Learning karate will stop children's growth

Toni Dietl Your own karate school

Transcript

1 Toni Dietl Your own karate school

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3 Toni Dietl Your own karate school Successfully founding leading expanding schlatt books

4 Copyright 2012 by Erhard Götzelmann Tauberblick Distelhausen, Germany Andreas F. Albrecht Sinsheimer Straße Dielheim-Balzfeld, Germany Text and picture editing: Dr. Sonja Ulrike Klug, The Expert in Publishing Books, Bad Honnef Cover design: Martin Zech, Bremen Cover photos: Karate Kollegium Deutschland KG, Berlin / Friedrichshafen All images in the book: Karate Kollegium Deutschland KG, Berlin / Friedrichshafen Typesetting and layout: The manufacturing office, Hamburg Printing : Stieber Druck GmbH, Lauda-Königshofen Distribution: schlatt-books Tauberblick Distelhausen, Germany Website: ISBN

5 Contents Foreword 7 Introduction: Your own dojo with a system for success Tetora principle Becoming and being a dojo leader 21 From athlete to entrepreneur how does it work? 23 Visions and goals to make the dream of the dojo tangible 29 Successful with the right strategy 44 Hard facts Create the material basis for your dojo Tetora principle Attract members 63 Find the right target group 65 Marketing for beginners 73 The satellite system Find rooms for your dojo and get started 93 Structure of membership fees 102 When the first come, service is everything Tetora principle Designing lessons 121 Requirements for lessons with children 123 Samurai Kids the karate program for children 127 Karate as a structured learning program, a model for school Interview with Prof. Dr. Marco Ennemoser 142 Other programs, events and options for structuring lessons Tetora principle Leading employees 157 What happens when your dojo grows? 159 Finding good employees 170 Organizing the work in the dojo 183 Encouraging, involving and involving employees 189

6 What established dojo leaders recommend to young dojo starters 198 What does the karate college stand for? Interview with Toni Dietl 200 appendix For reference: Literature and websites 203 Index 205 Acknowledgments 206 About the author 207

7 Foreword Dear Reader Dear Karateka, In 2007, after a career change, I was faced with the task of expanding my dojo into a sustainable existence. The karate school, which I founded with my two colleagues Nadine Joachim (née Ziemer) and Christine Moosherr in 1995, had existed for a while, but had previously been a part-time field of activity that we didn't pay much attention to due to lack of time. When my professional focus shifted after leaving the DKV as head national trainer, yes, we wanted to bring our dojo out of its "childhood" and expand it so that we could live from it. How should that work? At first we were faced with a lot of unresolved questions and problems, because we had no role models as »karate founders«. There was nothing or anyone to orientate ourselves by, so we proceeded on a trial and error basis. In the past, I was only interested in how I could score points on the field as a Kara teka and trainer, but I didn't know how to run a business, expand it and thus "score". I first had to develop this know-how step by step. As an entrepreneur, I was still a white belt, so to speak, even if I've been black belt in karate since 1979 and now 6th Dan. Quite often I asked myself at the beginning: Is it even feasible and useful to set up a dojo as a "company" or should we continue to operate as an "association"? In fact, karate is still mainly practiced in clubs and the legal form of the company is less widespread. To gain clues, foreword 7

I compared our appearance on the market with that of other sports professionals, such as B. the gyms. I looked around how companies are usually founded and what is important. In addition to many books, I was helped by the support of Stefan Merath, the entrepreneurial coach. After looking at the establishment of a karate school, he said: »I can't see any difference to other market participants in the field of sports. In my opinion, the whole thing can be developed as a company. «This confirmed my assumption and the direction of the goal was clear. Now it was time to put our dojo on professional feet so that it was better noticed and could grow. I often asked myself how I could run the dojo optimally, because being good or even world champion as karateka is something completely different from being good as a dojo leader or company boss. First of all, we had to create structures in our dojo, above all a solid basis for karate lessons with children. A kind of teaching program already existed in the beginning, but this was by far not enough to guarantee continuity in the teaching process and in the learning progress of the children. Our external presentation to potential members or customers, i.e. children and their parents, also left a lot to be desired. The number of members was not yet large enough. How could we win the parents over to karate, inspire the children with the lessons and lead them step by step to the black belt? We expanded the teaching program and standardized it through differentiated curricula in order to ensure teaching of consistent quality, regardless of the respective karate teacher. We focused our lessons on health, safety, concentration and coordination. With regard to security, the police helped us to incorporate age-appropriate topics into the classroom. We learned that young children aged 3 to 5 are exposed to different dangers than 6 to 8 year olds, and that these in turn have different safety needs than 10 to 13 year olds. We tailored our lesson plans accordingly. 8 your own karate school

9 Within six months, we had professionalized our teaching concept and placed the focus clearly on the topic of »violence prevention«. Slowly it became noticeable that "safety for your child" in the external presentation of our dojo was also perceived by the parents. Now we were faced with the task of convincing as many parents as possible that karate is of great value as safety training for children. After we had done our basic "homework" in running a dojo, an exhausting advertising phase began. Advertising is an almost inexhaustible topic, and we have "sunk" quite a bit of money in unsuitable advertising measures. As much as advertising is necessary on the one hand, it is on the other hand difficult to win the desired customers with the right advertising material. After all, the range of leisure and sports activities is huge today, and parents and children alike are wooed by many providers. We tried it with newspaper supplements and advertisements, with huge billboards in shopping centers, with demonstrations at city festivals, with flyers and trial training sessions. Unfortunately, many efforts were in vain and only cost money. After all, we learned how not to do it, and that was also a win. Due to the mass of our campaigns, some interested parties always got stuck, so that the number of our members gradually grew. Slowly we also learned about marketing: We soon knew which advertising measures were successful and which weren't, how we had to go about recruiting members and which advertising measures only had the desired effect in a certain combination. More precisely, our dojo grew: We expanded by opening new locations in Friedrichshafen in the vicinity of our previous rooms or renting rooms that I call "satellites". These locations were necessary in order not to exceed a certain size for the children's groups. It makes no sense to put more than 20 or 30 children per karate teacher in a lesson group, because then the teacher's attention to the individual students and their learning progress will no longer be great enough and, in the worst case, the quality of the lessons will decrease. If all groups with karate students at a location are already fully occupied, then in Preface 9

