Worldwideclimbing Businessplan

Gabrielle
Olsen,
Short,
Jensen,
Stolf
Cory
Erik
Rasmussen
Table of Contents
Executive Summary 3
Company Descriptions
Company Philosophy
4
4
Mission, Vision, Values
Goals and Objectives
Product and Services

Price
Market Analysis
Target Markets
Competitors
11
Promotions
16
Sales Projections 18
Management 19
Operations Plan
19
Risk Management Plan
22
Incident Reporting
27
Financial Plan
Appendix
36
39
Information Cited
Work Sheets
Resumes
39
40
45
Executive Summary
World Wide Climbing is an international sport rock climbing organization that takes those
who are adventure seeking individuals on domestic and international rock climbing trips. A
typical trip would consist be about 10 days. Trips consist of rock climbing, yoga, and days to
experience the host destination. Rates are cost effective while providing all-inclusive trip
packages. WWClimbing is located in Salt Lake City and cater to customers around the world
through an extensive online presence. With the increasing popularity in the climbing industry,
there are multiple expansion opportunities for the guiding industry. WWClimbing fills a solid
niche because the industry size is relatively small as only a few businesses offer international
rock climbing as one of their services. Our market research has provided four significant target
markets that show various levels of interest in our service. WWClimbing will market to the
market segmentations accordingly. Currently WWClimbing consists of a CEO, CFO, CMO, and
Operations Manager. WWClimbing is currently in the planning and research stage of the startup.
The following document contains the business plan for WWClimbing. The financial model is
completely dependent on the market itself and the individual trips. Depending on the resources
and the needs of the clients the financial plans can vary. WWClimbing offers four categories for
trips. These categories consist of basic, standard, premium and custom trips. Since our services
are all inclusive we can price our trips according to client and market demand. WWClimbing is a
startup organization and any extra profits will go into expanding the company. As the market
changes and WWClimbing expands, the financial model will change. WWClimbing plans to
open up a storefront, create outreach opportunities and guide new trip opportunities.
WWClimbing is dedicated to providing high quality programs and services that instill global
perspectives and awareness within our clients and improve overall quality of life.
Company Description
WorldWide Climbing is an international sport rock climbing organization that takes those
who are adventure seeking on domestic and international rock climbing trips. We are dedicated
to customer satisfaction and safety. WWC strives to provide self-enhancement, community
building and adventurous recreation to sport climbers of all experience levels. Rates are cost
effective while providing all-inclusive trip packages. We are located in Salt Lake City and cater
to customers around the world through an extensive online presence. As the market changes, we
plan to create a retail shop along with outreach projects that enhance the World Wide Climbing
experience.
Company Philosophy
Mission: To provide international availability for rock climbing, while enhancing the
communities that we partner with, through quality recreational programs and ecotourism.
Vision: To enhance the quality of life for our host communities and participants, by providing
educational, cultural, and memorable experiences for all.
Values: Dedication to providing high quality programs and services that instill global
perspectives and awareness within our participants. The programs provide an engaging and
satisfying experience while developing strong and supportive communities with a sustainable
future in mind. In turn, participants are engaged in an atmosphere of health and wellness, while
guidance and instruction in safe practical climbing skills are imparted.
Goals and Objectives

Goal 1: Improve quality of life in host communities.
Objective: Arrange for clients to stay in local lodging options
Objective: Hire guides in the host locations for each trip
Goal 2: Increase clients knowledge of safe climbing
Objective: Train guides in safe climbing and rock rescue techniques, so they may teach
clientele
Objective: Guides are given the opportunity to become AMGA certified
Goal 3: Offer high quality product and services to our clientele
Objective: Send out Prana climbing pants or tank top with WorldWide Climbings logo
prior to clients departure
Objective: Arrange airfare & travel to/from host area for each clients trip.
Product and Services

World Wide Climbing is an international sport rock climbing organization that takes those
who are adventure seeking on domestic and international rock climbing trips. We are dedicated
to customer satisfaction and safety. WWC strives to provide self enhancement, community
building and adventurous recreation to sport climbers of all experience levels through
customized rock climbing trips to international destinations such as Tonsai, Kalymnos, El
Potrero Chico, along with guided rock climbing trips to local areas such as Moab, UT and Maple
Canyon, UT. WWC also offers humanitarian trips to international destinations with the purpose
of instilling a global perspective and a sense of global awareness in our clients.
Rates are cost effective while providing all-inclusive trip packages. Located in Salt Lake
City while catering to customers around the world through an extensive international online
presence and strong domestic word of mouth among the outdoor community. As the market
changes, we plan to create a retail shop along with outreach projects that enhance the World
Wide Climbing experience.
Every trip includes instructed yoga in the mornings prior to rock climbing. Following
morning yoga clients begin climbing, with in-depth instruction to further each clients skill,
technique, and knowledge of rock climbing. Multiple rest days are offered on each trip where
the client can choose to explore the area individually or join guides in their planned activity.
Why choose WorldWide Climbing?
World Wide Climbing offers the highest quality of service. We make sure that every aspect of the
service goes beyond clients expectations. We ensure that each aspect of the trip including
lodging, transportation, and guides are catered to each individuals needs to build trust and
respect.
Building strong supportive communities.
Guidance and instruction in safe, practical skills.
Promoting a sustainable future through ecotourism.
Creating an atmosphere promoting health and wellness.
Facilitate programs that provide an engaging and satisfying experience.
Dedication to providing high quality programs and services.
WorldWide Climbings additional products and services:
Books that pertain to the areas we serve. (e.g. climbing, geography, cuisine, culture).
Active wear with WorldWide Climbing logo.
Rugs made from decommissioned climbing ropes.
World Wide Climbing offers additional services of guided rock climbing trips to local areas such
as Moab, UT and Maple Canyon, UT.
6
World Wide Climbing also offers humanitarian trips to international destinations.
Product Life Cycle

Currently World Wide Climbing is still in the Introduction phase of the Product Life Cycle.
We must develop the relationships necessary to operate legally in Kalymnos, Greece, as well as
obtain the proper business licenses and operating permits for both Greece and the United States.
We are currently in the process of obtaining those permits. There are many factors that remain
yet to be resolved before we are able to launch this business. The foremost is creating working
relationships with American Mountain Guide Association certified rock climbing guides locally,
and International Mountain Guide Association certified rock climbing guides internationally.
Without core guides we will be unable to deliver the quality services we advertise. Below is a list
of tasks yet to be completed before launching our service.
Hire certified climbing guides

Design a webpage to establish a web presence
Research and obtain permitting in both the U.S. and Greece
Obtain business licenses for both the U.S. and Greece
Buy all of the necessary gear for clients and guides to safely enjoy our services
Place
WorldWide Climbing plans on starting out as an internet based company, affording us a lower
start-up costs along with automated services such as registration and payment, furthermore
phone numbers will be provided so clientele may call an employee with any questions. As
WorldWide Climbing grows it will transition into having a physical location located on east side
of the Salt Lake Valley near the mouths of Big Cottonwood and Little Cottonwood Canyons.
This location has been chosen because the East Side of the Salt Lake Valley is generally more
affluent than other areas of the valley. Additionally the ski resorts that reside in Big and Little
Cottonwood canyon along with the canyons themselves attract millions of visitors every year.
Prior to having a physical location WorldWide Climbing will store gear and equipment at the
CEOs house.
Price
WorldWide Climbing uses a four tier pricing structure. The four tier pricing is structure is
based off our market research. While ideally, we would like to attract young to middle aged
professionals who make $100,000 a year we learned that the majority of consumers would like to
spend less than $2500 on a trip. Thus we created a four tier pricing structure that allows us to
cater not only our ideal market but our target markets as well.
The Basic tier, which affords the consumer to forego luxuries providing a more rustic
experience, economy flights, use of public transport, basic lodging and food, along with simple
rest day activities.
The Standard tier is a mix between premium and basic. It provides the consumer with
premium/business class airfare, a transportation mix (e.g. public transportation and local
shuttle/taxi services), lodging at a bed and breakfast, food from local marketplaces along with
dining at local bistros, together with more explorative rest day activities.
The Premium tier is the deluxe package, participants fly first class and are chauffeured and/or
provided a personal vehicle for their trip. Lodging will take place in timeshares or vacation
rentals, and all meals will be catered or dine out, and rest day activities will incorporate any
desired activity or attraction.
The fourth tier which isnt listed within the table is the Custom tier which allows consumer to
build their own vacation. For instance you would be able to fly first class, stay at a bed and
breakfast, use a mix of transportation, and do any rest day activity of your choice.
Basic
Standard
Premium
Economy
Premium
First/Business
Public Transport
Mixed
(Public & Local
Transportation
Service)
Chauffeur
and/or
Personal Vehicle
(Rental)
Extended Stay Hotel
Bed and Breakfast/

Homestay
Timeshare / Vacation
Rental
Local Marketplace
Food (Meal Suggestions &
Recipes Provided)
Local Marketplace,
Restaurants, some
Catering
Local Marketplace,
Restaurants, &
Catering
Basic Plus: museums,

travel to additional
attractions
Standard Plus: Art

Galleries, Scuba
Diving, Private Tour
Guide
Flight (class)
Transportation
Lodging
Rest Day Activities
Hiking, Beaches,
Public Tours,
Sightseeing (e.g.
Castle of
Chrisocherias)
The International Rock Climbing Industry

