Performance Analysis

--Audience analysis

--Front end analysis

Ask Buffy where the most pressing needs reside. What are the obvious and subtle ways that the business is flagging? What does she wish was happening, that isn’t? What new strategies are she and Elron contemplating? Move swiftly to determining the causes of current problems, like the failures surrounding the Techno-Fitness system, and the drivers necessary for any new initiatives, like the nutrition rollout.

Who are the owners? The managers? The employees? Even the customers? Since Buffy wants to direct her resources at franchise owners, many of whom are themselves managing centers, they are the audience that would attract first attention. Who are they? Why are they doing this? How much education do they have? Are they single individuals or partners or family teams? What’s on their minds?

Determine why the computers are not being used effectively; why so many sites have failed to create a Buffy-esque customer service environment; what’s necessary to motivate the franchises to enact the programs that make Buffy’s Buffy. The focus here is on drivers and causes and recommendations.

Training needs assessment

--Goal
analysis

--Content analysis

--Task
analysis

This is where you figure out the details of what they already know and what they don’t. Most emphasis is on what’s involved in being a Buffy Fitness Center; how to use the computers to track and motivate; what the nutrition program is really about, and what it isn’t….

Typically used for murky concepts, it would be perfect for helping Buffy define expectations for how things are done at Buffy’s. The effort would focus on working with Buffy and effective owners and managers at devining the details of a Buffy site and how they create community, motivation, welcome, etc.

Here is where the professional would work with Buffy and designated experts to define what it is that must be known. How does an effective owner/manager select employees? What does he or she look for? What is expected? What is incented? How are they told to diagnose customer needs? To think about customers? To explain the role of the computer at Buffy’s? The answers to these questions become the grist for training and job aids, likely.

Here we would watch to see what water-walking Buffy people do. How do they set up equipment? How do they help customers approach a new station? How do they arrange the physical environment at Buffy’s? How do employees position themselves to assure safety, performance and privacy? The answers to these questions become the grist for training and job aids, likely.