AHA Training Center Business Plan [Sample Template]

An AHA (American Heart Association) Training Center business is an organization that is authorized by the American Heart Association to provide training and certification in various life-saving techniques, such as cardiopulmonary resuscitation (CPR), automated external defibrillator (AED) usage, first aid, and advanced cardiovascular life support (ACLS).

AHA Training Centers play a vital role in promoting and ensuring the widespread dissemination of standardized and evidence-based life support training.

They train instructors who, in turn, educate individuals, healthcare professionals, and organizations in life-saving techniques. These centers offer a range of courses tailored to different audiences, including healthcare providers, workplace safety teams, and the general public.

Steps on How to Write an AHA Training Center Business Plan

1. Executive Summary

Philip Anderson® AHA Training Center, Inc. is a reputable and authorized American Heart Association (AHA) Training Center based in Atlanta, Georgia. We specialize in providing high-quality training and certification in life-saving techniques, including CPR, AED usage, first aid, and advanced cardiovascular life support (ACLS).

Through our comprehensive courses, experienced instructors, and exceptional customer service, we strive to make a positive impact on the community by promoting a culture of preparedness.

Our team consists of experienced and certified instructors who are passionate about delivering engaging and informative training sessions. They possess extensive knowledge of life-saving techniques and are skilled at creating a supportive and interactive learning environment. Philip Anderson is the founder and CEO of Philip Anderson® AHA Training Center, Inc.

2. Company Profile

a. Our Products and Services

We offer a wide range of courses tailored to various audiences. Our course portfolio includes CPR and AED training for healthcare providers and the general public, first aid training for workplace safety teams, and ACLS certification for healthcare professionals. Additionally, we provide specialized courses and refresher training to cater to specific needs.

b. Nature of the Business

The business model typically involves generating revenue through course fees paid by individuals or organizations, along with sales of training materials, books, and equipment related to life support training.

c. The Industry

Philip Anderson® AHA Training Center, Inc. will operate in the healthcare and education industry.

d. Mission Statement

The mission of Philip Anderson® AHA Training Center, Inc. is to empower individuals, healthcare professionals, and organizations with the knowledge and skills needed to save lives in emergency situations. We are committed to delivering high-quality, evidence-based training in life-saving techniques, including CPR, AED usage, first aid, and advanced cardiovascular life support (ACLS).

e. Vision Statement

Our vision is to be recognized as the leading provider of life support training and certification in Atlanta, Georgia. We envision a society where individuals, healthcare professionals, and organizations possess the necessary skills and confidence to respond effectively in emergency situations.

f. Our Tagline (Slogan)

Philip Anderson® AHA Training Center, Inc. – “ Empowering Lives, Saving Futures!”

g. Legal Structure of the Business (LLC, C Corp, S Corp, LLP)

Philip Anderson® AHA Training Center, Inc. will be formed as a Limited Liability Company, LLC.

h. Our Organizational Structure

• Chief Operating Officer (Owner)
• Training Center Manage
• Administrative Officer (Cashier)
• Marketing and Sales Officer
• Trainers (Instructors)
• Customer Care Executive

i. Ownership/Shareholder Structure and Board Members

• Philip Anderson (Owner and Chairman/Chief Executive Officer) 51 Percent Shares
• Maureen Dexter (Board Member) 19 Percent Shares
• Ruth Obed (Board Member) 10 Percent Shares
• Samson Basil (Board Member) 10 Percent Shares
• Nathaniel Kennedy (Board Member and Secretary) 10 Percent Shares.