Industry Growth Rate: Currently the industry has plenty of room to grow as companies that
offer international rock climbing services are few and far between. Most companies that offer
international climbing expeditions tend to be alpine oriented climbing, unlike WorldWide
Climbing that is focused solely on sport climbing.
Industry Size: The industry size is relatively small as only a few businesses offer international
rock climbing as one of their services.
Outlook: Outlook for the Industry is high as there is currently a lot of interest in international
expeditions and high adventure vacations.
Average Daily Rate: The industry average daily rate for expeditions abroad is roughly $150 per
day, although trips are not all inclusive and amenities such as food, lodging, and airfare are not
included.
Average Check Size: Guides are generally paid a low stipend, because of high operating costs.
On average a guide expects to be paid enough to satisfy the most basic needs of life such as
lodging, food, and little extra for other activities. Additionally, companies that provide lodging
arrangements during peak season are favored among experienced guides.
Seasonality: Seasonality exists in rock climbing, especially in Utah. The climbing season in
Utahs Wasatch Front is generally April through October. While Greeces peak tourism season is
in the summer where temperatures for climbing are ideal.
Typical Promotional Strategies: Promotional material is delivered via internet, outdoor
magazines, and outdoor retail locations.
WorldWide Climbings Market

WorldWide Climbings market area is North America primarily the United States and
specifically Utah. WorldWide Climbing relies on Utahs extensive outdoor community to market
our services to not only Utahs outdoor community but also the United States outdoor
community. The outdoor community is comprised of every facet regarding socio-economic and
demographic factors, with at least 82% of Utah residents recreating. Likewise, we recognize the
consumer's age varies from 18 - 65.
Target Market 1: Achievers
Achievers are also known as the traditional outside consumer. The achiever attributes for
17 % of outdoor spending, but is only 10% of the outdoor consumer population. Achievers are
dedicated to performance and competition, a driving force behind sport climbing. They embrace
technology and have no brand loyalty, influenced by the best style and function. Made up of
mostly younger males who likely have a child and reside in or near a city.
The Achievers are the number one target market for WorldWide Climbing because
members are driven to participate in outdoor activities by a variety of motivations such as
performance and competition as those who do not participate at a professional level aspire to do
so. They are the quintessential consumer but lack brand loyalty. They are counterparts to the
Outdoor Native.
Target Market 2: The Outdoor Native
The Outdoor Native is counterpart to the Achiever. The Outdoor Native attributes for
16% of outdoor spending and comprises 12% of the outdoor consumer population. A key
attribute to this market is, it is known to be grooming the future generations of outdoor
consumers. Additionally, they are not as concerned with competition as they balance personal
passions, with family oriented leisure. They are more likely to be a middle aged males.
WorldWide Climbing is interested in this market because it is the counterpart to
Achievers and when combined Outdoor Native and the Achiever attributes for 33% of outdoor
spending and tackles 22% of the outdoor consumer population.
Target Market 3: The Aspirational Core
The Aspirational Core attributes for 14% of outdoor spending and comprises 14% of the
outdoor consumer population. The aspirational core is more likely to rent gear or try services to
determine whether or not they like an activity. Members of the aspirational core are more likely
to be single.
They struggle with a barrier between where they live and where they want to recreate.
Similar to Outdoor Native and the Achiever, the Aspirational Core is driven to a higher level of
outdoor engagement but suffers from a lower level of spending. WorldWide Climbing is
10
interested in this market because they are similar to the urban athlete but they desire outdoor
engagement.
Target Market 4: The Urban Athlete
The Urban Athlete attributes for the highest outdoor spending 33%, likewise it comprises
the highest consumer population 20%. Similar to the Aspirational Core, the Urban Athlete
struggles with the barrier between where they live and where they want to recreate. This market
is less desirable to WorldWide Climbing because members are less outdoor motivated but they
are big spenders and attribute to a high percentage of outdoor spending. They are still a desirable
market because climbing gyms are beginning to occupy urban spaces and members are looking
for the next level; escape from the gym. Uniquely anything targeted at this market is likely to
pull in members from the Aspirational Core.
Ideal Target Market:
WorldWide Climbing is interested in targeting clientele from the achievers market.
Achievers make up the largest spending to population ratio at 1.7. With backgrounds in
traditional outdoor consumerism, achievers are more interested in the services we offer and they
are driven to competition and performance which drives sport climbing the ability to push ones
self. The urban athlete had the second highest ratio of 1.65.
11
*Target markets were selected from the Outdoor Industry Associations, ConsumerVue
Report1Competitors
There are not many competitors in an industry that caters specifically to guided rock
climbing trips in international destinations. The competitive services in our market consist of Kaf
Adventures, Mountain Trip, and International Alpine Guides. Kaf Adventures and International
Alpine Guides are the only current competitors that lead trips specific to sport climbing in
international destinations. Mountain Trip leads international trips for trekking but trips for rock
climbing are specific, to Colorado.
Kaf Adventures:
Kaf Adventures offer adventure travel trips that consist of rock climbing and trekking and
has both an online and physical location. Its physical location is in Seattle, Washington and can
be contacted via snail mail at 2960 4th Ave S. Suite #115, Seattle, WA 98134.
Kaf Adventures reaches their customers through online advertising, search engine
optimization, and through partnerships with other outdoor companies. The company caters to all
climbing abilities. The advantage that Kaf Adventures has over WorldWide Climbing is that their
costs appear much cheaper than WorldWide Climbings costs. Although airfare, food, and
extracurricular activity costs are not included as described below.
Their cost/pricing structure for a 10 day trip is as follows: $1500 per person includes
reasonable shared accommodations, travel while in Thailand, group climbing equipment,
professional climbing instruction and guidance, group boat travel and/or group tour, guided trip,
some group meals and food while traveling and climbing. Extra days are $150. Minimum of 4
maximum of 6 participants.
Initial cost does not include: Airfare or associated travel days to and from Bangkok.
Additionally, plan on paying for meals ($20 per day), entertainment, extracurricular activities,
along with any travel that does not follow the group itinerary.
International Alpine Guides:
International Alpine Guides is an internet based company and does not have a physical
location. They offer guided international trips for rock climbing, skiing, trekking, and
mountaineering. International Alpine Guides reaches their customers through online advertising,
search engine optimization, and word of mouth.
International Alpine Guides advantage over WorldWide Climbing is that they offer a
guide only option. Therefore the customer only pays for the guide and not lodging,
transportation, food, etc. Their cost/pricing structure varies heavily because each trip can be
customized. International Alpine Guides can run an all inclusive trip with lodging and transport
12
or as a guiding-only trip. Lodging with breakfast and private ground transportation including
airport pick up can also be provided. Dinner and lunch is not included along with extra curricular
activities.
Mountain Trip:
Mountain Trip offers guided international trips for mountaineering and trekking.
Mountain Trip has both an online and physical location, its physical location is in Telluride,
Colorado at 398 W Colorado Ave. Telluride, Co 84135.
Mountain Trip reaches their customers through online advertising, search engine
optimization, and through word of mouth. The advantage that Mountain Trip has over
WorldWide Climbing is that their costs again appear much cheaper than WorldWide Climbings
costs. Although airfare, some food, and extracurricular activity costs are not included.
Their cost/pricing structure vary per trip offered. Trips that are around 10 days are
approximately $3,000 and trips that are around 20 days are approximately $5,000. Included in
their trips are pre-trip access to office resources, U.S. trained mountain guides, shared lodging in
destination, welcome dinner, meals listed on itinerary, group equipment, custom expedition
dispatch blog, assistance for post climb activities (museums, cultural tours, etc.) Initial costs do
not included: flights to and from the destination, personal clothing/equipment, meals beyond
welcome dinner and meals listed on itinerary, additional accommodation nights, single room
supplement.
Advantages of WorldWide Climbing:
The advantages that WorldWide Climbing has over its competitors is that it is inclusive
and we personally contact each customer prior to their trip asking what they prefer for food. We
then stock their fridge in their accommodations in Kalymnos with their preferred food. This
allows them to have the flexibility to cook their own meals along with reducing costs to the
company by avoiding eating only at restaurants. Furthermore, the trips also provide yoga prior to
climbing outings that provided clientele with a relaxing morning before diving into the sport of
rock climbing. Correspondingly, WorldWide Climbing provides preorganized rest day activities
that allow clientele to see and engage in the culture of the host community. Not to mention
WorldWide Climbing provides high quality climbing gear such as prana climbing pants with our
logo to each client as a memorable souvenir that they can continue to use throughout their
climbing career.
13
SWOT Analysis
Strengths
Includes airfare
Only company that guides to Kalymnos,
Greece
High-quality climbing equipment
Designs different trips to different market
segments
Dedicated to high quality trips &
personalizing it to each client by taking in
account food preferences, climbing ability,
and fitness.
Opportunities
Expansion
More trip options to different countries.
Domestic trip options.
Instructional courses.
Update equipment
Weaknesses
Can be more expensive because airfare is
included
No physical location during start up
Establishing our brand name via during start
up
Finances for start up
Threats
Expansion of preexisting guiding companies
Introduction of new guiding companies
Rise in operating costs
Rise in airfare, lodging, and transportation
costs
Current events in host communities
Politics
14
PESTEL Analysis
Category
Risk
Impact
Mitigation
Analysis/Notes
Political
The political scene for

