3E DELIVERABLE 1

This is an analysis of RevolutionEYE's possible addition of a medical spa facility.

Robert Amey
Chelsea Brittain
Kalynn Butler
Joseph Huntington
Jordan Reinking
Tyler Robinson
 Table of Contents
EXECUTIVE SUMMARY ......................................................................................................................... 1
MARKETING .............................................................................................................................................. 2
SWOT ..........................................................................................................................................................................................2
Strengths ................................................................................................................................................................................3
Weaknesses ...........................................................................................................................................................................3
Opportunities ........................................................................................................................................................................3
Threats ....................................................................................................................................................................................3
TARGET MARKET ANALYSIS ...............................................................................................................................................4
Persona ...................................................................................................................................................................................4
Target Market .......................................................................................................................................................................5
TEAM DYNAMICS AND LEADERSHIP ................................................................................................ 6
PART ONE: TEAM PROBLEM-SOLVING PROCESS ..........................................................................................................6
Myers-Brigg Type Indicators Dimensions .................................................................................................................6
Mismanaged Agreement – The “Abilene Paradox” ................................................................................................7
PART TWO: TEAM CHARTER ................................................................................................................................................8
Part One..................................................................................................................................................................................8
Part Two.................................................................................................................................................................................9
PART THREE: INTERCULTURAL COMMUNICATION (FILM REVIEW) .................................................................... 10
APPENDIX A: ENVIRONMENTAL SCANNING ................................................................................ 15
CULTURE .................................................................................................................................................................................. 15
DEMOGRAPHICS .................................................................................................................................................................... 15
SOCIAL ...................................................................................................................................................................................... 15
TECHNOLOGY INFRASTRUCTURE .................................................................................................................................... 16
ECONOMIC ............................................................................................................................................................................... 16
POLITICAL/LEGAL ................................................................................................................................................................ 16
COMPETITIVE ......................................................................................................................................................................... 17
EXECUTIVE SUMMARY
The research contained within this deliverable shows that a majority of Carmel residents
earn a large disposable income and thus, are less likely to be price-conscious. While opening a
company in a new market can be challenging, for example, a lack of a customer-base for a
Medical Spa, referred to as a “Med Spa” within the deliverable, investment in new technology,
convenience of shopping for eye glasses, and ease of access to a spa would increase revenue for
the new business, as well as traffic to RevolutionEyes.
The threat of companies with a large market share, such as Massage Envy, deserve
significant consideration, but it is believed that the RevolutionEyes customer base would stay
loyal to the company and make use of the spa. Additionally, regulatory oversight, the
unfamiliarity of governmental certification, and customer torts for malpractice dictate that due
diligence is paramount for this undertaking.
MARKETING
Every company relies on various strengths and opportunities to be successful while
alternatively faces challenges and threats to stay profitable. This section outlines the strengths,
weaknesses, opportunities, and threats that RevolutionEYES Med Spa would encounter upon
opening their doors. Also included, is an introduction to the target market that would be the most
beneficial to the success of the spa. The target market is represented through a persona which
portrays the qualities and personality that would be present in the RevolutionEYES Med Spa
possible customers.
SWOT
Below is an analysis of Strengths, Weaknesses, Opportunities, and Threats of the industry.
Strengths
With the primary market in Carmel, IN earning an average income of $107,000 per
person, clients are not necessarily price-conscious.1 By offering a variety of MedSpa services,
including a dry eye treatment, creates a unique contribution to the spa industry. It is highly
beneficial to incorporate innovative aspects that aren’t strictly limited to stereotypical spa
amenities. A MedSpa attracts clients who are seeking to better themselves, physically and
spiritually; they are not only being offered massages or tissue treatments, but medical services
that have benefits that last longer than a “90-minute Swedish Massage.”
Weaknesses
Not having a reputation when first starting the company can be viewed as a problem. The
spa industry, which is one of the largest leisure industries, focuses on self-preservation, health,
and wellness; trends within these sectors often change. 2 Technology usage in the spa industry has
advanced, making it increasingly more important to keep up. 3 Similarly, in an effort to
differentiate from the competition, it is important to not only offer medical services, but also
products customers are searching for. Lastly, diversification of equipment and services is
necessary.