3. SWOT Analysis

a. Strength

• Being an authorized American Heart Association (AHA) Training Center lends credibility and recognition to the Training Center’s programs, ensuring adherence to high-quality standards.
• The Training Center offers a wide range of courses, including CPR, AED, first aid, and ACLS, catering to different audiences and meeting diverse training needs.
• The Training Center has a team of experienced and certified instructors who possess in-depth knowledge and expertise in life-saving techniques, enhancing the quality of training sessions.
• The Training Center provides flexible training options, including online, blended, and on-site sessions, accommodating the scheduling and location preferences of clients.
• The focus on exceptional customer service creates a positive and supportive learning environment, resulting in high participant satisfaction and repeat business.

b. Weakness

• The Training Center’s operations are currently confined to the Atlanta, Georgia area, which limits its potential market reach and expansion opportunities.
• The life support training industry is highly competitive, with numerous training centers and providers vying for market share, requiring effective differentiation strategies.
• The availability and retention of qualified instructors may pose a challenge, as their expertise and teaching abilities directly impact the quality of training programs.

c. Opportunities

• There is an opportunity to expand geographically by establishing additional training centers in other cities or regions, tapping into new markets, and increasing market penetration.
• Collaborating with healthcare institutions, educational institutions, and corporate entities can lead to partnerships, enabling the Training Center to reach a larger audience and secure contracts for training programs.
• Embracing emerging technologies, such as virtual reality or simulation-based training, can enhance the training experience, attract tech-savvy learners, and differentiate the Training Center from competitors.

i. How Big is the Industry?

The AHA Training Center industry is not a big industry, but it is a significant subset of the broader healthcare and education industries.

ii. Is the Industry Growing or Declining?

The AHA Training Center industry is generally considered to be growing. While the AHA Training Center industry is generally growing, it is important to note that market conditions and regional variations can influence the pace of growth.

Factors such as economic conditions, changes in regulatory requirements, and competition within the training industry can also impact the growth trajectory.

iii. What are the Future Trends in the Industry?

Technology will continue to play a significant role in the AHA Training Center industry. Virtual reality (VR), augmented reality (AR), and simulation-based training methods are likely to become more prevalent, providing realistic and immersive learning experiences.

These technologies can enhance skill acquisition, increase engagement, and offer opportunities for remote or self-paced learning. Blending traditional classroom training with online components is becoming increasingly popular.

Blended learning allows for greater flexibility and accessibility while still providing hands-on practice and instructor-led guidance. AHA Training Centers are likely to adopt and refine blended learning models to cater to different learning styles and preferences.

The use of data analytics and technology-enabled assessments will likely become more prevalent. Training centers may leverage data to track learner progress, identify areas of improvement, and personalize training experiences. Data-driven insights can optimize training effectiveness and provide evidence of skill development and competency.

iv. Are There Existing Niches in the Industry?

No, there are no niche ideas when it comes to the AHA training center line of business.

v. Can You Sell a Franchise of Your Business in the Future?

Philip Anderson® AHA Training Center, Inc. has plans to sell franchises in the nearest future.

d. Threats

• Changes in regulations, guidelines, or certification requirements by the American Heart Association or other regulatory bodies may necessitate adjustments to training programs, potentially increasing costs or affecting compliance.
• Economic downturns or fluctuations may impact organizations’ training budgets, leading to reduced demand for training services.
• The rise of online platforms offering life support training courses may pose a threat, as they provide convenient and cost-effective alternatives that may attract potential clients.

i. Who are the Major Competitors?

• Red Cross Training Services
• National Safety Council (NSC)
• Emergency Medical Services (EMS) Training Institutes
• Independent Training Centers
• Online Training Platforms
• Local Healthcare Institutions.

ii. Is There a Franchise for AHA Training Center Business?

No, there are no franchise opportunities for the AHA training center business.

iii. Are There Policies, Regulations, or Zoning Laws Affecting AHA Training Center Business?

Yes, there are various policies, regulations, and zoning laws that can affect an AHA training center business in the United States. Policies, regulations, and zoning laws can vary at the local, state, and federal levels in the United States.

AHA Training Centers must adhere to the accreditation and authorization requirements set by the American Heart Association. These requirements ensure that the training center meets the standards and guidelines established by the AHA for delivering quality training programs.

AHA Training Centers that have physical locations need to comply with local building codes and zoning laws. These regulations dictate requirements for building safety, occupancy limits, accessibility, and permitted uses in specific zones or areas.

