Essay: New marketing activities – plan

1.1 General objective

This marketing plan will propose new marketing activities to be implemented for Edinburgh Curling Club to attract and then retain at least 200 younger members tothroughout the period of September 2018 – August 2019. The proposed budget is £3,000.

1.2 Specific objectives

¥ Increase profit during off-season period by maximizing use of club and bar

¥ Create long-term value by increasing the number of young members

¥ Increase social media presence and member engagement

¥ Raise awareness of curling sport (proposed objective of 200 new members)

¥ Change perception toward curling from exclusive sport to sociable and accessible sport (retain 200 new members)

2 Environmental analysis

2.1 Macro-environment

2.1.1 Political environment:

As a nation, Scotland is known to be unfit and unhealthy. Over 2/3 of Scottish adults are deemed to be at risk of long term health conditions due to their inactivity (The Scottish Government, 2017a). This has resulted in on average 2,5000 deaths per year due to a lack of fitness (The Scottish Government, 2017a).

The government created the national agency for sport, SportScotland, which introduced sports and health activities in schools, clubs and communities through legislations and campaigns. One popular campaign was ‘Let’s make Scotland more active’ which aimed to encourage the population to become more engaged in sports to lead a more active, healthier lifestyle (The Scottish Government, 2017a). The campaign primarily targets adults with the hope to encourage families to change the stigma around exercise and healthy eating.

Current Scottish Government investment policy emphasizes the dual use of new sport facilities for both community and elite athletes (The Scottish Government, 2017a):

“Fit in 14”, a campaign designed to increase sport participation through the workplace (The Scottish Government, 2017a)

Active Scotland has been developed by NHS Scotland as a tool to support the physical activity workforce. Active Scotland can signpost those working in communities, schools and workplaces to local physical activity opportunities and networks (The Scottish Government, 2017a).

2.1.2 Economic environment:

Figures show there has been a decrease in economic growth throughout 2016, however, the latest statistics shows a steady increase in the gross domestic product during the first quarter of 2017(Scotland edition, 2017). It is estimated that Scotland’s onshore GDP has grown 0.7%. It has a value estimated at £150.0 billion in total, or £27,854 per person, showing although the economy is believed to be unsteady, consumers have a steady influx of income and thus are willing to spend money on social activities. This is further supported by the latest government statistics, which present that over the this last year the growth in the GDP was generated by consumer spending (The Scottish Government, 2017c).

Figure 1 .GDP of Scotland

(The Scottish Government, 2017c).

Furthermore, the statistics reflect that the compensation of employees (COE), which includes wages and salaries plus social contributions made by employers, have increased by 3.4% compared to the same period in the previous year (The Scottish Government, 2017c). This is complemented by the fact that the gross disposable household income (GDHI), after paying pensions, taxes and benefits, has increased by 0.7% over the last year (The Scottish Government, 2017c). Overall, there is a growing trend consumption expenditure in Scottish households and consumers are confident with the economy (Scotland edition, 2017).

Figure 2 Household Savings

(The Scottish Government, 2017c).

2.1.3  Social environment

SportScotland statistics found that overall the number of people registered sports clubs hadhas risen from 706,764 to 768,212 since 2013/14 (Scotland edition, 2016). The rise applied to almost all sports, and was recorded across all age groups (Scotland edition, 2016). This figure demonstrates that Scottish consumers are opting for healthier and more active lifestyles, following new government legislation which was previously discussed.

Additionally, Scotland’s People Annual Report (2015) also showindicates that 80%four fifths of adults (80%) have participated in a sporting activity within the last 4 weeks, showing there is a market for sports and leisure activities amongst Scottish adults (The Scottish Government, 2017b). Participation in sports is continuing to rise, since 2010, participation in sport and exercise increased to 78% in 2013 and has increased again to 80% in 2015 (The Scottish Government, 2017b), further demonstrating Scotland’s devotion to a more active lifestyle. Thus, curling must promote the lifestyle and health benefits to attract new members.