Opportunities
There is an emerging market for a dry eye disease treatment, with $3.8 billion being
currently spent for consumer dry eye relief, although it is only for temporary relief. 4 MiBo
Thermoflo treats dry eye disease for only 12 minutes per eye and provides relief in the first
session. An alternative to plastic surgery is Botox injections, with the end result providing
smooth, flawless, and youthful-looking skin as people age. 5 Furthermore, dermatology services
will provide the industry $25.7 billion by 2025. Services such as hair removal, acne scarring, and
spider veins repair can be easily treated with a laser for those that are self-conscious.6 The FDA
has approved a treatment that freezes away fat cells without the need for surgery.7 The treatment
has been tested to show fat reduction for love handles, abdomen area, and thighs. The process
softly cools unwanted fat cells in these areas without affecting any tissue surrounding the areas.
Most importantly, the fat cells will never return after completion of this treatment. 8
Threats
The large amount of false information on the internet has created many untrue rumors
spread through social media and could harm medical spas’ image. 9 The largest player in the spa
industry, Massage Envy has around 8.5% of the market share. While they were originally
concentrated on massage services, they have since expanded and now offer more spa services
like facials.10 Under advertising and consumer protection laws, spas can face legal action by the
Federal Trade Commission if their ads are misleading or deceitful to consumers. 11 Additionally,
spas must take steps to prevent injury to clients or staff and could face lawsuits from customers
experiencing chemical burns or other injuries.12 Lastly, because employees must have completed
a state-licensed cosmetology or esthetics program, it could be difficult to find or afford qualified
staff members.13

TARGET MARKET ANALYSIS

Persona
Standing at 5 feet 3 inches tall and 135 pounds, Tracy is a working
Mom with two children. Tracy and her husband, Steve, live in Carmel,
Indiana, just 2 miles from RevolutionEYES. Tracy is 39 years old and has a
degree from Indiana University in Public Relations. Her husband, Steve, is a
Senior Partner in Baxter and Justice Law Firm. Since Steve has a very large
income from his law firm, Tracy gets to take it easy and work at her leisure.
She works from home as a part-time, Mathematics tutor teaching children 11-14 years old. Tracy
loves to help children struggling with Math, but she also enjoys living her life to the fullest. To
her, money is no object and luxury items and amenities are part of life’s greatest everyday
rewards. Tracy still values her physical appearance and wants to look great on her quickly
approaching 40th birthday. To keep in tip-top shape, she goes to the gym regularly and keeps a
healthy diet on a regular basis. She also enjoys keeping herself relaxed and loves when she gets
to take her daughter, Alexis to the spa. Some days after her daughter gets out of school, they will
hop in her Cherry Red 2017 323ci BMW convertible, put the top down, and cruise to the
RevolutionEYES MedSpa. During the summer when Alexis is off school, they like to take a nice
bike ride to the gym and then to the MedSpa.
Steve works a lot because he loves his wife and wants her to live a relaxing life while
having lots of fun without having to worry about money. Tracy is thankful for this and in turn
she considers it her duty to keep the house clean, go grocery shopping, do the laundry, and have
dinner ready for her husband when he arrives home, which is sometimes late in the evening.
Tracy is an excellent wife and mother, and doesn’t stop there, she also considers it her duty to
make sure that her family is in tip-top shape health wise. She takes her children, Alexis and Sam
to LittleEyes yearly for their annual optometry checkup while her husband visits
RevolutionEYES for his annual checkup. Luckily, Tracy doesn’t have to make a separate trip for
herself, because she already visits the RevolutionEYES MedSpa on a weekly basis.
She is easily able to slip over to the optometry office to get her eyes checked. Oftentimes,
Tracy will go to the Spa, and afterwards she will go next door to the Eye-glass Design Studio in
RevolutionEYES to splurge on a new pair of glasses for herself. Tracy likes expensive items
because as an aging woman, she wants to stay fresh and classy. RevolutionEYES offers top of
the line amenities and glasses that fulfill her desires. While Tracy does check for the price, she is
more reliant on the reviews online and word of mouth about businesses in her area. Her
neighborhood has a Facebook page that lets the neighborhood moms share their experiences with
local businesses.
RevolutionEYES MedSpa has recently been featured on the neighborhood page and has
euthanistic reviews. It has been considered to have a stellar reputation among the moms of the
neighborhood. This is important for someone like Tracy who heavily relies on a good customer
experience. Tracy is very thankful to have a place to go to unwind and relax each week and
RevolutionEYES MedSpa is the perfect place for Tracy’s luxurious lifestyle.