Training centers that collect and store the personal information of participants need to comply with applicable privacy and data protection laws, such as the Health Insurance Portability and Accountability Act (HIPAA) or the General Data Protection Regulation (GDPR) for international participants.

4. Marketing Plan

a. Who is Your Target Audience?

i. Age Range

The target audience may encompass students in schools (such as high school students preparing for healthcare careers), adults pursuing or working in healthcare professions, employees in various industries requiring life support certification, and individuals from the general public seeking to acquire life-saving skills.

ii. Level of Education

Our target audience may include individuals with varying levels of education. The training programs offered by Philip Anderson® AHA Training Center, Inc. can cater to the specific educational requirements of each group.

iii. Income Level: Our target audience can span different income levels.

iv. Ethnicity

The target audience for Philip Anderson® AHA Training Center, Inc. will be inclusive of individuals from diverse ethnic backgrounds. Our training materials, instructors, and support services will be designed to accommodate and serve a multicultural audience effectively.

v. Language

Philip Anderson® AHA Training Center, Inc. will consider offering training programs in languages commonly spoken in the local community or providing translation services.

vi. Geographical Location

Our target audience is likely to be located in or near the geographical area where Philip Anderson® AHA Training Center, Inc. is based, such as Atlanta, Georgia.

vii. Lifestyle: Our target audience includes individuals with various lifestyles.

b. Advertising and Promotion Strategies

• Host Themed Events That Catch the Attention of Potential Clients.
• Tap Into Text Marketing.
• Use FOMO to Run Photo Promotions.
• Share Your Events in Local Groups and Pages.
• Turn Your Social Media Channels into a Resource
• Develop Your Business Directory Profiles
• Build Relationships with other healthcare and educational service providers and related organizations in our Area

i. Traditional Marketing Strategies

• Marketing through Direct Mail.
• Print Media Marketing – Newspapers & Magazines.
• Broadcast Marketing -Television & Radio Channels.
• OOH Marketing – Public Transit like Buses and Trains, Billboards, Street shows, and Cabs.
• Leverage direct sales, direct mail (postcards, brochures, letters, fliers), tradeshows, print advertising (magazines, newspapers, coupon books, billboards), referral (also known as word-of-mouth marketing), radio, and television.

ii. Digital Marketing Strategies

• Social Media Marketing Platforms.
• Influencer Marketing.
• Email Marketing.
• Content Marketing.
• Search Engine Optimization (SEO) Marketing.
• Affiliate Marketing
• Mobile Marketing.

iii. Social Media Marketing Plan

• Start using chatbots.
• Create a personalized experience for each of our clients.
• Create an efficient content marketing strategy.
• Create a community for our freelance marketers and influencers.
• Gear up our profiles with a diverse content strategy.
• Use brand advocates.
• Create profiles on relevant social media channels.
• Run cross-channel campaigns.

c. Pricing Strategy

Philip Anderson® AHA Training Center, Inc. will adopt the following pricing strategies:

• Cost-Plus Pricing
• Value-Based Pricing
• Competitive Pricing
• Dynamic Pricing
• Bundle Pricing

5. Sales and Distribution Plan

a. Sales Channels

Our channel sales strategy will involve using partners and third parties—such as referral partners, affiliate partners, freelance marketers, and social media influencers to help refer clients to us.

Philip Anderson® AHA Training Center, Inc. will also leverage the 4 Ps of marketing which is the place, price, product, and promotion. By carefully integrating all these marketing strategies into a marketing mix, we can have a visible, in-demand service that is competitively priced and promoted to our patients and donors.

b. Inventory Strategy

The fact that we will need training materials and supplies means that Philip Anderson® AHA Training Center, Inc. will operate an inventory strategy that is based on a day-to-day methodology for ordering, maintaining, and processing items in our warehouse.