2.1.4  Technology environment

The growing rate of social media usage enables the company to reach its existing audiences as well as theattracting new onesmembers in an easier manner by communicating and sharing messages. For instance, 73% of the Scottish population use Social Media daily ( Flint, 2016), demonstrating the power and influence social media can have upon consumers. Edinburgh Curling must reach consumers where they are most responsive and to do so, the company is requiredthey must adapt to significantly increase itscurrent market trends. Significantly increasing their presence on social media to attractis one effective method of attracting new members and engagewhilst engaging with current and prospective members (Chaffey, 2017).

A further factor influencing Edinburgh Curling is the opening of the National Curling Academy in Stirling, which offers world-class facilities such a high quality of ice, real-time video recorders and smart-broom technology. This opening has impacted the number of international events arranged by Murrayfield and the opportunity to be a training center for Olympians (Rowbottom, 2017). Therefore, Edinburgh Curling Club must consider these social factors and adapt their product offerings to compete with opposing curling clubs.

2.1.5 Legal environment

Currently, there is little legal restrictions that affect the sport. However, one main influencing factor upon all curling clubs, is the governing body formerly known as the Royal Caledonian Curling Club (RCCC). The RCCC are responsible for regulating the sport, alongside regulating competitions and promoting the sport to encourage membership rates throughout Scotland and supporting all members to ensure the sport is played fairly and equally (RCCC, 2017).  

2.2 Micro-environment

2.2.1 Descriptions of curling and the company

The game comes from the medieval times where it was played in frozen lochs and rivers. It evolved during the years to reach the actual display, it gained international recognition in 1924 where it was accepted in the Winter Olympic game but as a demonstration only, and got their actual official slot in 1998. Curling is a winter sport with a long history (REF). (The royal Caledonian Curling Club, 2017)in Nagano (Marchant and Chamberlain, 2017).

Curling is particularly popular among Scottish people. The Scots have been enjoying the sport of curling for more than five centuries and scholars have found at around 2,000 curling ponds in Scotland. The Duddingston Curling Society, who wrote the curling rules that are still in use today can trace their roots to the mid-1700s and continue to play in Edinburgh. Over the following centuries, the sport continued to change and evolve but this didn’t have any effect on its popularity. At the early twentieth century, indoor facilities became popular, with rinks opening in Glasgow and Edinburgh in 1907 and 1912 respectively (RCCC, 2017).

Today curling is played all over Europe, and has even spread to Australia, New Zealand, Japan and Korea. But now it is Canadians who are really leading the way in the sport (Scotland Org, 2017).

Edinburgh Curling Club is the only club within the capital. The club run courses and competitions for those interested in recreational sports (Edinburgh curling, 2017).

2.2.2 Actual Consumer

Currently there are 638 curling clubs across Scotland thatwho are members of The Royal Caledonian Curling Club (RCCC, 2017). Traditionally curling was popular amongst Scottish farmers and those of a high socio-economic class. (Gillon, 2014). Curling is played mostly by men (59%) (sport Scotland, 2004),%) although, the club have specific femalefemales groups who play regularly play.(Sport Scotland, 2004). Most curlers are adults, of which 58% are in employment (SportScotland, 2004). In recent years, 72% of new curlers arewere from social class ABC1, while only 4% of new curlers are from social class groups D and E (Sport Scotland, 2004), demonstrating the success of targeting young ABC1 adults as they have higher disposable income and are more likely to spend income on recreational sports.

New consumers are generally very active, they enjoy sports such as golf, running, jogging, gym and badminton (SportScotland, 2004). When engaging with new sports, 53% of consumers stated the most influential reason to try something new was their friends’friends recommendations this provides an opportunity for the club to promote the social aspects of the sport. Another large influence was TV advertising and social trends such as the recent winter Olympics (SportScotland, 2004). During the recent winter Olympics, awareness of the sport increased by over 800% (Chamberlain, 2017), showing the influence of promotion and advertising (Marchant and Chamberlain, 2017). importance of promotional activities to the correct target audience.

