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EXECUTIVE SUMMARY Urban Creative, Inc. (the "Company") is a Film and Digital media based Start-up Company dedicated to developing a suite of digital media products that will be useful to small businesses, entrepreneurs and business professionals. The Company has already developed Small Video Advisor clips that provide advice to start-up businesses in connection with organization, marketing and financing. The Company was formed in 2009 and currently has 10 employees. The Company’s management team consists of experienced marketing, digital development, and finance personnel who have worked together in the past. The Company’s founder and CEO was the Executive Vice President of Marketing at Multimedia Urban Creative, Inc., and have over a years experience in the digital media industry. The Company’s development team consists of experienced market planner and digital developers who have worked at many national credited companies. In its first full year of operations, the Company reached $750,000 of sales. The Company projects that sales will grow to $7,000,000 a year within the next three years, with a gross profit margin of 42%. The Company’s products are high quality digital media and innovative. The Company intends to become a leading provider to small businesses, by expanding and adding to its product line. The market for digital media to small businesses is estimated at $35 billion per year. While the market includes some large competitors (such as Urban Nomad, Film and TV, Inc), the Company believes that it can compete effectively because of its high quality development team, extensive contacts with distribution partners and innovative product ideas.

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Table of Contents EXECUTIVE SUMMARY ............................................................................... 2 Introduction .................................................................................................... 4 Body .............................................................................................................. 5 1. What Makes A Good Office ............................................................... 5 2. New Ways of Working ....................................................................... 7 3. Our Office’s Components ................................................................. 9 Conclusion .................................................................................................. 14 Reference .................................................................................................... 15 Appendices ................................................................................................. 15

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INTRODUCTION

Often we mistake technology with innovation! Technology is a vehicle and many people just admire the new vehicle but don’t do the adjustments and changes that come with it. Why? People are afraid of changes Every change needs change agents – trustees. These are often lower level managers or employees who will need to bear the changes on their day-to-day activities. The Ways of Changes Business are great if they are managed properly. Change is certainly a reality in business and in life and change provides all kinds of opportunity and comfort beyond even adaptation as mentioned in the passage above. I think it’s useful to respond to change by innovating–creating new approaches to managing your business. Even more, being innovative puts you ahead of the change power curve so that you are not reacting to change, but becoming an agent of change. Never react when you can be proactive. In a growing and changing marketplace, if you keep doing the same thing, your business will die and boring. Adaptation is important because trends and people change. If you don’t change with them, you’ll become a thing of the past.

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BODY What Makes a Good Office?

Figure -1-Modern office Figure -2- Clean office The key elements of a good office are: • efficiency • communication • flexibility • social interaction • functionality • environment • use of technology Efficiency Efficiency in space usage involves the most effective use of resources. Efficiency can be increased by: • sharing facilities such as meeting rooms and storage across groups • centralizing storage and utilizing off-site storage • using mobile workstation furniture to maximize personal work surfaces and storage. Flexibility As today’s offices are subject to continuous change, office accommodation must be readily adaptable. Flexibility should be provided at a number of levels. Workstation component level Use modular and mobile furniture with components that are transferable from workstation to workstation and floor to floor. Workspace size. Use workspaces based on modular sizes with standard sized workstations, offices and 2 meeting rooms. The basic workstation module to build from is 2.1m x 3.0m (6.3m ) typical generic floor layouts Where possible avoid highly specialized design layouts across floors. Make as many common arrangements as possible by using consistent sized offices and workstations, common sized support spaces and fewer basic space standards. Having fewer enclosed offices and smaller individual workplaces, combined with greater access to appropriate support spaces, will enhance flexibility and make more effective use of space.