Target Market
As Carmel is considered the wealthy and high-class area of Indiana, RevolutionEYES
MedSpa targets the higher income class. Carmel is situated in Hamilton County and has
approximately 269,800 residents. According to Indiana Business Research Center, these
residents make up the fastest-growing, most educated, and wealthiest county in the state. 14 This
is the main reason that RevolutionEYES Med Spa is going to be targeting the wealthy class.
The majority of the target market will be women ages 34-60 that live within a 5-mile
radius. These women will likely be looking to spruce up their lives with relaxing activities and
rejuvenate their bodies. This lifestyle is possible, because according to US Census, the mean
family income is about $200,000. 15 Out of 30,000 households in Carmel, over 10,000 of them
make over $100,000.16 The amount of money that is available in Carmel is growing immensely
will provide great opportunities to businesses like the RevolutionEYES Med Spa. When
individuals earn a large income, the remaining disposable income can be used for luxury
experiences like a spa-day
TEAM DYNAMICS AND LEADERSHIP
Part of preparation for Deliverable One required an analysis of strengths and weaknesses
that can be used to improve teamwork. This evaluation was made through the Myers-Brigg type
indicator process. Using this tool, it was possible to evaluate personalities at the individual level,
as well as a team, in an attempt to not only work better together but also understand each other. It
became clear what would work best for our group and the direction that must be taken in the
future. This new found understanding of each other, along with an evaluation and amendment to
our charter, has paved the way for success as a collective group.
PART ONE: TEAM PROBLEM-SOLVING PROCESS
This is an evaluation of the tools and situations which were encountered throughout
Deliverable One.
Myers-Brigg Type Indicators Dimensions
Throughout the developmental process of Deliverable One, the use of the Myers-Briggs
type indicator became crucial for success. The active realization that each group member
functions differently enabled proactive steps to be taken; realizing, maintaining, and
implementing agreed goals allowed both unity and excellency. Our MBTI results showed a
combination of four extroverts, two introverts, six intuitions, four thinking, two feeling, and six
judging. On paper, this gave a more accurate depiction of how the group perceives the world and
makes decisions, but it did not show how we function together. After discussing our goals, a
unified consensus was made about the desired direction to move forward as an INTJ, meaning
functioning as introverts, while relying on intuition, thinking, and judging. These four indicators
were chosen as our focal points as they seemed the most suitable for success during I-Core.
While the other types are still present, the prominent aspects that we agreed to be focus on were
INTJ.
While relying on the effects of the INTJ, our growth and success as a group was more
easily realized. We each began as introverts as we took time individually to focus our time and
energy on the idea and then brought together our ideas as a group. We relied on intuition to see
the future of this project by looking beyond Deliverable One. Thinking was king as logic won
arguments and answers were supported by facts. Finally, judging allowed for us to divide and set
roles based on individual strengths. We were able to stick to a precise schedule staying a week
ahead as proposed by our charter.
 Considering the chosen MBTI personality type for our group, one preference stood out
among the rest that we contribute our success to and that is judging. Through the Dimension of
Judging, we were able to measure our individual characteristics, propose honest solutions, and
answers to problems we have faced. Judging also allowed for honest and supportive feedback to
others' work. All of this was then done in a timely matter as we pushed for excellence and the
completion of this deliverable. In the future, we hope to continue to rely on judging to keep us
focused and promote honest growth. We anticipate incorporating more aspects of our
personalities and dimensions into the final product and deliverables along the way.
For our focal point for Deliverable Two, together we decided to focus on intuition. We
hope to see more opportunities for our future as we build upon each other and move forward in
the many directions possible for success. The future achievements of not only the individual but
of the entire group is our main focus. By combining this drive with all aspects and dimensions of
our personality, this goal can be achieved by giving it our energy, relying on facts, and relying on
each other.
Mismanaged Agreement – The “Abilene Paradox”
In approaching Deliverable One, our first meeting was lack luster as we attempted to
come together as a group. Without realizing it, we were on a trip to Abilene as soon as we began.
To say that our meeting was lack luster is now more appropriately to say that we all lacked
conviction. We approached our first meeting not entirely organized and unprepared to stand up
for our decisions. In an attempt to please everyone, we all agreed with the first thing out of
anyone’s mouth and while our words said yes, our bodies said no. From eye rolls to tone
changes, along with other facial cues, it is easy to look back and gather that we did not agree
with each other. Group think, and bad communication were the culprits and we did not even
realize it. In an attempt to cure this, after we left our initial meeting with bad ideas and no clear
way to move forward, we left with the promise that each of us would consider our ideas
individually and come back together on the next meeting.