2.2.3 Competitors

2.2.3.1 Direct Competitors

Right now, thereThere are 29 ice rinks across Scotland that provide opportunities for people to take part in curling, but only one of them is in Edinburgh (RCCC, 2017), The(REF). 38% of this rinkthese rinks are only used for curling, while the other 63% are used for public skating, figure skating, ice hockey and speed skating. (Sport Scotland, 2004). In general, the rinks have on average six lanes for curling (Sport Scotland, 2004). In comparison, the(ref).Edinburgh Curling have 7 lanes, presentingdemonstrating a competitive advantage for the club and an opportunity for thethat must be communicated throughout their marketing strategy as a differentiating factor that can be advertisedto increase profit.

2.2.3.2  Sports and Leisure in Scotland

As presented in the Figure 1, it is clear that sports present the highest gross value added, showing big preference over other kind ofalternative leisure sectorsactivates in Scotland, followed by telecommunications, that includes (including wired, wireless and satellite telecommunication activities.).

Figure 3 GVA in Scotland for sport and other leisure

(Sport Scotland, 2012)

Statistics shows that 52% of Adults participateparticipated in any kind of sports recently, and overall there is growth in the frequency of participation in sport and exercise (The Scottish Government, 2016). In 2012, The Scottish consumers spent £2,120m on sport related activities, thewhich totaled 2.6% of their incomes (Sport Scotland, 2012). And from this expense, the part that goes into memberships is usuallyExpenditure spent like thison membership were as follows:

• Male are most likely to have memberships in: bowls (84%), hockey (74%), martial arts (74%), curling (67%), rugby (67%), golf (65%) and judo (65%) (Sport Scotland, 2008).

• Females are most likely to have memberships in: curling (85%), gym (75%), martial arts (75%) and bowls (71%) (Sport Scotland, 2008)

• Throughout children the most common types of membership include: Martial arts (94%) and judo (85%) (Sport Scotland, 2008).

either take out or analyse and relate to curlingThese figures demonstrate that sports membership is still a large factor of expenditure within Scottish households, amongst both parents and children, which provides Edinburgh Curling with an opportunity to target families with an alternative.

Cultural activities are a further growing trend, 92% of adults visited cultural attractions in 2015 (REF). Curling has capitalized on its Scottish heritage worldwide, and with the upcoming 2018 Olympics, it is believed the popularity for the sport will grow (Marchant and Chamberlain, 2017). Cultural activities are a further growing trend, 92% of adults visited cultural attractions in 2015 (The Scottish Government, 2016). This provides evidence that promoting curling as a traditional Scottish cultural sport will be appealing in the marketplace.

A further popular leisure activities amongst families in the cinema. The cinema is branded as a fun, inexpensive family day out (UKCA news, 2015). However, cinema attendance is falling throughout the UK as many now perceive the cinema as badlow value for money and outdated (MacLeod, 2014). Cinema attendance amongst teenagers (16-24 years old) remains high at 81% but is attendance amongst adults has dropped significantly to only 18% (Scottish Government, 2016), proving an opportunity for curling to fill this market demand.

2.3 3.2.5.  SWOT analysis

3 Target audience

3.1 Consumer Profile

The core target audience is males and females within the 30-45 age group. The audience may have children, but some are couples without children. They are most likely to live in Eastern Edinburgh. These consumers can be perceived as sporty, and spend a large proportion of their income (around £80) on sport activities. The best channels of communication to influence these consumers are TV and social media usage through mobile phones and laptops. Whilst using the internet, their main activities include: communicating with others, general surfing and checking social media. Facebook is the social media they use the most actively, followed by Twitter and WhatsApp.

3.2 Justification

The target audience, accommodate in every area of Edinburgh, but they are more accessible in three areas (Edinburgh Central, Edinburgh Eastern, Edinburgh Northern and Leith) (The Scottish Government, N/D).

