University Business Model and Plan: Mojosurf Camp Melbourne

This report provides a comprehensive business model and plan for Mojosurf Camp Melbourne (MCM), a proposed kitesurfing camp in Melbourne, Australia. The report begins with an executive summary and table of contents, followed by a detailed analysis using the Business Model Canvas, covering customer segments, value propositions, customer relationships, key activities, resources, partners, revenue, and cost structures. The market section examines travel marketing, target markets, positioning, and tourism segmentation within the context of the Australian kitesurfing industry. Human resources are addressed, outlining roles and responsibilities. The report also details MCM's growth strategy, operational considerations, including regulations and intellectual property, and financial projections. The report concludes with a summary of findings and includes references and appendices.

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University
Full name
Student ID
Class day & time
Tutor’s name
2488 words

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Executive Summary
The report goal is to prepare a business model and plan for new Mojosurf Camp that would
be located in Melbourne Australia. The business will target both residents and the non-
residents of Australia who are interested in Kitesurfing. The company name would be
‘’Mojorsurf Camp Melbourne’’ (MCM).
The business idea for MCM originated from Melbourne, Australia based on solving a
problem on Kitesurfing educations. Currently we have three kitesurfing institution that offer
courses of kitesurfing these are Go kite, The Zuboardsports and Kite Republic. This are the
indirect competitors of MCM. The schools are located in ST Kilda Beach, Melbourne .This
report we are going to major on the Business Model Canvas, market, operations and
technology, human resources and the finance for the proposed MCM.

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Table of Contents
1.0 Introduction.....................................................................................................................................4
2.0 Business Model Canvas..............................................................................................................5
2.2 Customer Relationships.........................................................................................................5
2.3 Key Activities................................................................................................................................5
2.4 Key Resources........................................................................................................................5
2.5 Key Partners.................................................................................................................................6
2.6 Threats.........................................................................................................................................7
2.7 Strengths.....................................................................................................................................7
2.7 Revenue Structure.......................................................................................................................8
2.8 Cost Structure........................................................................................................................8
3. Market...............................................................................................................................................8
3.1 Travel Marketing..........................................................................................................................8
3.2 Targeting......................................................................................................................................8
3.3 Positioning...................................................................................................................................9
3.4 Tourism and Segmentation..........................................................................................................9
4.0 Human Resources..........................................................................................................................10
4.1 The mangers, instructors and the technical experts..................................................................10
4.2 The owners and their roles........................................................................................................10
5.0 Mojorsurf Camp Melbourne growth strategy................................................................................11
6.0 Operations and Technology...........................................................................................................11
6.1Laws and regulation relating to the Kitesurfing..........................................................................11
6.2 Intellectual property..................................................................................................................12
6.3 Moral and ethical issues in Kitesurfing......................................................................................12
7.0 Business ownership and source of capital.....................................................................................13
8.0 Finance..........................................................................................................................................13
9.0 Conclusion.....................................................................................................................................17
10.0 References...................................................................................................................................18
11.0 Appendices..................................................................................................................................20

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1.0 Introduction
Even though sport tourism has engrossed high consideration among the scientific scholars,
journals and articles, the game economic outlook on sport travel, affiliation selling in sports
besides travel promotion, particularly for aquatic sports in Australia has casing a micro
fraction of literature. Scientific mechanisms have dispensed chiefly with surfing the market in
general, affiliation selling in sports, tourism and mobile marketing in Australia, a training of
Australian kitesurfing arcade has been carried out(Mock & Garel, 2018).The study gave a
chance to figure out the bazaar of this watersport, in addition to arcade sector, knowledge of
consumer behaviour, wants and ethics. The writings assessment of Australian surfing shop is
frolicking the part of vital contextual for this venture. In these regards business idea and
survey outcomes are adopted (Ratten, 2017).

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2.0 Business Model Canvas
2.1 Customer Segments- the business would be specifically for precise target group,
the efforts of marketing would be based on the pull marketing, in this case the customers
would be able to look for product according to market research. The market would be
segmented according to specific target groups like the age group, sex and the level of
experience.
2.2 Customer Relationships- a recent relationship have had more attention. Most
sports firms mainly focus on long-term retention of customers and utilizing database
management method to enhance and maintain relationship with customers.
2.3 Key Activities
The aim of this business idea is to deliver a new service to the market of Australia with the
goal of satisfying the needs of the customers. Provide a unique with an extra value more than
what are provide by the Kitesurfing schools in Australia. To enjoy and have fun while
learning. To adapt skills and knowledge in easy and clear way free of pressure and also
making their trio extraordinary experience. To deliver water sports accomplishments and
finally to provide reliable and quality course of kitesurfing under best coaches in Australia
((Joe & Fiona, 2018).
2.4 Key Resources- the employees of this organization would be required to proof
qualifications from ‘’ international Kiteboarding organization’’ IKO. An experienced
personnel who would deal with the kitesurfing equipment would be required. The
resources of this company would be divided into tangible and intangible assets.
Tangible assets:
 Boards, kite bars, kites, harnesses, wetsuits and the trainer kites
 The vehicle
 Company phone and the computer