The following meeting, we came back days later with improved ideas. As each individual
had more time to build confidence in their ideas, they felt more comfortable sharing them. We
were able to combine ideas to form a direction to follow. Honesty and confidence ended our trip
to Abilene, although it did waste a considerable amount of time. Moving forward with our
deliverable, we were able to stray from Abilene as structure and a deadline kept us focused. Our
charter and different dimensions of characteristics are to recognize for that, but looking past this
assignment and towards Deliverable Two, we will need to consider how to avoid this trip from
the start.
The avoidance of Abilene will once again have to be through a conscious effort of both
honesty and confidence. To be both confident in ourselves and honest with each other will help
us grow and work better towards our goal of growth and excellence. Flexibility will have to be
added in as too much honesty and too much confidence may promote arrogance. Finally, to be
flexible, understand the value in other’s ideas, and able to combine them to one’s own is where
we will have to finish. Honesty, confidence, and flexibility, while not our only tool to avoiding
Abilene, may also in turn be our keys to success.
PART TWO: TEAM CHARTER
Here we will evaluate different aspects of the Team Charter that either promoted growth
or hindered the team.
Part One
“Group members will be respectful of each other’s outside commitments. There will be
no less than a 2-hour cancellation decision for weather issues. Such cancellations will be
rescheduled as a Zoom meeting, preferably during the same scheduled time. Regardless of the
location, each team member will hold a clear understanding of the material that is to be discussed
on the agenda and be properly prepared for meetings. This means that each team member will be
ready to participate in an active discussion on the topic. Group members should notify the rest of
the group if a situation arises preventing them from being prepared.” 17
This rule allowed for a dynamic flow of group meetings and discussion as all members
were well versed in their designated roles and topics prior to meeting. Information was easily
transferred throughout the group to educate others and build upon a unified topic and goal. This
was effectively seen in our SWOT analysis as we separated into teams to evaluate the different
internal and external factors of our proposed business idea. The collaboration of team members
provided a more precise view of the target market and allowed a better understanding to be
formed by the entire group.
“There are several factors that could affect our project and may negatively affect our
group if they are not well-managed. Our group will accommodate each internal personal
commitment, work stress, or other hardship, although these must be communicated. We will set a
firm foundation for support and contingency plans for accommodating other team members in
need.”18
This aspect of our charter addressed the potential obstacles in our group. It specifically
addressed the possibility of internal aspects arising that have a chance of hindering the group. A
particular incident occurred when it was announced two members of our group require special
accommodations for classes. These accommodations are not particularly what affected our
group, but the honesty allowed for communication to flow to build resource networks between
the members. We were able to address a problem before it arose and steer away from it. Through
supportive group members, instruction was given to better understand different aspects of the
assignment, along with reviewing the assigned parts of the project to ensure it was accurate and
met the standards of the group.
Part Two
“We will communicate openly and concisely to remove confusion. Each team member
will take responsibility for being heard and understood. The group will work to clear up
misunderstandings quickly and accurately. Working together, we will reinforce and recognize
team participation, and maintain a cohesive message when not physically meeting. We will
respond to all group electronic messages within 24 hours using GroupME and Email.”19
While communication is paramount for our group's success, our rules on communication
are very vague and hinder our growth. While we say communication must be met within 24
hours, we mostly use GroupMe with conversations flowing from one item to the next with
members not contributing within 24 hours. This is not to say that our GroupMe isn’t a successful
tool, it is however the only tool we are currently using with others at our disposal. While
GroupMe should continue to use, we contribute large decisions to the messenger where email
may be better suited to the task. These emails can then be replied to within 24 hours to follow in
line with our charter. Looking forward, weekly emails seem to be the key to our success while
keeping with daily messengers to facilitate continuing discussion.
“The first time a group member fails to follow the rules outlined above, they will receive
a caution to not repeat the offense. The second time will result in the group reporting the
behavior to the professor.”20
While this rule provides for an adequate consequence to combat the issue of breaking our
team charter’s rules, it does not provide a remedy. If we have someone miss a scheduled time,
we need to not only document and record the offense, but also provide a system of growth
instead of just punishment. Working forward as a group, all members will remain in this group
barring any unforeseen circumstances and if all we do is punish, we cannot grow. A similar
situation arose when in Deliverable One, members were not prepared for the meeting and were
late. Consequently, it left no clear answer to be said about the matter of discipline or growth.
