Transcript market371

M A RK ETIN G A N D P& R
1 . P& R IS A SERV ICE THA T
PROVID ES EX PERIEN CES A N D IT
REQU IRES A SERV ICES ORIEN TED
A PPROA CH TO M A RK ETIN G
2 . M A RK ETIN G M U ST BE M ORE
THA N PRESS RELEA SES, M ED IA
RELA TION S, A N D M A RK ETIN G
COM M U N ICA TION S A IM ED A T
SELLIN G THE A GEN CY A N D ITS
PROGRA M S, SERV ICES, D ECISION S.
3 . RA N D OM “ M A RK ETIN G LIK E”
A CTIV ITIES D O N OT N ECESSA RILY
RESU LT IN EFFECTIV E PRO-A CTIV E
A N D STRA TEGIC M A RK ETIN G OR
P& R M A N A GEM EN T
4 . M A RK ETIN G REQU IRES
EFFECTIV E IN TERN A L M A RK ETIN G
6 . M A RK ETIN G A LL A BOU T
POSITION IN G A N D RE-POSITION IN G
7 . M A RK ETIN G IS N OT THE SOLE
RESPON SIBILITY OR FU N CTION OF
COM M U N ICA TION S, PA , I.E. STA FF
8 . M A RK ETIN G M U ST BE D IRECTED
A T PU BLICS N OT " THE PU BLIC"
9 . M A RK ETIN G REQU IRES A REA L
U N D ERSTA N D IN G, A N D PRIORITIZA TION OF
STA K EHOLD ERS, CLIEN TS,PU BLICS.
1 0 . M A RK ETIN G REQU IRES " EFFECTIV E"
PA RT N ERSHIPS
M A RK ETIN G IN A N IN TEGRA TIV E
SY STEM S) A PPROA CH TO
A CHIEV IN G A GEN CY OBJ ECTIV ES
BY
D EV ELOPIN G, M A K IN G A CCESSIBLE
A N D CON V EN IEN T, PRICIN G A N D
COM M U N ICA TIN G A BOU T
FA CILITIES, PROGRA M S ,
PROD U CTS A N D SERVICES
WHICH SA TISFY (A RE A CCEPTA BLE)
THE N EED S/WA N TS OF PRIORITY
(TA RGET) M A RK ETS A N D PU BLICS.
TYPES OF MARKETING
TYPES OF MARKETING WHICH ARE
PRACTICED [OR SHOULD BE
PRACTICED] BY P&R AGENCIES
1. MARKETING = SELLING =
ADVERTISING
2. RANDOM "MARKETING TYPE"
ACTIVITIES. THE EMPHASIS IS ON
ACTIVITIES, VISIBILITY AND NOT ON
QUESTIONS, FOCUS, CONSISTENCY OR
EVALUATION.
3. TRADITIONAL PRODUCT
MARKETING - MARKETING OF
TANGIBLE GOODS OR PRODUCTS
4. SERVICE MARKETING RECOGNIZES THAT P&R AGENCIES
ARE FOR THE MOST SERVICE
ORGANIZATIONS. THEY PROVIDE
SERVICES AND OPPORTUNITIES.
SERVICES ARE VERY DIFFERENT
THAN PRODUCTS:
A. THEY ARE INTANGIBLE
B. THEY ARE DIFFICULT TO
EVALUATE
C. THEY ARE VERY PERSONNEL
INTENSIVE AND PERSONNEL
DEPENDENT
D. THE CONSUMER/PUBLIC IS A
SIGNIFICANT PARTICIPANT IN
THE PODUCTION OF THE SERVICE
E. THEY ARE PRODUCED AND
CONSUMED SIMULTANEOUSLY
G. THEY REQUIRE AN EXPANDED
AND VERY NON-TRADITIONAL
CONCEPT OF MARKETING MIX
5. RELATIONSHIP MARKETING AS
OPPOSED TO TRANSACTION
MARKETING.
IN TRANSACTION MARKETING THE
EMPHASIS IN ON SALES OBJECTIVES GETTING THE CONSUMER/PUBLIC TO
DO SOMETHING THE
COMPANY/AGENCY WANTS THEM TO
DO. THE FOCUS IS ON ONE DISCRETE
TRANSACTION.