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 Tool box
 Weather station
Intangible assets: the brand name, logo, customer list, insurance, employments
contracts, permits, shareholders agreement, business knowledge, supplier contracts
and copyrights.
The company logo would look like in the fig below
Fig 1 Mojorsurf Camp Melbourne (MCM) logo
2.5 Key Partners
There are 3 major competitors in Melbourne area, that is
I. The Kite republic- it is the most active group based in St Kilda. It was founded
in the year 2000 and it is now leading in the market because of high number of
instructors found in the beach. The institution offers variety of Kitesurfing
lessons.
II. Zu Boarders- it is a Waterports and also a professional store found in St Kilda,
Melbourne. The company majors on hiring Kiteboarding and Windsurfing and
other resources to their clients. They also educate clients on Kitesurfing.

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III. GoKite- its was founded in the year 2009, it is situated at St Kilda. The
company has grown into Rosebud on Peninsula. It operates at the centre of
teaching position.
2.6 Threats
Seasonality- the port depend on wind and weather likewise to the business
Sharks- attack by sharks would affect clients psychologically. Many cases of
sharks has always been witnessed in Australia.
No more permissions- local beach authorities may stop granting permissions
to Kitesurfing businesses.
2.7 Strengths
Business mobility- the ability of business to have mobility power makes the business to be
strong. The port depend so much on weather and wind. The bus make it possible for clients
to move around the coastal region when looking good conditions that favours the teaching
practice.
Presents of Qualified Instructors- the instructor of the organization has great experience
and best qualifications. The company would take quality as the first priority.
Flexible needs of the people- for the organization to have a high sustainability of the
business there is need to adjust to all the needs of the people. The kitesurfing lessons should
be delivered in the best way in a method that will be suitable for all. The sudden change in
the wind might interfere with a pre-plan trip which would lower down the cost (Ratten,
2017).

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2.7 Revenue Structure
The revue for the organization would vary according to time because it rely on
weather and wind. There is no guarantee to predict on the wind variation.
2.8 Cost Structure- the cost of kitesurfing would be based on the fix cost and the
variable costs.
3. Market
3.1 Travel Marketing
The in industry for tourism continues to enlarge rapidly with new methods to travel and
explore the world. The modern technology and globalization has given new ideas to explore
to remote areas. Backpacker tourism is currently trending in Australia, it has given and
continue to give young people a lot of opportunities, to work, travel and walk around the
world at a go. Australia is offering various things to practise, from the desert via surfer
beaches and to the fancy cities. By adhering to the backpacker’s needs for adventuring and
gaining experience, tourist adventure , which is now the rising segment, must be besieged for
them. Adventure tourist is considered to be a crucial and rising market segment. The
adventures are looking forward for adventure and they are after an interesting, unique and
need to gain new experience. Mastering lifestyle of tourist may assist in designing advertising
messages that are tailored to this unique market that is being targeted (Derriks, 2018).
3.2 Targeting
Mojorsurf Camp Melbourne will be targeting two segments: the kitesurfers and the no-
kitesurfers. Segments of the Kitesurfers would be the major focus of this business and non-
kitesurfers would act as a corresponding target market (Tayebi, Bahmanpour, Mirkazemi &
Rohany, 2018).

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3.3 Positioning
This should match the needs of the clients. Within this there would be a need to differentiate
between, promotional strategy and pricing and distinctive product features (Riga, 2018).
3.4 Tourism and Segmentation
The coastline of Australia is an important place for recreation resource. The surf tourism is
enlarging rapidly and it is increasing the market segmentation to a wide sport in the tourism
industry. The surf tourism features travel to aid surfing, learning surfing or visiting surfing
activities. There are three categories of surf tourists (Villamil, 2018) this are
I. Hard surf- this are the tourist who travel with the intention of just surfing
II. Incidental surf- this are the tourist who are have little knowledge in kitesurfing
III. Soft surf- this are the tourist with an aid of surfing.
The traveling behaviour depends on motivations of wide range, the market for this
activity is mostly diverse thus market segmentation is very necessary for the company
to reach their specific target groups. Segmentation is very important because it gives a
simple understanding a specific groups which poses similar behaviour and
characteristics. Market segmentation would be applied in different ways like
demographics, geographic, social-economic and psychographics. The segmentation in
Kitesurfing industry should concentrate more on motivational travelling, behaviours.
It should also address the customer’s features and preferences (Setili, 2017).
According to the reports from Surf industry, Surf coast has been the primary destination for
kitesurfing as well as an entrance to Great Ocean Road. This is among the world’s supreme
charming coastal drives. The Coast Surf shire recorded sum of 1.6 million tourist in the year
2017 this an increase of 20 percent compared to the previous years. This actually shows the
potential business idea to invest in. Major surf Melbourne is targeting to accommodate 5000

