Work Plan Thesis, Candidacy Review LEAD 565 | Bego Benjumeda

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

March 3, 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

Minimum Viable Product Hypothesis, Results, Change

Value Proposition

Personas

Value Proposition Canvas

Creative Business Leadership

Relevance to the LEAD program

List of deliverables

Project Work Plan

Goals, Outcomes, and Methods

Project Evaluation Metrics

Milestones

Project Challenges

Project Future/Continuity

Attachments

Attachment A: GANTT Chart

Attachment B: Bibliography

Attachment C: Final Project Documentation

Attachment D: Market Opportunity Analysis

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

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

(Table 1)

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 . 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 2

Table 1

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. 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 (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.

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

Players ages 6-17 Participation Growth

2019

2021

4.6m 6.9m

High School Girls Participation Growth

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 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

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

TAM stands for total addressable market

SAM stands for reachable/serviceable area

SOM stands for obtainable market

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.

SOM $23.9B

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 States is

$23.9B

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

Ind s ry Forc s

Macro conomic Forc

lobal re essio affe ti g disposable i ome for sport

Tight redit market ould limit fu di g for ew ve ture

Limit o te is a ademies ru b the it that ould be pur hased b our orga izatio Limit of spa e i ase this proje t is built from s rat h just for our orga izatio

Risi g health are osts puts emphasis o preve tio over treatme

Qualit of publi i frastru ture a d tra sport impa ts a ess to fa ilities, espe iall for u der-represe ted out

K y Tr nd

Adva es i data a al ti s a d wearable te h e ables perso alized trai i g appli able to the fa ilit

I reasi g aware ess of me tal health issues, espe iall amo g outh a d edu atio al orga izatio

I reasi g popularit of te is a d ra quet sports amo g Ameri a outh, espe iall si e the pa demi rowi g o s ious ess about health lifest les a d wellbei g, also a d espe iall amo g pare ts

Ind s ry Forc

Large ompetitors like IM A adem , Rafa Nadal A adem , Mouratoglou Te is A adem , or Evert Te is A adem

Pote tial for part erships with o -profits like USTA, NCAA a d other u iversit athleti i stitutio s a d Athletes for Hop

Pote tial part erships with me tal health orga izatio s su h as Hili ski's Hope a d The Hidde Oppo e Relia e o qualit trai ed oa hes, fa ilities, equipme t, ve dors

Mark Forc

U derserved outh’s eeds to be supported i me tal healt

High pri es a d osts are barrier for ma outh to a ess qualit trai i

Stude ts a d pare ts desire to hoose a holisti a d wellbei g fo used trai i g

5 Porter’s Forces

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.

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

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.

Sustainabl Comp titiv Advantag

Our Comp titiv Advantag

Specialize S aff: Our coache a cou elor are rai e pecificall o uppor u e -a hle e ' ee holi icall

Cu omize Program : Holi ic a e me hape per o alize evelopme pla

e work Effec : Buil i g commu i a co ec io rei force our mi io

Proce Improveme : Tech olog a a a a al ic e able co i uou improveme

S ra egic Par er hip : Alig i g wi h chool , me al heal h orga iza io re g he our offeri gs

The curre offeri g a olu io ha he marke provi e focu olel o he followi g charac eri ic

Skill-buil i

Compe i ive rai i

Re ul -orie e

I e e rill-ba e rai i

High-pre ure e viro me s

Eve hough all he above ca be highl be eficial for u e -a hle e , he i gular focu o compe i ive excelle ce fail o accou for he holi ic ee of ou g a hle e . Holi ic ee of our aca em a program , will i clu e

Me or hip a cou eli g uppor me al heal h

Self-care, copi g mecha i m a buil i g i e i

Commu i co ec ivi a peer uppor em

Life kill , ime ma ageme a aca emic evelopme oppor u i ie

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.