RELATIONSHIP MARKETING FOCUSES
MORE ON DEVELOPING, MAINTAINING
AND STRENGTHENING ELATIONSHIPS
WITH DIFFERENT PUBLICS
6. STAKEHOLDER BONDING
Identity
Bonding
Advocacy
Bonding
Customers,
Employees-Volunteers
Community
Bonding
Relationship
Bonding
Awareness
Bonding
A w ar en ess i s t h e f i r st l ev el o f
b o n d i n g . Cu st o m er s n eed t o b e
aw ar e o f y o u r f ac i l i t i es, ser v i c es
an d p r o g r am s.
A w ar en ess c an b e c r eat ed
t h r o u g h v ar i o u s m ar k et i n g
c o m m u n i c at i o n s ( e.g ., p er so n al
c o m m u n i c at i o n s, ad s, p o i n t -o f p u r c h ase d i sp l ay s, In t er n et ).
A w ar en ess b o n d i n g i s ab o u t
d i f f er en t i at i n g an d f av o r ab l y
p o si t i o n i n g a p r o g r am , f ac i l i t y o r
ser v i c e i n a p o si t i v e w ay i n t h e
m i n d s o f t ar g et m ar k et s an d
p r i o r i t y st ak eh o l d er s
Id en t i t y b o n d i n g o c c u r s w h en
a c u st o m er o r st ak eh o l d er
asso c i at es y o u r o r g an i zat i o n ,
p r o g r am s an d f ac i l i t i es w i t h
b en ef i t s an d v al u es t h at ar e
i m p o r t an t t o t h em .
D i f f er en t m ar k et s w i l l assi g n
v ar y i n g d eg r ees o f i m p o r t an c e
t o d i f f er en t b en ef i t s, (e.g .,
c h al l en g e, f am i l y
t o g et h er n ess, ed u c at i o n ).
Community Bonding customers desire
to interact and work with others who
share interest….
Form community bond around your
programs, 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 support
the interaction
Relationship bonding takes place
when customers or stakeholders
are actively involved, and interacting
directly with an organization and its staff.
Rel at i o n sh i p b o n d s ar e d ev el o p ed
an d en h an c ed t h r o u g h c u st o m er
ser v i c e
Th e q u al i t y o f r el at i o n sh i p b o n d s
d ep en d o n t h e ef f ec t i v en ess o f
o r g an i zat i o n al p r o g r am s an d
ser v i c es i n c l u d i n g r eser v at i o n
sy st em s, f r eq u en t u ser
i n c en t i v es, c u st o m er ed u c at i o n ,
c u st o m er d at ab ases an d
i n t er ac t i v e c o m m u n i c at i o n
t ec h n o l o g i es
A dvocacy is t he highest level of
relat ionship an organizat ion c an
h av e w i t h i t s c u st o m er s.
Th i s i n c l u d es c u st o m er s
ac t i n g m ar k et i n g
r ep r esen t at i v es o f t h e
o r g an i zat i o n i n t h e w ay o f
w o r d -o f -m o u t h r ef er r al s an d
ad v o c at es f o r t h e b u si n ess.
Environmental
Scanning
Internal
Analysis
Opportunities
Threats
Strengths
Weaknesses
S.W.O.T
Stewardship
Objectives
Systems
Mission
Strategies
Marketing, Finance
Human Resources
Monitoring
Performance
Exhibit 11-3. Strategic Plan and Marketing.
P&R
Strategic Objectives
Inventory of
Public & Private
Facilities & Programs
Facility &
Attraction
Development
Objectives
Marketing
Objectives
Marketing Environment
Economic
Political
Competition
Demographic
Technology
Financial
Objectives
Market Audit
Marketing Activities
Marketing Capability
Marketing Effectiveness
Program &
Facility Audits
Future Oriented
Needs Assessment
Community
Plans &
Objectives
Tourism
Plans
S.W.O.T.