international rock
climbing is unknown at
this point, making it a
high risk factor.
High
Research into
the politics of
the areas we
plan to operate
and the laws
regarding those
lands is a high
priority.
World Wide Climbing will need to

stay abreast of the ever changing laws
affecting access and management
regarding the lands we plan on using
to operate and provide our services.
Some of these policies are very well
known, but there are a lot of subtle
policies that have a large impact on
guiding outfitters that are not well
known.
Economic
The economic risk for

entering the
International Rock
Climbing guiding scene
is pretty low currently as
there are few
competitors. This
indicates that the risk is
therefore positive.
Low
We will
mitigate this risk
by involving
partners that
have the
financial assets
to back our
investment in
the company.
There is extensive research needed to

find investors that are interested in
the services we offer. We believe that
with a solid business plan, a solid
niche in the market, and enthusiasm
for this venture we will be able to
find investors to help finance our
venture.
Social/Cultural
We risk our guides

reputations in the
industry if our service is
not above par with the
competition. This risk is
mostly uncertain.
Medium
As reputation is
a major factor
for employment
in the outdoor
industry we will
need to maintain
high standards.
We will need to ensure guides

certifications are up to date and track
training appropriately. All business
relationships and permitting will need
to be up to code with state and
country law.
15
Technological
Without web presence

we will be invisible to
our market. This is very
much a negative risk.
High
We will need to
create a strong
web presence
and market
directly to our
target market.
By creating a website that reflects

our services, goals and objectives,
mission, vision, and values we will be
able to establish our business in the
international rock climbing market.
Environmental
The rock climbing

environment is one that
is difficult to predict as
land managers are
cracking down on land
use and abuse. The
environmental factors
are seen as negative risk.
High
We can partner
with
organizations
such as the
Access Fund and
the American
Alpine Club to
be part of the
positive change
and view of the
climbing
community.
Strong communication with partners

will need to be established by our
business to ensure continued access to
the climbing destinations we plan to
utilize for our services.
Legislative
We need to obtain
business licenses,
permits, guide
certification, and
insurance for the
business. Without these
we are looking at very
negative risk.
High
Obtain all
business
licenses,
partnerships,
guide
certifications,
and insurance
required to
operate locally
and
internationally.
There is substantial research that

needs to be completed about
permitting, certifications, and the
proper insurance required for an
international rock climbing business.
This research and subsequent
attainment of permits, business
licenses and certifications will need to
be completed before we can launch
our business legally.
16
Promotions
Campaign 1: Getting the ball rolling
Objective: Let people know we exist and get a group of early adopters signed up for a trip
Budget: 0$
Theme: Excitement. Getting potential customers excited about new places to climb and new
places to travel
Media: WORD OF MOUTH Reaching out to connectors. Using personal relationships to get
people signed up for a course. Going to people who we know would want to sign up for a course
or people who would know someone else who wants to sign up.
Create Ad: Hey! Do you want to come climbing with us in Tokyo?? Would you know anyone
who wants to? Here are the details!
Number/Timing/Placement: Set a goal of 10-15 people and reach out until we get that many.
Find a time that works for everyone. Find a place to go.
Evaluate: Ask participants at the end how it went, would they do it again, are they glad we
reached out to them? Can they recommend us to someone or share us on facebook?
Moving Forward: See campaign 3
Personal Sales Strategy: Like most start up companies our work schedule will be very
integrated into our personal lives and word of mouth will be very important. With every person
we talk to we would bring up our event and ask people if they would like to come or know
people who know people if they would like to come. Since there are so few of us it will be
important that every member is dedicated to reaching the goal of 10-15 people prior to the event
date. Each person must be dedicated to being polite and nice while also communicating
accurately and strategically what our program is and why they should join us on it.
Publicity: Print media, social media, and word of mouth will be our three primary sources of
publicity. Again this is because WWC is a start up and are on a limited/non-existent budget.
These three marketing strategies are ones that are easily adapted to our personal lives. We can
use our own social media platforms to advertise our events or create new accounts on social
media platforms we are already familiar with. It is very easy for us to carry business cards or
post cards with us wherever we go. We walk into a coffee shop and stand in line and notice there
is a billboard; all we have to do is stick up our flier. Word to mouth is easy when we pick our
friends that are connectors to talk to; people who know people.
17
Sales Promotions: For this specific campaign we may be able to add certain coupons or sales
promotions. One sales promotion may be bring a friend get one half off. Or it could be sign up
for our upcoming trip for discounts on the current trip. It could be simple gear giveaways but I
think the best one for us would be a coupon. If you sign up and support us for our first trip you
get a coupon for 50% off your next 3 trips with us. It would be a good way to build and hold a
customer base.
Campaign 2: Loud Travel
Objective: While we are in Tokyo on ^ that trip we advertise via any opportunity that arises to
promote awareness of company, engage potential partners/connections, and call to action for
customers to sign up
Budget: As much as we can afford at the time. >$100
Theme: Fun. Hey we are from America climbing all over and its great!
Media: Updates about any social media we are on. Bringing fliers, pamphlets and business cards
to hand out as we travel. Word of mouth, we will never shut up about WWC and how much fun
we are having and how close we have grown.
Create Ad: Prepare materials ahead of time with basic info on pamphlets, how to get in touch,
potential opportunities. Practice face to face pitches before we go. Post prep pics on whatever
social media we are on.
Number/Timing/Placement: Take advantage of the number of promotion opportunities as they
arise during the trip. But we will have a limited amount of print media unless we have the files
on hand to print if we run out. During the trip. Wherever possible and appropriate.
Evaluate: Check back in with potential partners/connections after the trip to see what their
interest level is at after time has passed.
Moving Forward:
Campaign 3: Recommendations
Objectives: Get each participant from Campaign 1 & 2 along with trip participants to
recommend us to at least 3 people.
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Sales Projections and Related Assumptions
Season (Peak Summer Season)

Profit center
Avg. sales/
day
(in units)
Avg. sales/
week
(daily sales x
7 days)
Avg. sales/
month
Avg. price
per unit
Avg. $ sales
per month
(weekly sales (in $)

x 4 weeks) (in
units)
(avg. units x
avg. price)
$40
$40
(in units)
Merchandise
Sales
$40
N/A
Merchandise Sales Assumptions: Per trip 2/10 people will want to buy merchandise (not gear)
from us. 10 people per trip, one trip per month
Rentals
2.5
10
$3,500
$35,000
Rentals Assumptions:
Tours
Tours assumptions: Professional opinion and experience projects costs of a one week
international rock climbing trip for 10 people.
Other
$40
10
$3,5000
$35,040
Other category assumptions:

Total
Assuming we are able to provide one weeklong trip the first month our sales forecast averages
$35,000. This also assumes we can get an average of 10 people. This is also taking into account
the high season meaning the weather would be on our side. If we can achieve this projection we
believe our sales will only grow.
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Management
Operations Plan
When WorldWide Climbing transitions into a physical location it will be a pre-built rental
location approximately 500 - 750 sq. ft. WorldWide Climbing does not require a lot of space
because we are mainly selling services and not products so it will primarily be used to house gear
and advertise to passersby. The location will be in retail shopping center that has ample amounts
of parking for the many business it houses along with nearby bus stops. WorldWide Climbing
plans on renting the location in hopes that it increases the volume of sales, but if it does not
WorldWide Climbing will have made minimal investments and can either try a different physical
location or stay strictly online.
Prior to opening a physical location we will need to obtain business permits in both local
and international destinations (i.e. Cottonwood Heights, Utah & Kalymnos, Greece).
Additionally we will need to check with the Grecian government to find out if we need to obtain
additional permits to operate on public lands. (e.g. Grecian version of BLM, NPS, NFS)
Organization and Management Plan

