1. Establishing Initial Contact

New relationships require a focus on the fundamentals. For example, when making investment decisions in a newcomer, the investor will look at how the initial contact was made and how the discovery process was managed. This information will be used by the investor to make a decision on further engagement with the entrepreneurial team. Therefore, the first meeting with an investor is very important as the entrepreneur has only one chance to make a good first impression. The entrepreneur has a dual objective to achieve in the initial meeting. First, the investor has to be convinced of the value of the proposed business opportunity. At the same time, some evidence has to be shown about the personal qualities of the entrepreneur and the management team as the entrepreneur is also marketing himself and the team to the investor. Usually, the process of making and managing innovative investments can be seen as consisting of five main stages and the initial contact will lead to entry into the first stage. At the first stage, the assessment of the investment opportunity is self-oriented. This means that the investor is not as interested in learning about the essence and potential of the investment opportunity. Investors focus on deciding how they want the discovery process to be managed in the future. There will be big differences in terms of how entrepreneurs should relate to a new investor in comparison to an experienced investor, a technology transfer office, a corporate investor, a business angel, etc. Entrepreneurs and investors have to learn working with each other over time and basic requirements have to be fulfilled in order for that process to be managed efficiently and effectively. However, it is also a fact that not all innovative investment projects will reach the commercialization stage. The probability of project failure or success is largely dependent on the entrepreneurial decisions made throughout the business development process. As a result, setting a promising initial contact is vitally important for the prosperous development of the investment opportunity.

1.1. Researching Potential Investors

But for an entrepreneur, having many different options can actually be a hindrance than a help. Many start-ups find themselves struggling with choosing the right investor. Choosing the right investor can be harder than it seems. After all, start-ups depend a lot on the capital they receive and hence it is crucial to find an investor or a group of investors who not only have the right resources but also the same vision of success as you do for your company. A method widely used in the past but has slowly started to lose its effectiveness in recent years is the “power of proximity”, where start-ups only look at investors within local or reasonable travel distances. While it is satisfying knowing we have the support of someone close to home, technology and modern transport means that a cross-country investor is not that large an obstacle, and by only surveying the local investment community you could be greatly limiting your prospects. Now, it is certainly good to consider this method when looking for an investment, nothing can beat an investor who has a proven track record. For many investors, providing a one off cash injection and subsequent support is an attractive proposal. However, is it not always the case that these investors are also seeking a greater influence within the company? This is why a number of investor relationships take the form of “partner investors”, where instead of giving a small amount and some advice, larger investors can provide significant amounts of financial and industry based support. This surely lead to the opportunity for long term thinking on a long term scale and tailored guidance to help with the company’s unique targets. This in turns can provide a great advantage that will help secure long term success. Financial strength is not only the indicator for a reliable and successful investor, how they manage their own assets has to be taken into account. This is why choosing an investor with a proven track record is so important- their financial strategy has shown to be a success. It is important to consider not only the providers of finance; their partners also must be taken into account as the investor’s decision making is partly reliant on their associates. Different investors have different focuses in terms of what they wish themselves and the company as a whole to achieve. This is why a start-up should thoroughly research the investors that they have shortlisted to help ensure that not only will they be a good fit for the company’s growth and proactive targets, but also have the capability to provide assistance if the business starts to stagnate.

1.2. Crafting an Effective Introduction

After conducting thorough research, the next step is to create a compelling and effective introduction. The main purpose of the introduction is to engage the investors and to get them interested in the business. This will increase the chances of the investors asking questions about the business and the investment opportunity. However, drafting the introduction is not a simple task. It must be well written, straight to the point and attention grabbing. First and foremost, the introduction must start with a description of the investment opportunity. It is important to provide a brief overview of the business, the business model and the products or services it provides. This will help the investors to understand what they are investing in. For example, if the business is a manufacturer, the introduction can start with a description of the products it manufactures. At this stage, we do not have to go into great detail about the products or services. However, we should try to make the introduction specific to the business. This means avoiding ambiguity and jargon which investors might not be familiar with. But make sure not to oversimplify things; the investors are likely to have industry knowledge and they might be looking for something refreshing. Then the introduction must provide a background of the management team. This should include the experience and track record of the key personnel in the business. For example, if the business is carried on by a group of experienced professionals, the introduction should highlight their backgrounds and the key achievements in their careers. This will help to build credibility and trust. Last but not least, the introduction must end with the reasons why the opportunity is attractive and how it can generate good returns for the investors. This can be supported by the use of financial forecasts and the details of the market research. As for me, the best approach for drafting the content is to write a few drafts and revise them over time. Getting friends and family members to read the drafts can be a good way to collect feedback and to improve the content. Also, do online research about marketing strategies and keep an eye on the current market trends will definitely help. By continuously improving the introduction, it will not just benefit the investor pitching but possibly all sorts of promotion for the business. Balancing what attracts investors and what I am passionate about in the business is the key. This will not just grab the attention of the investors, but also keeps me motivated in the future running of the business.