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Functionality Functional office space should make it easier for staff to do their work and should support the tasks they are required to do. In developing office layouts think about how office functions could change over the next five years. Promote equity across groups by using consistent allocations of area and quality of fit out across groups. Communication Good facilities promote a team approach. Teams can interact in centralised open or enclosed areas. Glazed enclosures enable teams to remain part of the work environment, while providing acoustic isolation. Social interaction Successful organizations recognize the importance of staff interaction in achieving organizational goals. Great ideas are often shared in passing. The office must be a pleasurable space for all users which encourages social interaction and a sense of community. Work cafes and lounge areas can provide alternative less formal meeting areas. Environment A well designed office provides a safe and attractive environment. Maximizing daylight views Build floor to ceiling enclosed rooms around the core and against solid walls to ensure maximum access to natural light and views for all users. By glazing partitions, curtains and vertical or horizontal blinds can be avoided. Where possible limit system furniture screen heights to around 1350mm, particularly when running in parallel with windows. Promoting occupational health & safety The Government of South Australia is committed to providing a safe and healthy environment for staff, as well as visitors to the workplace. The South Australian Occupational Health, Safety and Welfare Act 1986 identify the employer’s duty of care to its employees. Being environmentally responsible Consider renewable resources and embodied energy criteria in your material selection by: • using ecologically sustainable products, materials and finishes where possible in fit outs • allowing areas for recycling paper, glass, cans, etc • maximizing the efficient use of raw materials, by considering standards, sizes and components Tenpa Tenpa

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reviewing equipment and new technologies to minimize power consumption.

Pursuing energy efficiency Fit out is the best time to consider cost effective energy saving options, especially in the areas of lighting and air conditioning where energy consumption can be reduced by up to 50%. The Government Energy Management Action Plan has introduced these minimum requirements: • Lighting should incorporate cost-effective automatic controls to ensure that lights are off when not required • The design of air-conditioning systems is to be based on life cycle costing evaluations of alternatives • When entering leases, arrangements that pass on uncontrolled central service energy costs to the tenant should be avoided • Well-designed lighting and air-conditioning systems will provide the most comfortable conditions for occupants. Energy efficiency needs to be specified in the design brief and incorporated from the design stage. Use of technology Wherever possible, appropriate technology should be used to maximize flexibility and decrease space and power requirements. Workstation furniture should provide integrated ‘soft-wired’ cabling facilities to the desktop that allows for ready changes in cabling requirements. Communication points should be provided in areas such as meeting rooms (as per enclosed offices) for flexibility and function. Consideration should be given to emerging developments in replacing hard-wired offices with wireless technologies and flat screens, as this will provide government with flexibility in the future and will reduce space requirements. New Ways of Working

Advances in information technology and the introduction of new ways of working are shaping the office environment of the future. The traditional cellular office layout is fast being replaced by open plan layout and the use of flexible workstation furniture, to enhance communication among employees, improve efficiency and productivity and respond to organizational change.

The primary drivers for changing accommodation design should be the functional requirements of the agency. However, other incentives for change may include the need to: Tenpa Tenpa

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• improve service delivery • Reduce accommodation costs improve productivity increase communication, staff interaction, teamwork and collaboration. Traditional office accommodation no longer suits contemporary working patterns. Traditional attitudes towards the office layout are being challenged with space now being allocated according to work function rather than

Innovations in work practices The past few years have seen the emergence of a number of new ways of working which are aimed at improving productivity and providing greater flexibility for employers and staff. These new modes of working include, desk sharing, hot desking and telecommuting Desk sharing Desk sharing refers to the practice where two or more people share individual desks. Desk sharing is ideally suited to people who are often out of the office and do not require an allocated work position, or where space is minimal. It is used when staff are generally not in the office at the same time and do not have a conflicting need for space, for example, in the case of: • •

two or more people with a job sharing arrangement short term office users such as consultants or students.

Some personal and file storage space will be required by the staff sharing the desk (e.g. mobile drawers units for workstations) Hot desking Hot desking is a system in which staff who spend a lot of time out of the office do not have a fixed work point and are allocated space as they need it, possibly by making bookings. Staff may have mobile storage for their files and papers, which is kept in a central store. This storage unit would be rolled out to the booked space when required. Examples of situations where hot desking is appropriate include: • • •

field-based staff who spend the majority of their time out of the office staff who spend the majority of their time working from home short term office users such as consultants or students.