WorldWide Climbing will be managed on a day to day basis by the CEO, Gabrielle Olsen
and the Operations Manager, Stolf Short. WWC is a small RET business and each employee will
be in close relation to the CEO and Operations Manager. The CEO and Operations Manager
plan, organize, and manage all the services offered. The head guides report directly to the
Operations Manager who then reports to the CEO. The CFO Cory Jensen and CMO Erik
Rasmussen work directly in the marketing and finances of the company. These positions are not
as involved with the specific trips, but the advertising, finances, and legal side of the company.
The CEO and Operations Manager will have a IFMGA certification through the AMGA
and multiple years of guiding experience prior to their own guided trips. The CMO and CFO will
have a degree in business emphasizing in the specific positions line of work. The CEO and
Operations Manager will be competent in all the desired rock climbing techniques and skills to
create a fun, safe, and educational atmosphere for the guided trips. If the CEO is lost or
incapacitated, the position will be granted to the Operations Manager.
20
Organizational Chart
Position Descriptions
CEO: Advises the board, promotes organizational change related to organization mission,
supports/motivates employees in organization programs and operations, formulates policies, and
planning recommendations to the staff, decides/guides courses of action in operations by staff,
oversees operations of organization, manages financial and physical resources, and supports
board during orientation and self-evaluation. Operations Manager and CEO will take on roles of
Inspection and Training Officers during start up.
CFO: Accountable for the administrative, financial, and risk management operations of the
company.
CMO: Responsible for planning, developing, and executing an organizations marketing and
advertising initiatives.
Operations Manager: Responsible for trip planning and client communication. This position
essentially makes sure that each client has everything needed for his or her trip and provides the
client with all the necessary trip information. In close communication with the CEO. Operations
Manager and CEO will take on roles of Inspection and Training Officers with incident reporting,
documenting and investigation, as well as emergency medical training, advances in technical
rock climbing and rock rescue during start up.
21
Head Guides: Head guides are responsible for leading the trips. Facilitate each day of the trip.
Create a fun, safe, and educational atmosphere, build, evaluate, and manage a wide variety of
rope systems, teach students basic to advanced skills and techniques, wash, repair, and maintain
climbing equipment, and promote knowledge on the visited area. Reports directly to Operations
Manager.
Assistant Guides: Assist lead guides with each day of the trip, create a fun, safe, and
educational atmosphere, build, evaluate, and manage a wide variety of anchor and rope systems,
help teach students basic to advanced climbing skills and techniques, wash, repair, and maintain
climbing gear, promote knowledge of the visited area. Reports directly to Head Guide.
WorldWide Climbing is a small start up business, therefore the board of directors will the the
positions specifically involved within the company (CEO, CMO, CFO, and Operations
Manager). The CFO handles the finances behind the company, therefore this position will be in
charge of bookkeeping (accounting, economic strategy, and forecasting, hiring an attorney
(Duane Morris Law LLP Sports and Recreation Litigation practice), and ensuring the company
as insurance through Horizon Agency and Outdoor Industry Association. Both the CMO and
CFO will be consultants and advisors when forecasting where the company is headed through
forecasting.
All guides are required to have a current Wilderness First Responder certification and a Single
Pitch Instructor certification through the AMGA. Head guides are required to have the IFMGA
Certification (the highest level of credential attainable by a professional mountain guide). Each
assistant guide must assist in at least 20 guided trips before being promoted to a head guide.
22
Risk Management Plan

Our Risk Management Plan is described as follows: The process of doing everything we can to
protect our guests, employees, clienteles property, and company assets and equipment from loss.
Culture of Risk Management: Organizational culture is the behavior of humans within an
organization and people attaching to those behaviors. Cultures include the organizations vision,
values, norms, systems, language, assumptions, beliefs and habits. Preventable through training
and experience. WWC is committed to adopting a culture of risk management through a process
of cost/benefit analysis that is integrated into every part of the company's daily operations.
Our Risk Management Philosophy: Emphasizes prevention of incidents through proper
training, both technical and rescue. WWCs philosophy related to risk management is one that
emphasizes managing risk in every aspect of the company. Where the reporting procedure clearly
states that emergency medical response will be contacted immediately, and all life threatening
injuries will be dealt with while on site, providing that the scene is safe. It also informs all
clientele and guests about the risks and liabilities that are inherent to rock climbing and traveling.
The responsibility of risk will flow from the participant, to the guides, then to the operations
manager; ultimately to the CEO will be informed of all incidents that occur during a tour or
outing.
Risk Transfer and Minimizing Risk:
WorldWide Climbing will avoid, reduce, transfer, or retain risk through the following avenues:
Avoidance: WWC will avoid all unforeseeable risks and hazards through risk and hazard
identification training. These risks and hazards are marked with a 1 to classify them as risks
and hazards we intend to avoid.
Reduce: WWC will reduce all unforeseeable and foreseeable risks and hazards through
identification and mitigation training offered by WWC senior staff and Risk Management
contractors through Mountain Education and Development LLC. These risks and hazards are
marked with a 2 to classify them as risks and hazards we intend to reduce.
Transfer: WWC will transfer the unforeseeable and the foreseeable risks and hazards liability to
a third party recreation, events, and tourism insurance company. These risks and hazards are
marked with a 3 to classify them as risks and hazards we intend to transfer to our insurance
provider.
Retain: WWC will retain the inherent risks associated with rock climbing as those risks are vital
to the rock climbing experience that our clients seek. These risks and hazards are marked with a
4 to classify them as risks and hazards we intend to retain.
23
Additionally:
WWC will retain legal counsel with the Duane Morris Law LLP Sports and Recreation
Litigation practice. Staff must be certified by the American Mountain Guides Association with at
least the Single Pitch Instruction Certificate. Training will be documented with reminders
scheduled so as to stay up to date on recertification. Staff will have documented training and
experience handling emergency procedures and have wilderness first responder certification.
Insurance:
WWC will obtain the whole Business Class of insurance provided by the Horizon Agency and
Outdoor Industry Association. With this coverage comes a $1,000,000 minimum liability
coverage. The attorney will work with the CEO to write up a waiver of liability that declares how
much risk WWC will take upon as well as the liability the Insurance provider and the clients will
assume.
24
Hazards and Risk Factors
Risk
Avoid
Reduce
Transfer
Retain
Reasoning
All Environmental Elements that are out

of the hands of the guides...a.k.a Acts
of God.
Not enough buy in from contractors,

clients, and employees.
Discrimination and harassment.
Enforce these laws very strictly.
Communication errors: Time lost due to

errors; money lost due to errors.
Constantly communicate appropriately

as well as proper financial
management.
Acts of terrorism.
Terrorism awareness training.
Claim that organization damaged the

environment.
Maintain transparency to all activities.

Maintain an affiliation with Leave No
Trace.
Time lost on the job due to employee

injury.
Avoid and reduce risk through

training. Transfer monetary
obligations to Insurance provider.
Inherent risks of climbing: Falling on

rock; rocks falling on climber's; gear
failure; climbing accidents; client injury
or death; employee injury or death;
contractor injury or death.
Loss of key employee.
Avoid and reduce this risk through

proper training. Transfer monetary
obligations to insurance provider.
Financial and asset losses due to the
Manage this risk through proper

weather identification training.
Instill a sense of belonging to all

involved.
Ensure all clients and participants are

fully aware of the inherent risks of the
activities they are about to engage in.
25
following: Theft, fire, actions of others,

severe weather.
proper theft identification, fire

procedures, appropriate work
procedures, and weather identification
Loss of data and breach of secure info.

strong IT security. Transfer monetary
Environmental injuries: Foodborne

sickness; insects; altitude, weather.

proper information dissemination
pertaining to these risks. Transfer
monetary obligations to insurance
provider.
Climatic injuries.

weather phenomenon identification
Bankruptcy.

sound business practices. Transfer
provider if possible.
Loss of operating licenses.

maintaining licenses and permits by
following license and permitting
regulations. Transfer monetary
Lawsuits.

proper business practices, emergency
procedures, and knowing and
following applicable laws. Transfer
provider.
Travel: Airplanes crashing and

becoming delayed; abduction in foreign
country, getting lost, not understanding
host laws and regulations.

proper client instruction and training.
Transfer monetary obligations to
insurance provider.
Use/abuse of gear and gear failure.

26
proper technical training. Transfer

provider.
Contractual liabilities and violations:
Contractors might not live up to their
contractual agreements.
Write up ironclad agreements with

contractors that have stiff penalties
that will pay off any and all damages
due to contract violations.
27
Incident Reporting, Documenting and Investigation:

Incident Report
Section 1: INCIDENT CHARACTERISTICS
Incident reporter:
Reporter present
during incident?
No Yes
Date of incident:
Time of incident (24hrs):
State/Territory:
Staff responsible for supervision at the time of the

incident:
Type of incident
Near miss
Adverse Outcome
Actual Severity rating (0-6, see scale):
Potential Severity rating (0-6, see scale):
Activity associated with incident
Main goals associated with activity:
Weather at the time of the incident

Rain Conditions:
Fine 1 2 3 4 Wet
Temperature: Hot 1 2 3 4 Cold
Wind conditions:
Calm 1 2 3 4 Windy
Number of people involved in activity

_____Participants (e.g. students)
_____Activity leaders (e.g. instructors, guides)
_____Supervisors (e.g. teachers)
_____Volunteers (e.g. parents)
Location of incident:
Did the activity leader/s have relevant activity

qualifications? No
Yes
Section 2: ADVERSE OUTCOMES (Not applicable for near misses)
2.1 Injuries, illnesses and or social/psychological damage (if applicable)

Details of person impacted (if more than one person impacted, copy and paste this section)
Name:
Was the incident fatal?

No
Yes
Experience in activity associated with incident

Unknown No prior experience Some prior experience Extensive prior experience
28
Injury type
Burns and corrosions
Crushing injury
Dislocation, sprain or strain
Effects of foreign body entering through
natural orifice
Fracture
Frostbite
Injury to internal organs
Injury to muscle, fascia or tendon
Injury to nerves or spinal cord
Open wound
Poisoning by drugs, medicaments and
Injury location
Head
Neck
Chest/Thorax
Abdomen, lower back, lumbar
spine and pelvis
Shoulder and upper arm
Elbow and forearm
Wrist and hand
Hip and thigh
Knee and lower leg
Ankle and foot
Multiple body regions
Unspecified part of trunk, limb
or body region
biological substances
Sequelae of injuries, of poisoning and of
other consequences of external causes
Superficial injury (e.g. abrasion, blister,
insect bite)
Toxic effects of substances chiefly
nonmedicinal as to source
Traumatic amputation
Illness
Abdominal problem
Allergic reaction
Altitude sickness
Asthma
Chest pain
Diarrhoea
Eye infection
Food poisoning
Hypothermia
Heat stroke
Menstrual
Non-specific fever
Skin infection
Respiratory
Urinary tract
infection
Unknown
Other
Other and unspecified effects of external

causes
Briefly describe the social/psychological impacts
on the person described above (if applicable):
Evacuation method (leave blank if not

required) Boat Helicopter Ski
patrol-stretches Sled Stretcher
Snowmobile Vehicle Walked out
Briefly describe any treatment at the scene of the incident:
Hospitalisation required?
No
Yes
Emergency services called?