Analysis
Target Marketing & Positioning
Target Market
Identification
Market
Segmentation
Cooperative P&R
(Tourism) Promotion
Themes
Positioning
Strategy
Marketing Mix Objectives and Strategies
Facilities - Events - Programs -Services - Prices - Packages - Accessibility -Communication - Education - L&E
Monitoring
Evaluation - Reporting
Exhibit 11-4 Marketing Planning Process
Partnerships
Environmental Scanning
Analyzing [trends] in relevant environmental
factors that will impact on an organizations
ability 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].
Life Cycles
Facilities- Events -Products - Services - Organizations
Different
•Customers
Maturity
•Management
•Marketing
TIME
Low Current Revenues High
Current and Future Performance of
F-P-P-S
#6
#1
#5
#3
#2
Low
#4
Future Growth Potential
High
Future
Capacity
&
Potential
Decline
Maturity Late Growth Early Intro.
Growth
Life Cycle
Potential
Portfolio Decisions
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
Factors in Managing Portfolio
1. Revenues and cash flow
2. Risk
3. Sustainability and opportunities for growth
4. Synergy
shared resources
related knowledge and skill
shared image
additional market(s)
greater perceived market value
5. Contribution vs.. cost
6. Desired organizational image
PORTFOLIO CRITERIA
1. ORGANIZATIONAL MISSION & OBJECTIVES
2. SYNERGY WITH OTHER PRODUCTS, PROGRAMS,
ACTIVITIES
3. CURRENT AND EXPECTED FUTURE CAPACITY TO
DEVELOP,
MANAGE, MARKET….
4. RESOURCE GENERATION CAPACITY
5. SUSTAINABLE MARKET FEASIBILITY
6. CURRENTAND LIKELY FUTURE COMPETITION &
SUBSTITUTES
7. “RETURN” ON INVESTMENT
Strategic Planning
Portfolio
Weights and Evaluations
9
8
7
6
Weights
Market Competition
Contribution Strategic
to Mission Objectives Potential
1
2
3
4
5
6
7
+
+
+
-
+
+
+
-
+
+
+
+
+
-
+
+
-
6
Investment
Required
-
MRPA
1999
5
4
Revenues
Payback
Amount -Flow
+
+
+
+
+
-
+
+
+
-
CURRENT &
EXPECTED
ENVIRONMENT
• ECONOMIC
• DEMOGRAPHICS
• LIFE STYLES
• TECHNOLOGY
• COMPETITION
STRATEGIC
PLANS
• MISSION
• OBJECTIVES
• POSITIONING
EVALUATION OF NEW
FACILITY & PROGRAM IDEAS
FACILITY & PROGRAM
OPPORTUNITIES
• MARKET/NEED CHANGES
• CHANGES IN THE
ORGANIZATIONS OBJECTIVES
• CHANGES IN FACILITIES &
PROGRAMS OF OTHER
ORGANIZATIONS
• NEW TECHNOLOGY
FACILITY & PROGRAM
CONCEPTS
•
•
•
•
•
•
FEASIBILITY OF
PROPOSED PROGRAM
& FACILITY CHANGES
FIT WITH MISSION
MARKET NEEDS/DESIRES
COMPETITION
RESOURCES REQUIRED
BENEFITS VS. COSTS
FINANCING
•
•
•
•
•
•
FACILITY & PROGRAM PORTFOLIO ANALYSIS
FACILITY, PROGRAM
AND MARKETING
AUDITS
FACILITIES & PROGRAMS
•
•
•
•
•
•
•
•
•
•
CUSTOMERS/USERS
PERFORMANCE - OBJECTIVES
SATISFACTION -”QUALITY”
CURRENT CONDITION
NEEDED IMPROVEMENTS
OPERATING COSTS
SUBSTITUTES/COMPLEMENTS
STAFFING
TECHNOLOGY
REVENUES/CONTRIBUTIONS
•
•
•
•
•
•
•
•
•
•
MARKETING
AUDIT
TARGET MARKETS?
