Be an Alpha

Our Audits/Who We Are

Our mission is to be the top entertainment strategy consulting firm worldwide. We are the leading experts, but what makes us the best? Our vision is to precisely align our client’s internal ability with the external opportunity for maximum profitability and market sustainability. We will refer to this throughout the audit as “best fit”. However, we also recognize the importance of contingency in our strategy developments.

Alpha Lions Leadership believes there is no single best school of strategy. We will use both prescriptive and descriptive methods from a variety of theory-based schools to come up with 3 alternative strategy solutions. For concreteness and transparency three detailed strategy models are included. These included models are a value chain analysis, industry analysis and finally a SWOT analysis. We have conducting this using primary and secondary sources of investigation. Primary sources were conducted through interview with your operations manager Sucho Salazaar. Secondary sources came from a variety of web-related intensive research.

Ultimately, we believe strategy is a beast and with the Lion team we promise to tackle it for you. Journey with us through the safari of strategy for success in the Peterborough nightlife market to discover the Aria of tomorrow. A feared leader- the king of the kingdom – an Alpha Lion.

Sincerely,

The Alpha Lions Leadership Team

“I am not afraid of an army of lions led by a sheep; I am afraid of an army of sheep led by a lion.”

Alexander the Great

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Table of Contents

An Internal Analysis

History … p.4 Goals … p.4 Issues ….p.5 Value Analysis … p.6

An External Analysis

Industry Analysis … p. 8

Strategic Analysis [SWOT] … p. 9

3 Top Options … p. 11

The Expert Solution … p. 12

Implementation … p. 13

Conclusion … p. 14

Appendix A … p.15

References …p.16

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Part One: Aria Nightclub and Event Space - An Internal Analysis

A Brief History Aria is a Peterborough based nightclub that entered the market in November 2012 (Aria, 2014). The club is

located on George Street in the heart of downtown Peterborough. Aria also reaches out to the surrounding Peterborough area, including the Durham Region and Kawartha Lakes. It is only opened Friday and Saturday from 10pm-2am – the rest of the time it remains unoccupied and without profitability. This club is branded to be a premier establishment. The brand “Aria” represents high-class exclusivity and the experience caters to this image. This big city inspired nightclub dazzles with beautiful décor, premium prices, and bottle-service with professional welcoming attention. Aria has some of the top DJ’s perform at its establishment in the country. These distinctive qualities represent the differentiation strategy Aria currently uses in the market. It is about exclusivity, and elitism. At Alpha Lions Leadership we wish to maintain this differentiation strategy but improve the operations to truly be the best nightclub.

GoalsWe have identified 3 primary goals that we anticipate to reach with the new strategic plan. These goals we have

identified as:

1. Stay in the Premium Market Segment

The goal to stay in the premium segment is primarily to stay true to the brand image of Aria nightclub. We do not want to deter away from this strategy as it has been successful and has differentiated Aria from competition. We do not want to re-define the brand therefore our strategy will compliment this rather than change it.

2. Continuous loyalty of consumer

Aria has gained a concrete following of consumers that Sucho Salazaar (personal communication, 2014) refers to as “regulars” in our interview. These loyal consumers are very important to the owners of Aria. These loyal customers are seen as bringing profitability, positive advertisement and other followers to Aria. Aria recognizes the customer as a primary stakeholder thus our strategy will be primarily aimed at improving the customer experience without taking away from the luxury they expect from Aria. Our strategy will gear to aim current customers and draw new ones in to increase the market share.

3. Profitability

In simplistic terms, organizations exist to make money and Aria is no exception. Our strategy solution will have a focus on cost-efficiency and gaining market share. We want to create a solution with long-term revenue streams to increase the capital at Aria. We understand that the raising of costs is not the best way to do so. The unemployment rate in Peterborough is 8.1% which is higher than the Ontario average of 6.4% (Citydata, 2012). According to Statistics Canada (2011) there are also only approximately 9000 people of the local population that falls between ages 20-24 in Peterborough, Ontario. Therefore there is a large dependency on income from the students of Trent and Sir Sanford Fleming which do not have high disposable income levels.