1.3. Leveraging Networking Opportunities

While digital networking is effective, in-person networking should not be overlooked. Attending industry conferences, meetups, and investor events can provide valuable opportunities to make connections. When meeting potential investors in person, having a short and effective pitch prepared can be useful for making a strong impression. This should include details about the start-up, what it does, and what makes it unique. Elevator pitches should be concise, engaging, and give insight into the business, such as the problem it aims to solve. When delivering a pitch, it is important to remain open to feedback. Investors may give advice or suggestions, and showing a willingness to listen and learn can help form positive relationships. Following up with new contacts is essential. After an event or meeting, sending a short email to thank the person for their time will help to keep the line of communication open. Building a broad network is valuable for start-ups, and so meeting people in different sectors or at different events can also be beneficial. This approach increases the chances of making a connection with an investor who is a good fit for the business. Be selective about which events to attend. Time is valuable, and so forethought should go into which events will be most useful. Research events and consider which are best suited for the business, then set clear goals for those events. For example, the goal may be to make three strong connections rather than just to hand out as many business cards as possible.

2. Building Trust and Credibility

2.1. Delivering on Promises

2.2. Maintaining Transparency

2.3. Providing Regular Updates

3. Understanding Investor Needs and Objectives

3.1. Conducting Investor Surveys

3.2. Identifying Investor Preferences

3.3. Aligning Goals and Expectations

4. Effective Communication Strategies

4.1. Active Listening

4.2. Tailoring Messages to Investors

4.3. Utilizing Various Communication Channels

5. Building a Strong Team

5.1. Hiring Skilled Professionals

5.2. Fostering a Collaborative Environment

5.3. Encouraging Accountability and Responsibility

6. Providing Value to Investors

6.1. Offering Exclusive Opportunities

6.2. Providing Industry Insights and Analysis

6.3. Facilitating Networking among Investors

7. Managing Investor Expectations

7.1. Setting Realistic Goals

7.2. Educating Investors about Risks

7.3. Managing Expectations during Challenging Times

8. Resolving Conflicts and Issues

8.1. Addressing Investor Concerns Promptly

8.2. Seeking Win-Win Solutions

8.3. Engaging in Mediation or Arbitration if Necessary

9. Maintaining Long-Term Relationships

9.1. Celebrating Milestones and Achievements

9.2. Seeking Feedback and Suggestions

9.3. Continuously Improving Investor Experience

1. Introduction

Childhood obesity is a serious public health concern that has increased in prevalence over the years. It is caused by an overconsumption of high-calorie foods and limited exercise. Today, it is estimated that over 18 percent of children in the U.S. are affected by obesity, as opposed to 1960 when the rate of childhood obesity was less than five percent. This means that today childhood obesity is the most common chronic disease in society, greatly affecting kids both physically and mentally. Research must be done on the prevention of obesity in children because these kids will suffer the effects of the disease for the rest of their lives, not to mention the cost of medical and related treatments. This is a serious problem that has fast-tracked children into becoming obese. It is especially prevalent as technology advances and becomes readily available to even young children. But what causes childhood obesity? Various reasons lead to childhood obesity, and many of them are preventable. Firstly, the most evident reason for obesity among children is unhealthy diets. Many foods that are readily available to them are full of sugar and fats, which are also high in calories. Secondly, childhood obesity has increased at an alarming rate because of how easily kids become addicted to TV and video games. Studies prove that the more TV a child watches, the more likely they are to get used to a sedentary lifestyle and therefore the more likely they are to become obese.

1.1 Definition of Childhood Obesity

Childhood obesity is usually measured with the body mass index (BMI). BMI is calculated by taking a person’s weight in kilograms and dividing it by the square of the person’s height in meters. For children and teenagers, the BMI score is plotted on a gender-specific BMI-for-age growth chart. The BMI-for-age percentile shows how a child’s measurements compare with others of the same gender and age. If a child has a BMI above the 85th percentile and below the 95th percentile, he or she is considered overweight. A child is considered obese if he or she has a BMI at or above the 95th percentile for children of the same age and sex. This accurate definition can be found on the National Heart, Lung, and Blood Institute’s website. This definition provides a clear basis for identifying the children who may need medical or health intervention due to the risks associated with childhood obesity. This evidence-based and straightforward definition contrasts with the notoriously ineffective definition of obesity in adults, which is the simple accumulation of excess body fat. Under that definition, a judgment has to be made about how much excess fat constitutes obesity. The result is that hundreds of definitions exist. This is why the World Health Organization has so far declined to provide a definitive global definition for the term. Even though the symptoms of obesity in childhood and adulthood are similar, the diseases set in at different stages of life and require different interventions, yet another reason for having a precise definition for childhood obesity.

