Developing a Marketing Strategy June 2013englacrosse.s3.amazonaws.com/media/2013/09/PWC-Developing-a... · . The key stages in developing a marketing strategy 4. Marketing strategy

Developing a marketing strategy

Contents

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Brief introduction to Club Leaders

The key stages in developing a marketing strategy:

1. Situation Analysis - Where are you now?

2. Objectives - Where do you want to be?

3. Developing your marketing strategy

4. Marketing Tactics

5. Your actions

6. The controls

Introduction to Club Leaders

3

Club Leaders background

• Part of the Places People Play Olympic legacy programme

• Uniquely focused on helping club leaders on business aspects of club

• Tailored for sports clubs

• Delivered by PwC working with Sport England

• Available to all clubs and it’s all free!

What’s going on Where to find us

Website

Online Resources

Seminars

Mentoring

Available toall clubs

Available tofewer clubs www.sportenglandclubleaders.com

[email protected]

@Club Leaders

www.facebook.com/ClubLeaders

The key stages in developing amarketing strategy

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Marketing strategy contents

Situationanalysis

‘Where youare now’

Objectives

‘Where doyou want to

be?’

Strategy

‘How do weget there?’

Tactics

What arethe tools

and tacticsto achieve

yourobjectives?

Actions

What actionplans do

you put inplace?

Control

How do youknow if allthe effort isworking?

MarketingStrategy

MarketingPlan

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A well thought out marketing strategy:

Adds more structure to what you do

Makes the most of your time

Is value for money

Enhances your club’s reputation

Benefits of having a marketing strategy

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Situation AnalysisWhere are you now?

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Before developing any given marketing strategy it is important to conductsome form of analysis to consider ‘Where you are now?’

Situationanalysis

Objectives Strategy Tactics Actions Control

ExternalAnalysis

(MACRO)

ExternalAnalysis(MICRO)

InternalClub

Analysis

Situation Analysis

Internal analysis

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What marketing activities are you currently doing?

What marketing works for your club / what doesn’t?

What are you trying to achieve with your marketing?

Do you know what your current Club membershiplooks like?

Are there groups outside your current Clubmembership that could benefit from your services?

Does your Club have the right image to recruit newmembers / sponsors etc?

InternalClub

Analysis

Situationanalysis


External:MICRO Analysis

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Consider factors ‘close to home’

Situationanalysis


ExternalAnalysis(MICRO)

Who are your key competitors? Other sports? Otheractivities?

What are the key opportunities locally?

How is your club perceived in the area?

Is your target market local?

Does your sport have the right image to recruit newmembers / sponsors etc in your area?

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Your external MACRO factors includesome of the wider environmentalfactors that may influence what theoverall decisions you make and whatyour marketing options would be.

•Political•Economic•Societal•Technological•Environmental•Legal

ExternalAnalysis

(MACRO)

Situationanalysis

Objectives Strategy Tactics Actions ControlExternal:MACRO Analysis

Situation analysis:SWOT

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Strengths:

What does yourclub do well?

Weaknesses:

What could yourclub improve?

Opportunities:

What opportunitiescould your club

exploit?

Threats:

What are thethreats to your

club?

Situationanalysis


Internal

External

Exercise - SWOT

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Situationanalysis


Exercise – 10 mins – Where are you now?

In the context of your marketing...• What is the current position of your club?• What do you do well and what could you improve?• Where are your opportunities and where are your threats?

Action:

Undertake a SWOT analysis for your club

ObjectivesWhere do you want to be?

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Vision

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Before you set your objectives, you need to be clear about what you want your clubto be known for - your ‘vision’ sets this out.

What is the vision for your club? It may be to:

Add value to your members by providing a valuable experience that they cannot getanywhere else. If so, what is this experience?