10 If new members are added, other groups can be instructed in additionally rented rooms. With the growth of our dojo through additional locations, we now also needed new karate teachers, because our small team could no longer do it alone. When it came to acquiring and training new karate teachers, we also had a learning phase to complete. Again, other industries, especially the fitness industry, were the godfather. Our standardized lesson plans made it easier to train new employees while ensuring continuity and quality of teaching. We soon solved this problem too. After about two years, our dojo was on a solid footing as a company. For the first time, we felt we did it right and we were on the right track. That was a great relief. In the beginning we had 2 satellites and 300 members. Today, 5 years later, we have 16 satellites and as of this year around 1000 members. Our dojo is now one of the largest in Germany. Why am I telling you all this? My aim is to help you to fulfill your dream of having your own karate school. I am sure that many readers toy with the idea of ​​turning their hobby karate into a profession, be it part-time or full-time. Anyone who starts or wants to restart now faces many questions and problems about how to do it and how to proceed in order to be successful. You do not need to repeat my wrong turns and detours, but can proceed on the secure path that we have created for other karate schools with our dojo and with the karate college. I have written this book so that you can get to know this path and get to your own dojo as risk-free as possible. Here you will find out what you need to know as a starter and what you should consider as an established dojo owner if you want to expand your karate school further. I would like to encourage you to dare to make your dream of your own dojo come true and to turn it into a reality! You will see that it is easier than you think. (Because it is customary among karateka to set up their own karate school

11, I will write "you" instead of "you" in the further course of the book.) Seize your chance! Toni Dietl wishes you every success »There are no secrets to success in karate training, just as there are in building a dojo. The only secret is: do, do, do. «(Toni Dietl) Foreword 11

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13 Introduction: Your own dojo with a system for success Karate has changed a lot in the last 30 years, very much to its advantage, I believe. Karate used to be a male-dominated world. The training was tough, and as a student you often had to put up with being less taught than "bossed around" by the teachers. The world consisted of tough battles on the mat, which if you were good, came out victorious. You may have got to know karate this way, just like me, if you started as karateka 20 or more years ago. Fortunately, that has changed. About 30 years ago women were added, and since they have been active in karateka, our martial art has taken on a different, friendlier face and has lost its previous rawness. The children soon followed the women, and now it is more and more they are the driving force behind further development. Today it is often the case that the enthusiasm of the children leads to the parents starting karate in the dojos and soon other family members joining them. Karate has finally said goodbye to the world of men and has become a sympathetic family program. In my opinion, this is the great opportunity to become successful with your own karate school. We can get a lot of people excited about karate and they win a lot more to participate than e.g. would have been in the 70s and 80s! The prerequisite, however, is that we manage to address people specifically with what moves them and what they hope for from learning karate. This includes good pedagogical lessons, as "tough fighters" can do today. Putting the wishes and needs of people who want to learn karate at the center of the dojo is our most distinguished task. That includes everything: from the equipment of the training rooms, to the type of lessons and the equipment required for it, to dealing with the karate students, the design of karate martial arts for the whole family. Karate has a lot to offer. Introduction: Your own dojo Success with a system 13

14 events up to the presentation of the dojo to the outside world, even up to the self-presentation of the dojo leader to his students or members. If all of this is consistent, then people like to come to us to learn and practice karate. Because we have something to offer that other leisure activities cannot. Karate is still "new" in the general consciousness of the people, even if it has been widespread in Western Europe for around 60 years. Football, handball, tennis, horse riding, fitness and other sports are known to everyone about karate, on the other hand, as a layperson, you have "heard" it, but you often can't imagine anything specific about it, although it sounds "somehow interesting". It is our chance to show people how much joy and what benefits karate can bring them. Our big plus: In many cities and municipalities there are often few or no opportunities to learn karate and to train regularly. Karate is often only offered in sports clubs as "one sport among many" and receives little attention. Often young and older adults train with children in one and the same group in a lesson that often results in little productive results because the different age groups cannot be reconciled. Demand for karate Your big advantage when founding your own karate school: There is a demand for karate among the population, while the offer to learn karate is clearly capable of development. So it's a growth market. Now there is an opportunity to bring the benefits of karate closer to many people. Here you can get in with your dojo and take part! If karate is your hobby and your passion, you have probably asked yourself several times whether and how you can start your own dojo. Perhaps you have asked yourself the following questions: Can I start a part-time job? How big is my risk? 14 your own karate school

15 What is the legal form of a dojo? How do I find suitable rooms? How do I get enough karate students? What equipment do I need for class? How do I have to organize membership administration? How much time does it take? How much start-up capital do I need? How much can I really earn the bottom line with a karate school? Questions that the book answers You will find answers to these and many other questions in the book. I would like to give the first answer right away: Starting a part-time job is not only advantageous, but also risk-free and highly recommended. If you want more, you can gradually expand your karate school into a full-time existence according to your own wishes. If you already run your own dojo and would like to develop it further, you may have questions like the following, which are also answered in the book: How do I continuously win new members in order to compensate for the fluctuation and to be able to grow? Which advertising measures are suitable for this? How can the membership fees be optimally calculated? How do I find suitable karate teachers who can take over the lessons? How can I adequately pay the teachers? How do I manage to set up my dojo in such a way that I am relieved of teaching and administration in order to gain time for other things in the company? In this book you will get to know a coherent and tried and tested concept for setting up and running your own karate school. This way you benefit from the experience that I have gained over several years while setting up my dojo and that I pass on to other karate schools and dojo leaders in the karate college. I have introduced this concept: Your own dojo with a system for success 15