IMG Academy

Rafa Nadal Academy

Mouratoglou Academy

USTA National Campus

l rna i d an a & Comp i or R pon

Indir c al rna i con i of

R ular c ool nni am ( am allow afforda ili y u ar alr ady o r urd n d

Mul i- por r c pro ram (con ni n u l p cific

Pri a coac in

G n ral fi n facili i lik ym and YMC

Coun ry clu (pr i n work u nd o xclu i y ocio conomic fac or )

d an a of our y m

In ra d pro rammin ailor d p cifically o ud n -a l ' n d acad mically a l ically m n ally and ociall

Holi ic cu omiza ion focu d on priori y m n of you playin c ool por pro id uniqu alu difficul for curr n comp i or o r plica

Inno a ion in duca ion includin i ualiza ion room m di a ion pod coun lin offic indoor por room audi orium fi n c n r r ora i a rium ar rapy and many mor S ron communi y n work r inforcin po i i a ior cc i l pricin mod l mpow rin und r r d roup of n l f ind in you nni par icipa ion and pip lin ( roup a n i orically 8 im mor lik ly o drop ir por )

Our comp i or r pon r li on cr a ion of a n w u in c or joinin a p c from o nni acad mi and communi y c n r a off r m n al al uppor for youn popula ion . Lar r acad mi may look o incorpora uppl m n al pro rammin rou par n r ip wi al fi n pro id r and o r c ool pro ram . How r i if will c an ir radi ional mod l ri kin rand id n i y roo d in li a l ic d lopm n and ir p cializa ion in nni rainin and xc ll nc . l ou our comp i or a fund and r ourc y would fac urdl calin in ra d communi y- a d rainin wi ou purpo - uil c nolo y co y m and p cial y plac a our uniqu acad my will pro id .

“USTA National Campus” “IMG Academy” “Tennis Academy”

"IMG Academy"

"tennis academy"

"USTA National Campus of Orlando"

We are seeing a high number of searches for , which is one of our main competitors in the west of F ori a The term as a basic an genera term has more than oub e of searches than estab ishe aca emies ike the , which shows us the great interest to fin tennis aca emies in the area.

"tennis"

These are the number of times the wor has been searche on the web over the past years

We can see a pattern of a high peak on interest within the Unite States every year in September. This is because the US Open takes p ace every year in September, in NY. The Gran S am tournament raws thousan s of peop e to watch, an creates high interest This pattern can he p us target our marketing an a vertising campaigns for "6 Love Aca emy" towar s that en of summer time.

“Tennis”

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 game-changing programming and services to address holistic needs.

Blue Ocean Strategy, Design Diagram

Mouratoglou Academy

Rafa Nadal Academy

Evert Academy

USTA

physicality of traditional tennis academies

IMG Academy

LA

DCScores

John McEnroe

Our unique approach to the blue ocean strategy canvas, not only is present in its innovation to programming. One of our key value propositions is offering a unique approach to non-profits, by having a physical tennis academy that serves as a third place for children wanting to improve their mental health, creating a culture of community.

Other examples of non-profits usually offer programs moving from place to place, on particular dates and weeks of the year. Unlike those, 6 LOVE student will be able to rely on a safe space for them, providing them with the opportunities of continuous learning in the academy.

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 wellbeing & tennis

5 student

2-3 schools

Core value props

Integrated wellbein

Counselin

Team-environmen Tennis community

What it tests

Validate interest in the holistic tennis trainin

Validate parent/guardian approval and commitment to the progra

Validate teen interest and likelihood of participatio Non-tested students interest to the program will become highly valuable data & feedback.

How it tests

Survey of student

Survey of parents/ guardian

efore/after survey of program effec uilding tangible partnerships and resources on hand (with room to expand if it is validated after the 4week program)

Hypothesis, Experiments, Results & Change Test Cards

Test Card 1

HYPOTHESIS

We believe that customers will be willing to pay 300$/monthly for a non-scholarship academy subscription

TEST

To verify that, we will offer free program testing for 1 week to all users

METRIC

And measure the percentage of customers who are interested in joining after the first week of trial

CRITERIA

We are right if at least 50% of trial users stay with us for more than 3 months

Test Card 2

HYPOTHESIS

We believe partnering with 2-3 local schools will provide sufficient initial student enrollment volume (to test programs)

TEST

To verify that, we will approach administrators at target middle and high schools, providing transportation

METRIC

Track number of student signups acquired through partner school push, measure attendance rates and satisfaction of students/ parents

CRITERIA

We are right if partnerships result in over 70 student signups collectively with >50% regular attendance

Test Card 3

HYPOTHESIS

We believe the combination of federal and state grants will provide at least $300,000 in annual funding for programming and operations.

TEST

Research government agencies and non-profit funding programs Applications should emphasize youth access, wellbeing impact, academic support.