Be the ‘go to’ place for tuition or purchase of merchandise or equipment

Succeed in competitions and events, being known as the Centre of Excellence forspecific elements of the Sport

Create a buzz or excitement about the sport and exploit marketing channels to achievethis

Be a club who prides itself on social inclusion

Situationanalysis


Vision - examples

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Situationanalysis


A vibrant, healthy and progressive clubthat thrives on providing enjoyabletennis playing opportunities.Promoting and encouraging the playingand enjoyment of tennis for all ages,abilities and backgrounds for thecommunity and the visiting public.

XX RFC is a community sports clubdriving rugby success, sportingparticipation and performance acrossall ages, genders, and cultures withinour community, ensuring anenjoyable experience for members,families and our sponsors both on thepitch and in our community.

XX Riding Centre is British HorseSociety approved and offers superbequestrian facilities, well schooled

horses and ponies and top classtuition at its 25 acre site in the heart

of east London.

To give good quality instruction in asafe and friendly atmosphere with welltrained and highly motivated staff. To

cater for any standard of client, soenabling all abilities direct access to thisgreat sport and pastime, all of which is

set in the beautiful countryside ofWiltshire.

Vision Exercise

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Exercise (10mins) – A vision for your club

• Where do you want your club to be in the future? What is thevision you have for your club?

• What are the key words that underpin this vision?

Action:

Draft a mission statement for your club that you believe inand are proud to share with your members

Situationanalysis


Objectives

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Specific Measurable Achievable Realistic Timely

Situationanalysis


Grow our membership

Increase our competitive membership by 10%over the next year

Your objectives are targets that you want to achieve in the short tomedium term that underpin your longer term vision. When developingobjectives, they should be SMART:

General:

SMART:

Objectives Exercise

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Exercise (10mins) – Marketing objectives

• What are the key marketing objectives you have for your club?• Are these SMART? Do they help achieve the clubs overall vision?

Action:

Outline the key marketing objectives for your club?

Situationanalysis


Developing your marketing strategy

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Strategy

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Strategy summarises how to achieve the objectives and guides all thesubsequent detailed tactical decisions.

Your strategy should be clear. The following framework may help:

Who / what is your target market?

What is your club offering? Is this acompelling proposition?

How do you communicate this effectively?

Situationanalysis


Strategy

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An example looking at growing membership:

Who are your current members?

Who are your potential members?

What is your club offering?

How do you communicate this?

Situationanalysis


StrategyCurrent members

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• What does your current membership look like?• Why do they come to your club?• How can you break it up?

• Sex female• Marital status married• Do they have children? yes• Employment professional

Situationanalysis


• Age 25-40• Locality to club within 5 miles• Participation level social• Reason for joining keep fit

meet friends

How did your members find out about your club?

For example:

• Do you want more of the same type of member?

• Are there any other groups outside your current membership thatcould benefit from your club?

• How many new members can your club manage?

You can research potential members via a number of channels:

o Interview current and lapsed members

o Research other clubs

o Hold open days

o Use the Sport England Market Segmentation toolhttp://segments.sportengland.org/

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Situationanalysis

Objectives Strategy Tactics Actions ControlStrategyPotential members

StrategyClub offering

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The 5Ps (also known as the marketing mix)

1. Product - includes the quality and accessibility of the services your club provides,for example, competitions and social functions. Consider the characteristics of yourclub

2. Price – includes the cost of membership fees and discounts offered. You may havedifferent prices to different member groups e.g. social, competitive, junior, families.

3. Place – includes the clubrooms or the facilities where training , competitions orevents are conducted.

4. Promotion – includes advertising of the club or group, a promotion at the localshopping centre or an article in the local community newspaper.

5. People - includes the individual skills or capabilities of your staff and volunteers.

Quality coachesGood facilitiesClub Mark accreditedSocial eventsSense of community

Good developmentAccessible FacilitiesAvailable at right timesFriendly, welcoming peopleRight price of membership

Situationanalysis


Your overall club offering should align to your vision

Exercise – your offer

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Elevator Pitch

Imagine you are stuck in an elevator, and askedabout what your club offers....this is someone who

you club is targeting – a potential member orsponsor perhaps...