AWARENESS/ PERCEPTIONS
MARKETING OBJECTIVES
FEES/CHARGES
COMMUNICATIONS
PROMOTIONS
ACCESSIBILITY
EVALUATION(S)
SERVICE STRATEGY
COOPERATIVE MARKETING
MARKET FEASIBILITY
ECONOMIC FEASIBILITY
TECHNICAL FEASIBILITY
POLITICAL FEASIBILITY
LEGAL FEASIBILITY
PUBLIC RELATIONS
FEASIBILITY
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
MARKETING
CONSISTENT WITH
FACILITY & PROGRAM
DECISIONS
ASSESS EXISTING AND
PROPOSED NEW
FACILITIES AND
PROGRAMS
FACILITY & PROGRAM DECISIONS
•
•
•
•
•
NEW FACILITIES & PROGRAMS
FACILITY & PROGRAM
MODIFICATIONS
CLOSINGS/DICONTINUATIONS
F-P-P PARTNERSHIPS
PRIVATIZATION
POTENTIAL CHANGES
• CLOSE
• DOWN-SCALE
• IMPROVEMENT
• NEW F-P-Ps
• PARTNERSHIP
• PRIVATIZATION
MARKETING
STRATEGIES
• RE-POSITIONING
• DE-MARKETING
• NEW F-P-P MARKETING
• COOPERATIVE MARKETING
Exhibit 11-13. Facility and Program Portfolio Management Process
ECONOMIC
& FISCAL
POLITICS
& POLICY
POPULATION
LIFE-STYLES
EXTERNAL & INTERNAL
ASSESSMENT
PROGRAM &
FACILITY
AUDITS
TECHNOLOGY
MARKETING
AUDIT
OPPORTUNITIES
THREATS
Growth in Senior Market
& Political Power
Reduction in General
Fund Support
No Senior Programs or
Facilities
Limited fees, grants, and
no fund raising program
Increased Use of
Internet & Email
Increased emphasis on
accountability and
performance
Computer Capabilities
and New Technology
Strategic Plans and
Performance Monitoring
System
Exhibit 11-5. S-W-O-T Analysis
Customer
Stakeholders
Employees
Non-Customer
Stakeholders
Media
Board of
Directors
Members
Legislators
External
Publics
Regulators
Volunteers
Internal
Publics
Advisory
Boards
Competitors
Suppliers
Contributors
Sponsors
Concessionaires
Partners
Exhibit 11- Different Publics of Parks and Recreation Organizations
FACILITIES
EDUCATION
MARKET #2
MARKET #4
PROGRAMMING
MARKET #1
You
MARKET #3
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.
Market Segmentation &
Elasticities
P2
P1
Q2
P2
P1
Q1
Market
P2
P1
Q2 Q1
Segment A
Q1
Segment B
Q2
PROMOTION
Market Segmentation &
Elasticities
PROMOTION
Visits
Segment A
PROMOTION
Visits
Visits
Segment C
Segment B
Segmentation and Service Enhancement
Attribute/
Service
Satisfaction/Purchases
Segment A
Attribute/
Service
Satisfaction/Purchases
Segment B
Segment & Profile
the Segments
Evaluate & Select
Target/Priority Markets
Target Market
Objectives & Mix
Mission &
Objectives
Need
Substitutes
Competition
Cost &
Benefits
to Serve
Feasibility &
Capability
PROGRAMS
SERVICES
COMMUNICATION
Exhibit 11-8. Identification and Targeting Priority Markets/Publics
PRICES
ACCESSIBILITY
EDUCATION
ENTERTAINMENT/CULTURE
QUIET
P2
P1
EXCITING
PRICE
P1
OUTDOOR RECREATION
QUANTITY
ENTERTAINMENT/CULTURE
QUIET
PROMOTION
EXCITING
VISITS
PROMOTION
OUTDOOR RECREATION
PURCHASES
CAPABLE?
EXISTING
POTENTIAL
INTERESTED?
MARKET(?)
STRATEGIC
OBJECTIVES
SEGMENTATION
CRITERIA &
PROFILING
DATA GATHERING
EVALUATION
AND
TARGETING
TARGET MARKET
OBJECTIVES
SEGMENTATION
AND PROFILING
POSITIONING
EXISTING POTENTIAL
MARKET(?)
