Discussion 5
Aramis
Mod5Replys.docxJohn Sapp
I would like to open an artisan charcuterie small business. Artisan is really just to make it sound fancy and expensive since it comes from a smaller business. Charcuterie is basically preserved meats, like salami, prosciutto, and capicola.
According to Our World in Data, meat production has increased 4-5 fold since 1961, with the largest growth in poultry, pork, and beef. Specifically charcuterie was in an article by Super Market News this year as primary selling commodity for grocery store delis. There is also a rise trendy diet fads that include Atkins and Keto diets that, at least, prioritize protein sources.
My target markets would be more affluent party crowds, meat aficionados, and to a lesser extent family households. The affluent party crowds would fit any demographic who wishes to make an impression with the specialty charcuterie, which could range from college kids throwing a wine and cheese club up to larger catered parties. This could work well in larger college towns where most of these demographics would be present.
My primary competitors would be other specialty providers, and perhaps specialty stores. However, one tactic to turn this threat into an opportunity is to work out being a provider for the specialty stores rather than directly competing with them.
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A small business that I’ve always been interested in is a child development center. This is business much like a daycare center, but with the added benefit of child development and learning. The service that is offered would be childcare for children one year to eleven years old. My target market would be the young working class. This market consists of those ranging in age from nineteen to forty, men and women, married and single parents. The major competitors would be after school programs for school-aged children, local daycare centers, and stay at home family members. My business would focus on extended hours that are longer than the typical 6 pm pick up time offered by many after school programs. Unlike daycare centers, my company will also focus on the added benefit of teaching children to be social and productive citizens. It is a learning environment as well as a childcare center. We focus on child development, and unlike many daycare centers, our children are introduced into a structured environment where time is not wasted playing with toys the entire day.
In today’s society, it is extremely hard to survive as a one-income family. This means that a lot of family members between the ages of 19 and 40 years old are starting work or returning to the workforce. Our rates are compatible with our competitors, and we offer more for your money. My company allows all members of the household to work and pay childcare expenses without breaking the bank. A unique challenge for human resource development (HRD) in the new millennium is how best to accommodate the competing demands placed on employees by work and family. This is particularly true with respect to members of dual-income families, who face the daunting challenge of simultaneously integrating family demands with the work-related demands of both partners (Duxbury et al. 2007). The HRD has acknowledged the strain placed on dual-income families. My company would strive in taking steps to reduce the ever-growing demands placed on families as a result of working to keep their families fed. As the number of two-earner families continues to rise, the demand for daycare is increasing (Films for the Humanities & Science 2009). The HRD also acknowledges increases in our economy. These increases affect basic necessities such as housing, food, and clothing. This fuels the need for dual-income households in order to keep up with basic family needs. My child development center would meet the needs of a growing dual-income society.