No
Yes
Specify:
2.2 Overdue or missing people (if applicable)

Names of people missing or overdue
Emergency services called?

No Yes, Specify:
2.3 Equipment loss/damage (if applicable)

Description of damage
Names of people involved
2.4 Environmental damage (if applicable)
29
Description of damage
Names of people involved
Section 3: INCIDENT DESCRIPTION
Describe the incident in detail. Include who was involved, what happened, when it happened and where it
happened and any equipment involved. Do not enter identifying information (e.g. names).
Describe any relevant events leading up to the incident.
Describe why the incident was a near miss (e.g. the activity leader pushed the participant out of the way just in
time)
Section 4: CAUSAL FACTORS AND RELATIONSHIPS
Reporter: Explain in detail what you think caused the incident, including any relationships between the causes
identified. Include any suggestions, comments or recommendations.
30
Manager: Explain in detail what you think caused the incident, including any relationships between the causes
identified. Include any suggestions, comments or recommendations.
Defintions
An adverse outcome is defined as an event resulting in a negative impact, including:
missing/overdue people; equipment or environmental damage; injury; illness; fatality; or social or
psychological impacts.
A near miss is defined as a serious error or mishap that has the potential to cause an adverse event
but fails to do so because of chance or because it is intercepted. For example, during a rock climbing
activity an instructor notices that a participants carabineer was not locked. If the student had fallen,
this may have led to a serious injury.
Rate the Actual Severity of the incident in terms of the actual outcome of the event.
Rate the Potential Severity of the incident in terms of the worst possible outcome, given the scenario.
INCIDENT SEVERITY SCALE

Severity Rating
Definition for Actual Severity Ratings
Definition for Potential Severity Ratings
0 No impact
Requires no treatment.
An incident where the potential outcome

has a negligible consequence.
1 Minor
Requires localised care (non-evac) with

short term effects.

to risks has a low consequence.
31
2 Moderate
Requires ongoing care (localised or

external, i.e. evac or not) with short to
medium term effects.

to risks can cause moderate injuries or
illnesses.
3 Serious
Requires timely external care (evacuation)

with medium to long term effects.

to risks encountered is such that it may
cause major irreversible damage or
threaten life.
4 Severe
Requires urgent emergency assistance with

long term effects.

to risks encountered is certain death.
5 Critical
Requires urgent emergency assistance with

serious ongoing long term effects.
NA
6 Unsurvivable
Fatality.
NA
Examples of Casual Factors

It is very important that we identify all the factors, and the relationships between them, which
may have contributed to the incident we are reporting. To assist you in thinking about the causal
factors involved in our potential incidents, we have provided examples below of factors that have
been found to play a role in previous and potential incidents.
Activity Equipment and Resources
Documentation
Equipment, clothing and Personal Protective
Equipment
Food & drink
Medication
Activity Environment
Animal & insect hazards
Infrastructure & terrain
Trees and vegetation
Water/Weather conditions
Activity Leader/ Activity Participants/ Other

People in Activity Group (e.g. teachers, parents,
volunteers)
Communication, instruction & demonstration
Compliance with procedures, violations & unsafe
acts
Experience, qualifications, competence
Judgement and decision-making
Mental and physical condition
Planning & preparation
Situation awareness
Supervision/leadership of activity
Group Factors
Communication within group
Group composition
Group dynamics
Group size
Late arrival of group
Teamwork
Time pressure
Other People in Activity Environment (e.g.

members of the public, emergency services)
Communication
Supervisor/Field Managers
Activity or Program design
Communication
32

acts
Planning & preparation
Situation awareness

acts
Planning & preparation for activity
Supervision of activity leaders and other staff
Supervision/oversight of programs/activities
Higher-level Management
Communication
Financial constraints
Organisational culture
Policies and procedures for activities and
emergencies
Risk assessment and management
Staffing and recruitment
Supervision of staff
Supervision/oversight of activities and programs
Training and evaluation of staff
Schools
Communication
Dropping off/picking up participants
Legal responsibility for safety of staff and students
Planning and preparation for activity/trip
Policies and procedures
Teacher/student ratio
Local Area Government

Auditing
Communication
Funding and budgets
Legal responsibility for safety within the council
area
Policies and procedures
Parents/Carers
Communication
Dropping off/picking up participants
Legal responsibility for safety of child
Planning and preparation for activity/trip
Regulatory bodies and professional association

Accreditation/licensing
Auditing
Communication
Curriculum of outdoor education/recreation
qualifications
Funding and budgets
Interactions with government
Standards and code of practice
State and Federal Government

Communication
Funding and budgets
Infrastructure and land management
Policies and legislation
Trauma and Medical Emergency Report

Scene Size Up
Is the Scene Safe?
What is wrong with the patient?
33
Body substance isolation and personal protective equipment.

Are there any more patients?
Is the patient dead or alive?
Control and Consent

Introduce yourself, ask for permission to administer aid, and ask what the issue is.
Airway, Breathing and Circulation
Establish an airway, ensure the patient is breathing, and check for circulation.
Stop and fix any issues with these potential life threats in the airway, breathing and circulation.
Complete Physical Exam
Thorough physical exam from head to toe and front to back.
Make note of any injuries and attend to serious life threatening injuries at this time.
Vitals
Date and Time

Level of Responsiveness
Heart Rate
Respiratory Rate
Skin color, temperature and texture
Blood Pressure
Pupils-Equal, Round, React to Light
Temperature
34
Subjective Information
Patient's name
Age
Sex
Chief Complaint
Onset
Provokes or Palliates
Quality of injury/illness
Radiation/Region/Referred
Severity
Time of onset
Mechanism of Injury of history of present illness
Mechanism of Injury sufficient for spinal precautions?
Level of Responsiveness
Awake
Voice Responsive
Pain Responsive
Unresponsive
Objective Information
Patient position when found

Patient exam results
Patient History
Symptoms
Allergies
Prescribed medications or recreational medications
Pertinent Medical History
Last intake and output
Events leading up to the injury/illness
Assessment
What is your prognosis after assessing the patient?

Plan
What do you plan to do for the patient and all parties involved?
What are the anticipated problems and your anticipated actions?
35
Inspection and Abatement:

The CEO will ensure all guides and employees working for WWC have up to date training and
schedule the training necessary to stay current with all required certifications.
Additionally, the CEO will ensure all inspections are done on time and accurately.
Training and Training Procedures:
All 1st Aid, Wilderness Medicine, and Emergency Procedures will be taught to all of the guides
by the National Outdoor Leadership School Wilderness Medicine Institute. 1st aid, CPR and
Wilderness First Responder training will be the minimum wilderness medical emergency
certification requirements.
Incident Response by WWC will be to treat any life threatening injuries and medical
emergencies first and foremost. After the life threats have been stabilized the first responders will
make contact with the local Emergency Medical Services and then contact the Operations
Manager to inform him/her about the incident. The Operations Manager will then contact the
CEO of WWC, the Insurance provider, as well as legal counsel about the incident.
AMGA Single Pitch Instructor certification is the entry level technical experience required for all
guides. Ongoing instruction will be provided by WWC staff and personnel that will follow a
rigid training schedule outlined by the Training Officer.
Warn guests about risk and equipment through the Orientation Card provided to all of the guides
and guests.
It is essential that WWC maintain communications after an accident to reassure the clients of our
interest in their health, as well as our empathy about the incident occurring in the first place.
Safety and Health Committee:
Operations Manager: The operations manager will be responsible for accident reports, training
reports, inspection reports, contacting law enforcement, contacting legal counsel, and contacting
insurance providers.
Training Officer: Training Officer will organize and document all training from all professional
development.
Inspection Officer: The Inspection Officer will be responsible for inspecting all safety
equipment, as well as the appropriate documentation of all inspections.
36
Financial Management
Sales and Costs
Sales and Costs estimates are assumptions. Using Google, Alibaba, and other search
engines we were able to gather prices, both bulk and regular, additionally we were able to
average out how much gear would cost. Given that start-up companies tend to bootstrap it is
worth noting the expense of rock climbing gear; even when omitting traditional gear. The
operating expenses are fairly accurate throughout, including wages.
Overhead costs are generous; really generous. We doubt as a climbing company our
insurance plan will be $250. Likewise, we are sure there are additional unknown permits,
certifications and licenses we may need.
We originally priced our trip at $3,500 but realized expenses would be much greater. We
then raised the price per trip for a single person to cover our overhead and operational costs. It
may be possible to offer group costs and other such sales benefits once we get the company
going. However right now our price is only a break-even price.
Overall the analysis that follows is a conservative projection from where we are now.
Like with all start-ups new opportunities are constantly arising and we will assess them as they
present themselves. The projections represent conservative landmarks and provide us with a of
reference of where we are. Nothing is set in stone and we will adjust the books as necessary.
Income Statement
Some assumptions and things to note is that I did not take into account the fact that all of
the variables in our operating cost will change each month if we do a trip besides Greece. I used
Greece as an average, a model, to give us an idea of what it would look like to make a trip across
seas. Yes the numbers may change when/if we take the variable costs for each specific trip each
month into account but we will still be trying to cover our costs and break even either way.
Net income is 0 each month because not only is our price for a trip= to the operations cost
but the operations cost is in fact our cost of goods sold. IF we increased the price accordingly in
regards to inflation of the market and operations cost we may be able to stay at the break-even
point. Besides that the reason we lose money the first month is due to our start-up costs. But once
we purchase gear it should be an asset for 3 years even though I did not depreciate it in the
balance sheet.
The two main takeaways is that we have to account of increased operation goods on
multiple fronts. And that I did not find bids for each individual trip, for each month for three
years, I estimated using the Greece trip. If inflation of operation costs is not as severe as I
37
accounted for and if our costs of operations both for the Greece trip and future trips can be
lowered we may be able to run a profit. But I also have yet to account for taxes so that will have
an adverse on our profit margin.
Cash Flows
We have a drastic change in net cash. However it is not a good change. We end up losing
money in year one and in year two and three we end up spending everything we earned. This is
mostly due to the high end nature of our services and costs. Climbing gear and plane tickets are
costly but the cash goes out almost as soon as it comes in. All references and assumptions from
the income statement carry over to the cash flows.
Balance Statement
Here we get lucky because the gear we purchased is an asset because we could easily turn
it around and sell it. Unfortunately these numbers have yet to account for depreciation so they
will be lower each year depending on the depreciation value and life of the gear.
Again the assumptions from the previous sheets are carried over. Besides the gear not
much has changed, our costs are still our liabilities and our operations cost is our assets. Which
means we will be barely under break even for three years.
Sensitivity Analysis
In order to account for inflation of the market ex)fuel prices for jetsticket prices rising
our prices rising I experimented with our operating expense and increased it by 5% increase each
year to see what would happen. We went from break even to losing money. But when I decreased
expenses by 5% a year we ran a profit. The sensitivity is proportional when you decrease or
increase sales. So interesting things may happen as sales increase or decrease with an inflating or
deflating market. This means our price point will be highly sensitive to the market itself. I think
this is a characteristic of most start-ups. One thing that can help with this is having a person who
knows the market well and is a bit of an expert.
Conclusion
In conclusion we have to consider three things. The first being walk away, maybe there is
a reason there is not a small scale worldwide climbing agency. However, we may still have a
chance if we bid out every single trip throughout the first three years, get accurate bids on costs
for each trip our overhead and operating cost may go down. Another hope is that inflation of the
market may not be severe or noticeable within three years and we wont have to worry about
costs going up. Another way to cut costs is to find close friends who will work for free.
Otherwise we may have to jack the price up and market to a different profile of person.
38
2015 Fiscal Budget

October
November
December
Fiscal Year
Totals
3,000
3,000
3,000
9,000
10,000
10,000
10,000
30,000
2100
2100
2100
6300
750
750
750
2250
100
Permits
1050
1050
1050
3150
Staff
3200
3200
3200
9600
Off Day Activity
200
200
200
600
Insurance
250
250
250
750
15,250
15,350
15,250
45,750
Gear
Flight Arrangements
Local Lodging
Food
Advertising
Taxes
Total
107,500
These numbers are intended as estimates of projected costs assuming we have week long trips
each month with ten participants each. Necessary steps may need to be taken in order to reduce
costs or adapt to changing circumstances.
39
Appendix
Works Cited
Association, O. I. (n.d.). OIA ConsumerVue Executive Summary . Retrieved October 2015, from
Outdoor Industry Associatoin : https://outdoorindustry.org/resource/oia-consumervueexecutive-summary/
40
Work Sheets
Target Market
1
Target Market
2
Target Market
3
Target Market 4
The Achiever
The Aspirational
Core
The Urban
Athlete
The Outdoor Native
Embrace Technology
throughout all aspects
of their Lives.
Efforts that target the

Urban Athlete are
likely to pull in the
aspirational core
Technology Plays
Central Role in Their
Lives
Values Technology to discover and

inspire their pursuits
Driven by
performance
Competition
Struggle with barrier

where they live and
they want to recreate.
Young, Diverse,
Higher Income, More
likely to have kids in
homes
Motivated by enjoyment and

improving own performance
Younger Male
w/children at home
Traditional Outdoor
Consumer
Younger, More likely

to be single
Quintessential
outdoor consumer.
Rents Gear to figure

out what they want,
or whether they will
like the activity
enough to invest.
Very Style
Conscious,
Athletic Brands,
Big Spender,
Grooming the Next Generation of

Outdoor Consumers
10% of Outdoor
Consumer Population
14% of Outdoor
Consumer Population
20% of Outdoor
Consumer Population
12% of Outdoor Consumer

Population
17% of Outdoor
Spending
14% of Outdoor
Spending
33% of Outdoor
Spending
16% of Outdoor Spending
In or near a city
Live in Urban areas

and distance between
where they live and
where they want to
recreate is a barrier
Live in Urban areas

and are usually
limited in
participating in their
favorite outdoor
activities
In or near a city
Distribution Channel
Key Demographics
Income/ Spending
Habits
No brand loyalty
influenced by the best
style and function
More Likely to be middle-aged

male.
Mix traditional brands with

mainstream athletic Brands
Market Size and Share
Location
This groups counterpart is the
Achiever
41
Need for Product/

Service
Target Market
1
Target Market
2
Target Market
3
Target Market 4
The Achiever
The
Aspirational Core
The Urban
Athlete
The Outdoor Native
+Traditional
Outdoor
Consumer
0 barrier between
where they live
and want to
recreate
0 Largest Outdoor
Spender but faces
same barrier as
Aspirational Core
+ Counterparts to the achiever

and is grooming next
generation of Outdoor
Consumer
Profitability
+ Attributes for
17% of Outdoor
Spending
-Smallest 14% of
Outdoor Spending
+ Big Spenders,
Largest 20% of
Consumer
Population
w/33% of Outdoor
Spending
Anticipated Sales
0 10% of
Consumer
Population
0 Barrier may face

challenge to sales
0 Barrier may face

challenge to sales
0 12% of consumer population
Preferred Sales
Channels
Technology
Technology
Technology
Technology
Channel Conflicts
Same
Distribution
Channel
Same
Distribution
Channel
Same
Distribution
Channel
Competition
Counterpart to the
Outdoor Native
Faces Same
Barriers as Urban
Athlete
Faces Same
Barriers as
Aspirational Core
Counterpart to the Achiever
Same Distribution
Channel
Fits Me
(Brand, Needs or
Goals)
Ideal Target
Market?
42
Competitive Analysis Worksheet Table

Factor
My
Business
Strength
Weakness
Kaf Adv.
Mountain
Trip
Alpine
Guides
Importance
to Customer
Products
Kalymnos
all
inclusive
trip.
Only
company
that
guides to
Kalymno
s.
All
inclusive
tends to be
more
expensive.
Guides to
internatio
nal sport
climbing
destinatio
ns, just
not
Kalymno
s.
Internation
al trips for
mountainee
ring &
trekking.
Internationa
l trips for
climbing,
trekking,
skiing, and
mountainee
ring.
Very
important.
This is what
they are
paying for.
Price
Cater to
each
market
segment.
Our price
includes
entire
trip.
More
expensive
than
competitors
.
Does not
include
airfare,
food, or
rest day
activities.
Doesnt
include
airfare or
food.
Doesnt
include
airfare or
food.
Important.
Quality
High
quality all
inclusive
trips
All
inclusive
promotes
high
quality
trips.
High
quality trips
can be more
expensive.
Moderate
quality
moderate
quality
moderate
quality
Important.
This is what
makes the
company
memorable.
Reliability
All guides
will be
trained
properly
to guide
our trips in
a
profession
al manner.
Since we
are a
small
startup,
the
creators
will be
directly
involved
with trip
planning.
Startup can
be hard to
correct all
the room
for errors.
Good
reviews.
Good
reviews.
Good
reviews.
Its
important
that we are
reliable for
positive
WOM
advertising.
Expertise
All our
guides
will be
AMGA
certified.
AMGA is
recognize
d by most
countries.
Although
its
recognized
by most
countries, it
is not
recognized
by all
countries.
Certified
Guides
Certified
Guides
Certified
Guides
Important
Location
Online
Online
No physical
Online
Online &
Online
Not as
43
until
profitable
and then a
physical
location.
allows us
to cater to
people all
over the
U.S.
can be hard
to keep
inventory
organized.
Physical
important to
have a
physical
location
right off the
bat.
Sales Method
Online
sales.
Can be
booked
anywhere
in the
U.S.
Getting our
name out
there
Online
Online &
Physical
Online
Important
the we cater
sales to each
customer
need.
Advertising
WOM,
online
advertisin
g
We
market to
4
different
market
segments.
Getting our
name out
there during
start up.
Online
Online
Online
Important
Competitor Data Collection Plan