16 I brought it into a form under the term »Tetora«. In Japanese, »tetora« stands for the tetrahedron, a geometric body with four triangular sides. The Tetora concept The Tetora system is a concept for the successful opening and management of a karate school. It consists of the four elements: Becoming a dojo leader and attracting his members. Designing lessons. Leading staff. All four elements are equally important and necessary in order to found and manage a karate school. 16 your own karate school

17 This book is structured in terms of content and color according to the Tetora principle. The first part is about the dojo leader and his personality.How should he set up his dojo as a company or association and present himself? No master has fallen from the sky yet. You have to learn to become a dojo leader first, just as you, as a karateka, have only learned to become a dan bearer through training. In this part you can get clear about your goals and your inner attitude and check how serious you really are with founding a dojo. You will also learn the basics of strategy, taxes and finances and the legal form of dojos. One or the other will already find that self-actualization should not be confused with customer orientation. You will learn the structure of the book More on the subject of recruiting in the second part. You will get to know the different target groups for karate lessons. Target groups are people with the same desires and needs. As already indicated, adults, for example, have different expectations of karate lessons than children. Recruiting has a lot to do with marketing, a word that is not necessarily popular among Karateka and even arouses uncomfortable feelings in one or the other. I recommend that you still get involved with it without bias. It's probably less difficult and uncomfortable than you imagine. The third part is about the design of the lesson. In the world of combat that many karateka come from, the black belts are kings. But in their own dojo, the white belts are the kings. It is therefore important to tailor the lessons to your wishes and needs. You will learn how to organize your lessons in such a way that a constant quality and continuity is guaranteed, so that your students or members can continue learning. Introduction: Your own dojo with a system for success 17

Take 18 steps and advance belt by belt. You will get to know the four pillars of teaching: health, safety, concentration and coordination. The fourth part deals with how you find employees for your dojo, promote them, involve them and involve them. Above a certain dojo size, every dojo leader comes to the limit that he can no longer teach karate himself, but needs teachers for it. Then a growth strategy is required. In addition, employees may also be needed for administration. Insights into Dojo Practice The fourth part is aimed in particular at karateka who want to expand an established dojo or are planning the jump from part-time to full-time. The remaining three parts of the book are for beginners as well as advanced dojo leaders. Even experienced dojo leaders will surely find tips and hints here to improve their membership and the organization of lessons. We know this from sport: only repeating the material several times makes us safer and improves our performance. Training is everything. In this sense, one or the other repetition cannot hurt either. Please do not understand the Tetora concept presented here as the "only true" system for establishing or running a dojo. The book is by no means intended to be dogmatic. It does not see itself as a “menu” where everyone has to eat the same thing, but rather as a “buffet” where everyone can freely choose what they want to eat. Therefore, a number of dojo leaders have their say in the book, part-time as well as full-time, leaders of karate clubs and companies, including small, medium-sized and large karate schools. A colorful spectrum that should give you insights and suggestions on how others have done it in their dojo practice and how it could work for you. Many have adopted the Tetora concept of the karate college in whole or in part. Some have also successfully gone their own way and tried new things. 18 your own karate school

19 With this book I don't want to stand alone on the mat, I want you as a training partner. The point is that you train and develop your skills as a dojo leader so that you become a dan bearer not only as a karateka, but also as a dojo leader. We both know that you can only be successful by practicing regularly with a partner, not by watching what others are doing on the mat. This is why this book is designed as a workbook: Always immediately write down important suggestions and insights that you gain from the book, as well as questions that have remained open. You can always call the Karate College if you have any questions. At the end of each chapter you will find training tasks that should help you to recognize yourself, to concentrate on the essentials of the dojo leadership and to quickly implement what you have learned. Let's start right away: Training What questions do you have about your own dojo or about founding your dojo? Write them down and check later to see if you found the answers in the book. (If not, call me and ask.) How do you currently imagine your own dojo or the further development of your own dojo, if you already have one? What ideas, dreams and goals do you associate with your dojo?

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21 1. Tetora principle: Becoming and being a dojo leader This part is about you and your task as a dojo leader. Your training as a dojo leader: You gain the right attitude that you need to found and run a karate school. You will get to know the strategy with which (world) market leaders among companies in all industries are successful, and you will learn how you can apply it to your dojo. You will receive practical advice for your dojo establishment with regard to finances, taxes and the choice of the appropriate legal form.

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23 From athlete to entrepreneur, how does it work? If you are self-employed, you work yourself, all the time. If you want to start a business, you have to work 12 to 15 hours a day, you are not allowed to go on vacation for the next few years and you have little private life. You need a lot of capital. And you have to develop into an all-rounder, you have to become perfect in finance, accounting, tax law, management, marketing, education and contract law. And if it goes wrong despite your best efforts, you're out of luck Oh dear! If after reading these lines you want to put the book down, please wait a moment. I just wanted to check your steadfastness first, »to deceive the opponent«, so to speak. If so much was expected for a dojo establishment, then karateka would certainly consistently be extreme athletes with a masochistic touch. Because just building up all this know-how would take several years before you could even start with a dojo. Thank God we can immediately forget all these prejudices because none of them is true! You can breathe a sigh of relief. Take this opportunity to check whether you consciously or unconsciously have such prejudices about founding a dojo and whether they may have prevented you from making your dream of your own karate school come true. The image that we have of the modern self-employed person or of the entrepreneur is shaped by the industrialization of the late 19th century. We often imagine a company as a large, complex structure with many employees and the boss as a kind of superhuman who knows, can and manages everything. This type of large industrial company is still predominantly geared towards business administration, as taught at the Chamber of Commerce and universities, and it has generally shaped the image of entrepreneurship in our society. Forget prejudices From athlete to entrepreneur, how does it work? 23