PART THREE: INTERCULTURAL COMMUNICATION (FILM REVIEW)
“The Help” is a movie based on Kathryn Stockett’s novel with the same title. The main
character, Skeeter, is the daughter of a white family who owns a cotton farm outside of Jackson,
Mississippi, in the 1960s. The household help is provided by African Americans, during the time
period of the civil rights movement, “when the nation was focused on Mississippi .”21 From her
desire to be a respected novelist, Skeeter played the pivotal role in the movie that ultimately
revealed the wrongdoings of the oppressive whites by compiling instances of their unconscious
incompetence, changed intercultural competence in Jackson, and even experienced prejudgment
herself.
During their Bridge Club, one of Skeeter’s friends, Hilly, talks about the need
for separate bathrooms, “…they [African American help] have different diseases than us.” 22
Hilly’s comment shows two things: firstly, her misunderstanding of how infections are spread,
but also her unconscious incompetence stage from the Intercultural Communication Competence
Staircase Model. She did not have responsive attitudes or skills, and therefore, was unable to
communicate competently within her helper’s culture.23 Hilly’s insensitivity points out
a concern that African Americans still face today, “having difficult conversations”
and recognizing others’ stereotypes and prejudices against them.” 24 For the interactive situation,
which was the relational, psychological and physical context in the Bridge scene, the director
places the actors in such a way to highlight the physical context of the interaction, “the layouts
surrounding the face-to-face interaction.”25 For example, Hilly is comfortably seated with a fan
in her hand, whereas, her help, Minny, is standing up walking between the tables, serving the
guests with no ceiling fan in the room. The psychological context, referring to the psychological
mood of the scene, is surrounded by Minny’s anxious mood. 26 The relational context is plain to
see, whereby there is a firm distinction between the two roles, with Hilly as the employer, and
Minny as the employee. The director clearly demonstrates how severe the inflexible intercultural
communication was during the civil rights movement. For example, Hilly using her own cultural
values and judgments by not allowing Minny to use the white’s bathroom. Alternatively,
Skeeter’s character continues to move from the conscious incompetence to the conscious
competence stage of intercultural communication.
Skeeter has some notion that she behaves incompetently when her friend, Elizabeth first
requests her maid, Abilene assist Skeeter with her household tips column. Overall, she “lacks the
knowledge or skills to operate appropriately in the new cultural setting.”27 As the plot continues
to develop, Skeeter will reach the conscious competence stage by, “actively pursuing new
intercultural knowledge to improve their competencies.”28 Skeeter is attempting to understand
the social identity of the “colored help,” another ethnic membership that is so segregated in
Jackson. Skeeter attempts to gather negative experiences from the African American help about
how their employers had treated them.
Even today, African Americans perceive intercultural interactions as having difficult
conversations and recognizing others’ stereotypes and prejudices against them. During the time
period of this movie, it was difficult to understand how an African American could achieve
equality with their white employers, when white women were not even recognized as equal to
the men. During dinner with an oil rigger, Skeeter is accused of the sexist male beliefs of the
1960’s, that all women are husband hunting and nothing more. 29 In contrast, another maid,
Minny experiences unconscious competency when her new employer, Celia desires to eat with
her, a contrast to what the social standards of the times were. Minny speaks to Celia with
concern about how this is not the social norm, “Now you sit in the dining room, let me get your
plate.”30 Here they are negotiating shared meanings, where every verbal and nonverbal message
contains multiple layers of meaning. The combination of the way Minny articulates her speech
and inflection of her voice at the beginning of the sentence, “Now Ms. Celia, we’ve been over
this once before,” displays the nonverbal message. 31 After Celia’s insistence, Minny sighs, and
perhaps matching what those in Asian cultures would understand, it is rude to say “no” directly
to a request.