The most common kind of families in Scotland are:

• Married or same-sex civil partnership couple with or without dependent children

• Cohabiting couple: with or without dependent children,

As Curling is a traditional Scottish sport, the club should focus on promoting to people with a strong recognition of Scottish. Statistics suggest people in Edinburgh Eastern have a strong Scottish national identity (The Scottish Government, no date), making them a prime target for curling. As previously stated, sports participation has grown throughout recent years, the frequency of participation in sport and exercise among participants has increased since 2007(The Scottish Government, no date).

TV is the most popular media both for ABC1 group and 30-45 age group. Mobile phone and computers are also popular also amongst this audience. Communication, surfing and checking social media are the activities they participate in most when online. About 90% of our target audience use internet every day, which means they are highly accessible on the internet, and Facebook is the major social media they use in daily life (The Scottish Government, no date).

All this information is presented in graphs and tables in appendix 1

4 marketing strategy plans

4.1 Positioning

The brand will focus on bringing back traditional Scottish heritage to the modern family. The strong social ties of the sport promotes’ the traditional family values which will appeal to the target market who are looking for new interactive ways to spend time as a family.

Curling has capitalized on its Scottish heritage worldwide, and with the upcoming 2018 Olympics, it is believed the popularity for the sport will grow (Marchant and Chamberlain, 2017). The club should utilize the unique selling proposition (USP) of the sports cultural heritage as there is a clear market for cultural activities. Although curling is not well known in Scotland, consumers are spending more time visiting cultural attractions and educating themselves of their heritage (Seddon, 2011).

4.2 Message to the consumer

Through this positioning the main objective is to communicate Curling as a sociable and accessible sport, that is fun for the whole family. Also, it is important to highlight the Scottish nature of this sport that can provide the remembrance of the old days in Scotland.

4.3 Objectives of the communication

In alignment with the positioning and main strategic objective, the message will aim to create awareness, attract and then retain members. Through positioning the brand as a family orientated sport or alternative social activity, the sport will reach a new younger audience which allows the brand to reposition itself as young and desirable.

4.4 Product

Lack of consumer awareness is currently the leading concern for the future of the club. To successfully achieve the main objective, attracting and retaining new members, the club must focus on their current products strengths, whilst implementing new product offerings to attract a younger generation of members and reach the proposed target market.

4.4.1 Sessions/Courses

The “try curling” session presents an opportunity to attract new members interested in the sport. Currently, the try curling session is the main strategy to encourage membership, with a 75% conversion rate (Marchant and Chamberlain, 2017).(REF) these sessions are an essential to success. This session runs monthly and caters for 30 consumers per session. We propose the club increases the number of sessions offered from once a month to twice a month.

Currently the 2.30pm and the 9.30pm sessions are the least popular. To attract more families and couples to the sport, the club most focus on offering promotions for these sessions to ensure the club facilities are being fully utilized. Implementation strategies to increase appeal for these slots will be discussed throughout the promotions section.

4.4.2 Membership/Courses

The club offers courses for and runs clubs for both younger and older targets. The club offer a membership rate of £20 per person, although this is currently successful the club are not fully vbenfiting from this offering. To encourage the sport to be enjoyed by families the club should implement family membership. In Edinburgh, it is common for many local services to offer family group discounts. For example, Edinburgh zoo offers a yearly family membership (RZSS, 2017) which has proven to be successful. These membership rates will be discussed further in the price section.

4.5 Price

The average household in UK spends around £60-70 pounds in recreation and culture each week, this includes sporting activities and other leisure activities (REF), this shows that the households in the UK have a high disposable income and are willing to spend this income on entertainment, therefore, it is important to present curling as a fun and accessisible alternative.

Figure 4 Average expenses in family in UK

(Bulman, 2017)

Edinburgh Curling charge £20 for a yearly membership , which includes member benefits such as a 5% discount in the clubroom. Members can also sign in up to 10 guests at one time and are invited to exclusive member events during the season.  To go curling, besides the membership you must pay a fee for the rental of the space. (Fees are shown in Appendix 2)ApPendix 1.