24 Good opportunities for small companies But the reality is very different today: The number of large companies has been decreasing since the 1980s, while the number of small companies is steadily increasing. In the meantime, the small and medium-sized enterprises, the so-called SMEs, create more jobs than the large ones. In addition, the markets and the infrastructure have changed in such a way that this is very beneficial for modern start-ups. There are a variety of services available today that can be accessed without having to acquire the knowledge, such as: B. Tax advice, karate teaching know-how, business start-up knowledge and accounting. The Internet facilitates and accelerates communication as well as finding suitable partners, suppliers and customers thanks to its transparency. As a small business owner, you have the same opportunities and the same access to important resources as large business owners. In contrast to large companies, small companies have an advantage: They are more agile and faster and can occupy market niches in which large companies are not even interested. The growing interest in the advantages of karate is such a market niche. »The conditions for successfully implementing your own ideas have never been as favorable as they are today. Modern markets, service providers and the Internet enable small companies and one-woman / man companies to become marketable with a calculable financial commitment. ”(Günter Faltin 2008, p. 171) Demand or providers (e.g. karate teachers) and inquirers (e.g. interested karate students) come together, a "trading center", so to speak. Today, depending on the service offered, the trading center can also be virtual when it comes to the Internet. I explain the term "market" so extensively because I know that many established karateka do not like marketing, because it reminds them of "selling" and for them it has an unpleasant aftertaste of the Tetora principle

25, which reminds of "insurance agents and cleaning the door". But actually "marketing" is nothing more than the creation of a "trading platform" where supply and demand can come together, in our case the creation of a dojo. Would it be more fun for you, or would it give you more security when founding a dojo, if you knew that you don't have to "clean the door" but can easily attract karate students? In the following parts of the book you will get to know a concept with which this is possible. So let's adjust the picture of the independent dojo leader. This is actually how it is when you start a karate school: You love karate. You need knowledge of karate which you most likely already have, because you are probably a Dan holder. You should enjoy dealing with people, ideally also having fun teaching. You only need a little start-up capital and you can get started without a loan. So your risk is low. You can get the necessary know-how in various areas of corporate management from suitable partners who support you, including: from the karate college. If you start on a part-time basis, you should plan around ten hours of work per week for your dojo. This also works without any problems if you are currently working full-time as an employee or self-employed in another profession. What you need as a business start-up From athlete to business start-up how does it work? 25th

26 Starting a dojo can ideally be approached as a part-time job with a kind of safety net. You don't need to give up your previous job or you can do so when your dojo is financially viable so that the "jump" succeeds. This is how other dojo leaders do it Thomas Faust founded a dojo, the Karate Team Faust, a year ago. He works full-time as a qualified industrial engineer for an automotive supplier in global sales, and he would like to continue to do so. Professionally, he has organized himself in such a way that he can retire in 12 years. Then he will be 60 years old and can expand his dojo, which he has been leading part-time until then, to his heart's content, possibly even to a new full-time existence. He currently only invests one working day per week in his dojo, namely Saturday, when he teaches several groups of children. Thorsten Filser founded the Filser karate team in 2011. Within only 9 months he already had two locations and 78 karate students or members plus a waiting list of 40 interested parties that he is currently unable to teach. He started as a dojo leader part-time, while his main job is currently still working as a financial advisor. His dojo is growing rapidly and he reckons that in about a year he could run his karate school full-time on the Tetora principle

27 Training What knowledge did you gain from this chapter? What is your attitude towards starting your own dojo now? I think it is possible that I can be successful with my own dojo: Yes No If you are not yet convinced, what do you think is still missing? From athlete to entrepreneur how does it work? 27

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29 Visions and goals Making the dream of the dojo tangible Before we deal with the very practical things of founding a dojo such as finances, choosing the legal form, etc., we want to deal with your dream of your own dojo in this chapter. I am sure that you have been toying with the idea of ​​founding your own karate school for a while, but have so far hesitated to implement it. In this chapter you have the opportunity to make your dream more concrete and tangible, so that its realization comes closer. It's about visions and goals. What is a vision A vision is the idea that we serve, that drives us and motivates us. It is an expression of what we basically want to achieve as karateka with karate. In addition, a vision has a kind of “infinite character”, which means that it can never be fully realized, even if you are one hundred percent successful. An example, so that it becomes clear what is meant by this: The computer company Apple started in the 1970s with the vision of “a computer for every man, woman and child”. At a time when computers were so big that they filled entire floors of company buildings and their operation by children seemed downright ridiculous, people thought about 30 years ahead. Everyone has a computer today, and yet the vision remains and Apple continues to exist. Because not everyone has a laptop, a tablet PC, an e-book reader and whatever new digital devices come onto the market. Development continues, and Apple is also developing. By the way, my vision is: »karate gets a positive image. It is clear to all people that sport promotes body and mind equally. «The vision Visions and goals make the dream of the dojo tangible 29

30 A vision is the basis for identifying with a task. It is the answer to the question: Why do we do what we do? The vision contains what is most important to us because it is based on our own values. The vision is always emotional. It has something big about it and it is a little bit crazy at times, at least for others who don't share it. It inspires and inspires us, gives our actions a meaning and at the same time provides us with the basic direction for our dojo. Training Write down your vision here! What do you particularly like about karate and what do you want to pass on to others with your dojo? Think big and dare to "spin", regardless of what others think about it.

31 Goals have a different character than visions. They are realistic and can be achieved within a certain time. Goals are based on visions, because without visions we would not have any goals. But while the vision doesn't change, goals keep changing. When one goal is achieved, the next follows soon. If goals are not formulated concretely, then they are only non-binding resolutions and accordingly cannot be realized - it remains mere dreaming without practical implementation. Prefixes are z. B., "To get more karate students", "to start with the dojo", "to expand the existing dojo" or something similar. All of this is not specific because no criteria have been defined as to when the respective intent is implemented. Goals Goals are answers to the questions: Who, what, by when, how and why? They always follow the SMART formula: S = Specific: What exactly do you want to achieve? For example: "I am opening my own dojo." M = Measurable: How do you notice yourself and how do others notice that you have achieved this goal? For example: "I have a group of 15 karate students." A = Action-oriented: What will have happened when you have achieved your goal? For example: »I did a thorough research. I rented training rooms in my city. I advertised to attract students. «R = Realistic, that means not too high, but not too low either. What do you need to achieve your goal? For example: »I am acquiring know-how on how to optimally design my lessons. I plan advertising measures and carry them out. I'll get support in setting it up. «T = Scheduled: By when do you want to have reached your goal? For example: »See you next August.« SMART formula Visions and goals Making the dream of the dojo tangible 31

