1 / 57

Foster Community Bonding for Advocacy and Recreation

Foster a strong sense of community bonding to encourage interaction, collaboration, and advocacy among customers, residents, and stakeholders. Utilize recreation and natural resources to create community bonds and promote positive relationships.

blowery
Télécharger la présentation

Foster Community Bonding for Advocacy and Recreation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Identity Bonding Community Residents Recreation Providers Advocacy Bonding Awareness Bonding Customers, Community Residents Elected Officials Community Bonding Relationship Bonding Employees-Volunteers . 6. STAKEHOLDER BONDING

  2. 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

  3. Relationship bonding takes place when customers or stakeholders are actively involved, and interacting directly with an organization and its staff.

  4. Environmental Scanning Internal Analysis Opportunities Threats Strengths Weaknesses S.W.O.T Stewardship Mission Systems Alignment-Allocation Objectives EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT INTERNAL ENVIRONMENT EXTERNAL ENVIRONMENT Strategies Marketing, Finance Human Resources Monitoring Performance Exhibit 11-3. Strategic Plan and Marketing.

  5. P&R Strategic Objectives Inventory of Public & Private Facilities & Programs Facility & Attraction Development Objectives Marketing Objectives Financial Objectives Future Oriented Needs Assessment Community Plans & Objectives Marketing Environment Economic Political Competition Demographic Technology Market Audit Marketing Activities Marketing Capability Marketing Effectiveness Program & Facility Audits Tourism Plans S.W.O.T. Analysis Target Marketing & Positioning Target Market Identification Cooperative P&R (Tourism) Promotion Themes Market Segmentation Positioning Strategy Partnerships 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

  6. 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].

  7. Life Cycles Facilities- Events -Products - Services - Organizations • Different • Customers • Management • Marketing Early Growth Sales/Use/Support Introduction Late Growth Decline Maturity TIME

  8. Current and Future Performance of F-P-P-S #6 #1 Low Current Revenues High #5 #3 #4 #2 LowFuture Growth Potential High

  9. Future Capacity & Potential Contribution to Mission and Objectives Decline Maturity Late Growth Early Intro. Potential Growth Life Cycle

  10. 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

  11. 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

  12. 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

  13. Strategic Planning Portfolio MRPA 1999 Weights and Evaluations 9 8 7 6 Weights 654 Market Potential Revenues Amount -Flow ContributionStrategic to Mission Objectives Competition Investment Required Payback 1 + + + + - + - 2 + + + - - + - 3 + + + + - + + 4 - - + - - + + 5 - - - - - - - 6 - - + - - + + 7 - - - - - - - Facilities -Programs-Events- Services

  14. CURRENT & EXPECTED ENVIRONMENT EVALUATION OF NEW FACILITY & PROGRAM IDEAS • STRATEGIC • PLANS • MISSION • OBJECTIVES • POSITIONING • ECONOMIC • DEMOGRAPHICS • LIFE STYLES • TECHNOLOGY • COMPETITION FACILITY & PROGRAM OPPORTUNITIES FACILITY & PROGRAM CONCEPTS FEASIBILITY OF PROPOSED PROGRAM & FACILITY CHANGES • 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 • MARKET FEASIBILITY • ECONOMIC FEASIBILITY • TECHNICAL FEASIBILITY • POLITICAL FEASIBILITY • LEGAL FEASIBILITY • PUBLIC RELATIONS • FEASIBILITY FACILITY & PROGRAM PORTFOLIO ANALYSIS FACILITY, PROGRAM AND MARKETING AUDITS • 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 FACILITIES & PROGRAMS MARKETING CONSISTENT WITH FACILITY & PROGRAM DECISIONS • CUSTOMERS/USERS • PERFORMANCE - OBJECTIVES • SATISFACTION -”QUALITY” • CURRENT CONDITION • NEEDED IMPROVEMENTS • OPERATING COSTS • SUBSTITUTES/COMPLEMENTS • STAFFING • TECHNOLOGY • REVENUES/CONTRIBUTIONS • FACILITY & PROGRAM DECISIONS • NEW FACILITIES & PROGRAMS • FACILITY & PROGRAM • MODIFICATIONS • CLOSINGS/DICONTINUATIONS • F-P-P PARTNERSHIPS • PRIVATIZATION ASSESS EXISTING AND PROPOSED NEW FACILITIES AND PROGRAMS MARKETING AUDIT • TARGET MARKETS? • AWARENESS/ PERCEPTIONS • MARKETING OBJECTIVES • FEES/CHARGES • COMMUNICATIONS • PROMOTIONS • ACCESSIBILITY • EVALUATION(S) • SERVICE STRATEGY • COOPERATIVE MARKETING • 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