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tourist at a go at the beginning of next year 2019 and their target is to accommodate more
than 5000 travellers within the next four years (Conradie, 2018).
4.0 Human Resources
4.1 The mangers, instructors and the technical experts
The mangers for Mojorsurf Camp Melbourne would responsible for planning, staffing
organizing, organizing, directing and controlling all the kitesurfing activities of the company.
Managers would be assisted by the field instructors and the technical experts. The instructors
would give guidelines to the clients whereas the technical experts would handle technical
problems such as equipment repair and maintenance (Pham & Pearce, 2017).
4.2 The owners and their roles
Like we have side early the Mojorsurf Camp Melbourne would be sorely own by a group of 5
fresh graduates who are the entrepreneurs and their roles would be:
I. Planning- this is the pre-determine course of performance.
II. Organizing- this refers to assembling man power, material, money, machinery and
other resources to execute plans of the organizations.
III. Staffing - this is the human resource planning and management.
IV. Directing - the entrepreneurs in this case counsel guides stimulate and teaches the
employees to perform their work effectively and efficiently.
V. Controlling- this is the comparison between the set standards and the actual
performance.

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5.0 Mojorsurf Camp Melbourne growth strategy
The proposed business strategy would help the business to grow and increase the sales, the
following are the growth strategies that would be employed:
I. Market penetration- this is the ability of the product to be recognize by the customers,
for instance, the company may lower the prices to entice customers.
II. Market expansion- this strategy is also called market development, this involves the
process of selling the same product in a new market.
III. Product expansion- this strategy involves involve adding more features to a certain
product or service to make it increase the value hence making the profit to be higher
IV. Diversification strategy- this is the process of selling a newly product to a new-
fangled market.
V. Acquisition strategy- the company may plan in the near future to purchase another
company to increase their operations.
6.0 Operations and Technology
The organization would look at technologies in product design, riding and graphic design, it
wold be able to step out innovation in each level and conspire and align with clients who are
after technological advancement. In regards to brand, the organizations attitude towards
technology is going to be unique to the competitors, the central motive is the desire to invent
and innovate which would affect the business positively and hence cause rise in the revenue
(Woźniak, Kulczyk & Derek, 2018).
6.1Laws and regulation relating to the Kitesurfing
I. Universal Common sense Guidelines- elude collusions, even if you are on your
right way;

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Maintain clear of minimum navigable watercrafts; all refreshment water will be
free of commercial ships and the sailing watercrafts
II. Traditional rules for sailing- a boat on a port screw with wind on the side of the
port will clear a port on the starboard screw, this is the opposite screw rule.
III. Wave sailing rule- a surf sailor heading in tends to keep vibrant of a wave, this is
the opposite track rule (Tomik, Kosmala & Ardenska, 2017).
6.2 Intellectual property
Trade marks- according to the constitution, the company would be protected against
trading and the brand name.
Copyright and designs- the company would be protected from their written and
creative works.
Patent right- the company invention in local and abroad is protected.
6.3 Moral and ethical issues in Kitesurfing
General
 the kites must always be update the third party insurance policy
 the beginners must always seek instructions from their professionals
 every client must carry out personal risk assessment
 Clients should always beware of fluctuating weather conditions.
Equipment
 The manufactures instruction for all the equipment must be read with cautions
and the guidelines should be read and followed accordingly before using it in
the water.
 The equipment should be checked regularly for possibility of wear and tear.
 The kitesurfing cite should always be equipped with safety equipment.

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7.0 Business ownership and source of capital
The business would be privately owned by 5 young graduates, the initial source of capital for
the organization would be: (Park & Chae & Cho, 2017).
I. Bootstrapping also known as self-funding
II. Contribution from family and friends
III. Contribution from private investors
IV. Government funding initiatives for youths
8.0 Finance
The following table shows offers in regards to fix and variable costs of operating the
business.
Fig. 2 Mojorsurf Camp Melbourne trip offers.