1.2 Prevalence of Childhood Obesity

Obesity is defined as having excess body fat due to excessive accumulation of large fat cells. It is different from being overweight, which means weighing more than what is thought to be a healthy body weight. Both terms mean that a person’s weight is greater than what is healthy for his or her height. However, there is evidence to suggest that the prevalence of obesity is increasing at an alarming rate, not only in the United States but throughout the developed world. According to the World Health Organization (WHO, 2016), the prevalence of obesity worldwide more than doubled between 1980 and 2014. It is now estimated that over 41 million children under the age of five are overweight, and the WHO has further predicted that the figure will rise to over 70 million by 2025. Further figures from the Centers for Disease Control and Prevention (CDC) show that obesity in children over the last 30 years has more than doubled and has more than quadrupled in adolescents. Today, more than one-third of children and adolescents in the United States are overweight or obese. These statistics help to show just how prevalent childhood obesity is and the scale of the problem that it poses to public health. Furthermore, research and official statistics show that certain groups of children are disproportionately affected by obesity, particularly those from low-income and underserved communities. The CDC (2015) states that children from low-income families are more likely to be obese compared to children from high-income families. This is a trend that is very worrying as research evidence suggests that these individuals are likely to suffer from worse obesity-related health issues over the course of their lives. As well as the significant impact it has on individual health and well-being, childhood obesity also has important implications for the economy and the overall stability of public health. For example, there is increasing pressure placed upon health services to identify and treat obese children with weight-related health issues. This has led to a growing body of evidence that suggests childhood obesity is causing feedback loops that will affect future generations.

1.3 Impact of Childhood Obesity on Public Health

The increase in childhood obesity rate is a particular concern because it is “a significant predictor of adult obesity” and is more related to the risk of adult mortality than obesity starting in adulthood. It is more attacking public health, as the physical effects of cardiovascular diseases, high cholesterol, high blood pressure, diabetes, bone and joint problems, and sleep apnea may create many complications in the lifestyle, due to limited mobility. Furthermore, in 2013 many reports pinpointed the socio-cultural effects that obesity in childhood will have on the psychology of an individual. Critics are suggesting a view that “overweight children see it as predetermination to obesity in adulthood” and may directly withdraw from exercise when other children comment on their size. This has created an ongoing debate, as some people argue that the “public spending would benefit from more early years workers to tackle weight problems in children”, whilst others support the idea of “mental health services targeted at children and adolescents”. As a matter of fact, by researching the physical and psychological effects together it can be concluded with confidence that psychological effects do increase by different levels of mental stress and many found that starting stimulating physical activities and exercises at an early age can reduce these stress. However, as public health has been placing more efforts on encouraging children to be involved in a variety of sports and exercises, there is a small population of children who have never been active and have no history of seeking physical activities, these will be at a high risk of a serious health effect in the next generation. Any individual, from the youngest to the old generation, will be affected by such radical health in their whole life. Therefore, this reflects that obesity is attacking public health as those physical and mental effects will not only decrease the potential lives of both now and adults but also raise the medicate cost, especially for the mortality directly caused by obesity, such as cancer.

2. Causes of Childhood Obesity

2.1 Sedentary Lifestyle and Lack of Physical Activity

2.2 Unhealthy Dietary Habits

2.3 Genetic Factors

3. Health Risks Associated with Childhood Obesity

3.1 Type 2 Diabetes

3.2 Cardiovascular Diseases

3.3 Psychological Effects

4. Socioeconomic Factors and Childhood Obesity

4.1 Influence of Advertising and Media

4.2 Food Insecurity and Limited Access to Healthy Foods

4.3 Socioeconomic Disparities in Obesity Rates

5. Prevention and Intervention Strategies

5.1 School-Based Programs

5.2 Parental Education and Involvement

5.3 Policy Changes and Regulations

Analysis of Costs and Revenues from Tournaments at Red Bluff Golf Course & Pro Shop

1. Introduction

The report titled “Analysis of Costs and Revenues from Tournaments at Red Bluff Golf Course & Pro Shop” aims to analyze the financial aspects of tournaments held at the Red Bluff Golf Course & Pro Shop. The report begins with an introduction, discussing the purpose of the report, providing background information, and outlining the scope of the analysis. With the rapid growth of the golf entertainment industry, many golf resorts and country clubs rely heavily on tournaments to increase traffic and revenue. Given that hosting a tournament requires shutting down a number of tee times and dedicating the entire course to the tournament, it is important to understand whether the revenues generated from the tournaments can compensate for the loss of the regular rounds of golf and the additional tournament-associated costs. Also, despite the rise of technologies in the recent years, many such businesses still use traditional methods – using pen and paper or Excel worksheets – to manage the tournament bookings and to analyze the financial results. This can lead to errors created by manual data input and limited efficiency in analyzing different scenarios. The purpose of this analysis is to quantitatively compare the costs and profitability of different tournaments at the Red Bluff Golf Course & Pro Shop, and to find out whether the revenues earned from the tournaments can cover the financial commitments of hosting them. The financial results of the year 2016 will be the main focus of this analysis. And the prices are assumed to stay constant throughout the year. Additionally, the report also discusses the possibility of automating the tournament management process by developing a new database and linking it to a customized spreadsheet, which would provide great convenience for the staff in the future.