The membership for a year is considerably lower than memberships for other sports across the city. This shows, that although curling is perceived as an expensive activity, the sport is extremely affordable compared to other leisure activities and with regards to theour ABC1 target market the sport is within their budget. The club must communicate the actual price in relation to consumers perceived price throughout their marketing strategies to change consumer perceptions. Pricing comparisons can be found in Appendix 3. We will ensure to promote the price throughout out promotional leaflets and on social media to reduce the price perception.

4.5.1 New pricing strategies

As the price is currently extremely competitive in relation to other leisure activities, it will remain constant. We will implement new pricing bundles for family memberships to attract a wider and younger demographic, offering additional member benefits.

As previously discussed, the To successfully reach our target, it is convenient to present a family package is a convenient way to approach the customer andthat includes suitable options for all family structures. This is to present a cheaper more valuable pricing alternative to thefor families to ensure they don’t have to buy individual memberships for each member of the family and they can spend some quality time together. playing curling. This family package is going to be categorized by type of family like thisas follows:

Table 1 Prices for Family packages

The second pricing strategy allows members to benefit from sporting activities year around, even when curling is a dual package combined offseason. would be a partnership between Edinburgh Curling and Edinburgh Leisure. that offers different golf courses inside the city. The price includes Curling membership and Golf discounts. Pricing strategies can be found in Appendix 2.

Table 2 Prices for Joint Membership

Finally, the “try curling” session costs £10, which includes 2 hours of curling and a hot beverage afterwards. As the family package is being introduced, it is necessary to present a special price for families, so they can try curling as a group. The proposed price would be £20 for two parent families and 10 pounds for one parent families, this structure promotes ‘kids go free’ with the aim to encourage families to engage children in the same sports.

This partnership is expected to support both sporting organisations. Golf is currently in decline in Scotland, in recent years there has been many club closures due to lack of funding, increased membership fees and lack of consumer interest (Drunsmuir, 2016). The partnership, hopes to bring a new energy to both traditional sports. With golf memberships reaching a record low in Scotland (memberships dropped from 220,000 in 2007 to 170,000 in 2007), Blane Dodds (CEO Scottish Golf) claims clubs must ‘reinvent’ their offering’s and positioning in the market, in doing so Dodds hopes golf can go back to its traditions to create a sense of family and community throughout the sport (Paterson, 2017). Implementing a membership offering both curling and golf will support both sports who are currently targeting a similar market segment with similar objectives. Also, it would be an opportunity to get new members that are part of the golf clubs and may want to try new thing to do and keep active during the off season of this sport, that is the season of curling.

http://www.thegolfbusiness.co.uk/2016/02/participation-slumps-again-as-more-golf-clubs-close/

4.6 Place

As the curling club belongs to the service industry, and it is different from traditional consumer goods. The location is inadaptable, and although one current constraint is the lack of visibility, the strategyvisivbility our startgey proposes the club partners with local leisure facilities such as the local golfgold club to ensure the available space is fully utilized. In doing so, the club can offer a packaged membership which includes golf as an alternative to curling in the summer months, when the club is closed., that is the season of curling. This will be perceived as great value for money, whilst ensuring the club is maximizing profit and retaining members’ year around, even when curling is offseason. This partnership, it is expected to help the current situation in both sports, where in recent years there has been a significant decline in the numbers of members alongside an aging member profile range (Addley, 2017)(Marchant and Chamberlain, 2017). The implementation of this strategy will be discussed further throughout the promotions section.

– promotion

4.7 Promotion

To meet the clubs’ objectives the following promotional activities will be implemented throughout the year. Promotional activities are primarily used to attract members, and then the later methods are used to generate engagement and retention in the longer term.