32 As a karateka, you have become successful by setting high goals for yourself. Otherwise you would not be wearing the black belt today and would have won a number of competitions.Accordingly, you should set yourself high goals for your dojo, not so high that it becomes unrealistic to achieve them, but also not so low that they do not represent any hurdle. You decide how high you want to set the bar. In any case, it should be motivating for you to achieve the goal. You should neither feel under- nor overburdened with your goal, but rather feel comfortable. "I know from experience that goals are achieved much faster than expected." (Stefan Hagen 2010, p. 213) Professionals do it so that they can Set long-term goals with a time horizon of five or even ten years. Then they break these goals down into shorter time horizons. You ask yourself: What must I have done within three years, two years, one year to achieve my goal? At the end of this chain there is the “homework” that you want to have done within the next month or week. Perhaps you have already done this automatically in your career as a karateka, when you took the belt exams one after the other at certain time intervals and participated in championships for which you in turn planned training intervals in advance. Then it is easy for you to apply this principle to your dojo as well. You just have to be consistent and really do what you set out to do. This is how other dojo leaders do it Gina Rauh-Förster, full-time dojo leader at the Karate School in Hanover, started her dojo in 1998 and today has 190 members. She has both short term and long term goals about what she wants to achieve. In the current year it will increase the number of its members to around 250 and will therefore commit itself accordingly. It is becoming more and more apparent that she can no longer hold the lessons exclusively on her own. At least 50 percent of the Tetora principle should be achieved within 10 years

33 of her courses are no longer run by her, but by employees. In order to get teachers, she has already started personnel development in her dojo and is training suitable students. The basis for the success of your karate school is your vision, which you associate with karate and with your dojo. Concrete goals, what you want to have implemented by when, help you to realize your vision. Goals bring your vision out of the non-binding nature of mere intentions or dreams. Once the goals have been set, all you have to do is do, do, do. Summary "If you don't know your goal, you can't have your way, you will trot all your life in the same circle." (Christian Morgenstern) Training If you have already had the resolution to open your own dojo or to expand your existing dojo, you can You can now make a concrete goal out of it and come a lot closer to your dream! Every journey starts with the first step. Write down your current goal for your dojo here: Don't forget to include a date by when you want to have achieved your goal ...

34 The right attitude towards you and your karate students From the point of view of the members think We are an industry full of big egos. Quite a few of us are not only Dan holders, but have also won many championships, are German champions or even world champions. These successes do not necessarily guarantee the success of your own dojo, on the contrary. It is often the case that with your success as a karateka you stand in your own way when founding and running a school. Because our students and customers do not come to us because we are black belts and have many championship titles, but for completely different reasons. Understanding this and rethinking this has to be learned first. It is the basis for the successful running of a dojo. Strategy Thinking strategically means: seeing your own dojo from the point of view of potential karate students or members and acting accordingly and aligning your measures to recruit members accordingly. In the world we come from, the black belt is king. In the world we want to grow into with our own dojo, the white belt is king. Because he is our customer, to whom we have to align our school in order to be successful with it. Try to go back to the time when you were at the very beginning of your karateka career: How did you feel as a white belt? What were your expectations when you came to class? With which eyes did you look at your teacher? Was he a role model for you? The answer to these questions will help you to empathize with the needs of your future members whom you want to attract to your dojo. The image you have of your future students has a strong influence on the way you organize your lessons and the way you attract new members. You will find that it will not get you any further if you try to gain members simply by applying the Tetora principle to the outside world

35 Showcasing your karate successes. At best, the white belt does not care whether you are world champion or not, because he does not yet know the karate scene and cannot judge what is required for this performance. In the worst case, such self-portrayal even scares him off if he suspects that “training with the world champion” would be too much for him and “too high” for him. The Dan degree and the titles you have earned underline your professional competence, but do not attract students on their own. You don't need to hide your successes, but you should by no means make them the central point of your recruiting. There are better ways to do that. Anyone who is already a black belt has learned his "craft" with great seriousness and great commitment. But white belts and schoolchildren do not (yet) bring this seriousness to the table, especially if they are children. They just want to have fun and enjoy karate and also have a lot of other sports and leisure interests. You have to respect that, even if it is perhaps incomprehensible from the point of view of a committed Dan bearer. We must self-expression alone does not lead to success Visions and goals make the dream of the dojo tangible 35

36 Unsuccessful dojos make it clear that we, as black belts and multiple competition winners, are ourselves "crazy freaks" of karate, but our students think differently. Some of them may later be just as crazy about karate as you thanks to your lessons, but many others will not. It's similar to the church: In the monastery, a few monks can indulge their faith completely, because outside the monastery walls many, many sheep believe "a little". The more members your dojo has, the more likely you will find more karateka who are just as enthusiastic about karate as you are. Until then, you have to prepare yourself primarily for those who are just learning to "believe" or who "believe a little". In practice, I have found that dojo leaders who do not heed this are not really successful in the marketplace. Either they fail totally with their schools, or they come across a very Tetora principle

37 does not add a limited number of members, instead of growing continuously, as do other karate schools that have adjusted to the needs of their students. The less successful dojo leaders, as "hardliners", sometimes insist on teaching in a similarly hard and strict way as they themselves learned karate. Teaching certain techniques or styles is e.g. B. important for advanced learners and Dan bearers, but not for beginners who have different needs. If you remember earlier times, hard and rigorous training already pissed off many students back then who simply stopped coming and gave up because they felt overwhelmed or not valued as students. Perhaps you stayed with it, just like me at the time, even if a lot bothered you because you "work differently". But make it clear to yourself that the majority of people today want a different and more contemporary classroom! She sees karate more "loosely" and understands our martial art more as "lifelong physical training and teaching of values" or. as a pleasant leisure activity that should be fun. In order to be successful with your karate school, you have to pick up the students where they are. They are not yet avid karate fans, but can become one if you help them. They do not yet have knowledge of techniques, movements and styles, but they can learn it if you help them. They have not yet taken their belt exams, but they can learn if you help them. They haven't won a championship yet, but they can learn if you help them. That is your big job and actually also the nice thing about our job as dojo leader: to win others over to what we ourselves have long been convinced of. Winning others for karate visions and goals making the dream of the dojo tangible 37