We will develop our strategy with the same thoroughness and attention to detail as we would if we were creating an overall strategy for the business.

c. Payment Options for Customers

• Bank Transfers
• Credit or Debit Card
• Cash
• Checks
• Electronic Payment Systems such as PayPal or Venmo.

d. Return Policy, Incentives, and Guarantees

Return Policy

As an AHA training center, we will implement a return policy that allows customers to cancel their bookings or reschedule for a future date if they are unable to attend due to unforeseen circumstances. Additionally, we will also consider offering refunds or credits for canceled bookings, depending on our center’s policies at the moment.

Incentives

To encourage repeat business and positive customer reviews, we will offer various incentives to customers. We will offer loyalty programs where customers earn points for every training they paid for and can redeem them for discounts or freebies. We will also offer special discounts to customers who refer friends or family to our center.

Guarantees

As an AHA training center, we will guarantee the safety and quality of our training services. We will do this by ensuring that all equipment is well-maintained and that all staff are trained in safety protocols and are available to assist customers as needed.

We will also offer a satisfaction guarantee where customers can provide feedback and request refunds or discounts if they are not satisfied with their experience.

e. Customer Support Strategy

Our customer support strategy will involve ensuring that clients can contact our AHA training center business through multiple communication channels, such as email, phone, and social media. We will also make sure that all contact information is clearly displayed on the business’s website and promotional materials.

We will foster a culture of putting clients first, where staff are trained to listen actively and empathize with clients’ needs. We will encourage staff to go the extra mile to ensure clients feel valued and supported. We will implement a CRM system to manage client data, track appointments, and follow-up activities.

6. Operational Plan

Our operational plan will involve establishing processes to ensure compliance with AHA guidelines, accreditation requirements, and regulatory standards.

Implement quality assurance measures, such as regular audits of training materials, instructor evaluations, and participant feedback surveys.  Continuously monitor and improve the quality of training delivery. Overall, we plan to expand our revenue by 25 percent in the second year and the plan will include a marketing, sales, and operations component.

The operations component of the plan would include attracting partnerships and referrals that will enable the firm to boost our service offerings and support revenue growth.

a. What Happens During a Typical Day at an AHA Training Center?

• Preparing Training Rooms
• Participant Registration
• Instructor Preparation
• Training Sessions
• Breaks and Lunch
• Skills Practice and Assessments
• Certification and Documentation
• Post-Training Evaluation and Feedback
• Clean-up and Preparation for Future Sessions
• Administrative Tasks and Follow-ups.

b. Production Process

There is no production process when it comes to an AHA training center business.

c. Service Procedure

As participants arrive, the administrative staff checks them in, verifies their registration, and provides them with any necessary paperwork or materials. They may also collect payments or confirm pre-paid registrations.

The instructors review the course materials, refresh their knowledge of the latest AHA guidelines, and prepare their teaching materials, including PowerPoint presentations, videos, and handouts. They ensure that they have all the necessary equipment and supplies for hands-on practice.

The training sessions begin according to the scheduled time. Instructors deliver engaging lectures, demonstrations, and interactive discussions, covering the necessary theoretical knowledge and skills related to the specific AHA training program.

They engage participants in hands-on practice sessions, providing guidance and feedback to ensure proper technique and comprehension.

d. The Supply Chain

Philip Anderson® AHA Training Center, Inc. will establish a business relationship with wholesale supplies of AHA training supplies and merchandise.

e. Sources of Income

Philip Anderson® AHA Training Center, Inc. makes money from offering a wide range of CPR and AED courses tailored to various audiences.

7. Financial Plan

a. Amount Needed to Start Our Basketball?

Philip Anderson® AHA Training Center, Inc. would need an estimate of $125,000 to successfully set up our AHA training center in the United States of America. Please note that this amount includes the salaries of all our staff for the first month of operation.

b. What are the Costs Involved?