1.1 Purpose of the Report

The primary objective of this report is to assess the financial success of golf tournaments held at the Red Bluff Golf Course and Pro Shop. More specifically, the report aims to quantify the impact of automation and cost-centered improvements to achieve precise and reliable tournament financial performance data. By carrying out the analysis, the management can identify the specific tournaments which are performing successfully or those which require any kind of managerial attention. In addition to quantifying the success of the tournaments, the report provides further insight by identifying the main sources of tournament revenue and compares the financial potential of the tournament to the performance of the golf course as a whole. Furthermore, the report demonstrates that with simple but effective automations, the financial performance of each tournament can be more accurately tracked over time and data can be analyzed more easily to make informed managerial decisions. The findings of the report not only serve to further justify a move towards more automation and system improvements but also demonstrate to the management the critical benefit of taking a more cost-effective approach when looking to provide food and drink at the tournament.

1.2 Background Information

“Red Bluff Golf Course is a medium-sized public golf course located in the Midwestern United States. The golf course is the centerpiece of the Red Bluff Golf & Country Club and consists of an 18-hole regulation course, practice areas, and a clubhouse with a pro shop. The surrounding area comprises mainly residential properties, and the clubhouse facilities are also open to non-golf members, offering a food and beverage service to the general public. The golf course is managed by a professional club manager and is open to the public with pre-arranged tournaments making up an important part of the customer base and revenue. The club employs a team of professionals including the manager, a head golf professional and his staff, and a team of greenkeepers and maintenance staff. During the main golfing season of April to October, the club is host to a variety of different tournaments, with the majority of tournaments being hosted by outside organizations and charities. The club has space in the tournament schedule to host six weekend and six weekday tournaments, and this report aims to analyze the costs and revenues associated with these tournaments. By undertaking the project, some potential questions can be answered. For example, what is the potential market for creating additional tournaments? What is the financial performance of each tournament? Which are the most profitable tournaments and why? By answering these questions, the senior management can consider the financial viability of introducing further tournaments and allocating specific tournaments to the golf professionals. Additionally, it can be analyzed if a different pricing strategy for tournaments could be more efficient for the golf club.”

1.3 Scope of Analysis

The type of analysis that will be conducted is a cost-revenue comparative analysis of tournaments. On the cost side, a classic “economic cost” approach will be used where fixed and variable costs in the short run will be taken into account. This is because tournaments, from a little research that has been carried out earlier, are the major revenue drivers for the golf course. On the other hand, revenues generated from the last three tournaments including the ongoing one are going to be compared and analyzed. From such kind of data and the consequent analysis, it is expected that concrete recommendations for the management of the course will be devised. Moreover, there is a likelihood that there might be a practical application, that is, the development of a computer-based analytical tool, something which will form the basis for a second phase of the project. Logical findings of the analysis will be discussed in light of current economic theory and the golf course management practices especially those touching on revenues from tournaments. In addition, various data collection and analysis challenges that have been met in the course of the project will be discussed to give an insight of what it actually means to do research and analysis using the many spreadsheet tools that are available because of the advances in information technology. On the other hand, the practical use of the theoretical concepts that are used in the analysis can be demonstrated through comparison with actual results from the data analysis.

2. Data Collection and Standardization

2.1 Overview of Data Collection Process

2.2 Importing Data into the Golf Database

2.3 Standardizing Data for Analysis

3. Accuracy and Reliability of Previous Reports

3.1 Challenges with Manual Data Entry

3.2 Potential Errors and Inconsistencies

3.3 Impact on Decision Making

4. Designing an Automated Spreadsheet

4.1 Requirements and Objectives

4.2 Utilizing the Golf Database for Automation

4.3 Creating Data Extraction and Transformation Tools

5. Analysis of Tournament Costs

5.1 Cost Categories and Components

5.2 Calculation of Total Costs

5.3 Identifying Cost Drivers

5.4 Cost Comparison between Tournaments

6. Analysis of Tournament Revenues

6.1 Revenue Sources and Breakdown

6.2 Calculation of Total Revenues

6.3 Assessing Revenue Generation Strategies

7. Performance Evaluation and Recommendations

7.1 Key Performance Indicators (KPIs)

7.2 Evaluation of Profitability and ROI

7.3 Recommendations for Improving Financial Performance