Price
Research online find out what each company provides along

with its determined price. Online reviews of the company may
provide insights on hidden that participants werent warned
about.
Benefits/Features
Infiltrate!!! We book a competitors trip and learn about the

inner workings of our competitors.
Size/Profitability/Ma
rket Share
Call as a college student ask how many trips they run, do

this for individual competitors so we can determine markets
size and share
Market Strategy
(Target Markets,
Distribution, etc.)
Google Searches, who pops up, what did we search to find

them. Again infiltrate see who is on the trip, who is this catered
towards.
Marketing Tactics
Compare each competitors advertisements and see what is

similar what is different, how can we be unique.
*Adapted from Score.org
44
SWOT Analysis Worksheet

Strengths
Weaknesses
Opportunities
Threats
Product/
Service
Offering
All-inclusive,
includes
airfare, only
company that
guides to
Greece, highquality
equipment.
Since everything is allinclusive, our product

can be more expensive.
More trip options to

different countries.
Introduction of new
guiding companies that
offer all-inclusive trips.
Brand/
Marketing
We market to
4 different
market
segments.
Getting our name out

there during start up.
Create a mobile app

that creates
anticipation for the trip
and tracks the
providing information
for participants.
Word of Mouth can

lead to slander and
defamatory statements.
Staff/ HR
Employ local
guides for
staff in the
host
community.
Pay for all employees

could be hard during
start up.
New positions with

expansion of company.
Failure of company
could leave positions
unemployed.
Finance
All costs
included.
Costs can be more

expensive because it is
an all-inclusive.
New expansion can

lead to different costs
for different trips.
Rise in operating costs,

airfare, lodging, gear,
etc.
Operations/
Management
Operations/
Management
is directly
involved with
each trip and
people
involved.
Small amount of
management during.
One opinion during
start up.
Expansion of company
offers more
management positions.
Death in the company.
Market
Caters to 4
different
markets,
which
competitors
do not do.
Targeting only 56% of

the consumer
population.
Expanding our target

markets
Technology advancing
faster then we can keep
up with.
Can any of your strengths help with improving your weaknesses or combating your
threats? If so, please describe how below.
Yes, when clientele learn that we are all inclusive our higher prices will actually be cheaper than our competitors.
Likewise, the threat of rising industry cost also affect the overall cost of trip provided by one of our competitors.
Based on the information above, what are your immediate goals/next steps?
45
Researching marketing tactics for getting our name out there.
Based on the information above, what are your long-term goals/next steps?
As the company grows, a long term goal would be to expand and offer trips to more destinations (internationally &
domestically).
46
Resumes
Gabrielle Olsen
2459 East Murray Holladay Rd * Salt Lake City, UT 84117
801-842-2582 * gabby_j_olsen@hotmail.com
http://gabbyolseneportfolio.weebly.com/
Education
Bachelor of Science in Parks, Recreation and

Tourism with special emphasis in Sustainable Tourism and
Management, University of Utah, August 2012-Present.
Areas of Effectiveness
Organization/Planning
o Facilitated climbing activities/events for the climbing club at the University of
Utah.
o Developed the curriculum for the Mo Minis youth program at Momentum
Climbing Gym.
o Management of and communication with coaches at Momentum Climbing
gym.
o Hosted the annual Reel Rock 9 film, Millcreek, Utah.
Coaching Skills
o
o
o
o
o
Prepared and delivered lessons for practices.

Gained awareness of each participants skill level and needs.
Managed and communicated with other coaches.
Developed lesson plans with other employees.
Communicated effectively with parents of children.
Employment History
Server, Millcreek Caf, Millcreek, UT, July 2012-Present.

Head Coach, Momentum Climbing Gym, Millcreek, UT, April 2014Present.
Manager, Nielsens Frozen Custard, Holladay, UT, March 2010-May
2014.
Climbing Experience
o
o
o
o
Climbed consistently for 4 years.

Sport climb up to 5.12.
Boulder up to V6.
Trad climb up to 5.10.
47
o Rock Rescue Course, University of Utah.
Professional Affiliations
Uscend Climbing Club, University of Utah, Founder/President
National Recreation & Parks Association, Student Member
Certifications
Wilderness First Responder
Certified in First Aid/CPR
References
References available upon request.
48
Erik Rasmussen
University of Utah
201 President Circle
Salt Lake City, UT 84112
(801) 581-7200
erikrazpv@gmail.com
728 Logan Avenue Apt A

Salt Lake City, UT 84105
(650) 888-1764
Education:
University of Utah. UT. Expected 2016.
Bachelors of Science in Parks Recreation and Tourism (PRT)
Emphasis in Adventure and Outdoor Programs (AOP)
Undergraduate Entrepreneurship Certificate
Innovation Scholars Designation
Cumulative GPA 3.710
Tracker School Advanced Standard AZ May 2015
Completion of the Advanced Standard Class includes intensive survival skills and tracking
and awareness skills beyond the standard level.
Tracker School Philosophy 2. NJ. November 2014.
Completion of a 3 weekend online course taught by Tom Brown Jr.
The course is dedicated to teaching the philosophy of deep nature connection.
Tracker School Standard. NJ. May 2014.
Completion of a weeklong course in New Jersey taught by Tom Brown Jr and Staff. The
course is dedicated to teaching essential survival skills.
Tracker School Philosophy 1.NJ. July 20, 2013.
Completion of a weeklong course in New Jersey taught by Tom Brown Jr and Staff. The
course is dedicated to teaching the philosophy of deep nature connection.
Wilderness Awareness School. Kamana Two Graduate. CA. 2012.
Completion of Kamana Two (an independent naturalist study program) by completing all
required Field and Journal Inventories.
Professional Experience:
University of Utah Entrepreneurship Finance Teaching Assistant. UT. January 15-Present.
Be present during class to assist the teacher and students. Create and grade quizzes and
assignments. Help whenever possible.
Train Walk Poop Pet Services. Assistant Trainer. UT. October 2014-Present.
After getting promoted from a dog walker to trainer I manage the daycare by doing leash
work, putting dogs on the treadmill, facilitate social time and provide customer service
through dog care.
Tracker School Standard Volunteer May2015 AZ & July 2015 NJ
A volunteer position that allows passionate individuals to help teach survival skills and
philosophies to participants. Passing on knowledge and experience to give participants an
enriching experience at the Tracker School.
Riekes Center for Human Enhancement. Outdoor Instructor. CA. 2011-2014.
49
Includes mentoring and instructing children (ages 6-12), 5-20 per group, in the outdoors to
increase their skills, knowledge, awareness, and love for nature through games and
activities while maintaining a healthy, effective mentor/pupil relationship.
Wilderness Skills Institute. Activities Director. CA. 2011-2014.
Includes leading and facilitating healthy outdoor play with kids of all ages by leading
games and activities geared towards nature awareness and a deeper understanding of the
outdoors.
Bird Observation and Behavior Class. Teaching Assistant. UT. March 2013.
Assisting the teacher with whatever was necessary for the class including paperwork
introductions flow of the class driving spotting birds identifying bird language patterns
helping students ID and learn about birds.
Columbia Sportswear. Seasonal Sales Representative. UT. November 2013-February 2014.
Includes processing shipments, pricing and stocking items, selling apparel through social
and cashier interactions while maintaining the professional appealing appearance of the
store.
AOP SEPPP. Financial Officer. UT. December 2013
Budgeted for an at-risk youth ski trip, snow day, donation fund. Used spreadsheets to
manage financial accounts; balance sheet, income statement cash flow
University of Utah Outdoor Adventures. Assistant Trip Leader. UT. August 2012-August 2013.
A volunteer leadership position in which I was responsible in the assistance of planning,
preparing and leading outdoor excursions with the goal of bringing people closer to the
outdoors.
Riekes Center for Human Enhancement. Ndaka Mentor. CA. 2007-2011.
A volunteer mentor position. Joining the Ndaka Training Program taught me how to lead
people in the outdoors and provide for them without expectation of personal recognition. It
taught me how to be a great mentor, leader, caretaker and it taught me how to be useful in
a community.
Riekes Center for Human Enhancement. Assistant Instructor. CA. 2006-2011
A volunteer position assisting the Instructors in mentoring and instructing children (ages 612), 5-20 per group, in the outdoors to increase their skills, knowledge, awareness, and love
for nature through activity planning and execution while maintaining a line of
communication between the participants and the instructors.
Certifications & Memberships:
2015 Universit of Utah/NOLS Wilderness First Responder Certification Expected Oct 17
Certification in making critical medical and evacuation decisions in remote locations
2012. University of Utah Outdoor Adventures. Wilderness First Aid Certification. UT.
Certified in basic skills of wilderness rescue and medicine.
2012. Crossfit. Certified Level 1 Crossfit Trainer. CA.
Certified in coaching, training, ethics, and science to the Crossfit standards.
Outdoor Experience:
Accumulated Professional Field Experience: 4,054hrs
Day Hikes
50
Most of my experience is through camps in which I facilitate and teach 7-20 kids in various
locations. On these hikes we play games, have adventures, learn how to track and survive
on the land. Locations include:
Huddart State Park
Wilder Ranch
Pescadero Marsh
Snol Reservation Area
San Lorenzo River
Felton State Park
Along with work related day hikes I take frequent hikes into the mountains near
Salt Lake City including:
City Creek
The Wasatch Foothills
Little and Big Cottonwood Canyon
The Salt Flats.
Camping
Family camping trips have been a fun experience throughout my life. Locations include:
Yosemite National Park
Yellowstone National Park
Huddart State Pake
Moab/Arches
However my predominant camping experience has been through work. Many of these
excursions have anywhere from 15-45 kids that I co facilitate and teach. Locations of these
trips include
Bean Hollow, Half Moon Bay
Tunnel Mills, Tahoe
Quail Springs, Santa Barbara
Feather River, Northern California
Felton, Santa Cruz
Birding
I fell into birding in a very unique way with the Advanced Bird Language when I was
young. Consistently throughout my life I continue to bird in many of its forms throughout
every outdoor experience. Professionally I assist a Bird Observation and Behavior Class
through the University of Utah. We take up to 30 students to:
Farmington Bay Waterfoul Management Area
City Creek
And various parks throughout Salt Lake City
Mountain Biking
I grew up being exposed to biking at a very young age. When I moved to Utah friends and I
planned two mountain biking trips to Moab, one in 2012 and the other in 2013. The trails
we biked include:
Porcupine Rim
Slick Rock
51
Poison Spider
Climbing
I first learned how to climb when I was eight years old. I am competent in bouldering and
top rope climbing. I climbed a briefly in Oregon when I was young but since then I have
climbed in various places in Utah including:
PETZLE Technical Institute
Wasatch Mountain Range
University of Utah
Kayaking
My kayaking experience includes a Kayaking 1 course at the University of Utah and
practicing roles in the pool on campus.
Snow Sports
I learned to ski and snowboard at a young age but did not participate consistently until
college. I am self-taught and am comfortable on anything up to a black diamond. Locations
I have skied at include
Jimmeny Peak MA
Various Resorts Tahoe CA
Snowbird UT
Alta UT
Park City UT
Solitude UT
Places of Travel
Australia (all over)
Massachusetts
New York
Maine
Oregon
Montana
New Jersey
Arizona
While Adventure Recreation is fun and has its place my true passion lies in Deep Nature
Connection and Earth Skills such as. I have practiced these skills consistently since I was 7
years old and have spent my entire life incorporating their philosophies into my daily life.
Primitive Skills
Tracking and Awareness
Earth Skills
Survival Skills
Fire Arm Education
References: (Available Upon Request)
52
Stolf M. Short
480-686-0664 stalkingwolfe@gmail.com
Summary of Qualifications
I am an energetic, dedicated worker with strong interpersonal skills. With an outstanding military
background I have the proven ability to work effectively with people of various ages, cultural
backgrounds, and socio-economic statuses. I am an excellent team worker and group supervisor that
leads by example through hard work, striving for perfection, and following through until job completion.
I consider myself an avid student and educator of the natural world, and continually strive to impart that
knowledge for the purpose of increasing awareness and stewardship for the many wonders of the world.
Relevant Experience
Adventure
Partners LLC
Hiking and
Climbing Guide
March 2012
Present
Trip leader as a hiking, kayaking, climbing and canyoneering