STRATEGIC
OBJECTIVES
SEGMENTATION
CRITERIA &
PROFILING
DATA GATHERING
EVALUATION
AND
TARGETING
TARGET MARKET
OBJECTIVES
SEGMENTATION
AND PROFILING
POSITIONING
Data Base Marketing
POTENTIAL
1. Database marketing is a MARKETING
ISSUE
EXISTING
1. SECONDARY
NOT
a technology issue.
STUDIES
POTENTIAL
MARKET(?)
2.
Clearly identify decisions/uses and information required
2. PURCHASED
PROFILES-LISTS
STRATEGIC
OBJECTIVES
3. Draw
SURVEYS
3.
a picture or process diagram of how
SEGMENTATION
CRITERIA &
PROFILING
the marketing database needs to work.
DATA GATHERING
EXISITING
4. Build the database manuallyEVALUATION
first, before you automate it.
1.
REGISTRATIONS
Then
build a prototype-not a pilot. AND
TARGETING
2. INQUIRY
CONVERSIONS
SEGMENTATION
AND PROFILING
5. Collect only data that will absolutely be used in the
3.
SURVEYS
next
12 months.
TARGET MARKET
OBJECTIVES
4. INTEGRATED
6.DATA
Use a
simple but proven software package.
BASES
POSITIONING
POTENTIAL
1. SECONDARY
STUDIES
2. PURCHASED
PROFILES-LISTS
EXISTING POTENTIAL
MARKET(?)
STRATEGIC
OBJECTIVES
3. SURVEYS
SEGMENTATION
CRITERIA &
PROFILING
DATA GATHERING
EXISITING
1. REGISTRATIONS
EVALUATION
AND
TARGETING
SEGMENTATION
AND PROFILING
2. INQUIRY
CONVERSIONS
3. SURVEYS
4. INTEGRATED
DATA BASES
TARGET MARKET
OBJECTIVES
POSITIONING
EXISTING POTENTIAL
Evaluation
1. Different
elasticities
2. Servicability
3. Competitiveness
Current Position
4. Value in present &
over time
MARKET(?)
STRATEGIC
OBJECTIVES
SEGMENTATION
CRITERIA &
PROFILING
DATA GATHERING
EVALUATION
AND
TARGETING
SEGMENTATION
AND PROFILING
5. ROI
6. Fit and
Compatability
TARGET MARKET
OBJECTIVES
POSITIONING
EXISTING POTENTIAL
Objectives
1. Increase length of
stay.
2. Loyalty/relationship
building.
3. Increase purchases
4. Enhanced
perceptions.
MARKET(?)
STRATEGIC
OBJECTIVES
SEGMENTATION
CRITERIA &
PROFILING
DATA GATHERING
EVALUATION
AND
TARGETING
SEGMENTATION
AND PROFILING
5. Satisfaction
6. Word-of-mouth
TARGET MARKET
OBJECTIVES
POSITIONING
MARKET #2
FACILITIES
EDUCATION
MARKET SEGMENTS FOR “CULTURAL TOURISM”
MARKET #4
PROGRAMMING
MARKET #1
You
MARKET #3
MARKET #2
FACILITIES
EDUCATION
PRODUCTS FOR “CULTURAL TOURISM” MARKET SEGMENTS
MARKET #4
PROGRAMMING
MARKET #1
MARKET #3
Art Fair
Tourists
Do Not
Buy Art
Buy Art
Light
Buyers
Day
Trippers
Overnight
Heavy
Buyers
Overnight
Overnight
Day
Trippers
Day
Trippers
Art Fair
Tourists
Do Not
Buy Art
Buy Art
Light
Buyers
Overnight
Heavy
Buyers
Overnight
Overnight
Art Fair
Tourists
Do Not
Buy Art
Buy Art
Profiles
1. Years of attendance
2. Family life cycle
3. Other activities
Heavy
4.Light
Other art fairs
5.
