Week 2

Week 3

Week 4

Week 6

Week 7

Week 8

Week 9

Week 10

Bibliography Attachment B

American Academy of Pediatrics highlights causes of injury, overtraining and burnout in youth sports. (n.d.). https://www.aap.org/en/news-room/news-releases/aap/2023/american-academy-of-pediatrics-highlightscauses-of-injury-overtraining-and-burnout-in-youth-sports/

Forbes. "Ranking of states for best mental health care in the United States in 2022 [Graph]." Statista, May 1, 2023. https://www.statista.com/statistics/1383843/ranking-of-states-in-the-us-for-best-mental-health-care/

GoogleTrends. (n.d.). Trends. https://trends.google.com/trends/

Healthy Sport Index, Aspen Institute Sports and Society Program. (2018, October 4). What parents want | Healthy Sport Index | Aspen Institute Sports and Society Program. https://healthysportindex.com/report/whatparents-want/

Home. (n.d.). https://www.ustanationalcampus.com/en/home.html

IBISWorld - industry market research, reports, and statistics. (2023, November). https://www.ibisworld.com/ united-states/market-research-reports/after-school-program-providers-industry/

IveyStephenson, A. Z., Demissie, Z., Stone, D. M., Gaylor, E., Wilkins, N., Lowry, R., Crosby, A. E., &Brown, M. (2020). Suicidal ideation and behaviors among high school students: Youth risk behavior survey, United States, 2019. Centers for Disease Control and Prevention. Retrieved February10, 2024, from https://www.cdc.gov/mmwr/ volumes/69/su/su6901a6.htm

McConnell, C. (n.d.). How to cure the dropout rate in youth sports. Kids Out and About Rochester. Retrieved February 10, 2024, from https://rochester.kidsoutandabout.com/content/how-cure-dropout-rate-youth-sports

McVeigh, A., &Gonzalez, D. C. (2013). The Art of Mental Training: A Guide to Performance Excellence. Create Space Independent Publishing Platform.

"Mental Health - Worldwide." Accessed February 19, 2024. https://www.statista.com/outlook/hmo/mentalhealth/worldwide

Mental health in the population of Miami. (n.d.). Retrieved February 10, 2024, from https://nami.org/NAMI/ media/NAMI-Media/StateFactSheets/FloridaStateFactSheet.pdf

Miner, J. W. (2016, June1). Why 70 percent of kids quit sports by age 13. Washington Post.

Percent of children (Ages 3-17) who faced difficulties obtaining mental health care |KFF. (2023, December 7). KFF. https://www.kff.org/other/state-indicator/percent-of-children-ages-3-17-who-faced-difficultiesobtaining-mental-health-care/?currentTimeframe=0&selectedDistributions=no-difficulty-gettingcare&selectedRows=%7B%22states%22:%7B%22florida%22:%7B%7D%7D%7D&sortModel=%7B%22colId%22: %22Location%22,%22sort%22:%22asc%22%7D

Schwartz, Q. (2024, January30). How to build a buyer Persona: A complete guide | GRIN. GRIN- Influencer Marketing Software. https://grin.co/blog/how-to-build-a-buyer-persona/

SFIA. (2023, February22). Number of participants in tennis in the United States from 2011 to2022 (in millions) [Graph]. In Statista. Retrieved February 03, 2024, from https://www.statista.com/statistics/191966/participantsin-tennis-in-the-us-since-2006/

Statista. (n.d.). Target audience: Tennis players in the United States | Statista. https://www.statista.com/ study/137283/target-audience-tennis-players-in-the-united-states/

Study finds childhood obesity occurring at greater frequency, with more severity and at younger ages. (2022, July 5). Emory University.

Tampa, FL population by age - 2023 Tampa, FL Age demographics. (n.d.). Neilsberg. https:// www.neilsberg.com/insights/tampa-fl-population-by-age/

TEDxTalks. (2022, March15). Athletes and Mental Health: The Hidden Opponent | Victoria Garrick | TEDxUSC [Video]. YouTube. https://www.youtube.com/watch?v=Sdk7pLpbIls

The Aspen Institute. (2021, October 11). Share of children aged 6 to12 who participate in tennis on a regular basis in the United States from 2010to 2020 [Graph]. In Statista. Retrieved February 03, 2024, from https:// www.statista.com/statistics/986018/participation-kids-tennis/

Today, U. (2024, February 7). 70% of kids drop out of youth sports by age 13. Here’s why and how to fix it, per AAP. USA TODAY. https://www.usatoday.com/story/sports/2024/01/22/70-of-kids-drop-out-of-youth-sportsby-13-new-aap-study-reveals-why/72310189007/

United States Tennis Association. "U.S. Tennis Participation Grew for Third Straight Year in 2022." USTA Website, February 12, 2024. https://www.tennis.com/baseline/articles/usta-reports-surge-in-tennisparticipation-led-by-growth-in-ethnic-diversity

Whitney DG, Peterson MD. US National and State-Level Prevalence of Mental Health Disorders and Disparities of Mental Health Care Use in Children. JAMA Pediatr. 2019;173(4):389–391. doi:10.1001/ jamapediatrics.2018.5399

Candidacy Review Deliverables

Attachment C

Project Abstract & Description

Project abstract

Project description Size and scope, goal, impact 02

Research

Mental Health need in the state of Florida

Tennis growth in the United States

Tennis growth and revenue 03

Project Justification

Market Opportunity Analysis

Market Size Research

Industry Forces

5 Porter’s Forces

Proposed Solution

Business Model Canvas

Sustainable Competitive Advantage

Tennis Academies, Main Competitors Alternatives, Advantages & Competitor Response Google Trends

Blue Ocean Strategy

Hypothesis, Results, Change

Minimum Viable Product

Value Proposition

Personas

Customer buyer personas, additional persona profiles Value Proposition Canvas Persona Alignment with Value Proposition Canvas 05

Creative Business Leadership

Relevance to the LEAD program

List of deliverables 06

Project Work Plan

Goals, Outcomes, and Methods

Project Evaluation Metrics

Milestones

Project Challenges

Project Future/Continuity 07 Attachments

Attachment A: GANTT Chart

Attachment B: Bibliography

Attachment C: Final Project Documentation

Attachment D: Market Opportunity Analysis 55

Final Project Deliverables Attachment C

User research 01A

Personas

Customer buyer personas

User personas

List of shared values between all personas 01B

Journey maps

User journey maps in floor plans

Diagrams showing spaces and emotions simultaneously 02

Market-fit insights research 02A

Interview insights research

Interview information: interviewees, questions, timeline, purpose

List of shared values and trends between interviewees

List of applicable insights for the project based on responses 02B

Financial forecast

Financial planning of non-profit academy

Revenue model canvas 03

Identity research and visual presence 03A

Identity research

Survey insights data about visual identity 03B

Visual Presence

Selected fonts

Selected logo

Brand elements and color palette

Mockups and visual posters

Concept diagram redesign 04

Identity research and visual presence 04A

Book design

Table of contents storytelling

Book design template

Book content design and execution 04B

Printed book

Printed book with binding 04C Final presentation

16:9 final thesis presentation