38 This is how other dojo leaders do it Marion and Jürgen Hornung from the Budo Academy Berlin are successful karateka themselves. Marion is currently second dan, Jürgen eighth dan. Both have also won many championships. Marion is a. Baden-Württemberg national champion and third German champion, Jürgen is vice world champion of the WKA. But none of that is so important to them. "If I compete myself, I can only become German champion once, if I have good athletes, I can become German champion umpteen times," says Marion's attitude. In fact, the Budo Academy is one of the most successful karate schools in Germany: its members, including an above-average number of Dan holders in all classes, have achieved a great deal of sporting success. On their website, under the heading "Successes", those of their members are not listed as karateka. Regular further training Orientation towards your members and their wishes and needs does not mean that you should give up your own interests on the contrary. It is important that you continue to train yourself, take part in belt exams and championships. After all, this is our "elixir of life" as karateka. In addition, such further training courses are important, which help you to further develop your qualities as an independent dojo owner. As a top athlete, you have probably already completed almost the training hours in your life over the past few years and decades. It will take a while until you have completed training hours as a dojo leader and are just as good at it. Therefore, you should use every opportunity to maintain contact with other dojo owners and to train yourself. It means "stay tuned" and continuously get involved! Think about how much time you invest when you take part in a competition: After weeks of training, you drive for hours across Germany and possibly spend the night in an uncomfortable hall just to take part in a competition. Some of us spend 15 hours on the highway on a weekend just to compete for a few minutes. We are often not aware of how much commitment we put into the competition, because as »karate freaks« it is a matter of course for us Tetora principle

39 If we invest the same commitment that we put into the competition in the establishment and development of our dojo, then it will also be successful! Just as we believe in success in competition, we should also do it with regard to our own karate school. The stamina, tenacity and commitment that we have trained on the mat can now be transferred to the dojo. Commitment "A black belt is a white belt that has never given up." (Source unknown) "A large dojo is a small starter that has never given up." (Toni Dietl) In the long run, you would "stew in your own juice" if You only give lessons and are completely exhausted. You also need to get away from day-to-day business in order to recharge your batteries and to think about how you want to develop your dojo. You should not neglect your private relationships and your partnership when you run a dojo. What I am talking about here is usually summarized today under the term “work-life balance”, a balance between work and life. Always keep in mind that you are fulfilling a dream with your dojo. That's why it doesn't make sense if you power yourself off and put private relationships at risk. You will see in the further course of the book that it is possible to bring all interests under one roof. Visions and goals make the dream of the dojo tangible 39

40 Training Put yourself in the shoes of your students and write down what wishes and needs you think they might have. In all honesty: are you ready to meet these needs and adapt to them? Or do you have other wishes? Are you convinced that you will be successful with your dojo? If not, what is still missing? Tetora principle

41 »A dojo is a miniature cosmos in which we meet our fears, our fears, our reactions and our habits. It is a limited conflict arena where we face an adversary who is not an adversary, but rather a partner who is busy helping us understand ourselves better. It is a place where we can learn a lot about who we are and how we react in the world in a short period of time. «(Joe Hyams, quoted from Michael Gerber 2002, p. 168) Other industries often place too much emphasis on making money, so it is often the other way around under Karateka. Earning money and profits are almost frowned upon, especially among successful Dan bearers. If you want to set up a karate school, it is not enough that you only "cover costs", that is, you can pay for your membership recruitment and management measures as well as the room rent, but you also need profits, i.e. a significant plus after deducting all costs and taxes . Profits are absolutely necessary in order to run a dojo successfully, not so that you as the dojo leader can fill your pockets unrestrainedly, but so that you can offer your students good service and are still there to further develop your dojo in the future and implement your vision. In addition, a karate teacher is not a role model for his students if he himself lives on the subsistence level and thus demonstrates that karate does not offer an adequate existence, but is a »poor people's job«. There are many students who take their karate teacher as a role model and orientate themselves on him, so we as karateka should also be good role models! In addition, profits have a positive motivating effect for yourself: If you stand up for your students with good teaching, then the bottom line should be a profit for you to compensate for your commitment. This is not a matter of course for karateka who grew up in clubs. The engagement as a karate teacher in a club is profits are recognition Visions and goals make the dream of the dojo tangible 41

42 often voluntary, but this is exactly what often leads to quarrels because it stirs up dissatisfaction over a longer period of time. In the long run it borders on being overwhelmed by giving everything for a good cause for years and still getting nothing in return. Profits are an expression of recognition for good performance. Benefit and profit should be balanced. If the balance turns one-sidedly in favor of profits, it is a rip-off, if it only turns out to be in favor of customer benefit, it develops in the direction of self-exploitation or exhaustion. Both are unsatisfactory and sooner or later can bring a dojo to tip over. It's very similar to being on the mat: you have to keep your balance with your partner. ”Profit is the engine of economic development. He doesn't belong in the driver's seat. «(Günter Faltin 2008, p. 172) In the second part of the book you will find out how you can calculate your membership fees so that your dojo is profitable and has sound financial feet. Just so much in advance: You should by no means get involved in a price war with other providers. In particular, if you want to run your dojo as a company and not as a club, you must not be guided by the usual membership fees of sports clubs. These are often less than 100 euros for a whole year. But unlike companies, the goal of associations is not that the dojo leader or board can make a living from it, but rather to create a community of like-minded people and to cover the costs. If you as a dojo leader not only want to have fun with karate lessons, but also plan to make your dojo a livelihood in the medium or long term, then you need profits that you can generate with a reasonable structure of the membership fees Tetora principle

43 As a karateka, be aware that you have something valuable to offer your students (or members or customers) with your karate lessons that they often cannot get elsewhere in your city or region or can only get at a significantly poorer quality.You should therefore approach it with the appropriate self-esteem: The value of your performance justifies that you are paid appropriately for it. Karate Teaching Value “If we can't make money from what we love, then we will end up hating what we do. Money protects the fun of our passion, it saves us from wasting away into a monotonous, hated routine. «(Frank Silverman 2007, p. 46) Training Check your attitude towards making money and possible profits that you will make with your dojo in the future could. What benefits do you want to offer your students? And how much could your profit be in return? What is your next step on the way to your own dojo?