4.7.1 Leaflets:

Leaflets are an effective method to communicate the clubs’ new product offerings conveniently and cheaply. Leaflets will be distributed at the start of the season to increase awareness and visibility of the club. They will also be distributed throughout the local community and leisure centers to reach the proposed target audience.

To successfully achieve the club’s objectives of attracting new members, the brand must ensure they are visible to consumers. The following tables demonstrates the planned implementation for leaflet distribution.

Table 3 Leaflet Characteristics

4.7.2 Open Days

To attract consumers, the brand should introduce family open days. These should be planned throughout school holidays and weekends. Parents across Scotland are expressing concerns about the amount of valuable time they spend with children. On average families spend less than 8 hours together per week, due to work and school demands (McCann, 2015). Holding these events during school holidays and weekends will ensure maximum attendance as parents mostly dedicate the weekends and holidays to spending time with their children (McCann, 2015). Edinburgh Leisure, have previously offered holiday clubs and family activities such as pool sessions and sports coaching holiday clubs which have proven to be successful (Edinburgh Leisure, 2017). This success also shows that families are seeking new alternatives to sporting and leisure activities.

4.7.3 Try curling session

As previously stated, the main objective is to attract and then retain members through the try curling sessions. To do so, the following promotions will be put in place to encourage families. The first promotion is “Kids Go Free! Ticket” which is included within the family membership bundles.

The second promotional strategy is Half price evening sessions (9.30pm) on selected weekdays. This strategy will encourage signups for the evening sessions which are currently not well used, mainly targeting working parents, it offers a late-night alternative for those who balance children and working lives.

4.7.4 Special price for dual membership

To increase and improve current product offerings whilst promoting the dual golf membership package, it is essential to promote to Golf members. The club should hold information events at both the curling clubroom and the of clubhouse to target both audiences. This will ensure both audiences are aware of this great membership package and will help the club gain new members of a similar target demographic with similar leisure preferences.

This partnership is expected to support both sporting organizations. Golf is currently in decline in Scotland, there have been many club closures due to lack of funding, increased membership fees and lack of consumer interest (Drunsmuir, 2016). The partnership, hopes to bring a new energy to both traditional sports. With golf memberships reaching a record low in Scotland (memberships dropped from 220,000 in 2007 to 170,000 in 2007), Blane Dodds (CEO Scottish Golf) claims clubs must ‘reinvent’ their offering’s and positioning in the market, in doing so Dodds hopes golf can go back to its traditions to create a sense of family and community throughout the sport (Paterson, 2017). Implementing a membership offering both curling and golf will support both sports who are currently targeting a similar market segment with similar objectives. Also, it would be an opportunity to get new members that are part of the golf clubs and may want to try new thing to do and keep active during the off season of this sport, that is the season of curling.

4.7.5 Gift in exchange for referrals

Personal recommendation has an influential impact on people. It increases product or service reliability and number of sales (Sukhraj, 2017). Edinburgh curling mainly relies on word-of-mouth through strong relationship and community of clubs and members (Marchant and Chamberlain, 2017). To encourage members to recommend friends and or family the club will offer a 10% discount scheme for new members and the current member to help create consumer loyalty

4.7.6 Events

As the curling season is limited to half a year. It is important to promote the social aspects of the club through regular events. Holding events will engage current members whilst also increasing awareness of the club facilities to non-members. The club will run the following events throughout the year to generate profit and meet the overall objectives.

• Watching sport game event: Clubroom will be rearranged to be a small living room where members enjoy watching sport game e.g. World Mixed Doubles Curling Championship together with drinks and food.

• Recognition evening for members: Awards will be presented by the club towards the end of each season to create a sense of community and make members feel valued. The awards include: Best volunteer coach performance, Best family performance and Best individual performance. Members will have the opportunity to vote online through social media and e-mail at the end of the peak season. The winners will be presented one free group curling session which will encourage members to return to the club for the following season.

• Curling mini school tours: Curling presentation and mini trails will be introduced to students who might be the influencer of family.