Telecommuting Telecommuting describes an arrangement where staff work for one or more days a week away from their usual workplace, perhaps at their homes or in a mobile office. The employees use computers, telephones, fax machines, modems and other technology, often supplied by the organization, to carry out their work and to link them electronically to the organization. Tenpa Tenpa

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Our office’s components

Personal workspaces The basic principle to be observed in the design of personal workspaces is ‘one size fits all’ in order to maximize flexibility and adaptability. Open workstations Open workstations support communication in a team based work environment but may be arranged to allow personal privacy where necessary. The workstations may be configured in a variety of ways according to the needs of the business unit. Workstations should be furnished with mobile furniture, and workstations that are built differently for right or left-handed use should be avoided. Shelves, accessory rails and mobile storage units are useful in organizing an individual’s workspace. Personal workstations should be developed on a modular basis using a modular size of 2.1m x 3.0m (6.3m2). Mobile workstations Mobile workstation furniture is a relatively new approach to office furniture particularly suitable for organizations which embrace teamwork, projects, innovation and collaboration. Mobile workstations should have the following features: • components which are all separate items of furniture • castors or glides fitted to each item to allow the user to easily relocate items and reconfigure the workspace to suit changing needs of the individual or group • screens which are either free-standing or clip onto the work surfaces and storage elements • ‘soft-wired’ cabling or wireless supply • ease of reconfiguration by users • components which are easily relocated to another site with minimal churn costs • height adjustability. Such furniture enables easy reconfiguration of the accommodation as well as cost effective relocation to another part of a floor or another building Enclosed offices are to be modular to provide ready adaptability for other uses, with modular size of 4.2m x 6.0m (12.6m2). Where offices are provided for directors, consideration could be given to providinga standard size office (12.6m2) next to ameeting room of the same size. This will allowthe meeting space to be used by other staff when the director is not in the office. Interactive spaces Tenpa Tenpa

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Any enclosed rooms should be used on ashared basis to optimise the investment. Team zones Team zones can be established as open areas partly separated from other workpoints by elements of the office, such as filing units. Ideally located outside of circulation zones, team zones should be furnished with casual seating and have communications outlets available. Team zones may be used for: • Relaxation • Informal meetings or team sessions • Alternative ad hoc workpoints. Meeting/interview rooms Enclosed meeting rooms should be provided to facilitate formal sessions, depending on the needs of the occupants and generic planning of the site. Such rooms should be away from the building perimeter, to leave natural light available for open workpoints, and should have at least one glazed wall, which may be treated if privacy is required. Meeting rooms may be used for: • Formal meetings • Team meetings • Interviews and counseling with customers, clients and staff. Enclosed offices The allocation of enclosed offices should be determined by the function of a position rather than the classification of the occupant. The number of offices should be minimized to ensure future adaptability of the work area. Where offices are provided, glazing should be used to create a sense of openness. Glass fronts and sliding doors promote interaction. Where partitions are glazed, curtains and blinds are unnecessary. Offices should be furnished using mobile workstation furniture to match open workstations. Offices should be located away from the perimeter of the building to allow maximum access to natural light by open workstations. Offices may be provided where there is need for: • Frequent confidential client interviews • Frequent staff counseling • Extensive high level representational activities. If it is not clear whether an office is required, the preference is to allocate an open workstation close to a generally available meeting room. Enclosed offices are to be modular to provide ready adaptability for other uses, with a modular size of 4.2m x 6.0m (12.6m2). Offices are provided for directors, consideration could be given to providing a standard size office (12.6m2) next to a meeting room of the same size. This will allow the meeting space to be used by other staffwhen the director is not in the office. Interactive spaces

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Any enclosed rooms should be used on a shared basis to optimise the investment. Team zones Team zones can be established as open areas partly separated from other workpoints by elements of the office, such as filing units. Ideally located outside of circulation zones, team zones should be furnished with casual seating and have communications outlets available. Team zones may be used for: • Relaxation • Informal meetings or team sessions • Alternative ad hoc workpoints. Meeting/interview rooms Enclosed meeting rooms should be provided to facilitate formal sessions, depending on the needs of the occupants and generic planning of the site. Such rooms should be away from the building perimeter, to leave natural light available for open workpoints, and should have at least one glazed wall, which may be treated if privacy is required. Meeting rooms may be used for: • Formal meetings • Team meetings • interviews and counselling with customers, clients and staff.