44 Successful with the Right Strategy The Importance of Strategy Perhaps you are already convinced that it could work with your own dojo and would like to get started right away. But that wouldn't be wise. In addition to the "misgivings" that lead to not starting at all, one of the most common mistakes when starting a company is starting too quickly without even planning the whole thing properly. Often one goes from an initial idea to the implementation immediately without structuring the start strategically correctly. Perhaps this is partly due to the word "idea", which sounds rather vague and indefinite and does not seem to be tangible. A successful dojo foundation requires thorough strategic planning before you can start operational implementation. It is very similar to martial arts: The training lasts the longest time, while the subsequent competition itself is decisive, but takes a much shorter time. 80 percent training time is compared to around 20 percent competition time. If you don't invest this time in training beforehand, the competition can almost never be won. The same applies to the founding of the dojo: the more thoroughly the whole thing is strategically planned, the easier and safer the execution will be afterwards. "Proper prior planning prevents poor performance." (Source unknown) "Thorough advance planning prevents poor execution. “The task now is to develop the idea of“ teaching karate martial arts ”into a dojo strategy that has clearly recognizable market advantages and thus attracts interested parties. They don't come by themselves just because you've opened a school, even if karate has become an attractive martial art today. Without a strategy, even first-class karateka and world champions can find that their schools are unsuccessful or that they float around with too few students without developing properly. I do not understand a strategy to be a Tetora principle

45 Business plan, as it is often required by start-ups. Because such a plan is almost always limited to the financial side of the foundation, but not to how you can win customers. What exactly does "strategy" mean? I would like to briefly introduce you to a strategy that I came across myself while building my own dojo, when I was looking for a way to optimally position my karate school on the market. It is the »eks«, the »bottleneck-focused strategy« or »energo-cybernetic strategy«, which was developed by Wolfgang Mewes in the 1970s and is now used by a growing number of companies in all sectors. »Strategy «Is a big topic in business administration, and there are an infinite number of so-called» corporate strategies «, some of which are only applicable to limited markets and are not suitable for karate schools. What convinced me about EKS is the fact that it is the strategy of the world champions among companies in all sectors. All so-called "hidden champions" or "secret world market leaders" are without exception users of the EKS, regardless of their company size or the industry in which they are active. To be the market leader means to be first or second in a market and to have a clear unique selling proposition. It doesn't matter how big the market is, it can also be the market in a particular city. The "market" can be defined in different ways, e.g. B. geographical (region, city, country, etc.) or industry-specific (e.g. market for sporting goods, market for clothing). Here are just a few examples from market leaders and EKS users you know: Obi (hardware stores), Webasto (parking heater systems), Kärcher (high-pressure cleaning devices), world market leader Successful with the right strategy 45

46 Schwan-Stabilo (pins), Würth (assembly products, screws), Red Bull (energy drinks), A.T.U. (Auto parts), Hugo Boss (fashion), Vaillant (heaters), Melitta (coffee products, coffee filters), Haribo (confectionery) and, to name an example of our industry, MAIA, the Martial Arts Industries Association in the United States. The EKS emerged from the analysis of thousands of exceptional career and company successes. It turned out that all above-average successful companies and people have some essential things in common, which can be clearly formulated as principles in the form of strategic principles. Those who follow these principles inevitably succeed with the compelling consequence of a law of nature. Because success is not, as many believe, a question of luck, chance or available capital, but a question of the right approach to strategy. The EKS follows four central principles: Concentration through specialization Minimum principle Immaterial before material processes Benefit over profit maximization Concentration through specialization For us in martial arts, especially in competition, the concentration of forces is a matter of course. We pay attention to B. exactly where the opponent has his greatest weakness, and try to exploit exactly this in our favor. Conversely, we also try to win a competition with those techniques that we ourselves master best, not with those that we master less well or only moderately. Because we know very well that we are more vulnerable with techniques that we are less good at. In competition, we intuitively proceed in such a way that we concentrate our forces at the most effective point on our own as well as that of the opponent in order to win. This principle can also be transferred to the establishment and management of a karate school Tetora principle

47 Unfortunately, in everyday life we ​​are often far less concentrated than in competitions and we tend to get bogged down. This is particularly true of people who want to start their own business: They discover that they are good at a whole range of things and then often believe that they should be able to offer it all at the same time. For example, if you are good at karate, you might be good at other martial arts as well and are thinking of starting your school with several martial arts. However, there is a risk of getting bogged down, especially if you are still at the very beginning with your dojo and have limited resources, i.e. little money and time. Anyone who gets bogged down and has a whole "belly shop" on offer will be less clearly perceived by their potential customers and will not be able to build up a top position or unique selling point. He's having a hard time being considered number 1 in the market. Taking up a position as a market leader always requires a clear specialization. The more limited your strengths, the more important it is to specialize in a field that you are particularly good at. The close concentration or specialization guarantees a risk-free approach, while the spreading out broadly harbors a high risk of failure. Concentration of forces Understanding this is extremely important for the establishment and also for the long-term management of a dojo. It is often done wrong, since entrepreneurs are often advised to "diversify", ie to offer several services or products as well as karate, other martial arts, health training, back training, etc. or to serve several different target groups, e.g. B. Adults, children, the generation 50 plus. The so-called diversification, however, leads to a spread of one's own energies, because one has to be present in many areas at the same time, in the entire range of offers. It's like competing against five opponents at the same time in karate. As you know, in such cases it is almost hopeless to win unless you are a first-class karateka with Successful with the right strategy 47