Preferred lodging Buyers
Buyers
6. Organizations
7. Art buying info
8. Planning
9. Spending
Overnight
Strategies
1. Positioning
2. Coop ad/promos
=
Overnight
3. Packaging
4. Retention effort
5. Relationships
Overnight
FULL SITE HOOKUPS
MARKET #2
MARKET #3
MARKET #4
ON THEIR OWN
PROGRAMED
ACTIVITES
MARKET #1
Exhibit 11-9. Preference Map of Four Camping Market Segments
“Sports Fields”
Park C
Park B
Dangerous
Secure
Park A
Passive Recreation Opportunities
Exhibit 11-10. Senior Market Perceptual Map of Community Parks
“Much to do - diverse”
Programming
Services
Communication
Park
Law
Enforcement
Interpretation
Dangerous
Secure
Park A
“Boring-- Same-Old”
Exhibit 11-11. The Re-positioning of a Neighborhood Park
Natural &
Cultural
Resources
Price &
Costs
Facilities
Programs
Events
Marketing
Communication
MARKET
Education
Visitor
Safety &
Security
Service(s)
MARKET
Accessibility
Timing, Location
Staff
Interpretation
Exhibit 11-12. Marketing Mix for Parks and Recreation Organizations
Advantages -- Add Value
• New Toilets
• Parking
•
•
•
•
Gardens, walks
Interp. Programs
Rangers
Maintenance Plans
• Location
• Accessible
Design
• Open access
• High Maintenance
• No screening
Program
Facility
Elements
Management
Law Enforcement
Maintenance
Interpretation
• No Pavilion
• Trails eroded
• No lighting
• vandalism
• late night activity
Packaging
Pricing
Promotion
•
•
•
•
No marketing effort
Only negative publicity
Limited customer contact
Misperceptions based on
past not present
• Neighbor relations?
Disadvantages -- Value Deleting
Exhibit 11-15. Service Blue Print for a Neighborhood Park
Visitors &
Publics
Perceptions
Personal
Communication
Post
Participation
Communication
Advertising
Communication
Objectives
Word-ofMouth
Testimonials
Target
Audiences
Positioning
Themes &
Messages
Publicity
Evaluation
Methods
Point of
Participation
Communication
Interpretation
Special
Promotions
Exhibit 11-16. Marketing Communication Strategy and Media Mix
Personal
Word-ofMouth
Testimonials
Communication
Signs &
Displays
Target: Seniors
Communication
Publicity
Message:
Parks are
Objectives
quiet places to
Positioning
enjoy family, friends
Target
and nature.
Themes &
Audiences
Internet
Messages
Interpretation
Positioning
dimensions:
Evaluation
secure, quiet,
family
Methods
oriented.
Advertising
Special
Promotions
Reports
Budgets
Meetings
C
o
m
m
u
n
i
c
a
t
i
o
n
Personal
C
a
m
p
a
I
g
n
s
Word-ofMouth
Testimonials
Publicity
Interpretation
Signs &
Displays
Target: County
Commissioners.
Communication
Objectives
Message:
Parks
are cost effectivePositioning
ways
Target
to provide recreation
Audiences
opportunities andThemes &
steward natural Messages
resources.Evaluation
Methods
Positioning dimensions:
cost-effective, benefits
Reports
stewardship
Advertising
Personal
Word-ofMouth
Testimonials
Communication
Communication
Signs &
Displays
Target: Current
Communication
Park Users
Publicity
Interpretation
Objectives
Message: Parks
Positioning
provide a diversity
of
Target
year-round
Themes
&
Audiences
opportunities. Messages
Evaluation
Positioning
dimensions:
Methods
diversity, all seasons,
changing programs,
all parks are different.
Reports
Advertising
Internet
Special
Promotions
Budgets
Meetings
Exhibit 11-17. Marketing Communication Campaign
Budgets
Meetings
Internet
Special
Promotions
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
Strategic
Objectives
Marketing
Objectives
• Target market
• Marketing mix
Marketing
Mix
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
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.
STRATEGIC
PLAN
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.
MARKETING
OBJECTIVES
TARGET
MARKET
OBJECTIVES
Target Market: Afro-American Residents of the Community
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.
MARKETING
MIX
OBJECTIVES
PRICING
OBJECTIVES
ACCESSIBILITY
OBJECTIVES
SERVICE
OBJECTIVES
EDUCATION
OBJECTIVES
FACILITY &
PROGRAM
OBJECTIVES
COMMUNICATION
OBJECTIVES
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.