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Why a Change? The Primary IssuesAlthough Aria operates with a level of success they do have a few underlying issues we have identified. These

identified issues harness Aria and through our analysis we will explain the solutions given to solve these issues. Issues:

1. Use of new space – According to the operations manager Aria has recently renovated the downstairs of the location (Salazaar, personal communication, 2014). The business however is unsure how to utilize this space in the most effective way. The organization wants an innovative solution to utilize this space. Also; the patio space which is heated primarily for smokers will no longer serve purpose. This is due to new regulation set to be imposed on January 1, 2015 that bans smoking on bar patios (Leslie, 2014). Thus there is a need to manipulate the use of space at area in order to manipulate these new spaces for the most profitable way.

2. Short “busy” time – Aria representative Sucho Salazaar (personal communication, 2014) discussed that there was

a key problem. The busy hours were relatively short between 12am-2am. In this time there was a significant rush and the venue typically reaches capacity levels. Many consumers leave before 2am to go consume a late-night meal. Before 12am, Aria is not close to capacity and is relatively empty essentially waiting for the busy rush. This could be due to consumer culture where students go to “pre-drinking” parties in order to save money at the bar. This cuts into profitability for Aria and reduces the primary operational revenue coming from 4 hours a week essentially. [this math is derived from the fact Aria is only open Friday and Saturday night while only primarily busy from 12-2am (x2) thus four hours].

3. Competition – Like all successful markets the organization has competition from other local bars that gear toward the same demographic of 19-24year olds. Examples from this include The Venue, or Junction Night Club. They offer similar experiences and have begun to offer the same deluxe services such as Bottle Service and premier DJs. The issue lies in the cheaper prices available at these places and reduction of cover.

Figure 1.

*Figure 1. A representational graphic displaying the 3 core issues Aria nightclub faces. With the introduction to a new strategy we aim to provide a solution that hits the middle core of the Venn-Diagram that will solve these issues simultaneously.

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Use of new space

CompetitionShort “busy” time

*Strategy to ultimately solve all issues equally

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A Value Chain AnalysisValue chain analysis is a tool to analyze internal activities of a business and its objective is to recognize activities

which are most valuable to the business organization; along-with which activities could be improved to gain competitive advantage either cost or differentiation advantage over the competitors. Below is our extensive value chain of Aria.

Outbound logistics:

The liquor is stored in Aria’s basement and the minimum amount of liquor that they hold is enough to carry the operations for two weeks. They do this to avoid any sort of shortage that may result in customer dissatisfaction. The bar tenders are the ones who make the finished products and these bartenders are trained in driving the customer needs and wants. The bartenders are trained to make drinks, to see if the customer has had a little too much and to refuse service when necessary.

Marketing and promotions:

The marketing and promotions is headed by Joey Chaya. the main purpose of marketing is to establish Aria as premium night club , there are three main channels of marketing that are being used by the company the first and the foremost is using social media aria has a very dominating presence on social media compared to other nightclubs in Peterborough with 7000 likes and numerous check ins the social media page is designed to get more and more customers into aria this is done by posting event details, special offers and promos and last but not the least pictures of customer which are having a good time at the bar. The second way in which aria promotes itself is through posters by posting them all around Peterborough informing the customers about the events and special promotions. The factor that gives aria the edge is their customer service and the personal relations with the customers. Mr. Chaya is assigned the duty of getting the real “party people” of Trent and Peterborough to become loyal customers and they have successfully done this by giving them line bypasses discount cards, employee pricing and other “VIP” protocol’s. The personal relation with the customers give aria the edge and that is why is they have a regular customer base which is proving to be hard to penetrate by competitors. Another way that joey promotes aria is by setting up booths at the university every other month and giving students free stuff such as bracelets, t shirts , hats etc. and selling tickets on campus and raising awareness about the company.

Service:

The service aspect of Aria is amazing their services are highly personalized for their regular customers, they get special discounts and other value added services such as free entry, line bypasses etc. The servers and bartenders are encouraged to know the names of the customers and the orders. In other important aspect of the service is to make sure that everyone is safe and these are what the bouncers are for the bouncers are required to throw out the people who are seen as threat to the staff and the customers. The bouncers make sure that no underage patron is served and this is done by checking IDs along with this no person consumes more alcohol than necessary.