Celia is demonstrating flexible intercultural communication, dictating the importance of
knowledge in an open-minded attitude.32 The white men and women in the bridge scene have
inflexible intercultural communications, against the idea of “contamination of culture.” Skeeter
is the only ethnorelative character, one that “understand[s] a communication behavior from the
other person’s cultural frame of reference,”33 and is truly attempting the understand behavior of
the African Americans. Whereas, the other white actors are portrayed as seeing this as a clash
between the two cultures, i.e., a cultural violation. Ultimately, Skeeter’s character writes a book
that helps change the intercultural competence of her readers, providing a reference for culture-
sensitive knowledge, an open-minded attitude, and adaptive communication skills for use in an
intercultural encounter. 34
1
Census Bureau. "Carmel, IN," Data USA, accessed February 18, 2018,
https://datausa.io/profile/geo/carmel-in/.
2
McNeil, Kimberly R., and Edna J. Ragins. 2005. Staying in the spa marketing game: Trends,
challenges, strategies and techniques. Journal of Vacation Marketing11, (1) (01): 31-39,
http://ulib.iupui.edu/cgi-bin/proxy.pl?url=http://search-proquest-
com.proxy.ulib.uits.iu.edu/docview/195817095?accountid=7398 (accessed February 12, 2018).
3
Ibid.
4
"What is the MiBo Eye Treatment?" WhatisDryEye.com, 2018, accessed February 18, 2018,
https://www.whatisdryeye.com/what-is-the-mibo-eye-treatment/.
5
Cynthia Mccloud, 2016, "Medical Spas Make West Virginians Feel Good About Themselves
Without Surgery," State Journal (WV), January 29, 1-5, Newspaper Source Plus, EBSCOhost
(accessed February 17, 2018).
6
PR, Newswire, 2017, "Dermatology Devices Market Analysis By Type (Imaging,
Dermatoscopes, Light Therapy, Lasers, Liposuction), By Application (Skin Cancer, Hair
Removal, Acne, Wrinkle Removal, Fat Removal, Pigmented Lesion Removal), And Segment
Forecasts, 2014 – 2025," PR Newswire US, July 17, Regional Business News, EBSCOhost,
accessed February 18, 2018.
7
Jessie Bumgarner, "Ask An Expert: CoolSculpting," Sona MedSpa News & Articles, November
13, 2017, accessed February 18, 2018, http://news.sonamedspa.com/ask-the-expert-
coolsculpting.
8
"ZELTIQ(R) Aesthetics Showcasing its CoolSculpting(R) Procedure at Plastic Surgery the
Meeting 2014," Noticias Financieras, Oct 11, 2014, accessed on February 17, 2018,
http://ulib.iupui.edu/cgi-bin/proxy.pl?url=http://search-proquest-
com.proxy.ulib.uits.iu.edu/docview/1609726798?accountid=7398.
9
Janna Anderson and Lee Rainie, “The Future of Truth and Misinformation Online,” Pew
Research Center, October 19, 2017, accessed January 26, 2018,
http://www.pewinternet.org/2017/10/19/the-future-of-truth-and-misinformation-online.
10
IBISWorld, 2018, "Health & Wellness Spas Major Companies," IBISWorld, accessed
February 16, 2018,
http://clients1.ibisworld.com.proxy.ulib.uits.iu.edu/reports/us/industry/majorcompanies.aspx?enti
d=4186#MP406301.
11
—, 2018, "Health & Wellness Spas: Operating Conditions: Regulation & Policy," IBISWorld,
accessed February 16, 2018,
http://clients1.ibisworld.com.proxy.ulib.uits.iu.edu/reports/us/industry/operatingconditions.aspx?
entid=4186#RAP.
12
Ibid.
13
Ibid.
14
McLaughlin, Kathleen. 2010. "County Boasts Top Numbers." Indianapolis Business Journal
30 (51): 3, accessed 18, Feb 2018. http://ulib.iupui.edu/cgi-bin/proxy.pl?url=http://search-
proquest-com.proxy.ulib.uits.iu.edu/docview/220633863?accountid=7398.
15
US Census Bureau, 2011, “Selected Economic Characteristics,” American Fact Finder,
accessed February 18, 2018, http://www.carmel.in.gov/home/showdocument?id=2757.
16
Ibid.
17
Robert Amey, Chelsea Brittain, Kalynn Butler, Joseph Huntington, Jordan Reinking and Tyler
Robinson, “3E Team Charter,” Essay, (IUPUI Kelly, 2018) 4.
18
Ibid, 3.
19
Ibid, 4.
20
Ibid.
21
"The Civil Rights Movement In Mississippi, 1964-1968: The Photography Of Jim Lucas."