METRIC

Measure dollar amounts awarded across the 5 target grant submissions, what are possible grants that the academy profile applies to?

CRITERIA

If we are awarded funding from 3+ grant applications annually totaling over $300,000, our ability to secure substantial government support is validated, and the growth of our business will be very positive

Other hypothesis

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.

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

Buyer Persona

Teen

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

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

Teen Buyer Persona

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

Investor/Partner Buyer Persona

City/government officials Philanthropists Health insurance providers Hospitality corporations Tennis equipment companies (Wilson, Tennis Warehouse, Head)

Professional Staff Buyer Persona

Licensed counselors/therapists Nutritionists at hospitals/clinics Former professional tennis players Physical therapists Master/Doctorate students Professional lecturers Camp animators

School Rep Buyer Persona

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.

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.

Value Proposition

Customer Profile

Gain Creators Gains

Products & Services

Pain Relievers

Pains

Customer Jobs

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

Objectives

Redefine customer buyer personas

Create user personas

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

Create floorplan customer user experience maps within the facility design

02

Speak to professionals to craft key innovation takeaways, build a non profit financial projections, and construction project management

03

Establish branding guidelines and advertising presence

04

Craft a compelling storytelling book merging business and interior design strategies

Methods

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

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.

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.

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

Develop a project management sheet.

Research about non profits and gather business materials

Develop Pro-Forma Income Statement, Cashflow, and CVP Analysis

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

Develop Visual Identity

Design Core Branded Collateral

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

Develop an overview of all contents, business and interiors

Decide design platform suitable for printable formatting

Design and merge book

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

1.1. Attend local events, and start conversations with people about the sports and educational design sector, with a potential intro 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. If virtual interviews, set up automated A notetaking tools like Otter AI.

1.3. Conduct affinity mapping tool (IDUS711) as a tool for contextual research , organizing and clustering similar data points across interviews.

2.1.Develop a list of potential designers and architects needed for the project.

2.2.Develop a project management tool that includes staff needed, wages, multipliers, and projected costs.

2.3. Develop a projected timeline or roadmap of the project with phases of design, costs per phase and projected total of hours.

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, K ia Weatherspoon, owner of Determined by Design (non profit interior design business) about business and key funding questions.

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. Develop Pro-Forma Income Statement, Cashflow, and CVP Analysis

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.

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.

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.

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)

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.

2.1. Decide formatting (letter size or horizontal format)

2.2. Research best platforms to design the book to be printed

for binding in the center.

3.3. Merge book and all materials created.

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.

Project Evaluation Metrics

Goals A B C

Unsatisfactory

01

02

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

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, CVP, Proformas are submitted. PM is submitted.

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

Basic personas outlined but lack depth. Journey maps incomplete.

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

03

04

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.

Spoke to 2 professionals. Some good insights gathered but synthesis lacks depth. Revenue model diagram is partially completed. Pro-formas or CVP is missing. PM is incomplete.

Spoke with fewer than 2 professionals. Limited insights were gathered, and there was no revenue model diagram. No Proforma statements, no CVP analysis. No PM.

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

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

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.

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

Milestones

Goals

01

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

Milestones

Milestone 0

Submission end of second week Spring 2024

April 7, 2024

02

Speak to professionals to craft key innovation takeaways and build a design/ construction PM tool

03

Non profit business strategy and financial projections

Milestone 2

Submission end of week 4 Spring 2024

April 21, 2024

Audience Deliverables Purpose

Target Users Review Committee

Customer buyer persona

User persona User journey maps

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

Milestone 3

Submission end of week 4 Spring 2024

April 21, 2024

04

Establish branding guidelines and advertising presence

05

Craft a compelling storytelling book merging business and interior design strategies

Milestone 4

Submission end of week 6 Spring 2024

May 5, 2024

Milestone 5

Submission end of week Spring 2024

May 26, 2024

Interviewees Review Committee Design/Construction professional

Interview insights and trend Project management tool

To understand key direct applications and additions that can improve the development of the projec

To apply interview insights to the development of the LEAD

74 thesis project

To build a project management tool that serves as a basic idea of an interior design/ construction process for the academy

Revenue model diagra

Review Committee Business professional

Financial projections: Pro forma income statement, pro forma cashflow, and CVP analysis