Support Activities:

Infrastructure:

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The Night Club is a joint venture of two companies Sammy and Sons and E life. Although they have the same office building and the directors are the same but the Club is owned by two separate entities. Lang Freeman and Sammy are the owners of the club who oversee the activities but the other tasks which pertain to the daily running of the club are delegated to the respective managers or head of departments. There are four main departments or managers at aria promotions, operations, service (bar/bottle service) and security and each and every one has been given the autonomy to make their own decisions. The decisions that need to be taken daily are not run through the owners but important decisions are taken with the advice of owners such as hiring and firing, special events etc. The nightclub industry is heavily regularized by the laws, there are laws governing the age of majority, the operating hours, the consumption of alcohol. In order to do so all the members of the organization are trained in their repetitive capacity such as smart serve for the bartenders and security licenses for the bouncers. Even if one is not directly serving alcohol they need to have either one of these qualifications. The club has a balanced infrastructure it is not highly centralized nor highly decentralized therefore making it.

Human Resources Management:

In order to work at the bar one needs to be of age of majority and secondly need to have the necessary qualifications to work at the bar which are needed by the government of Ontario such as smart serve and security license. The Managers of the respective departments are free to shortlist the candidates but the owners and operations manager make the final decisions. The termination of the employees is done by similar manner where the mangers inform the owners of the needs to terminate the employee and the owners carry out the task. Most of the employees are students of Trent University belonging to 3rd and 4th year. These employees are given chances and an environment to grow by motivational factor and this is done by monetary and non-monetary factors. Last year 6 of Aria’s team member where sent on a paid vacation to Dominican on the basis of who got the most positive reviews by the customers, along with this quarterly staff meetings are held where 3 people from each department are given prizes such as vacations, gift cards, time off etc. Another way in which they motivate the employees is by commission unlike other bars the tips are not only taken by the bartenders but all the staff and there is commission for the promoters who brings in the Goliaths as the big spenders.

Technology:

Unlike other bars in town Aria has installed advanced software in the nightclub which tracks the liquor by ounce and beer by bottles. Every bartender has their own login code and every station gives the total which is combined with the grand total by the operations manager. Every transaction is recorded and the amount should be related the ounce sold. The other things that are included in making of drinks such as soda or juice are written off immediately as there costs are ignorable and it is hard to track them. Old aria customers have a point’s card which is swiped to give them points every time they buy drinks and these points can be redeemed whenever the customer wants to. Security cameras are installed to ensure customer safety these cameras record everything and are useful in investigating fights stolen property etc. Along with this start of the art lights and speakers are installed to give the customers an ultimate nightclub experience.

Figure 2. On following page.

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*Figure 2 represents Aria’s particular Value Chain derived from Michael Porter this helps us identify key areas to change

Part Two: An External Analysis

The external analysis aims to scan the environment forces which influences Aria and the consumer behaviour. Macro-environment factors Aria is impacted by are the government regulations and economy. We will not focus on these factors due to the fact they affect everyone in the bar industry relatively to the same degree. Thus in order to effectively conduct the environmental analysis we will use Michael Porters micro-environment focused Industry Analysis. This model looks at the 5 external sources that externally cause pressure on Aria. These forces include the competitive rivalry of the industry, threat of substitutes, threat of new entrants and bargaining power of buyers (Mintzberg, Ahlstrand& Lampel, 2005)

Industry Analysis

Competitive Rivalry in the Industry: Medium

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INBOUND LOGISTICS

MANAGING OPERATION

marketing &

promotionservice outbound

logistics

HR ManagementTechnology

Infrastructure Margins

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Explanation: The competitive rivalry refers to a variety of factors including amount of substitution, costs of leaving market to, ability to commodity products and switchers cost. It is ultimately the sum of the four surrounding forces. We have valued this force as medium. The rational for this rating is that there are a high variety of substitutes, however within business functions the bargaining power is relatively low from both suppliers and consumers.

Threat of Substitutes: High

Explanation: A real defining force is the high threat of substitutes. There are currently 21 bar establishments in Peterborough Ontario (Downtownptbo.ca). We rate the substitute threat as high because of this factor even though there is only one other high-scale exclusive atmosphere at the Venue. The reason is that these bars provide the same service and alcohol products. The most critical substitute competition we have identified is The Venue, Junction, Sin City and Shots*. This is because they primarily attract the same consumer aged market of 19-24 years old and offer a nightclub experience with a dance floor and live DJ. Therefore the rate of cover, drink prices and degree of selection must be in reasonable relativeness across all of the market – no monopoly occurs.

*we recognize Shots as an affiliate of Aria and its profits also go to the owners

Threat of New Entrants: Medium

Explanation: In regards to the threat of new entrants is medium due to the high capital cost of opening a large-scale club. It is a 100% brick-and-mortar business these costs cannot be avoided and on average. The average cost according to Entrepreneur (2014) in there market research is between $100,000 and $300,000 but varies significantly on the degree of renovation, legalities, type of alcohol license, staff and location. However, with many vacant facilities downtown Peterborough it is very possible that high-income investors could come into the market with relative ease. For example the new Bourbon Barrel Bar just became operation in August 2014.

Bargaining Power of Buyers: Medium

Explanation: The consumers may simply not come to Aria because of its higher prices, long lines and atmosphere if consumer tastes change. Aria needs these consumers to operate, thus the availability of choice gives consumers a higher bargaining power. It is not extremely high however because there is little bartering and trade in the prices at Aria. It is a standard price for beverages and services regardless of the buyer for both ethical and legal obligations.

Bargaining Power of Suppliers: Low

Explanation: Aria has a wide variety of alcohol suppliers. Thus the bargaining power of one individual supplier to manipulate price or quantity does not drive a threat. We gave this a level of low because ultimately Aria has the ability to just not offer a brand if they have a poor relationship with the company.

Strategic Analysis

Our strategic analysis revolves around the empirically proven SWOT analysis. This analysis synchronizes the

findings of the value chain and industry analysis. The importance of this analysis is the establishing of best fit and the 9

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interrelations of strengths, weaknesses, opportunities, and threats. Below is the comprehensive SWOT analysis. The circled options highlight the formulated strategy solutions we believe will be most effective.

Strength An image of a Premium

establishment. Constant flow of loyal customers. Basement area (more space). Famous for the shows (modern

music, great DJ’s). Online engagement (Website,

Facebook, Twitter). Bottle service (strong cash flow) Experienced marketing team

(promoters from Trent & Fleming) Photo shooter :)

Weaknesses No food service (options)

offered. Locals are not willing to

pay more than $10 for entrance.

No Instagram account Floor is not full until 12 Low music knowledge of

locals Rebranding every 3-5

years Locals vs. students

season Badly managed website Poor market research

Opportunities Open additional night

(Wednesday or Thursday) Seneca College Aviation Campus

(opened January 2014). Offer food service/partner with

local cafés Develop VIP package Open shisha (hookah) night bar

(ex. on Wednesday) Target audience from

Oshawa/Whitby Develop music online group to

teach locals about music global trends

Expand to larger space in the future

Building loyalty when season begins

Partnering with the DBIA

S/O Offer food/snacks with bottle

service Make basement area only for VP's Use Facebook group to postmodern

music clips Use beginning of Trent and SFFC

student events to build loyalty at the beginning of the season

Provide VIP packages for birthdays (Ex: 2 bottles of Vodka, 6 free entries, 6 drinks et al.)

VIP membership with line skipping and loyalty cards that have a point system with prizes draw them to Aria

W/O

Make a food service in the basement

Open a third night on Wednesday to use space for shisha (non-tobacco products)

Attract Seneca Aviation College students (new market)

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Threats Venue partnership with TCSA. Low consumer price index in

Peterborough region Rising fees for DJs Government regulations and laws new bars in town such as Saloon pre-drinking parties taking away

from profitability between 10-11 New legislations coming out

Jan.1st, 2015. No smoking allowed in buildings and even podiums on 1st floor

S/T Use TCSA as a secondary partner Electronic smoking patio to replace

cigarette smoking area Partner with student favourite pubs

such as Spanky’s and Pigs Ear to create wristbands to gain free entrance to Aria

o potentially skip line skip Aria line when buy a shot from

Shots prior *with marking or wristband

W/T Teach loyal

customers about trends in global music

DJs are not being as well reciprocated for the cost of them

Top SolutionsWe understand that it is only feasible with the constraints of time and money to choose one of these solutions to

immediately implement. However, we wanted to provide you with multiple innovative solutions for your choosing and our professional recommendation will follow.

Solution #1: Food Service Partnership

Solution #2: VIP Membership

Solution #3: Aviation Seneca College Campus Link

Solution #1

The food service partnership will involve Aria manipulating the downstairs basement space into a lounge area which offers hors d’oeuvres (finger food) platters at a marked-up price. The food will be prepared by an outside source partner due to the lack of kitchen facilities at the Aria club space. The food will reflect the high-class nature of the organization but still be appealing to younger audiences. Though it leaves room for your own decision. We have given the following options as suggestions: tapas, pastries, platters of cheeses, and finger foods. These also have minimal mess. The reasoning behind putting this service downstairs is the ability to put comfortable furniture for relaxation, and create an equally exclusive atmosphere which will be quieter. The food will not be allowed upstairs on the dance floor because a messy dance floor area does not represent the exclusivity of the Aria brand. Therefore, we suggest putting a security personnel at the door.

There are two primary reasons that drive this decision. The first reason is that it combats the issue of consumers leaving the club to go buy food when hungry. This problem area reduces probability and heightens the “short busy time” problem. By retaining these members we gain the profit of the food consumption, but also increase the likelihood of them staying and buying more alcohol on returning upstairs. The second is that this concept will allow consumers to drink more but also responsibly. Food in the system depletes the effects of alcohol therefore less likely for lawsuits against Aria in

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over-serving but also increases likelihood they will purchase more to increase alcohol level again. Ultimately it is a new revenue source stream that will target the three issues of profitability, use of space, and short “busy” time.

Solution #2

The VIP membership involves an integrated system between Aria and its loyal consumers. It will begin with consumers signing up or a VIP membership card. The consumer will fill out a form for this card which will help Aria gain insight into its demographic through the information. The card will be available for an annual fee of your digression. The idea of an annual fee can help generate this profit more than one-time. We suggest perks are available with it and such perks could include line-avoidance, and coat-check free elimination. The purpose of the card is that it will have a swiping mechanism that will add points to the consumers account on purchase of alcohol. These points can be doubled from 10-12 to increase this busy time. The points could be used for premier exclusive VIP member events etc. The purpose is to promote exclusivity with the Aria brand but also loyal behaviour from the consumer.

This may have a high cost associated with it to develop internal operating systems that can accompany a points card. There may need to be equipment added to the cashier machines, and it may increase service times at the bar. This particular solution requires information sharing thus consumers may be unreceptive of giving their details to a club establishment. However, we are sure that through proper resource allocation and security measures this VIP membership could be very successful if implemented at Aria nightclub.

Solution #3

The third optimal solution is partnering with the new Seneca Aviation College. This division of the Seneca College is located in Peterborough Ontario. The tuition for international students is $46,000 annually, and for Canadian residents it is $11,000 (Seneca College, 2014). This is significantly higher than Trent or Fleming. The high tuition attracts higher-income students and thus to target these students would bring profitability to Aria. The partnership could include transportation (via limo for high-class experience) to and from the Airport Rd. campus. It is a four year- all year- program. Thus these students will be in Peterborough all year long and this helps reduce the complacent periods between student-derived business and local-resident business. This college currently is not affiliated with any club but our own member Waseem Iqbal has mentioned his relations with these students and that they primarily go to the competitor Venue. Therefore by providing an advertising campaign, membership and promotion to these students Aria will be able to gain a high income-levelled cliental.

Problems that arise in this solution is that the enrollment to this intensive bachelor of aviation through Seneca is relatively low. Therefore by targeting this consumer it will only bring limited business to Aria. The cost-to-benefit ratio is also undeterminable when including the cost of transporting the students to Aria.

The Expert Solution – Our Professional Recommendation

Of the following excellent strategy solutions mentioned above our professional recommendation is solution #1 the food service partnership. In our professional experience we believe this is the ultimate strategy adjustment for Aria’s

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success. While maintaining to the current brand image by offering deluxe food choices, utilizing the downstairs space and partnering with a local food provider this strategy has the making for a long-term success. Food service will start from 10pm-2am on Friday and Saturday night. Aria can mark up the goods upwards of 25% to ensure a profit, and foods can always be substituted in or out depending on success/theme. Thus creating a whole new revenue stream without marking up the existing services/products. It also increase convenience and retention for cliental. This positive relation to a Peterborough food supplier will help create a positive local economy and increase Aria’s image to the local residents.

As with any strategic decision there are some cons you should be wary of. The cons may be upsetting local food stores such as Whistle Stop by taking away business, keeping the food sanitary, keeping operations clean, and the logistical process. These cons are relatively easy to counter with proper management and incremental learning.