• Business Registration Fees – $750.
• Legal expenses for obtaining licenses and permits – $7,300.
• Marketing, Branding, and Promotions – $2,000.
• Business Consultant Fee – $2,500.
• Insurance – $1,400.
• Rent/Lease – $55,000.
• Other start-up expenses including commercial satellite TV subscriptions, stationery ($500), and phone and utility deposits ($2,800).
• Operational Cost (salaries of employees, payments of bills et al) – $70,000
• start-up inventory – $20,000
• Store Equipment (cash register, security, ventilation, signage) – $4,750
• Equipment and maintenance – $15,000
• Website: $600
• Opening party: $3,000
• Miscellaneous: $2,000

c. Do You Need to Build a Facility? If YES, How Much Will It Cost?

Philip Anderson® AHA Training Center, Inc. will not initially build a new facility for our AHA training center; we intend to start with a long-term lease and after 5 years, we will start the process of acquiring our own facility.

d. What are the Ongoing Expenses for Running an AHA training center Business?

• Rent or lease payments
• Utilities such as electricity, gas, water, and other utilities needed to operate the facility
• Equipment maintenance
• Insurance
• Staff salaries.
• Marketing and advertising
• Supplies such as training materials and accessories and other supplies like cleaning materials, first aid kits, and office supplies.
• Taxes and permits
• Credit card processing fees
• Renting additional equipment.

e. What is the Average Salary of your Staff?

• Chief Executive Officer (Owner) – $65,000 per year
• Training Center Manager – $48,000 per year
• Administrative Officer (Cashier) – $35,000 per year
• Marketing and Sales Officer – $35,000 per year
• Trainers (Instructors) – $45,000 per year
• Customer Care Executive – $28,396 per year

f. How Do You Get Funding to Start an AHA Training Center Business?

• Raising money from personal savings and sale of personal stocks and properties
• Applying for a loan from your bank/banks
• Pitching our business idea and applying for business grants and seed funding from the government, donor organizations, and angel investors
• Source for soft loans from our family members and friends.

8. Financial Projection

a. How Much Should You Charge for Your Product/Service?

Generally, AHA Training Centers charge fees that cover the cost of the training materials, instructor expertise, administrative expenses, and any additional services provided. The fees may also include the cost of AHA course completion and cards/certifications.

b. Sales Forecast?

• First Fiscal Year (FY1): $360,000
• Second Fiscal Year (FY2): $470,000
• Third Fiscal Year (FY3): $560,000

c. Estimated Profit You Will Make a Year?

• First Fiscal Year (FY1): (20% of revenue generated)
• Second Fiscal Year (FY2): (25% of revenue generated)
• Third Fiscal Year (FY3): (30% of revenue generated)

d. Profit Margin of an AHA Training Center Product/Service

The ideal profit margin we hope to make at Philip Anderson® AHA Training Center, Inc. will be between 10 and 25 percent on service charges.

9. Growth Plan

a. How do you intend to grow and expand? By opening more retail outlets/offices or selling a franchise?

Philip Anderson® AHA Training Center, Inc. will grow our AHA training center business by first opening other facilities in key cities in the United States of America within the first five years of establishing the organization and then will start selling franchises from the tenth year.

b. Where do you intend to expand to and why?

Philip Anderson® AHA Training Center, Inc. plans to expand to

• Philadelphia, Pennsylvania
• Oakland/San Francisco, California
• Miami, Florida
• Houston, Texas
• Indianapolis, Indiana
• Los Angeles, California
• Chicago, Illinois
• New York City, New York
• Boston, Massachusetts
• Portland, Oregon.

The reason we intend to expand to these locations is the fact that these cities have a thriving market for AHA training centers and related training.

10. Exit Plan

The founder of Philip Anderson® AHA Training Center, Inc. plans to exit the business via family succession. We have positioned structures and processes in place that will help us achieve our plan of successfully transferring the business from one family member to another and from one generation to another without difficulties.

The company has successfully developed a detailed transition plan to smoothly hand over responsibilities to the new successor. This includes transferring ownership, training key personnel, and communicating with employees, customers, and suppliers about the change.