The results of the 2000 census of Boston showed that the city enjoys a healthy percentage of middle- to upper-middle class residents as shown in Table ____ below.
Table ____.
2000 Census Breakdown of Household Incomes in Boston.
Category
Number
Percent
Households
Less than $10,000
10,000 to $14,999
15,000 to $24,999
25,000 to $34,999
35,000 to $49,999
50,000 to $74,999
75,000 to $99,999
100,000 to $149,999
150,000 to $199,999
200,000 or more
Median household income (dollars)
Source: Profile of Selected Economic Characteristics: 2000, Geographic Area: Boston city.
Figure ____. Profile of Selected Economic Characteristics: 2000, Geographic Area: Boston city.
Source: Based on tabular data in Profile of Selected Economic Characteristics: 2000, Geographic Area: Boston city.
Table ____.
Median Earnings by Gender: City of Boston (2000 Census).
Category
Number
Male full-time, year-round workers
Female full-time, year-round workers
Source: Profile of Selected Economic Characteristics: 2000, Geographic Area: Boston city.
Figure ____. Median Earnings by Gender: City of Boston (2000 Census).
Source: Based on tabular data in Profile of Selected Economic Characteristics: 2000, Geographic Area: Boston city.
The doggie day care business envisioned herein will be located in Boston. Since a lot of daycares and boutiques in the city are currently quite "froufrou" in their delivery of canine care services, City Paws would be more in the "Have a Heart" league. Although City Paws would offer many of the same features as its higher-priced competitors such as drop-off services, coordination of veterinary and grooming services, outdoor activities, no crating unless required, and so forth, these features would be scaled to the point where they were profitable by using innovative approaches to acquiring the resources and facilities required for day-to-day operations. This aspect of the business envisioned herein would be emphasized and communicated to potential customers by highlighting the fact that City Paws is not only affordable, but is actively involved in helping out the Animal Rescue League of Boston by donating a percentage of its annual proceeds to the organization.
People who bring their dogs to the doggie daycare center envisioned herein could volunteer at the rescue league and a certain profit from the day care will also go towards the rescue league. Bottom line. Consumers will be presented with a clear choice in alternatives for their doggy daycare services: "If you had a choice to bring your dog to a very nice upscale daycare or a very nice upscale day care that also contributes towards shelters, (knowing that your money is making a difference) which place would you choose?" According to Jay and Adrian (2004), "Large-scale surveys in both the United Kingdom and the United States have consistently shown that if key factors such as price and quality are equivalent, consumers are willing to break a previous tie with a product in favor of an alternative identified with supporting a particular cause" (222).
Furthermore, empirical observations suggest that dog lovers are generally big hearted social people, so people would not only have the satisfaction of getting there dog taken care of but they would also have the satisfaction of knowing there money will go towards helping other animals too. This area will require careful collaboration with any charitable organization used to help promote the company's services, though. According to Jay and Sargeant (2004), "Where only paltry sums are donated relative to the value of the product/service, consumers are significantly more likely to react negatively to the scheme. There is thus a strong case for both partners to a CRM initiative to sit down together to work out a mutually beneficial arrangement. There is nothing to be gained on the part of the business by being seen to exploit the non-profit partner" (emphasis added) (223).
Like the representative sampling of comparable upscale doggie daycare facilities in Boston reviewed above, the enterprise envisioned herein would also require all customers to provide proof of compliance with Massachusetts general law, chapter 140, sections 137 and 141 and city ordinances that mandate that every dog owner must obtain a license for their pet each year; however, proof of rabies vaccination will be assumed because this is required to in order to purchase a license and puppies upon reaching six months of age are required to be vaccinated and licensed accordingly (Boston City Rules and Regulations 3).
To this end, City Paws intends to offer a premier, higher end quality doggie day care at affordable prices to achieve the following intended accomplishments.
Intended Accomplishments.
Become profitable within the first three months of operation;
Offer across-the-board high-quality dog care services that will appeal to the target market;
Achieve sufficient revenue during first year of operation to be able to donate 2% of proceeds to the Animal Rescue League of Boston;
Achieve...
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