48 high skill. But you only become that because you first learned to defeat an opponent. Instead of putting 100 percent energy "on one card", with 5 different offers (for example 5 different sports or 5 target groups) you only invest 20 percent in each offer and it is accordingly more difficult to be noticed and to establish yourself. " strategy is permanent focusing of all forces on the most effective point in order to offer its customers the greatest benefit. Strategy is therefore not a concept, but an attitude and a permanent activity based on one's own feelings. «(Stefan Merath 2011, p. 100) Minimum principle We can clarify the importance of concentration with another example: Imagine, You want to pierce a piece of paper with a pencil. What is the easiest and fastest way to do this? Of course, by poking through the paper with the pointed side, because with the blunt side it is significantly more difficult and also takes considerably longer. The pointed side stands for concentration: all forces are concentrated on a small point so that the breakthrough is easy. It works the same way when founding a dojo. The minimum principle says that entrepreneurially starts where the most effective point is in the target group of karate students or members of the karate school. With regard to the founding of the dojo, this means finding the factor that most prevents the target group from developing, i.e. solving their core problem, their greatest bottleneck, not some unimportant peripheral problem. The key question is: Which "problem" of your karate students do you want to solve with your dojo by offering karate lessons? You may be unfamiliar with this point of view, because at the moment you may see your dojo establishment from your own point of view and think that you »simply want to teach karate the Tetora principle

49 test nothing else «. In the last chapter you already started to rethink and tried to see your dojo from the perspective of your future students. This is the beginning of strategic thinking as an entrepreneur. It is as if you anticipate the possible "moves" of your opponent in your mind before the competition in martial arts. You see the entire fight from the perspective of your opponent, so to speak, so that you know where to start and where to score, in order to win. You can find out more about how to find out the core problem of the target group, i.e. your desired customers, in the second part of the book when it comes to recruiting members. When setting up a company, the focus is often too much on the material side. That is the case when the word “dojo” or “karate school” is primarily thought of classrooms and their equipment or of capital. The EKS teaches to focus first on the immaterial aspect, which means, among other things, on one's own know-how, on the wishes and needs of customers, on the inner attitude towards karate, on ideas, visions and goals as well as on the strategy how to proceed. Those who put the material first often believe that opening a dojo is tantamount to renting and equipping classrooms and then waiting for students. Often, however, these fail because you haven't thought about how and with what you want to win them. Therefore, the immaterial side always has to be clarified first before one can create something material. Otherwise the horse will be bridled by the tail, so to speak. It is often claimed that the most important thing in a company is to "rake in" as high a profit as possible. As a result, many business concepts focus on how to increase profits. Here the EKS takes a different approach and shows: Profits are not the cause of success, but its effect. Long-term successful companies and market leaders always do everything in their power to offer their customers the greatest possible benefit. You put maximizing utility over maximizing profit. Profits result almost automatically if you offer your target group the highest possible benefit, but they are not an end in themselves. On the contrary, the intangible before the material benefit - before the profit maximization Successful with the right strategy 49

50 companies that focus too one-sidedly on profits almost always go under sooner or later, not least because customers have the feeling that the prices are not matched by a corresponding benefit, so that at some point they switch to other providers. Price and performance should be in balance. The higher the benefit offered, the higher the prices can be. You can find out more about the calculation of membership fees in the second part of the book. The core of EKS Success is to focus on a specific, narrowly defined target group of people with the same needs and on covering their most burning problem with a solution that is as unique as possible and that has a clear unique selling point. In the Karate College we have developed a concept for the establishment and management of a dojo that is based on and works on the EKS. Not only our own dojo, but also many others are successful in the market with it. You will find out more about this in the further course of the book. (More on the EKS in the appendix, p. 203 f.) “Whether a strategy is good in principle depends on whether it conforms to the four strategy principles of the EKS. Whether it works, on the other hand, depends on whether the many small decisions on the way bring us closer to our chosen ball or not. ”(Stefan Merath 2011, p. 88) Tetora principle

51 Training What are the most important insights for you that you have gained from the strategy chapter? Do you think yourself up to now in your job as bogus or as focused and clearly specialized? Where do you see opportunities to specialize more closely? What are your outstanding strengths that you can use for your dojo? Which principles of the EKS are not yet understandable to you? (By the way: In the appendix you will find references to further literature and websites on the EKS, if you want to deal with it in more detail, highly recommended not only for dojo founders, but also for established dojo leaders!) Do you already have ideas like the strategy for Your own dojo can look like? Who is your target group and what benefits do you want to offer it? Successful with the right strategy 51

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53 Hard Facts Creating the Material Basis for Your Dojo After we have dealt extensively with the intangible "soft" factors for founding a dojo, now comes the material side. Above all, this includes finances, taxes and the choice of legal form. Today you can get by with a relatively small start-up capital when founding a new dojo. That means: You can use your savings without having to take out a bank loan! In most cases, an amount of around 2,000 euros is sufficient for a part-time start-up. With this capital you finance your basic equipment for the lesson: among other things. Karate suits and hats, claws and jump ropes for teaching children, possibly floor mats, if necessary materials such as business cards, registration forms, as well as a software program for membership management for your pupils, ID cards and certificates (these programs are now very inexpensive at some banks) , the room rental for 2 to 3 months and the printing of the advertising flyer that you need to attract the first karate students or members to your dojo. Start-up capital You can collect and buy all of these materials yourself from associations and in the sporting goods supply market, or you can purchase everything from the Karate College as a starter package. I advise against a bank loan. In my experience, the establishment is not only associated with a higher risk, but you also have a duty to the bank if things don't go like no bank loan. Hard facts create the material basis for your dojo 53

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