Commercialization plan - Research Paper Example

According to the information that was tabulated with regards to the total Saint John New Brunswick population, it was determined that a total population of around 389,200 existed within the region. Of this population approximately 20% (or over 77,000) individuals fell into the 60+ year old demographic. Within such a target market and potential market, it is clearly defined that an extant need for services and goods that speak to an older demographic is illustrated. Naturally, it cannot be expected that this target demographic exhibits the total size of the consumer base.

Rather, it is safe to assume that approximately 20% of this total figure could be amenable to the services that Golden Village would offer at some point during their lives. As such, the product that is being offered is that of an assisted living/retirement community known as “Golden Village”. The product is a community that is specifically designed to cater to the needs of an older population without any type of stigma or shame associated with living in such a place. The services delivered would also adapt themselves according to need and comfort of older generation (Vlachos, 2011).

As aging population is ever increasing, and with the baby boomer generation on their way out of the workforce, there is a greater demand to fulfill the needs of retirees. One of the key competitive advantages that “Golden Village” will be able to enjoy is the fact that it will provide retirees the opportunity for a rewarding lifestyle that allows them to feel young again without the cumbrous constraints of traditional forms of retirement communities and/or assisted living centers throughout the nation.

Participants will be encouraged to “live their dreams” after leaving the workforce in a community and family type atmosphere. In such a way, this offers individuals with a unique opportunity to escape from the rigid confines of what has traditionally defined such communities and experience an entirely new way of life that is far superior to what they might anticipate with respect to such an offering. The ultimate value proposition will therefore be concentric around the inclusive and interconnected service offerings that the village itself is able to provide.

Whereas most retirement communities and assisted living centers focus solely upon seeking to address issues relating to health and longevity, Golden Village will actively seek to engage the participants be facilitating group events, cruises and trips; while ensuring relationship building activities. With onsite professionals such as doctors, occupational therapists and event planners, there will be no shortage of ways to maintain a busy, healthy lifestyle and stay fit all at the very same time (Finley, 2007).

In order to achieve these goals, the operations plan will be contingent upon a vision to provide a high quality of life and services relating to the individuals who reside within the village community (OPREAN, 2012). Only by adhering to the directive of seeking to maximize the quality of life, both in terms of health and longevity and in terms of activity and involvement, can the individual sub goals and strategies of such a community be effectively engaged. What will set Golden Village apart from other entrants in the market is its strict adherence to the vision and ensuring that each and every individual that wishes to participate will be given the time and devotion that is required to ensure a fulfilling interaction between all parties involved.

With regards to an action plan, it will be necessary for a great deal of preliminary planning and step by step integration to take place in order to define the metrics and goals that such a plan must necessarily entail as a means of garnering success in the future. Firstly, and perhaps most importantly, the metrics of what defines success and how the entity will seek to set itself apart from the competition must be defined. Once this is placed into the action plan, it will only then be possible for memoranda of agreement to be formulated with different entities and service providers that will be responsible for serving the needs and providing key services to the residents of the village (Van Voorhis, 2010).

Delineating start and end dates for consecutive parts of the project will also be required. With respect to this particular requirement, it will first be necessary to perform a thorough level of market research and be completely and entirely familiar with the level and extent/scope that the project will take, as well as defining all offerings that could be included, prior to final delivery of the action plan. Outline: I: Introduction and Market Size A: Overall regional population B: Specific demographic/target market C: Categorization of figures II: Operations A: Discussion of metrics required B: Delineation of vision and strategies III: Action Plan A: Timeline Considerations B: Importance of a long-term understanding of market before action References Finley, R. F. (2007).

Developing a practical business continuity plan. Journal Of Business Continuity & Emergency Planning, 1(2), 200-212. OPREAN, G. (2012). Operations Planning. Buletin Stiintific, 17(2), 139-142. Van Voorhis, S. (2010). Market Research Outreach. Centerpoint, 12-15. Vlachos, I. P. (2011). SMEs E-Business Behaviour: A Demographics and Strategic Analysis. Journal Of Enterprise Resource Planning Studies, 20111-21. doi:10.5171/2011.250358