We believe this solution will cost approximately $5,000 to implement. This figure addresses the equipment for food storage to be approximately $3,500. Equipment needed would include refrigerators, freezers, ovens and microwave. The additional $1,500 would be the costs of a new administrator to be in charge of the food management process. His or her salary should also be taken into account as a longer term salary expense. Two or three staff member may be needed in the basement for service quality purposes. Additional expenses would be the couches, and seating options plus décor to transform the basement into the deluxe lounge envisioned.

Although we at Alpha Lions believe strategy is a more abstract and that we should deter from internal suggestions we have provided an implementation outline for your ease.

How to Implement

We have provided a concrete implementation plan that will take approximately an 8 week period.

Weeks 1-2: In this week Aria’s operation manager should contact local food providers to discuss the potential of partnerships. This should be done by interview with food catering services within the local Peterborough area. Also; this week the primary logistics plan including what food is wanted. Buy décor for basement from local providers and equipment. Hire the new food manager.

Weeks 2-4: Decorate basement to be reflective of the deluxe lounge atmosphere. Have a trial run. Start the food service including free samples. Track the revenues of alcohol and food this time. Pass out feedback cards about the new service.

Weeks 4-6: Interpret the data from revenue tracking and comment cards. Set up full logistics if successful including contract with food provider. Use media sources such as local radio and TV plus posters and word of mouth strategically to promote new food services.

Weeks 6-8: Review final results through data analysis and make changes to the food service and logistical process as necessary. Keep promoting as strongly as possible.

A contingency plan should be in effect for a higher possibility of success. The contingency plan should include what Aria will do if a new provider is necessary, if food options need to be changed, and other dependable factors. The

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risks involved are that clients are not satisfied with food options, may be high cost to average consumer, and there is always partnership risk when building relations with the new food source provider (i.e. no payments made or food not on time).

Conclusion

Ultimately through the use of the theoretical schools we have developed the solution of implementing food service into Aria. This unique solution came from an entrepreneurial vision but was supported by classic models of the prescriptive schools. We believe that the three key issues and three key goals of Aria are met through the implementation of a food service by converting the basement into an exclusive lounge area. This solution satisfies both consumer and profitability needs and the Alpha Lions Leadership team believe this solution should be implemented as soon as possible. It also stays true to the brand of Aria and its mission to be the premier upscale nightclub. We hope you are as excited for this new strategic solution as we are at Alpha Lions Leadership, and we wish you great success in this future endeavour.

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Appendix A: Interview with Sucho Salazaar

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ReferencesAria (2014). ClubAria.ca – About. Retrieved 28 November 2014, Retrieved 20 November 2014

from http://clubaria.ca/about/

City-data.com (2014). Peterborough - City, Ontario, Canada - Population, Age characteristics,

Dwellings, Houses, Language, Education, Work, Industry, Earnings, Income, Immigration

, Citizenship, Labor. Retrieved 30 November 2014, from http://www.city-

data.com/canada/Peterborough-City.html

Downtownptbo.ca (2014). Bars & Nightclubs • Downtown Peterborough. Retrieved 30 November

2014, from http://downtownptbo.ca/category/bars-nightclubs

Entrepreneur (2014). How to Start a Bar/Club. Entrepreneur. Retrieved 30 November 2014, from

http://www.entrepreneur.com/article/41460

Leslie, K. (2014). Ontario to ban smoking on patios, playgrounds, sports fields. Toronto. Retrieved

28 November 2014, from http://toronto.ctvnews.ca/ontario-to-ban-smoking-on-patios-

playgrounds-sports-fields-1.2091528

Mintzberg, H., Ahlstrand, B., & Lampel, J. (2005). Strategy safari. New York: Free Press.

Statistics Canada (2014). Focus on Geography Series, 2011 Census - Census metropolitan area of

Peterborough, Ontario. Retrieved 30 November 2014, from

https://www12.statcan.gc.ca/census-recensement/2011/as-sa/fogs-spg/Facts-cma-eng.cfm?

LANG=Eng&GK=CMA&GC=529

Seneca College (2014). Bachelor of Aviation Technology (Co-op) - Seneca - Toronto, Canada.

Retrieved 30 November 2014, from http://www.senecacollege.ca/fulltime/FPR.html

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