National Civil Rights Museum, 2018, accessed February 19, 2018,
https://www.civilrightsmuseum.org/civil-rights-mississippi.
22
“The Help,” directed by Tate Taylor (2009;Beverly Hills,CA:Walt Disney Studios Motion
Pictures,2011),DVD.
23
Stetta Ting-Toomey and Leeva C. Chung, Intercultural Communication Second Edition (New
York: Oxford, 2012), 31.
24
Ibid, 24.
25
Ibid, 28.
26
Ibid.
27
Ibid.
28
Ibid.
29
“The Help,” directed by Tate Taylor (2009;Beverly Hills,CA:Walt Disney Studios Motion
Pictures,2011), DVD.
30
Ibid.
31
Ibid.
32
Stetta Ting-Toomey and Leeva C. Chung, Intercultural Communication Second Edition (New
York: Oxford, 2012), 28.
33
Ibid.
34
Ibid, 304.
APPENDIX A: ENVIRONMENTAL SCANNING
CULTURE
• Few employees believe in their organization’s values/culture 1
• Religious adults more engaged with family, happier overall2
• Americans believe abortions are morally wrong 3
• Stress, anxiety on the rise, materialism is on the down-swing4
• Migration and immigration of labor affect economies 5
• Number of those living with disabilities increases 6
• Reduce negative emotions and motivate your team7
• US Courts face high number of sexual harassment claims 8
DEMOGRAPHICS
• Millennials are more likely to be living at home 9
• More Muslim mothers than Christian mothers by 203510
• Not only developing countries are affected by world hunger11
• Women and minorities underrepresentation in the workplace 12
• Increase in the change of racial and ethnic diversity 13
• Population growth is slowest since 1937 14
• Women in the military face more obstacles than men 15
• The financial satisfaction of people aged 45-54 is declining16
SOCIAL
• Women 40 to 44 never married are mothers17
• Three-In-Ten say increased outsourcing hurts job 18
• Americans listening to more music a week than before19
• Majority of American's are satisfied with the quality of their life 20
• Banks are fighting to create customer interaction, key is trust 21
• 39% of Americans fear that they will be a part of a mass shooting 22
• Billions of dollars spent on Super Bowl ads 23
• Service men and women integrated into all aspects of the military24
• Botox treatments used for preventative aging 25
• Taboo of ‘Having Work Done’ disappearing 26
 • Medical spas are a $450 million-a-year business27
• Strong Growth In 2018 for Medical Spas 28
• Doctors face too many frivolous or unnecessary lawsuits 29
TECHNOLOGY INFRASTRUCTURE
• Five-In-Ten millennials have experienced online harassment 30
• Social networking becomes prime source of advice for U.S. adults 31
• Misinformation on the internet becomes a social condition32
• Healthcare information more readily available online 33
• Classroom technology provides new tools and ways to learn34
• Technology not effectively being used to maximize profits 35
• More seniors purchasing modern technology36
• Rural Americans rarely use modern technology37
ECONOMIC
• Adults shop in department stores for holiday shopping38
• Global productivity increases with employee personal enrichment 39
• Americans predict 2018 will be filled with international dispute 40
• Small Businesses are not as successful in E-commerce41
• American’s say healthcare system is biggest problem 42
• IT jobs rise among that of medical professions 43
• Indiana’s economy is expected to grow faster than the US overall 44
• Economic issues are not a top priority among public’s policy45
POLITICAL/LEGAL
• FCC net neutrality comment period summary46
• Six-In-Ten adults support legalization of marijuana 47
• Today's objective media is harder to access 48
• President Trump's first year low approval rating 49
• Small business owners rated Trumps administration poorly50
• Republicans are dissatisfied with immigration being low 51
• Americans are pessimistic about the tax bill 52
• 1st place world popularity challenge between China and US 53
 • Regulatory disputes greater than before due to more scrutiny54
• Increased volume of litigation cases and dispute costs 55
COMPETITIVE
• Consumers avoid high cost of eye glasses56
• Employee engagement provides a competitive advantage for businesses 57
• LensCrafters
o New store locations located in Macy’s (280) 58
o Class action lawsuit59
• Visionworks
o Eye Care Services with more than 700 retail stores in 41 States 60
o 22 million members and faithful customers 61
• Ossip
o Fashionable eye care, with innovative technology62
o Intense geographical competition 63
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55
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56
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58
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59
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60
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61
Ibid.
62
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63
Ibid.