Gather survey insights about branding identit

Design/brand professional Review committee

Visual identity branding (logo, color palette... Identity materials (mockups, visual posters

Redesign concept diagram with new identity

To understand how my non profit business will be funded (start, execution, implementation, scaling the business

To understand revenue model

To understand number projections for my business

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

Review Committee

Design table of contents (storytelling Design the boo Print book

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

roject Challenges

Some of the potential obstacles I foresee for the mentioned goals incl de Diffic lty sec ring interviews with professionals (d e to b sy sched les or lack of interest) This co ld limit the amo nt of interviews and insights gathered A smart plan is to identify a large initial list (15-20) professionals to reach o t to, knowing that only a fraction may be available Reach o t well in advance to follow the project goals and deliverables Utilize existing connections thro gh professors, al mni, colleag es, etc

Printing costs for physical book may exceed b dget allocation if the book ends p being longer than anticipated Estimate page co nt early, fig re o t printing dollars amo nt of pages, and scope book to match b dget

Unanticipated delays in s rvey responses to prod ce identity branding/collateral design To prevent this from happening, send s rvey forms well in advance of branding creation Have back p options if needed (for branding identity research)

Book organization and storytelling flow can become more diffic lt than expected St dy examples, get early feedback from professors, b ild o tline and get a few revisions Some reso rces incl de writer’s st dio

The key is early identification of risks, thoro gh advance planning, sticking to the established timelines, and b ilding contingency plans.

roject Future/Continuity

This project represents the fo ndational research and planning stages for la nch of the 6 Love Tennis Academy non-profit With materials provided here, this project idea co ld be pitched at ed cational and research ind stry gro ps, s ch as non-profits in sports, ed cational development and innovation, constr ction/ architect re gro ps with an ed cational 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 act al real-world creation and event al opening of the academy to the comm nity, in a predictable f t re The critical planning stages to make the 6 Love Tennis Academy a reality, will be accomplished with the thesis development addition of Spring 2024 q arter With innovative research, branding, storytelling, interior design, and strategy development I can establish a solid gro ndwork to f lfill the goal of offering accessible yo th tennis programs to s pport child development and mental health The materials prod ced will facilitate creating and la nching this organization to the p blic in the f t re

Attachments

Attachment A: GANTT Chart

Attachment B: Bibliography

Attachment C: Final Project Documentation

Attachment D: Market Opportunity Analysis

Goal

Gantt Chart

Attachment A

Customer buyer personas

User personas

List of shared persona values

User journey maps in floor plans

Diagrams showing spaces and emotions simultaneously

Interview, trends, and shared values among responses

Project management tool

Pro-forma Income Statement & Pro-forma Cashflow

CVP Analysis

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

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/

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 11 (10): 10226–10268. https://doi.org/10.3390/ijerph111010226

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/

Ivey-

Stephenson, 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

ProjectSizedescription and scope, goal, impact

Research

Mental Health need in the state of Florida Tennis growth in the United States Tennis growth and revenue

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 & Design Diagram

Minimum Viable Product

Hypothesis, Results, Change

Value Proposition

Personas

Customer buyer personas, additional persona profiles

Value Proposition Canvas

Persona Alignment with Value Proposition Canvas

Creative Business Leadership

Relevance to the LEAD program

List of deliverables

Project Work Plan

Goals, Outcomes, and Methods

Project Evaluation Metrics

Milestones

Project Challenges

Project Future/Continuity

Attachments

Attachment A: GANTT Chart

Attachment B: Bibliography

Attachment C: Final Project Documentation

Attachment D: Market Opportunity Analysis

Final Project Deliverables

Attachment C

User research

Personas

Customer buyer personas

User personas

List of shared values between all personas

Journey maps

User journey maps in floor plans Diagrams showing spaces and emotions simultaneously

Market-fit insights research

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

Project Management Tool

Project management that includes staff, budget, and estimated timeline of design phases

Financial forecast

Pro-forma Income Statement, Pro-Forma Cashflow & CVP Analysis Revenue model canvas

Identity research and visual presence

Identity research

Survey insights data about visual identity

Visual Presence

Selected fonts

Selected logo

Brand elements and color palette

Mockups and visual posters

Concept diagram redesign

Identity research and visual presence

Book design

Table of contents storytelling

Book design template

Book content design and execution

Printed book

Printed book with binding

Final presentation

16:9 final thesis presentation