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The table below summarise the initial cost, the kitesurfing cost is assumed in regards to the
cost price which the board companies and the kites can offer to the Mojorsurf. The figure
bellows shows the initial cost
START-UP COSTS Cost ($) EQUIPMENT/CAPITAL COSTS Cost ($)
Registrations 20 Business purchase price 30
Business name 50 Franchise fees 25
Licences 100 Start-up capital 5000
Permits 45 Plant & equipment 35
Domain names 10 Computer equipment 2000
Trade marks/designs/patents 50 Security 15
Vehicle registration 12 Computer software 08
Membership fees 10 Phones 05
Accountant fees 10 Fax machine 30
Solicitor fees 12 Security system 20
Rental lease cost (Rent advance/deposit) 20 Office equipment 50
Utility connections & bonds (Electricity, gas,
water) 08 Furniture 50
Phone connection 10 Shop fit out 500
Internet connection 13
Computer software 15
Training 10
Wages 50
Stock/raw materials 50
Insurance 12
Building & contents 100
Vehicle 500
Public liability 20
Professional indemnity 16
Product liability 15
Workers compensation 100
Business assets 2000
Business revenue 20
Printing 10

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Stationery & office supplies 15
Marketing & advertising 200
Total start-up costs $ 3,600 Total equipment/capital costs $ 7,768
Profit and loss for Mojorsurf Camp Melbourne as at 2018-2020
PROFIT & LOSS October November 2018 2019 2020
Sales 950 850 30520 29050 28500
less cost of goods sold 500 420 12500 14500 15500
Gross profit/net sales $450 $430 $18020 $14550 $13000
Expenses
Accountant fees 15 15 180 180 180
Advertising & marketing 10 10 120 110 130
Bank fees & charges 12 12 120 105 115
Bank interest 10 10 120 115 100
Credit card fees 16 16 190 190 190
Utilities (electricity, gas, water) 10 10 120 130 100
Telephone [phone]
Lease/loan payments 15 15 180 180 180
Rent & rates 20 20 240 240 240
Motor vehicle expenses 15 15 180 100 110
Repairs & maintenance 10 10 120 130 140
Stationery & printing 15 15 180 190 170
Insurance 10 20 200 180 220
Superannuation 12 12 120 100 150
Income tax 10 10 120 120 120
Wages (including PAYG) 15 15 120 200 120
More… 12 12 120 100 90
Total expenses $215 $215 $2535 $2465 $2455
NET PROFIT (Net Income) $235 $215 $15485 $12085 $10545

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The statement above is estimated for the 3 years from the start of the business. The
calculation was derived from the income from the kitesurfing activities each month.

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9.0 Conclusion
This business plan have outline several factors that can be followed and adhered to while
setting up a new business venture, it has look at the market strategies, the cost valuation, the
business growth strategy, ethical issues, intellectual properties among other factors that are
essential for any business plan.

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10.0 References
Conradie, P., 2018. Studies on the Role of Persons with Disabilities as Source of
Innovation (Doctoral dissertation, Ghent University).
Derriks, T., 2018. Reinventing coastal health tourism through lifestyle sports: the
complexities of kiteboarding in practice. Tourism, Health, Wellbeing and Protected Areas,
p.138.
Fursov, K., Thurner, T. and Nefedova, A., 2017. What user-innovators do that others don't: A
study of daily practices. Technological Forecasting and Social Change, 118, pp.153-160.
Joe, T. and Fiona, S., 2018. Innovation heroes: understanding customers as a valuable
innovation resource (Vol. 31). World Scientific.
Mock, E. and Garel, G., 2018. Innovation factory. W. by Editions Weblaw..
Pham, V.T.T. and Pearce, D.G., 2017. Destination and tourism business brand consistency in
Binh Thuan, Vietnam. Journal of Vacation Marketing, p.1356766717736534
Ratten, V., 2017. Entrepreneurial sport policy. International Journal of Sport Policy and
Politics, 9(4), pp.641-648.
Ratten, V., 2017. Sports innovation management. Routledge.
Riga, E., 2018. An insight into sport tourism in the Greek seas: current situation, challenges
and potentials.
Setili, A., 2017. Fearless Growth: The New Rules to Stay Competitive, Foster Innovation,
and Dominate Your Markets. Red Wheel/Weiser.

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Tayebi Sani, S.M., Bahmanpour, H., Mirkazemi, S.H. and Rohany, A., 2018. Shahrood sport
tourism planning using SWOT technique with emphasis on natural attractions. Journal of
Tourism Hospitality Research, 7(1.2), pp.65-82.
Tomik, R., Kosmala, G. and Ardenska, A., 2017. Active sport tourism in Poland:
environmental condition and motivational aspect. European Journal of Geography, 8(1),
pp.129-138.
Villamil, J.A., 2018. Towards a technology and agglomeration platform of the colombian
caribbean shipyard sector. Ciencia y tecnología de buques, 12(23), pp.9-20.
Woźniak, E., Kulczyk, S. and Derek, M., 2018. From intrinsic to service potential: An
approach to assess tourism landscape potential. Landscape and Urban Planning, 170, pp.209-
220.

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11.0 Appendices
Swot analysis
The business logo

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