• Traditional Scottish evening in alignment with cultural events (St Andrews Day, Robert Burns Day): This will promote the Scottish heritage and brand positioning of the club whilst creating a social environment amongst members and non-members. The evening is expected to be extremely popular, as traditionally Scottish families celebrate these events with friends and extended family.

The club must also focus on renting the clubroom for private functions such as children parties and celebrations. Currently the venue can be hired by groups looking to celebrate parties or corporate events, however this is not well communicated (Marchant and Chamberlain, 2017).

The club room can also be a great success throughout the summer months when curling is offseason. The room can cater up to 250 people, with makes the venue a competitive and desirable function suite within the local area. Not only would functions generate profit for the club which can be reinvested into longer term marketing activities, it would also increase exposure of the club which is essential to attract new members for the coming year.

– promotion

4.7.7 Social media

Social Media is a valuable method for the club to attract and retain their members as the target audience use social media as a main way of communicating and interacting. The most responsive channels within the target audience are Facebook and Twitter as Figure 4 shows. Facebook will be used as the main channel of communication to promote events and club news.

Figure 4 Services considered as main social media

(Ofcom, 2014)

A group is a further strategy to be implemented to encourage member interaction and create a sense of community amongst member, to promote the social ties of the sport. The group will limit the club appearing ‘exclusive’ and thus, should attract a new younger generation to the club.

To encourage interaction, the club should hold monthly competitions such as posting a photo or video promoting the club or sport, the best photo will win a free session. If successful, the club should utilize Instagram as a father method to engage members, encouraging members to post blogposts on the platform about their experiences of curling or past events. As shown earlier, our target audience are heavily influenced by their friend’s recommendations. Therefore, the use of blog posts from current members will appear more reliable and encouraging for members.

Twitter will be used to share news about curling, current events, referred to the Facebook page, and daily news. The platform can be used to create hashtags during events and competitions to create a buzz around the sport and the club. Twitter allows members to share their thoughts and photos of the event and then retweet them on the club’s feed, which would be free earned media for the club.

4.7.8 Newsletter

Club newsletters are mainly sent to current members through email monthly. Each newsletter will be filled with the previous month’s news alongside upcoming events and news to create excitement and awareness around the club.

5 IMPLEMENTATION

For the implementation, the activities are separated by month, starting in the second half of August 2018 and ending in August 2019. To see the full implementation plan, see Appendix 4.

6 Budget allocation

The budget, as seen on Appendix 5, is allocated mainly on the preparation and distribution of Leaflets, the organisation of the different events during the whole year and finally advertising on Facebook of the group page, so different people would join.

7 Evaluation measures and controls

For the evaluation, it is necessary to establish a series of indicators that would allow the club to acknowledge their current success factors and areas which continue to require more growth and focus in relation to their objectives. These indicators should be measured regularly to act and verify the responses.

After each member registers, is necessary to capture some information, such as how they found out about Curling and motivations for joining

Table 5 Indicators

ACTIVITIES

INDICATOR OF REALIZATION

INDICATOR OF RESULTS

Leaflets

• Number of Leaflets produced

• Number of leaflets delivered / number of leaflets produced

Number of people engaged through Leaflets

Free Curling Test

Number of free curling test completed

• Number of assistants to the test

• Number of new members after the session

Try Curling Session

Number of try curling sessions completed

• Number of assistants to the session

• Number of new members after the session

Dual Membership

• Number of members with the dual membership

• Number of members that also play golf

Social Media

• Number of posts on Facebook

• Number of posts on Twitter

• Number of people engaged thought Facebook

• Number of people engaged thought Twitter

• Number of Likes

• Number of comments

Free gifts for referrals

Number of new members from referrals

Events

Number of events completed

• Number of assistants to the session

• Number of new members after the session

Newsletter

Number of newsletters completed

Number of people who have seen it

Referring to the objectives, two other indicators to consider are:

• Number of new members

• Number of events done off season in the club

• Number of rentals in the club during the whole season.

1 Customer satisfaction survey

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