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Business Management for the Personal Fitness Trainer
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Table of Contents

BUSINESS MANAGEMENT FOR THE PERSONAL FITNESS TRAINERPART 1: LAYING THE GROUNDWORK FOR SMALL BUSINESSChapter One: Introduction Why Start a Business?A Brief History of Small Business in the United States What Is a Small Business? The History of Personal Training Chapter Two: Individuals and Small Business Start-UpsEvaluating Your Entrepreneurial Orientation Triggers for Starting a Business Supports Specialization Personal Training as a Business Chapter Three: Business Idea Generation and Initial EvaluationGenerating Business Ideas Opportunity Identification Choosing a Business PART 2: DUE DILIGENCE ON THE BUSINESS IDEAChapter Four: Thinking CompetitivelyRedefining Your IndustryDefining Your Customers Developing the Information for the External Analysis of Competitors Developing a Competitive Map Additional Issues for External Analysis Competitive AdvantageChapter Five: Business Mission and StrategyMission Statements Sustainable Competitive Advantage Step 1: Develop a List of Your Business's Assets and Capabilities Step 2: Split the List into Standard and Extraordinary AssetsStep 3: Evaluate Competitiveness of Extraordinary Resources/Capabilities Strategy Chapter Six: Your Financial FitnessUnderstanding Cash Flow Developing Cash Flow Statements Other Financial Tools PART 3: ESTABLISHING THE BUSINESSChapter Seven: The Legalities of Your Personal Training BusinessForms of Business Independent Contractor Status Contracts Leases Regulations The Standard of Care and Scope of Practice Insurance The Legal System and Fitness Facility and Personal Training Businesses Chapter Eight: Establishing Operations Location Financing Considerations Legitimacy Quality Technology Equipment Facility and Equipment Layout User Space and Safety Timing Time Management Chapter Nine: Financing and Accounting Financial Foundation Identification of Key Issues Funding Accounting TaxesPART 4: BUILDING THE BUSINESSChapter Ten: Human Resource ManagementWhat Is Human Resources? Hiring Employees Retaining Employees Probation and Firing Family Business Chapter Eleven: MarketingMarketing Plan Pricing Promotion Communication in Marketing Retaining Clients Sales Management PART 5: OTHER ISSUESChapter Twelve: The Future of Your Fitness BusinessExit/Harvest Steps in Selling a Business Turnaround Closing the BusinessChapter Thirteen: Franchising and Purchasing an Existing Business Basics of Franchising Buying a Franchise Buying an Existing Business

About the Author

Dr. Chuck Bamford is the Managing Partner at Bamford Associates, LLC, a Strategy Consulting Firm focused on the DESIGN and IMPLEMENTATION of a compelling set of competitive advantages.From VC-backed firms to Fortune 100 companies, he has been able to focus the efforts of employees on the real strategy of the organization and dramatically increase returns. Not-for-Profit organizations have implemented his approach and have been able to increase donations dramatically.Dr. Bamford led both M&A and corporate training groups for twelve years prior to pursuing his Pd.D. He is the author of The Strategy Mindset as well as two of the market leading Strategy and Entrepreneurship textbooks used in both undergraduate and graduate programs around the world. Chuck is a regular speaker at conferences, trade shows, corporate events & conventions. He is also the author of the fiction novel Some Things are Never Forgiven. Chuck has published 18 research articles in the top referred academic journals in the fields of Strategy and Entrepreneurship. He is an adjunct Professor of Strategy at the University of Notre Dame and Duke University. He has taught at Universities in Scotland, Hungary, and the Czech Republic. He has been a Professor at the University of Notre Dame, Duke University, Queens University of Charlotte, University of Richmond, Texas Christian University, and Tulane University. Over the past 20+ years he has been honored with 21 teaching excellence awards including 12 Executive MBA Professor of the Year Awards and is a Noble Foundation Fellow in Teaching Excellence.Chuck earned his B.S. degree at the University of Virginia (McIntire School of Commerce), an MBA at Virginia Tech (Finance) and a Ph.D. in Strategy & Entrepreneurship at the University of Tennessee. Garry D. Bruton is a professor of entrepreneurship and strategy at the M. J. Neeley School of Business at Texas Christian University in Fort Worth, Texas. He received his BA with Honors from the University of Oklahoma, MBA from George Washington University, and PhD from Oklahoma State University. Garry worked as a bank economist for one of the leading commercial banks in the southwest United States prior to pursuing his doctorate. Dr. Bruton has published or has forthcoming over 100 academic artii?cles in some of the leading academic publications. Garry currently is an Associate Edition of the Strategic Entrepreneurship Journal. He is also the past president of the Asia Academy of Management. His research interests focus on entrepreneurship and strategy in emerging economies. Garry has won a variety of teaching and research awards at each of the schools with which he has been associated. In addition, he has advised a number of MBA teams that have participated and placed in regional and national competitions for business plans and case analysis

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