guide throughout the Grand Circle and Canyon Country of
Northern Arizona and Southern Utah on an array of day hikes,
kayak trips, via-ferrata climbing routes, and slot canyon rappel
routes.
Colorado River
Discovery
River Raft Guide
March 2012 July
2012
River guide on the Colorado River in Glen Canyon National

Recreation Area, providing interpretation of the natural history,
human history, and geological time line of the region.
United States
Marine Corps
Naval Aircrew
Chief
February 2007 Nov 2011
Troubleshooter and flight crew for the KC-130J aerial

refueler/cargo transport military aircraft. Also, with the rank of
Sergeant, my responsibilities extended to ensuring the wellbeing and continual growth of my subordinates.
Leadership/Special Skills
I have acquired strong communication, interaction, and relationship skills learned by extensive team
building exercises through courses such as: Marine Corps Martial Arts Instructor course, Naval Aircrew
Instructor course, the Survive Evade Resist Escape course, the Wilderness First Responder course, as well
as the Standard Course at the Tom Brown Jr. Tracker Survival School. In conjunction, I have recently
attended several rock climbing and rescue seminars while working for a degree in Parks, Recreation, and
Tourism with an emphasis in Adventure and Outdoor Programing at the University of Utah. In my
capacity as a guide I have instructed and trained adults and children in the basics of rock climbing and
canyoneering, such as tying in, proper belay procedures, and appropriate verbal and nonverbal
communication while climbing.
Wilderness First Responder, Bryce Canyon National Park, UT 2012

Certificate of Completion of the Standard Course from the Tom Brown Jr. Tracker Survival School,
Waretown, NJ 2013
Certificate of Completion from the Survive Evade Resist Escape School, Brunswick, ME 2007
Utah Lake and Reservoir Captain License, February 2013
Momentum Lead Certified, April 2014
53
54
Education
Associate of Science Degree, Southern Utah University, Cedar City, UT 2013

The State of Utah Food Handlers Certification, February 2013
The State of Arizona Food Handlers Certification, February 2013
High School Diploma, Page High School, Page, AZ 2006
Awards and Accomplishments

I participated in Bilateral Foreign Military training exercises between the U.S and foreign nations. In this
capacity I participated in aiding the Japanese government after the earthquake and tsunami of 2011 by
delivering over one million pounds of goods to storm ravaged areas of northern Japan.
Navy & Marine Corps Achievement Medal

Humanitarian Service Medal
Marine Corps Good Conduct Medal
6 USMC Awards for Outstanding Physical Fitness
USMC Martial Arts Instructor
USMC Naval Aircrew Instructor
Honorable Discharge
55
Cory V. Jensen
4772 Meadowview Road
Murray, UT 84107
801-265-9011 home, 801-824-8455 cell
coryvagnjensen@gmail.com
Mission Statement
To professionally guide in an experienced manner that instills a sense of security, in all

disciplines of outdoor guiding. (e.g. River, Alpine, Rock, Mtn.)
Summary of Qualifications
Diversified professional background with over four years of experience in outdoor

recreational activities that include whitewater guiding, river rescue workshops, kayaking
workshops, rock climbing workshops, outdoor-gear rental programs, triathlons,
ski/snowboard/snowshoe outings, along with many other recreational programs.
Coupled with strong communications skills that supports my ability to provide excellent
customer service and public relations. While emphasizing attention to details combined
with effective organizational skills promote the capacity to manage a wide variety of tasks
while assuring smooth and efficient performance. All while establishing good rapport with
persons in all levels of operations.
Professional Experience
- Carbon County Recreation 2010 to Present Program Coordinator and

Multi-Day River Guide
- Eagle Outdoor Sports 2011 to 2013 Multi-Day River Guide
- Canyon River Adventures 2011 to 2013 Shuttle Driver
Professional Training/Licenses
-
Whitewater Captains License #UT-00343

Certified Wilderness First Responder
Food Handlers Permit
American Heart Association CPR Certified
Level 1 Avalanche Awareness/Rescue Certified
Education
University of Utah January 2014 to Graduating Summer 2016, B.S. in

Parks, Recreation and Tourism emphasis area Commercial Recreation Management
Salt Lake Community College August 2011 to December 2013,
general education Overall GPA 3.4
Murray High School 2011 Graduate, emphasis in computer
programming and technology (Career Field Certification) with concurrent enrollment
through Salt Lake Community College
Personal and professional references along with additional information [will be] available upon
request.
56

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Gabrielle

Mission, Vision, Values

Goals and Objectives

Product and Services

Risk Management Plan

Goals and Objectives

Product and Services

World Wide Climbing also offers humanitarian trips to international destinations.

Product Life Cycle

Hire certified climbing guides

Extended Stay Hotel

Bed and Breakfast/

Basic Plus: museums,

Standard Plus: Art

Rest Day Activities

The International Rock Climbing Industry

WorldWide Climbings Market

The political scene for

World Wide Climbing will need to

The economic risk for

There is extensive research needed to

We risk our guides

We will need to ensure guides

Without web presence

By creating a website that reflects

The rock climbing

Strong communication with partners

There is substantial research that

Sales Projections and Related Assumptions

Season (Peak Summer Season)

(weekly sales (in $)

Other category assumptions:

Organization and Management Plan

Risk Management Plan

Hazards and Risk Factors

All Environmental Elements that are out

Not enough buy in from contractors,

Discrimination and harassment.

Enforce these laws very strictly.

Communication errors: Time lost due to

Constantly communicate appropriately

Terrorism awareness training.

Claim that organization damaged the

Maintain transparency to all activities.

Time lost on the job due to employee

Avoid and reduce risk through

Inherent risks of climbing: Falling on

Loss of key employee.

Avoid and reduce this risk through

Financial and asset losses due to the

Avoid and reduce this risk through

Manage this risk through proper

Instill a sense of belonging to all

Ensure all clients and participants are

following: Theft, fire, actions of others,

proper theft identification, fire

Loss of data and breach of secure info.

Avoid and reduce this risk through

Environmental injuries: Foodborne

Avoid and reduce this risk through

Avoid and reduce this risk through

Avoid and reduce this risk through

Loss of operating licenses.