What would you say?

Exercise – Elevator pitch - 10 mins

Try this exercise straight away with the person next to you...How did it feel? Did you get across your key messages in lessthan a minute?

Spend some time thinking about what you want to say and thentry again...

Situationanalysis


Strategy

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Situationanalysis


You need to ensure you match what you offer to your potentialmembers, whilst ensuring you still meet the needs of your currentmembers.

Now you know who you want to tell, and what you want to tell them,the next step is to figure out how to tell them.

Bear in mind that different groups of people will be best communicatedthrough different channels.

Marketing Tactics

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Marketing Tactics

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Tactics

Events

Local Media

Piggy BackMarketing

Social Media

Leaflets /Posters

Club website

Sponsorship

Word ofmouth

The following are a mix of tactics that sports clubs could consider:

Situationanalysis


Tactics:Sponsorship

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What you can offer them?

• Logos printed on your: Kit, equipment, minibus, sideline banners• Their logo on your: Website, email headers/ footers, Letter heads• Mention the company name in any events, team publicity, and end of season

reports• Hold an event under the name of the sponsor: E.g.: “The Generous Pub Co. Cup”• Hold an event at your sponsor’s venue

What they can offer you?

• Finance- in return for promotion• Kit, with their logo or company colours• Discounts e.g. money off equipment or supplies ordered from a specific shop, a

reduced admission price to events when taking all of your club or society along, ora discount when hiring specific services or facilities

• Facilities or a venue to host events

Situationanalysis


Sponsorship is a two way thing. In return for funding or services, you need to be able toprovide value to the sponsor.

Tactics:Piggyback Marketing

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Piggyback Marketing is when two or more organisations promote ones another’scomplementary (but non competing) products or services.

As a sports club you may consider engaging with the following groups, as they may have aninterest in promoting your club:

- Schools. Colleges and Universities

- Community groups

- Local leisure centres

- Council

- Local businesses

Situationanalysis


Tactics:Working with the Media

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Is the story topical, timely and relevant?Plan ahead so your news stories relate to and capitalise on what the clubs plans to doover the next season. Do you have any events, competitions coming up that you wantpeople to come along to? Have you had any successes you want to share?Let the local press know and they might even send a photographer along to captureyour club in action.

What is unusual or even more unique about this story?A good media story is unusual - people haven’t seen or heard this before. That’s whythey will be interested - this is not familiar, not the same old, same old. There is anunusual angle or aspect, or a new creative element.

Real news is all about people - news is created by and affects people.Celebrities and sporting personalities do of course attract media interest. But realpeople, who have done something heroic or extraordinary, who have an important orinteresting story to tell are just as good, in fact usually better.

Situationanalysis


Tactics:Social Media

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Situationanalysis


Listen

Be authentic

Be consistent

Credit others

Criticise

Reveal(personal information)

Misrepresent

Social media involves the building of communities or networks and encouragingparticipation. It is also a quick and effective way to keep interested parties up to date.

Social media works best when there are real people, with genuine intentions and qualitycontent behind every profile, tweet and tag.

Do: Don’t:

Tactics:Social media accounts

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For social media to be effective, you need to give users the freedom to openly communicateand share their views, experiences and ideas. However, you need to consider the risks of lackof control.

There are pros & cons of ‘open’ content (where you give your users and followers the freedomto post messages):

Situationanalysis


Pros Cons

• Increases visibility• More engaging for users• Open discussions – can built trust• Facilitates knowledge sharing

• Open to negative comments• Gives way to ‘spamming’• Viewed as simply all ‘push’

Tactics:Major platforms

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Key facts:•Twitter is a “Micro-blog” tool and platform•Estimate s of use vary – 140m active users worldwide / 10m in UK•Allows a user to send a text-based message (“tweet”), up to 140 characters inlength, to other users who have requested to receive updates from that user