  15. EXTERNAL & INTERNAL ASSESSMENT ECONOMIC & FISCAL POPULATION LIFE-STYLES OPPORTUNITIES THREATS TECHNOLOGY POLITICS & POLICY Growth in Senior Market & Political Power Reduction in General Fund Support PROGRAM & FACILITY AUDITS MARKETING AUDIT WEAKNSESS No Senior Programs or Facilities Limited fees, grants, and no fund raising program Increased Use of Internet & Email Increased emphasis on accountability and performance STRENGTH Computer Capabilities and New Technology Strategic Plans and Performance Monitoring System Exhibit 11-5. S-W-O-T Analysis

  16. Customer Stakeholders Employees Media Non-Customer Stakeholders Members Board of Directors Legislators External Publics Regulators Internal Publics Advisory Boards Volunteers Suppliers Competitors Partners Contributors Sponsors Concessionaires Exhibit 11- Different Publics of Parks and Recreation Organizations

  17. MARKET #2 MODERN EDUCATION MARKET #4 FACILITIES PROGRAMMING MARKET #1 You MARKET #3 ENTERTAINMENT HERITAGE

  18. 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.

  19. P2 P2 P1 P1 Q1 Q2 Market P2 Q2 Q1 P1 Segment A Q1 Q2 Segment B Market Segmentation & Elasticities

  20. PROMOTION PROMOTION Visits Visits Market Segmentation & Elasticities Segment A PROMOTION Segment B Segment C Visits

  21. Attribute/ Service Attribute/ Service Satisfaction/Purchases Satisfaction/Purchases Segmentation and Service Enhancement Segment A Segment B

  22. 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 PRICES SERVICES ACCESSIBILITY COMMUNICATION EDUCATION Exhibit 11-8. Identification and Targeting Priority Markets/Publics

  23. P2 P1 PRICE P1 QUANTITY ENTERTAINMENT/CULTURE PACKAGES QUIET EXCITING ON THEIR OWN OUTDOOR RECREATION

  24. PROMOTION VISITS PROMOTION PURCHASES ENTERTAINMENT/CULTURE PACKAGES QUIET EXCITING ON THEIR OWN OUTDOOR RECREATION

  25. STRATEGIC OBJECTIVES SEGMENTATION CRITERIA & PROFILING EXISTING POTENTIAL EVALUATION AND TARGETING SEGMENTATION AND PROFILING TARGET MARKET OBJECTIVES POSITIONING MARKET(?) CAPABLE? INTERESTED? DATA GATHERING

  26. MARKET(?) STRATEGIC OBJECTIVES SEGMENTATION CRITERIA & PROFILING DATA GATHERING EXISTING POTENTIAL EVALUATION AND TARGETING SEGMENTATION AND PROFILING TARGET MARKET OBJECTIVES POSITIONING CAPABLE? INTERESTED?

  27. Data Base Marketing 1. 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(?) POTENTIAL 1. SECONDARY STUDIES 2. PURCHASED PROFILES-LISTS 3. SURVEYS STRATEGIC OBJECTIVES SEGMENTATION CRITERIA & PROFILING DATA GATHERING EXISTING POTENTIAL EXISITING EVALUATION AND TARGETING SEGMENTATION AND PROFILING 1. REGISTRATIONS 2. INQUIRY CONVERSIONS 3. SURVEYS 4. INTEGRATED DATA BASES TARGET MARKET OBJECTIVES POSITIONING

  28. MARKET(?) STRATEGIC OBJECTIVES SEGMENTATION CRITERIA & PROFILING DATA GATHERING EXISTING POTENTIAL EVALUATION AND TARGETING SEGMENTATION AND PROFILING TARGET MARKET OBJECTIVES POSITIONING POTENTIAL 1. SECONDARY STUDIES 2. PURCHASED PROFILES-LISTS 3. SURVEYS EXISITING 1. REGISTRATIONS 2. INQUIRY CONVERSIONS 3. SURVEYS 4. INTEGRATED DATA BASES

  29. MARKET(?) Evaluation STRATEGIC OBJECTIVES 1. Different elasticities 2. Servicability 3. Competitiveness Current Position 4. Value in present & over time 5. ROI 6. Fit and Compatability SEGMENTATION CRITERIA & PROFILING DATA GATHERING EXISTING POTENTIAL EVALUATION AND TARGETING SEGMENTATION AND PROFILING TARGET MARKET OBJECTIVES POSITIONING

  30. MARKET(?) Objectives STRATEGIC OBJECTIVES 1. Increase length of stay. 2. Loyalty/relationship building. 3. