Post on 29-Dec-2015
MARKETING AND P&R
1. P&R IS A SERVICE THATPROVIDES EXPERIENCES AND ITREQUIRES A SERVICES ORIENTEDAPPROACH TO MARKETING
2. MARKETING MUST BE MORETHAN PRESS RELEASES, MEDIARELATIONS, AND MARKETINGCOMMUNICATIONS A IMED ATSELLING THE AGENCY AND ITSPROGRAMS, SERVICES, DECISIONS.
3. RANDOM “MARKETING LIKE”ACTIVITIES DO NOT NECESSARILYRESULT IN EFFECTIVE PRO-ACTIVEAND STRATEGIC MARKETING ORP&R MANAGEMENT
4. MARKETING REQUIRESEFFECTIVE INTERNAL MARKETING
6. MARKETING ALL ABOUTPOSITIONING AND RE-POSITIONING
7. MARKETING IS NOT THE SOLERESPONSIBILITY OR FUNCTION OFCOMMUNICATIONS, PA , I.E. STAFF
8. MARKETING MUST BE DIRECTEDAT PUBLICS NOT "THE PUBLIC"
9. MARKETING REQUIRES A REALUNDERSTANDING, AND PRIORITIZATION OFSTAKEHOLDERS, CLIENTS,PUBLICS.
10. MARKETING REQUIRES "EFFECTIVE"PARTNERSHIPS
MARKETING IN AN INTEGRATIVESY STEMS) APPROACH TOACHIEVING AGENCY OBJ ECTIVESBY
DEVELOPING, MAKING ACCESSIBLEAND CONVENIENT, PRICING ANDCOMMUNICATING ABOUTFACILITIES, PROGRAMS ,PRODUCTS AND SERVICES
WHICH SATISFY (ARE ACCEPTABLE)THE NEEDS/WANTS OF PRIORITY(TARGET) MARKETS AND PUBLICS.
TYPES OF MARKETING
TYPES OF MARKETING WHICH AREPRACTICED [OR SHOULD BEPRACTICED] BY P&R AGENCIES
1. MARKETING = SELLING =ADVERTISING
2. RANDOM "MARKETING TYPE"ACTIVITIES. THE EMPHASIS IS ONACTIVITIES, VISIBILITY AND NOT ONQUESTIONS, FOCUS, CONSISTENCY OREVALUATION.
3. TRADITIONAL PRODUCTMARKETING - MARKETING OFTANGIBLE GOODS OR PRODUCTS
4. SERVICE MARKETING -RECOGNIZES THAT P&R AGENCIESARE FOR THE MOST SERVICEORGANIZATIONS. THEY PROVIDESERVICES AND OPPORTUNITIES.
SERVICES ARE VERY DIFFERENTTHAN PRODUCTS:
A. THEY ARE INTANGIBLE
B. THEY ARE DIFFICULT TOEVALUATE
C. THEY ARE VERY PERSONNELINTENSIVE AND PERSONNELDEPENDENT
D. THE CONSUMER/ PUBLIC IS ASIGNIFICANT PARTICIPANT INTHE PODUCTION OF THE SERVICE
E. THEY ARE PRODUCED ANDCONSUMED SIMULTANEOUSLY
G. THEY REQUIRE AN EXPANDEDAND VERY NON-TRADITIONALCONCEPT OF MARKETING MIX
5. RELATIONSHIP MARKETING ASOPPOSED TO TRANSACTIONMARKETING.
IN TRANSACTION MARKETING THEEMPHASIS IN ON SALES OBJECTIVES -GETTING THE CONSUMER/ PUBLIC TODO SOMETHING THECOMPANY/ AGENCY WANTS THEM TODO. THE FOCUS IS ON ONE DISCRETETRANSACTION.
RELATIONSHIP MARKETING FOCUSESMORE ON DEVELOPING, MAINTAININGAND STRENGTHENING ELATIONSHIPSWITH DIFFERENT PUBLICS
RelationshipBonding
IdentityBonding
AwarenessBonding
AdvocacyBonding Customers,
Comm
unity
Residents
Elected
OfficialsCom
mun
ity
Res
iden
ts
Recre
ation
Pro
vide
rs
CommunityBonding
Em
plo
yees-V
olu
nte
ers
6. STAKEHOLDER BONDING
Awareness is the first level ofbonding. Customers need to beaware of your facilities, servicesand programs.
Awareness can be createdthrough various marketingcommunications ( e.g., personalcommunications, ads, point-of-purchase displays, Internet).
Awareness bonding is aboutdiff erentiating and favorablypositioning a program, facility orservice in a positive way in theminds of target markets andpriority stakeholders
Identity bonding occurs whena customer or stakeholderassociates your organization,programs and facilities w ithbenefits and values that areimportant to them.
Diff erent markets will assignvarying degrees of importanceto diff erent benefits, (e.g.,challenge, familytogetherness, education).
Community Bonding customers desireto interact and work with others whoshare interest….
Form community bond around yourprograms, opportunities…. mission
Community bonds lead often to advocacy
Recreation and Natural Resources are natural community creators…..
Trails groups… birders….?
Your job is to foster and supportthe interaction
Relationship bonds are developedand enhanced through customerservice
The quality of relationship bondsdepend on the eff ectiveness oforganizational programs andservices including reservationsystems, frequent userincentives, customer education,customer databases andinteractive communicationtechnologies
Relationship bonding takes placewhen customers or stakeholders are actively involved, and interactingdirectly with an organization and its staff.
Advocacy is the highest level ofrelationship an organization canhave with its customers.
This includes customersacting marketingrepresentatives of theorganization in the way ofword-of-mouth referrals andadvocates for the business.
Exhibit 11-3. Strategic Plan and Marketing.
Objectives
Mission
Environmental Scanning
S.W.O.TInternalAnalysis
Opportunities Threats Strengths Weaknesses
Monitoring Performance
Syste
ms
Stewardship
Alig
nm
ent-A
lloca
tion
Marketing, Finance Human Resources
Strategies
Inventory of Public & Private Facilities & Programs
Community Plans & Objectives
Cooperative P&R (Tourism) Promotion Themes
MarketingObjectives
Marketing Mix Objectives and Strategies
Facilities - Events - Programs -Services - Prices - Packages - Accessibility -Communication - Education - L&E
Monitoring
Evaluation - Reporting
Marketing Environment Economic Political Competition Demographic Technology
Program &Facility Audits
Facility & AttractionDevelopment Objectives
FinancialObjectives
P&R Strategic Objectives
Future Oriented Needs Assessment
Tourism Plans
Partnerships
Market Segmentation
Target MarketIdentification
Positioning Strategy
Target Marketing & Positioning
Market Audit
Marketing Activities Marketing Capability Marketing Effectiveness
S.W.O.T. Analysis
Exhibit 11-4 Marketing Planning Process
Analyzing [trends] in relevant environmental factors that will impact on an organizationsability to accomplish its purpose/mission, objectives, functional strategies, and position itself for future success.
A primary purpose of environmental scanning:
1. Information to identify and assess opportunities and threats.
2. Determine organizational vulnerabilities.
3. Positioning strategies.
4. Market [publics and partnerships].
Environmental Scanning
Life Cycles
Facilities- Events -Products - Services - OrganizationsIn
t ro d
ucti
o n
Ear
ly G
row
th
Lat
e G
row
th
Mat
urit
y
Dec
line
TIME
Sal
es/U
se/S
uppo
rt
Different
•Customers
•Management
•Marketing
Low Future Growth Potential High
Low
C
urre
nt R
even
ues
H
igh
Current and Future Performance of F-P-P-S
#1
#2
#3
#4
#5
#6
Future Capacity
& Potential
Con
trib
utio
n to
Mis
sion
a
nd O
bjec
tive
s
Decline Maturity Late Growth Early Intro. Potential Growth
Life Cycle
1. NEW PROGRAMS, FACITIES, EVENTS, SERVICES, 2. ENHANCEMENT/CHANGE EXISITING PROGRAMS, FACILITIES, EVENTS, SERVICES
3. DROP/ABANDON EXISITING PROGRAMS, FACILITIES, EVENTS, SERVICES
4. PARTNER TO PROVIDE EXISITING OR POTENTIAL PROGRAMS, FACILITIES, EVENTS, SERVICES
5. CONTRACT OR SUBCONTRACT EXISITING OR POTENTIAL PRODUCTS, EVENTS, SERVICES, ACTIVITIES
6. PRIVATIZE
Portfolio Decisions
Factors in Managing Portfolio
1. Revenues and cash flow2. Risk3. Sustainability and opportunities for growth 4. Synergy
shared resourcesrelated knowledge and skillshared imageadditional market(s)greater perceived market value
5. Contribution vs.. cost6. Desired organizational image
1. ORGANIZATIONAL MISSION & OBJECTIVES
2. SYNERGY WITH OTHER PRODUCTS, PROGRAMS,ACTIVITIES
3. CURRENT AND EXPECTED FUTURE CAPACITY TODEVELOP, MANAGE, MARKET….
4. RESOURCE GENERATION CAPACITY
5. SUSTAINABLE MARKET FEASIBILITY
6. CURRENTAND LIKELY FUTURE COMPETITION & SUBSTITUTES
7. “RETURN” ON INVESTMENT
PORTFOLIO CRITERIA
MRPA1999
1 + + + + - + - 2 + + + - - + - 3 + + + + - + +4 - - + - - + +5 - - - - - - -6 - - + - - + + 7 - - - - - - -
Fac
il iti e
s -P
rogr
ams-
Ev e
nts-
Ser
vice
s 9 8 7 6 Weights 6 5 4 Market
Potential
Revenues
Amount -Flow
Contribution Strategic to Mission Objectives
Competition Investment Required
Payback
Weights and Evaluations
Strategic PlanningPortfolio
• MARKET FEASIBILITY• ECONOMIC FEASIBILITY• TECHNICAL FEASIBILITY• POLITICAL FEASIBILITY• LEGAL FEASIBILITY• PUBLIC RELATIONS FEASIBILITY
FEASIBILITY OF PROPOSED PROGRAM & FACILITY CHANGES
MARKETING CONSISTENT WITH FACILITY & PROGRAM DECISIONS
MARKETING STRATEGIES
• RE-POSITIONING• DE-MARKETING• NEW F-P-P MARKETING• COOPERATIVE MARKETING
FACILITY, PROGRAM AND MARKETING AUDITS
• CUSTOMERS/USERS• PERFORMANCE - OBJECTIVES• SATISFACTION -”QUALITY”• CURRENT CONDITION• NEEDED IMPROVEMENTS• OPERATING COSTS• SUBSTITUTES/COMPLEMENTS• STAFFING • TECHNOLOGY• REVENUES/CONTRIBUTIONS
FACILITIES & PROGRAMS
MARKETING AUDIT
• TARGET MARKETS?• AWARENESS/ PERCEPTIONS• MARKETING OBJECTIVES• FEES/CHARGES• COMMUNICATIONS• PROMOTIONS• ACCESSIBILITY• EVALUATION(S) • SERVICE STRATEGY• COOPERATIVE MARKETING
STRATEGIC PLANS
• MISSION• OBJECTIVES• POSITIONING
CURRENT & EXPECTED ENVIRONMENT
• ECONOMIC• DEMOGRAPHICS• LIFE STYLES• TECHNOLOGY• COMPETITION
FACILITY & PROGRAM OPPORTUNITIES
• MARKET/NEED CHANGES• CHANGES IN THE ORGANIZATIONS OBJECTIVES• CHANGES IN FACILITIES & PROGRAMS OF OTHER ORGANIZATIONS• NEW TECHNOLOGY
• FIT WITH MISSION• MARKET NEEDS/DESIRES• COMPETITION• RESOURCES REQUIRED• BENEFITS VS. COSTS• FINANCING
FACILITY & PROGRAM PORTFOLIO ANALYSIS
ASSESS EXISTING AND PROPOSED NEW FACILITIES AND PROGRAMS
POTENTIAL CHANGES
• CLOSE• DOWN-SCALE• IMPROVEMENT• NEW F-P-Ps • PARTNERSHIP• PRIVATIZATION
ESTABLISH CRITERIA • FIT WITH MISSION• ORGANIZATIONAL OBJECTIVES• MARKET SIZE & MARKET TRENDS• EXPECTATIONS/NEEDS• CUSTOMER/USER SATISFACTION• CAPABILITIES - RESOURCE, STAFF• COST-OPERATING AND CAPITAL • PARTNERSHIP POTENTIAL• SUBSTITUTES/COMPETITION
EVALUATION OF NEW FACILITY & PROGRAM IDEAS
FACILITY & PROGRAM CONCEPTS
FACILITY & PROGRAM DECISIONS • NEW FACILITIES & PROGRAMS• FACILITY & PROGRAM MODIFICATIONS• CLOSINGS/DICONTINUATIONS• F-P-P PARTNERSHIPS• PRIVATIZATION
Exhibit 11-13. Facility and Program Portfolio Management Process
ST
RE
NG
TH
WE
AK
NS
ES
S
OPPORTUNITIES THREATS
Growth in Senior Market& Political Power No Senior Programs orFacilities
Reduction in General Fund Support
Limited fees, grants, andno fund raising program
Increased Use ofInternet & Email
Computer Capabilitiesand New Technology
Increased emphasis onaccountability and performance
Strategic Plans and Performance MonitoringSystem
EXTERNAL & INTERNALASSESSMENT
MARKETINGAUDIT
TECHNOLOGY
ECONOMIC & FISCAL
POPULATION LIFE-STYLES
PROGRAM &FACILITY
AUDITS
POLITICS& POLICY
Exhibit 11-5. S-W-O-T Analysis
CustomerStakeholders
Non-CustomerStakeholders
Regulators
Media
Legislators
Suppliers Competitors
ContributorsSponsors
Employees
Volunteers
Concessionaires
Board ofDirectors
AdvisoryBoards
Partners
Members
External Publics
Internal Publics
Exhibit 11- Different Publics of Parks and Recreation Organizations
FACILITIES PROGRAMMING
EN
TER
TA
INM
EN
T
ED
UC
ATIO
N
MODER
NHER
ITAGE
MARKET #3
MARKET #2
MARKET #1
MARKET #4
You
The origins of the term market segmentation can
be traced back to Wendel Smith's trail-blazing article
in the 1950s which introduced the concept
as `based upon developments on the demand side
of the market and represents a rational and more
precise adjustment of product and marketing effort
to consumer and user requirements' [Smith, 1956].
Market segmentation was identified as a prerequisite
for any organisation endeavouring to create products to fit
customers' needs.
Q2 Q1
P1
P2
Segment AQ1 Q2
P1
P2
Segment B
Q2 Q1
P1
P2
Market
Market Segmentation & Elasticities
PROMOTION
Visits
PROMOTION
Visits
Market Segmentation & Elasticities
PROMOTION
Visits
Segment A
Segment B
Segment C
Satisfaction/Purchases
Attribute/Service
Satisfaction/Purchases
Attribute/Service
Segmentation and Service Enhancement
Segment A Segment B
PROGRAMS PRICES
SERVICES ACCESSIBILITY
COMMUNICATION EDUCATION
Segment & Profile the Segments
Evaluate & SelectTarget/Priority Markets
Mission & Objectives
Cost & Benefitsto Serve
Feasibility & Capability
NeedSubstitutesCompetition
Target MarketObjectives & Mix
Exhibit 11-8. Identification and Targeting Priority Markets/Publics
QUIET
EXCITING
OUTDOOR RECREATION
ENTERTAINMENT/CULTURE
PACKAGES
ON THEIR OWN
P1
P2
P1
QUANTITY
PRICE
QUIET
EXCITING
OUTDOOR RECREATION
ENTERTAINMENT/CULTURE
PACKAGES
ON THEIR OWN
PROMOTION
VISITS
PROMOTION
PURCHASES
MARKET(?)
STRATEGICOBJECTIVES
SEGMENTATION CRITERIA & PROFILING
DATA GATHERING
EXISTING POTENTIAL
EVALUATIONAND
TARGETING
SEGMENTATIONAND PROFILING
TARGET MARKETOBJECTIVES
POSITIONING
CAPABLE?INTERESTED?
MARKET(?)
STRATEGICOBJECTIVES
SEGMENTATION CRITERIA & PROFILING
DATA GATHERING
EXISTING POTENTIAL
EVALUATIONAND
TARGETING
SEGMENTATIONAND PROFILING
TARGET MARKETOBJECTIVES
POSITIONING
MARKET(?)
STRATEGICOBJECTIVES
SEGMENTATION CRITERIA & PROFILING
DATA GATHERING
EXISTING POTENTIAL
EVALUATIONAND
TARGETING
SEGMENTATIONAND PROFILING
TARGET MARKETOBJECTIVES
POSITIONING
EXISITING
1. REGISTRATIONS
2. INQUIRY CONVERSIONS
3. SURVEYS
4. INTEGRATED DATA BASES
POTENTIAL
1. SECONDARYSTUDIES
2. PURCHASEDPROFILES-LISTS
3. SURVEYS
Data Base Marketing1. Database marketing is a MARKETING ISSUE
NOT a technology issue.
2. Clearly identify decisions/uses and information required
3. Draw a picture or process diagram of how
the marketing database needs to work.
4. Build the database manually first, before you automate it.
Then build a prototype-not a pilot.
5. Collect only data that will absolutely be used in the
next 12 months.
6. Use a simple but proven software package.
MARKET(?)
STRATEGICOBJECTIVES
SEGMENTATION CRITERIA & PROFILING
DATA GATHERING
EXISTING POTENTIAL
EVALUATIONAND
TARGETING
SEGMENTATIONAND PROFILING
TARGET MARKETOBJECTIVES
POSITIONING
EXISITING
1. REGISTRATIONS
2. INQUIRY CONVERSIONS
3. SURVEYS
4. INTEGRATED DATA BASES
POTENTIAL
1. SECONDARYSTUDIES
2. PURCHASEDPROFILES-LISTS
3. SURVEYS
MARKET(?)
STRATEGICOBJECTIVES
SEGMENTATION CRITERIA & PROFILING
DATA GATHERING
EXISTING POTENTIAL
EVALUATIONAND
TARGETING
SEGMENTATIONAND PROFILING
TARGET MARKETOBJECTIVES
POSITIONING
Evaluation
1. Different elasticities
2. Servicability
3. CompetitivenessCurrent Position
4. Value in present &over time
5. ROI
6. Fit andCompatability
MARKET(?)
STRATEGICOBJECTIVES
SEGMENTATION CRITERIA & PROFILING
DATA GATHERING
EXISTING POTENTIAL
EVALUATIONAND
TARGETING
SEGMENTATIONAND PROFILING
TARGET MARKETOBJECTIVES
POSITIONING
Objectives
1. Increase length ofstay.
2. Loyalty/relationshipbuilding.
3. Increase purchases
4. Enhancedperceptions.
5. Satisfaction
6. Word-of-mouth
FACILITIES PROGRAMMING
EN
TER
TA
INM
EN
T
ED
UC
ATIO
N
MODER
NHER
ITAGE
MARKET #3
MARKET #2
MARKET #1
MARKET #4
MARKET SEGMENTS FOR “CULTURAL TOURISM”
You
FACILITIES PROGRAMMING
EN
TER
TA
INM
EN
T
ED
UC
ATIO
N
MODER
NHER
ITAGE
MARKET #3
MARKET #2
MARKET #1
MARKET #4
REINACTMENTS
CATTLE D
RIVES
LIVIN
G HISTORY
GUIDED TOURS
WORKIN
G RANCHES
MUSEUMS
PRODUCTS FOR “CULTURAL TOURISM” MARKET SEGMENTS
Art FairTourists
Buy ArtDo NotBuy Art
DayTrippersOvernight
DayTrippers Overnight
HeavyBuyers
LightBuyers Overnight
DayTrippers
Art FairTourists
Buy ArtDo NotBuy Art
OvernightOvernight
HeavyBuyers
LightBuyers Overnight
Art FairTourists
Buy ArtDo NotBuy Art
OvernightOvernight
HeavyBuyers
LightBuyers Overnight
Profiles1. Years of attendance2. Family life cycle3. Other activities4. Other art fairs5. Preferred lodging6. Organizations7. Art buying info8. Planning9. Spending
=
Strategies1. Positioning
2. Coop ad/promos
3. Packaging
4. Retention effort
5. Relationships
ON THEIR OWN PROGRAMED ACTIVITES
PR
IMIT
I VE S
ITES
FULL
SIT
E H
OO
KU
PS
EASY
ACCES
S
SECLU
DED
MARKET #3MARKET #2
MARKET #1
MARKET #4
Exhibit 11-9. Preference Map of Four Camping Market Segments
Secure
“Sports Fields”
Park B Dangerous
Well Maintained
Un-care
d for
Park A
Passive Recreation Opportunities
Park C
Exhibit 11-10. Senior Market Perceptual Map of Community Parks
Secure
“Much to do - diverse”
Dangerous
“Boring-- Same-Old”
Park A
Communication
Park
Services
Interpretation
LawEnforcement
Programming
Repositioning
Exhibit 11-11. The Re-positioning of a Neighborhood Park
Natural & Cultural Resources
Price & Costs
Service(s)
MarketingCommunication
Accessibility Timing, Location
FacilitiesPrograms Events
Education
Visitor Safety & Security
Interpretation
Staff
Exhibit 11-12. Marketing Mix for Parks and Recreation Organizations
MARKET
MARKET
TARGET MARKETS
Disadvantages -- Value Deleting
Visitors & Publics Perceptions
Packaging Pricing Promotion
Design Program Facility Elements
Management Law Enforcement Maintenance Interpretation
• No marketing effort• Only negative publicity• Limited customer contact• Misperceptions based on past not present• Neighbor relations?
Advantages -- Add Value
• Gardens, walks• Interp. Programs• Rangers• Maintenance Plans • Location
• Accessible
• No Pavilion • Trails eroded• No lighting
Exhibit 11-15. Service Blue Print for a Neighborhood Park
• vandalism • late night activity
• New Toilets • Parking
• Open access• High Maintenance• No screening
TargetAudiences
Positioning Themes &Messages
Communication
Objectives
Evaluation Methods
Personal Communication
Word-of- MouthTestimonials Publicity
Interpretation
Special Promotions
Advertising
Exhibit 11-16. Marketing Communication Strategy and Media Mix
Post Participation Communication
Point of ParticipationCommunication
Exhibit 11-17. Marketing Communication Campaign
Target
Audiences
Positioning
Themes & Messages
Communication
Objectives
Evaluation Methods
Signs & Displays
Internet
Word-of- MouthTestimonials
Publicity
Interpretation Special Promotions
Advertising Reports Budgets Meetings
Target: Seniors
Message: Parks arequiet places to enjoy family, friendsand nature.
Positioning dimensions:secure, quiet, familyoriented.
Personal
Communication
Target
Audiences
Positioning
Themes & Messages
Communication
Objectives
Evaluation Methods
Personal
Communication
Signs & Displays
Internet
Word-of- Mouth Testimonials
Publicity
Interpretation Special Promotions
Advertising Reports Budgets Meetings
Target: CurrentPark Users
Message: Parks provide a diversity ofyear-round opportunities.
Positioning dimensions:diversity, all seasons,changing programs,all parks are different.
Target
Audiences
Positioning
Themes & Messages
Communication
Objectives
Evaluation Methods
Personal
Communication
Signs & Displays
Internet
Word-of- MouthTestimonials
Publicity
Interpretation Special Promotions
Advertising Reports Budgets Meetings
Target: CountyCommissioners.
Message: Parks are cost effective waysto provide recreationopportunities andsteward natural resources.
Positioning dimensions:cost-effective, benefitsstewardship
Communication
CampaIgns
Communication Platform: Neighborhood Park Poster
1. The posters are part of a campaign including: publicity, newsletter, presentations.
2. Objectives:
• To increase awareness of diversity of neighborhood parks.
• To correct misperceptions regarding security and maintenance/condition.
• To encourage first-time and repeat trials by persons who once used the parks.
3. Target Audience: Seniors and Neighborhood Families
4. Key Features: security, diversity of opportunities, passive and group recreation, maintenance.
5. Unique Features: convenience, accessible, community gathering places, group spaces.
6. Desired Response: inquiries, interest, visits.
7. Budget: $500 and donated printing.
8. Evaluation: Inquiries from target audience, increased use by target audience.
Exhibit 11-18. Communication Platform
StrategicObjectives
Marketing Objectives• Target market• Marketing mix
MarketingMix
Establish Performance Criteria • Inquiries by target markets • Visits by target market• Changed perceptions• Satisfaction• Increased revenues/donations/volunteers
Data Requirements• Types• Timing
Data Collection Methods• Inquiry tracking • Surveys• Panels
Evaluation• Compare performance with objective• Determine variance(s)• Change recommendations
Exhibit 11-19. Marketing Evaluation Process
MARKETING OBJECTIVES
TARGET MARKET OBJECTIVES
MARKETING MIXOBJECTIVES
COMMUNICATION OBJECTIVES
EDUCATION OBJECTIVES
PRICING OBJECTIVES
FACILITY & PROGRAM OBJECTIVES
ACCESSIBILITY OBJECTIVES
SERVICE OBJECTIVES
STRATEGIC PLAN
Target Market: Afro-American Residents of the Community
1. Increase fee generated revenues 10% by 2001.2. Increase visitation by 5% by 2001.3. Diversify our users/customers to reflect expected demographic and socio-economic changes.4. Enhance perceptions of our programs and organization.
1. Increase first time users/visitors 5% in 2000. 2. Add revenue generating products, services and programs.3. Increase awareness of facilities and programs among Afro-Americans, Hispanics and Seniors. 4. Expand culturally relevant recreation programming. 5. Enhance image of parks/facilities as safe, clean, family oriented places.6. Make reservation and booking programs and facilities more convenient.7. Improve user satisfaction with facilities and programs.
1. Encourage and facilitate group use of facilities/programs. 2. Incorporate African cultural into programming and classes.3. Understand African-American perceptions of organization and programs.4. Increase African-American input in program development. 5. Target marketing communications toward Afro-Americans.
1. Offer Afro-American music, dance and arts classes.2. Develop more culturally relevant group recreation programs.3. Encourage Afro-American involvement in facility planning decisions.
1. Communicate through Afro-American churches and social groups. 2. Increase awareness of ethnic cultural programs and classes. 3. Encourage existing Afro-American users to promote programs.
Exhibit 11-6. Hierarchy of Marketing Objectives.