•Users can post public or private (direct) messages to other users

Situationanalysis


Do’s Don’ts

• Be yourself, be original• Disclose who you work for /represent

• Participate regularly• Be human and have fun (butremember it is a public record)

•Give credit to others• Include links, photos and videos tokeep things interesting

•Become an authority and providevalue

• “Metweet” all the time – think 90%about others / big ideas / resourcesand 10% about you

•Retweet without knowing what youare “endorsing”

• Tweet too much – spammingpeople will turn people off

• Tweet not enough – try severaltimes a week if not daily. Creates abase and keeps interest

Tactics:Major platforms

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Key facts:•Considered most popular social network on the internet•Users expect you to interact with them more like friends than businesses•Works best if you are happy to adopt a more “flexible and friendly” tone inyour communication

•Can build a very strong and loyal following who will click, view and shareyour content so you reach continues to grow

Situationanalysis


Do’s Don’ts

• Be yourself, be original• Be friendly and show personalitythrough your content

•Share business milestones – likeyou would share milestones withfamily / friends

• Regularly post and share updates

• Ignore it – your customers may wellalready be talking about you

•Just focus on the business and pushout business content

•Forget to update regularly – an outof date page looks like an out of datebusiness

Your Actions

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ActionsPlanning

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Action Owner J F M A M J J A S O N D

Agree plan with marketingplan with committee

Run membership e-survey

Build campaign content

Banner on sponsor’s site

Press release

Members e-shot

Members event

Schools visit

Facebook/Twitter

Evaluate plan

Situationanalysis


What are you going to do when?

Exercise - planning

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Situationanalysis


Exercise – 5 mins

Spend a short period listing what marketing actions you mightdo in your club and when

The controls

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How can you track the success of your marketing?

• When new members join the club, ask them how they heard aboutyou (e.g. Through a friend, open day etc.)

• Ask them what it was about the club that attracted them to you –does your marketing show this

• When members leave, ask why – are they moving to competition thatis offering something else?

Controls:Monitoring activities

Situationanalysis


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Controls:Marketing budget

• Do you have one or need one?...might simply be a line in youroverall budget

• A general ‘finger in the air’ exercise for businesses is that youshould allocate between 5 – 10% of your total revenue tomarketing spend.

However, this depends on the size of your club and your overallobjectives. The key thing is to come up with a general figure to aimtowards and stick to

Situationanalysis


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Examples: 2010 2011 2012

Members at beginning of year 198 238 298

Members at end of year 238 298 279

New members 54 75 21

% new members 27% 32% 7%

Members lost 14 15 40

% lost members 7% 6% 13%

Marketing budget £200 £300 £25

Marketing per new member £3.70 £4.00 £1.19

ControlsKey metrics

Situationanalysis


Recap

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Marketing strategy recap

45

Situationanalysis

‘Where youare now’

Objectives

‘Where doyou want to

be?’

Strategy

‘How do weget there?’

Tactics

What arethe tools

and tacticsto achieve

yourobjectives?

Actions

What actionplans do

you put inplace?

Control

How do youknow if allthe effort isworking?

MarketingStrategy

MarketingPlan

www.sportenglandclubleaders.com

[email protected]

@Club_Leaders

www.facebook.com/ClubLeaders

TITLE

Thank you and good luck!

This seminar has been prepared to give general guidance for sports clubs as part of the Sport England Club Leaders programme. It does notconstitute professional advice and you should not act upon the information contained in these slides without obtaining specific professionalguidance. These slides are not to be used outside of the Club Leaders programme unless delivered in conjunction with Club Leaders or with thewritten agreement of Sport England.

No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication,and, to the extent permitted by law, Sport England, its members, employees and agents do not accept or assume any liability, responsibility orduty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication orfor any decision based on it.

© The English Sports Council - Sport England

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Developing a Marketing Strategy June 2013englacrosse.s3.amazonaws.com/media/2013/09/PWC-Developing-a... · . The key stages in developing a marketing strategy 4. Marketing strategy