Work cafés A work café is a space for socialising which encourages people to work, meet and share ideas in an informal setting. Work cafés are often collocated with enclosed meeting rooms and provide for all ‘tea room’ functions. Work cafés may be used for: • ad hoc meetings • an alternative, temporary place for work • exchanging information, both social and work-related • eating and drinking. Conference rooms If conference rooms capable of holding large groups are required within a building, they should be fitted out in a manner and location within the building so as to be generally available. Where possible, such rooms should be subdivisible with operable walls to maximize flexibility, and centrally maintained and booked. Training rooms

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Where possible, external training facilities should be considered instead of providing dedicated internal training spaces. Where internal training rooms are necessary consider the use of multi-purpose conference/training facilities. Quiet rooms Sometimes known as a ‘harbour’, a quiet room is a non-assigned, small enclosed room (6.3m2) which provides visual and acoustic privacy. It should be available for use by all staff within the open office on an occasional or temporary basis. These rooms should be networked to data and voice communications. Quiet rooms are used for: • intense individual work • sensitive or personal telephone calls. Support spaces Storage The cost of providing storage is high, particularly in the central area of Adelaide. Secondary storage (e.g. warehouse space) is likely to cost about one third for the same area. It is therefore important that agencies only retain essential records and stores within their offices, and establish an active records archive/disposal plan. State Records of South Australia can assist agencies with this activity. It is important to provide both central and personal storage. Storage and filing cabinets should be modular in both width and height, and fit the chosen workstation system. Filing hub Filing hubs containing frequently used filing should be located where they may be accessed with minimum disruption to work areas. These hubs could include storage units approximately 900mm high, incorporating bench tops to allow for standing at the hub. Filing hubs are used for: • periodical reference to files • short and ad hoc discussions regarding files or records • access to local equipment such as printers and fax, which may be collocated • access to coat storage or stationery which may be collocated. Allowance for stationery stores should be determined by looking at existing utilization rates and stock on hand. Space should be justified by reference to linear metre run of shelving required plus an indication of annual take-up and write-off rate. Space allocation can be reduced where structural floor loadings permit use of compactus storage.

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Reception and waiting The reception desk doubles as the work area of the staff member responsible for reception duties and/or enquiries. The amount of waiting space allocated for visitors will depend on the nature of visits (i.e. conference groups or small meetings of only a few people). Consider having a common reception and waiting area which caters for several floors rather than one on every floor. This may be on a lower floor for easier access via lifts or a ‘shop front’ on the ground floor. Other floors can be provided with a telephone and floor directory in the secure lift lobby. Consider alternative drop off points for deliveries. Utility bay Utility bays are dedicated areas for stationery stores, photocopiers, faxes, printers and essential services (data, electrical, mechanical). They should be centralised on a given floor to allow the most equitable access and to avoid disruption to local workpoints. Utility bays should also provide benches and cupboards as required. Support spaces and other special-purpose spaces, such as public area, front counter, information display area, library, mail room and computer room, should be planned to fit the modular size where possible. Security/access More flexible boundaries between agencies and their key stakeholders require the security of office accommodation to be carefully considered. In an environment where consultants, outworkers and agency employees are meeting and working together, the workplace will be more exposed. Particular attention also needs to be given to security where the agency is open to outsiders in the course of its daily operations. Agencies should also address separate security for individual tenancies and floors, and afterhoursentry and exit facilities.

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Conclusion

Digital media has become an important aspect of providing the ways to successful business. Even though the differences do exist between businesses because of the marketing variables which are the basis for segmentation such as age and geographic variables. In a competitive market, all the companies must identify and target different market segments in order to remain at the cutting edge. Differences between the companies are evident with respect to product, pricing, place and promotion. Organizations in our era are extremely sensitive - as they must be - to demographic, technological and economic developments. Environmental changes most affect strategic perspective. With respect to the marketing mix, quality in the digital media industry is a key factor. An effective marketing program brings together all of the elements of the marketing mix to achieve the organization’s marketing objectives by delivering to customers what they want and need. The most successful companies will be those that can meet these needs most effectively and it’s important it’s offered only where it’s going to be better, more effective and more efficient

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References http://sielearning2.tafensw.edu.au/moodle/mod/resource/view.php?inpopup=true&id=34240 http://www.gamc.nsw.gov.au/workplace-guidelines/3_wpdirections/wpdirections_3_03.htm http://sielearning2.tafensw.edu.au/moodle/mod/resource/view.php?inpopup=true&id=34668 http://sbinfocanada.about.com/od/businessplans/a/execsumexample.htm http://www.ehow.com/how_16566_write-executive-summary.html http://christophercdean.wordpress.com/2008/04/17/why-change-is-important/

Appendices Figure -1-

A picture of modern office

Figure -2-

A clean picture of office

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presention