Assignment 5: Final Project

Camping World

1       What is Camping World?

Camping World is a new business looking to be based the counties of Ada and Canyon in Idaho who contain the Boise metropolitan area. Camping World want to sell tents, camping equipment, as well as backpacking or hiking equipment. This store is going to be more focused on campers who do not campers or RV's. This store is for the adventurer in all of us. Positioned near large wilderness areas like the Sawtooth National Forest, there are ample opportunities for people in this region to explore the great outdoors. The Boise area is also one of the largest metropolitan areas in the Pacific Northwest region of the United States. This large population base offers further business opportunities than just opening one store. With room for possible growth and with camping entrenched as one of America’s favorite pastimes, a future store in this location is a situation that cannot be passed over.

2       Demographics

Ada and Canyon counties have populations of 409,239 and 195,353, respectively. These numbers combined account for nearly 38 percent of Idaho’s population. Add that up with a 7.76% growth rate for the Boise metro from 2010, future customers are not a need for concern. However, due to the large pool of customers available, certain analysis should be run to help narrow the focus and identify the best customers.

The first part of this process would be running a Customer Prospecting tool within Business Analyst. The parameters set to find certain customers were the zip codes within Ada and Canyon counties had to have at least 20,000 people, had to spend more than 80 dollars on camping equipment, and more than 2,000 people had to have gone on an overnight camping trip in the last 12 months. The last two pieces of criteria were created by setting a number that was just above or below the median level for the given statistic.  

The end result shows the contiguous areas of Ada and Canyon counties contain the best areas for potential customers. These suburban cities offer more people who would be more likely to shop at Camping World than the larger city of Boise itself. 

The following image shows customer prospecting. The green areas represent zip codes that have customers who match a given set of criteria.

3       Trade Areas

Focusing in on where the best places for a store would be is a tough task. Figuring out which boundaries or guidelines one uses can be a complicated issue due to the the sheer volume of different parameters. For Camping World, three different trade areas were tested. Equal competition areas and simple rings were both utilized, but the best option was determined to be zip codes. 

The zip codes selected were taken from the customer prospecting analysis completed beforehand. The three cities and their zip codes were Eagle, Meridian, and Garden City due to their centralized location in the counties. Also surrounding Boise gives them a larger customer pool to select from. Kuna was ignored due to it's southern position and distance away from Boise.

This map shows the ideal zip codes that a trade area for a certain store should focus on for advertising and marketing opportunities.

4       Market Structure

Knowing who competitors are is crucial to the success of a store in a new location. Within Business Analyst, one can identify other stores in a certain area based on SIC codes. SIC codes describe what type of goods or services an establishment offers. 

To determine who possible competitors would be in the Ada and Canyon Counties area, the search was applied to specialty stores that sold backpacking equipment or tent equipment. This search included wholesale stores as well. Large-scale operations that included RV equipment were ignored as these are not the customers that Camping World would be worried about poaching from.

The results yield only three stores in the study area that would be considered as possible competitors. As one store is all the way in Kampa, this is not of concern for the ideal trade area that was selected from previous analysis. Market saturation is of no concern as there are still large amounts of people in the trade that Camping World stores can select from. 

This image shows where other camping or backpacking stores are located in Ada and Canyon Counties.

5       Gravity Model/Point of Indifference

The gravity model is used to determine how far customer is willing to travel for a certain good between two cities. Factors taken into account are distance between the cities and size of each city. This "point of indifference" is how far a customer is willing to go between the cities. These numbers can be used to identify where customers are coming from a certain store.

This image shows the formula for the gravity model.

These numbers are for the point of indifference for the city of Meridian.

Kuna: 6.8

Eagle: 5

Nampa: 6.7

These numbers are for the point of indifference for the city of Eagle.

Meridian: 2.6

Garden City: 5.2

Caldwell: 7.6

6       Site Selection

Using information from all of the analysis that had been performed prior, three sites were selected for a potential Camping World location. Sites were carefully selected by taking into account where commercial and residential zones were, as well as where major roads or highways were located. Finding the addresses off Google Earth required them to be geocoding within ArcMap so further analysis could be performed.

Site One: (2045 E Overland Rd, Meridian, ID 83642)

Site Two: (1001 S Bridgeway Pl, Eagle, ID 83616)

Site Three: (3600 E Fairview Ave, Meridian, ID 83642)

7       Ranking of Sites

To determine which sites would be most suitable for a new Camping World store, a site rank was performed. Using zip codes as the site which would be ranked upon, a variety of factors were utilized to discover which site would be best. The factors used were 2015 Median Household Income, Consumer Spending on Camping Equipment, and people who went on an overnight camping trip in last 12 months. The results show that the Eagle site, Store Two, is the best option. 

The map depicts which site is most likely to succeed based on Business Analyst calculations as determined by the user.

8       Selection of Site and Conclusion

After all analysis had been completed, the best location for a new store is clear. Store Two located in Eagle, Idaho should be the future location of Camping World. Eagle is sits in a good area with high income and city of Eagle itself is one of the fastest growing cities in Idaho. Along with it's distance away from potential competitors, this is the most attractive site option. Set up for success, Camping World can become firmly entrenched as one of the premier camping stores in the Boise area.

Assignment Four: Retail Site Selection

Trader Joe’s Retail Site Analysis

1       Expansion of a Franchise

Trader Joe’s is one of the most sought after grocery store franchises in the Midwest. This image has been carefully crafted by a selective process in how the chain selects its new store locations. Having a large presence in the suburbs surrounding the Twin Cities of Minnesota has blessed Trader Joe’s with a relatively wealthy customer base. Suburbs are considerably more attractive options for grocery stores compared to large urban cities as many people buy their groceries after work or after picking kids up at school. The large city is a place to work, not a place to eat at home with a family.

Six Trader Joe’s stores currently call Hennepin and Ramsey counties home. While this may seem like a significant presence, there are some gaps that remain. A host of factors can help determine where the next Trader Joe’s will be placed to fill in these gaps. It is essential to remember that one cannot possibly make an educated decision by only looking at one factor. One must gather all the data together and make a decision taking every factor into account.

2       Market Penetration

Market penetration is one of the greatest tools a business can use to see if its stores are reaching its full potential. Market penetration is a method that examines how well you are reaching your market area. It is performed by taking the total number of customers and dividing that number by the total number of people in each area to give a percentage of how well that store is penetrating its market.

For Trader Joe’s to be able to accurately see how they are reaching their market, a study area had to be established around Hennepin and Ramsey counties. This study area would be used in the subsequent types of analysis performed. Regions of the map were separated by their zip codes and then a dissolve tool was used to group zip codes touching one another with similar values.

The map clearly shows that the center of the counties is well served by Trader Joe’s. When it comes to the periphery around the Twin Cities, there are some areas that are under served. Focusing on the western end of the counties, it is clear there are some market penetration values that are lacking. By strictly looking at this date, one would want to place a store in the vicinity of under served Wayzata to also access places like Long Lake and parts of Minnetonka.

The following map shows the Market Penetration values for the counties of Hennepin and Ramsey.

 3       Hot Spot Analysis

The next tool used to help determine the best location for a new store was a hot spot analysis. A hot spot analysis makes it possible to find areas with high values at certain geographic scale. These values can be anything from population to income levels.

For the Hennepin and Ramsey counties, median household income was used. The grid on the map uses cells that are 0.5 miles in size.  

Looking at the map, one can see that the distribution of wealth is greatest around the suburbs, especially in the west-central and southwest of the two counties. A noticeable area of high income levels can be found far in the southwest near Eden Prairie and Minnetonka. A lack of stores around this area makes it an attractive option. 

The following map shows the Hot Spot analysis for Hennepin and Ramsey counties.

4       Mean Center of all Consumers

This type of analysis is more straightforward than the previous two. The mean center shows the exact middle of all consumers. As expected, the middle of all consumers is near the heavily populated city of Minneapolis. This large population base shifts the mean center to the east central area of the two counties.

On paper, this looks like a good place to open a new Trader Joe’s. However, using the analysis that has already been performed, the area near Minneapolis is not as viable as it seems on the map. These areas are already well served by surrounding Trader Joe’s and besides one small pocket, a lower income level compared to the suburbs.

However, moving too far away from this customer base could lead to a store that is not surrounded by enough people. Knowing where the mean center of customers is useful to know how a certain area is divided up demographically.

This map shows the location of the hypothetical optimal store location based on location for Hennepin and Ramsey counties.

5       Locate Ideal Customers

Locating ideal customers is a powerful tool within Business Analyst that allows a user to set his or her own variables to identify potential revenue streams within a certain geographic area. Using only two variable for this part of analysis, allowed the data that was to be presented was succinct.

The first variable was searching for areas at the zip code level where the median household income was above 100,000 dollars. This would allow the user to which areas had families with larger disposable income levels. The second variable would be the amount of people who have shopped at a Trader Joe’s in the last six months, but with a twist. The average amount of consumers who shopped at Trader Joe’s from each zip code was approximately 2,222 people. The second variable’s floor was set at 2,500 people to find an even greater amount of people shopping at Trader Joe’s

This analysis showed that the suburbs, with an exception to suburbs in the north, had the most amount of money and shopped the most at Trader Joe’s. These areas were unsurprisingly where the current Trader Joe’s stores for the most part resided. These areas would be the focus on where to place the next set of stores.

The map below depicts which zip codes best match the given criteria above.

6       Site Selection

Using information from all of the analysis that had been performed prior, three sites were selected for a potential Trader Joe’s site. Sites were carefully selected by taking into account where commercial and residential zones were, as well as where major roads or highways were located. Finding the addresses off Google Earth required them to be geocoding within ArcMap so further analysis could be performed.

Site One: (8015 Den Rd, Eden Prairie, MN 55344) The first site was selected in Eden Prairie in an area where there is a large shopping center. The site was also selected due to its proximity to an intersection of two major roads. This site is close to large population with a very high household income. The town of Eden Prairie is also under served when looking at the market penetration. The location of the store also allows it to tap into southern Minnetonka which is under served as well. These two areas also have higher than average amount of people shopping at surrounding Trader Joe’s.

Site Two: (6060 Clearwater Drive Minnetonka, MN 55343) The second site was selected with the same geographic information in mind as the first site: located near a major road and a large retail district. This store is situated farther north than the Eden Prairie site. Located in southern Minnetonka, it has access to towns such as Hopkins with large population bases as well as desirable income levels. These cities also have shoppers who want to spend their money at Trader Joe’s stores.

Site Three: (4150 Berkshire Ln N, Plymouth, MN 55446) The third site was mainly selected due its location in Plymouth which splits the distance between the two cities of Minnetonka and Maple Grove. While the central part of Plymouth where site three is located does not high income level compared to other parts of the city, its location on the intersection of 494 and Highway 55 could make it an attractive option to suburbanites leaving the city from work to home.

This map shows the position of the three possible sites for Trader Joe's. Site Three is the northernmost, Site Two resides in the middle of the two other sites, and Site One is the furthest south.

7       Ranking of Sites

A ranking of the three sites by Business Analyst would allow the user to determine which site may outperform the others given a set of criteria the user selects. Variables used to determine how the site would possibly perform are as follows: total population, median household income, average amount of money spent per week by households at food stores over 150 dollars on an individual basis, and number of people who shopped at a Trader Joe’s in the last six months.

The sites were ranked in the order that I thought they would appear. Site One’s high income level base as well the number of shoppers who shopped at Trader Joe’s made it the most attractive option of the three. Option Three was in a location that had much lower income levels compared to the other two options so its ranking of third is not surprising. 

This final map shows the ranking of the three sites with each site possessing a 1.5 mile buffer.

8       Selection of Site and Conclusion

Based on all the data presented, I believe the best site for the new Trader Joe’s location is quite clear. Site One in Eden Prairie is the best option to open a new location in Hennepin and Ramsey counties. Its position near some of the highest income levels in the area means consumers would be willing to spend money at a high end grocery store. With a large population in Eden Prairie as well as Minnetonka and Shakopee, there is ample room for growth. Its position near 494, a major thoroughfare in the Twin Cities, and its proximity to a large retail center makes it a viable area for consumers to access the store. With a large amount of customers already residing in Eden Prairie who spend their money on Trader Joe’s, it is only logical to make this the home of the newest Trader Joe’s. This site will allow the chain to continue to keep hold of its image as the preeminent grocery store in the Twin Cities area.

Assignment Three: Real Estate

Introduction

Purchasing a home is decision that requires a lot of planning and investigation. When considering purchasing a home there are a variety of complex elements that can negatively or positively influence a final decision. Personal needs are the first element influencing a decision on buying a specific home. Personal needs and requirements include anything from budget, location, size, maintenance and simply overall appeal of a home to specific individuals. There are also decision factors regarding the neighborhood itself and how it compares to the surrounding area. Before deciding on a specific home, it is necessary to understand how that home compares to other homes in the neighborhood. This is not only important for determining whether or not the price is reasonable, but also to understand the elements of the surrounding homes. Understanding these elements is helpful in making inferences about the demographics of a particular neighborhood. In addition to comparing a specific home to the other homes in a neighborhood, it is important to understand how the neighborhood overall compares to the surrounding area. Investigation of the surrounding area provides deeper insight on the demographics of the area as well as the opportunities and activities available. Investigation of 415 Summit Avenue, a home for sale in the 3^rd ward of Eau Claire Wisconsin, concentrates on these elements to establish 415 Summit Avenue as a desirable home to purchase in the 3^rd ward.

Methods

Analysis of homes in the Eau Claire 3^rd ward is necessary in order to understand where 415 Summit Avenue stands compared to the general average of other homes in this area. To conduct a proper comparison between 415 Summit and other homes in the 3^rd ward it is necessary to establish specific factors to compare. Square footage, age, bedrooms, bathrooms, estimated value, and current market of homes are all important factors for those deciding whether or not to purchase a home. The first step for successfully comparing these factors among homes in the third ward is to establish a study area of the third ward encompassing all homes that are to be evaluated. Using the Wisconsin parcel data map, individual parcels of the desired 3^rd ward homes were selected and exported as a separate shapefile. The selected shapefile of the 3^rd ward includes over 300 parcels that provide data on street address and name of the current owner. After creating a shapefile of the desired study area, data for the respective factors was obtained from zillow for each address in the study area of the 3^rd Ward.  The data from zillow for each address including square footage, age, bedrooms, bathrooms, value, and market price (if currently for sale), was displayed in an excel spreadsheet. The spread sheet of the data was then joined to the 3^rd ward shapefile allowing for each factor of 3^rd ward homes to be mapped by individual parcels.

To distinguish the Third Ward from the rest of Eau Claire, one must separate the city into five regions using Business Analyst Online. For the four big divisions (North, West, South, and Downtown), the areas selected by census tracts. To get the perfect size for the 3^rd Ward, a smaller area must be used. Therefore, using block group for the area would be correct. Using these sectors, the user is now able to run standard reports such as Tapestry Segmentation and Traffic Reports. These same sectors were also used to run comparison reports on categories such as population over 18+ and political/ community involvement using Eau Claire County’s total population as a baseline. Once the data was accessible, download it from ArcGIS Online to Microsoft Excel. Now in Excel, the user is now able to create aesthetically pleasing charts that were not available from ESRI directly.

Results     

The first map displays the square footage of the individual homes in the third ward. On average, most homes in the 3rd ward are between 1,700 and 2,600 square feet. 415 Summit Avenue is 2,965 square feet, which is significantly larger than the average size of 3rd ward homes.

The map displaying the age of homes in the 3^rd ward shows that majority of homes in this area are older than 80 years old. 415 Summit Avenue falls between the ranges of 80 to 110, at 84 years old. Although 415 Summit Avenue fits into the same category of most homes being over 80 years old, there are a significant amount of homes much older between 110 to 175 years old.

The map displaying the number of bedrooms per home shows an average amount of bedrooms in the 3rd ward homes to be between 3 and 4. 415 Summit Avenue has 3 bedrooms which is similar to most other homes in the 3rd ward.

The map concerning the number of bathrooms per home shows most homes having 2 bathrooms. 415 Summit Avenue has 3 bathrooms, one more than the typically home in the 3rd ward.

The map of the estimated values for the homes in the 3rd ward show that most homes are over $140,000 but under $230,000, thus, a typical price range for those in the middle to upper middle class. 415 Summit has an estimated value of around $205,000, falling somewhere in the middle range of 3rd ward homes. 

The final map displays the homes in the third ward that are currently for sale along with the asking price. Out of the 360 parcels, only 11 homes are currently for sale. The median asking price for all these homes is around $259,000, and the asking price of 415 Summit Avenue is $218,000. 

The first map that was created of Eau Claire shows the city divided into five sub regions. These zones would be used to run Business Analyst reports on. The Third Ward is highlighted in red.

The first chart that was created showed how the population dynamics of the Third Ward compared with the rest of the city. As the Third Ward’s total population is smaller than the rest of the other sectors, the data would be displayed as a percent to normalize it. This chart illustrates how the Third Ward does not have large population that is composed of young families.  Most of the population in the neighborhood 415 Summit is located in is over the age 18.

The second chart shows how the Third Ward leans politically and the neighborhood’s involvement in community affairs. Comparing the sectors against the whole population of Eau Claire County allowed for analysis to take into account how prospective home buyers might also consider a city such as Altoona to live in as it is relatively short commute away from Eau Claire. The results show Third Ward residents lean far more left than the rest of the city. They also participate slightly more in local politics.

The final characteristic of the Third Ward that separated it from the rest of Eau Claire was its traffic count. Being separated from major roads led the area to have a lower traffic count than the rest of the city. The lower amount of vehicles, as well as access to trails, made travel options such as biking and walking more viable. The following maps depict traffic counts for the five regions.

Third Ward:

North Side:

West Side:

South Side:

Downtown:

Conclusion

415 Summit Avenue is the same or better in all factors compared to the majority of the homes in the 3^rd ward, and has an asking price lower than the median price of $218,000. Also when comparing 415 Summit Avenue to homes for sale that are similar in each factor, 415 Summit also has a cheaper asking price. Overall, in regards to these factors, 415 Summit Avenue is the same or better than the average homes in the 3^rd ward with a more affordable price.   

Assignment Two: Study Areas, Geocoding, Customers, and Trade Areas

Coffee Shops in San Francisco

1      San Francisco, California

Starting a city on a relatively small piece of land would be disadvantageous, common wisdom would lead one to believe. However, the city of San Francisco has thrived with these close quarters and the city has become a center of trade for not just northern California, but for around the world. Relying on high tech industries and a large service sector, the city has become an economic force. To fuel the constant stream of capitalism, coffee is integral to the city’s way of life. Two coffee shops owned by a pair of friends want to see if they can thrive on the peninsula without directly competing with one another.

2      Location

While only being separated by a few miles, Store 1 and Store 2 reside opposite from one another. Store 1 is located in the northern quadrant of San Francisco while Store 2 occupies the southern part of the city. Store 1’s mean center, the average location of each of the store’s total customers, is closer to the main coffee shop compared to Store 2 which has a farther range of customers. Therefore, in regards to customer accessibility, Store 1 has a more favorable location due to its more central location and being at the intersection of major highways that are the backbone of the city.

The following map shows where each store is in San Francisco, represented by the orange coffee symbol. Store 1 is in the north, while Store 2 lies to the south.

This map shows the approximate driving/walking distance to the store for the average customer.

3      Market

Store 2 is located in a locale where the median household income for 2015 is higher than Store 1’s geographic area. In the 80^th percentile of Store 2, the median household income is $90,171 compared to $59,115 for Store 1 in the north. Store 1 also has an area with 76.2 of possible customers working white collar jobs.  Store 2 on the other hand has 66.0% pf its potential customers working white collars jobs, with a larger service sector.

The following map shows the customer derived trade area. Each level highlights a certain portion of the areas demographics ranging from economic to social data.

4      Competitors

Store 2 is in the envious position of having few competitors surrounding it. With not a lot of competition around the coffee shop, there is a lot of room for expansion. Store 1 on the other hand is located right next to a large cluster of coffee and donuts shop to the east. This drastically limits what Store 1 can do in the way of expansion and will most likely remain stagnant with its customer base. Or worse yet, it could shrink due to the fierce competition.

The following map shows where comparable businesses are located in the San Francisco area. Note the large cluster of coffee and donuts shops in the northeast.

5      Conclusion

If current trends are to continue, there is no reason for there to be a poaching of each others customers and both owners should be able to coexist with one another. Store 2 targets a wealthier audience. This same wealthier audience also happen to be families with children. In the 0-80 section of Store 2, 57.4% of households are family based. Compare that to Store 1's 27.5% of households that are family based. While both stores have different targets for customers, Store 2 is positioned to grow better than Store 1 due to a lack of competitors and wealthier surrounding area.

Assignment One: Population Dynamics

Colorado Springs, CO Investment Inquiry

1      Why Colorado Springs?

Colorado Springs, Colorado is the center of the fast paced El Paso County which offers ample business opportunities. With the right target demographic, a successful business venture is on the horizon. We can identify this potentially untapped source of profits by taking a look at the population structure and the dependency ratio of Colorado Springs, as well as the location quotients of the bustling city compared to the rest of the state of Colorado and the United States.

2      Age Structure

The Colorado Springs area features a population that differs from the rest of the United States. Only 10.9% of the populations is 65 and older, compared to 13.4% for the rest of the country. Colorado Springs also has a somewhat larger group of young people than the average U.S. city, with 20.6% of people under the age of 14 for the former and 19.6% for the latter. Colorado Springs population numbers mirror nicely with the rest of the state as a whole. 

The following graphic shows the distribution of the current population of Colorado Springs into 5-year age cohorts.

The dependency ratios of both Colorado Springs and Colorado clock in at 46.1 and 46.2, respectively. We can find the dependency ratio of a certain location by taking the number of people under 14 and over 65 and adding them together. We can take this new number and divide it by the rest of the population, who we consider part of the working population. So we found the dependency ratio for the city of Colorado Springs and the state of Colorado as seen below.

Colorado Springs:                                              Colorado:

0 - 14 years old: - 87,715.83                               0 – 14 years old: - 1,028,985.13

65+ years old: - 46,412.745                                65+ years old: - 588,722.835

15 – 64 years old: - 291,676.425                         15 – 64 years old: - 3,501,621.04

134,128.575 / 291,676.425                                 1,617,707.97 / 3,501,621.04

Dependency Ratio = 46.1                                   Dependency Ratio = 46.2

3      Location quotients

Our final piece of analysis will take a look how the demographics and service sectors of Colorado Springs compare with the other potential investment areas. The following location quotients are for certain demographic categories. We found them by taking the certain area of interest’s category and dividing it by the United States same category.

-Location Quotient: (Pop. 0-14) Co. Springs = 1.05 County = 1.10 State = 1.03

-Location Quotient:  (Pop. 65+) Co. Springs = 0.81 County = 0.78 State = 0.86

-Location Quotient:  (Hispanic) Co. Springs = 1.00 County = 0.92 State = 1.25

-Location Quotient: (White)      Co. Springs = 1.24 County = 1.10 State = 1.14

We can then take a look at how six service sectors of Colorado Springs compare with the rest of Colorado. These location quotients are found the same way the demographic categories were previously.

-Location Quotient: (Educational) = 1.06

-Location Quotient: (Professional) = 1.00

-Location Quotient: (Arts) = 1.07

-Location Quotient: (Finance) = 0.97

-Location Quotient: (Public Administration) = 1.28

-Location Quotient: (Other) = 1.22

4     Conclusion

At the beginning of this inquiry, three suggestions were presented to our investment group. One suggestion was going after retirees in the city. Another suggestion was identifying a business model that could target the Hispanic population of Colorado Springs. The final suggestion was catering to families with young children.   After my report, I am confident we can identify a potential revenue stream that would yield the best results.

First we need to discount the business model that would serve retirees. As most people who retire are around 65 or older, an ideal location would have a sizable population of older people. Colorado Springs does not fit this description. When compared to an average American town, Colorado Springs has almost 20% less people who are over 65. If maximized profits are the goal, targeting sub-optimal population groups are not the answer.

The second suggestion was one that would attract a surging Hispanic population. While Colorado Springs’ Hispanic population is by no means small (it actually exactly mirrors the United States with 16.6% people identifying as Hispanic), it is dwarfed when compared to the rest of the state of Colorado. Colorado’s Hispanic location quotient is 1.25, much larger than Colorado Springs 1. Hispanics in Colorado Springs aren’t as heavily concentrated in the city, especially when compared to the 91.8% people who identify as white in the city.

The best option for a new business is one that would cater to a larger than average young population. With a location quotient of 1.05, the population under 14 is bigger in Colorado Springs than the average U.S. city. The potential for growth is also there. With a large section of the population falling into the 20 - 24 and 25 – 29 age groups, these people will soon start to create young families of their own. The perfect sector to appeal this group would be the Finance sector, which also includes real estate. The location quotient of this sector in Colorado Springs is 0.97 when compared to the rest of state. It is the only sector that isn’t over saturated in the city of Colorado Springs.

Therefore, my final recommendation going forward is to invest in real estate. Especially neighborhoods or apartment complexes that would be attractive to families with young children.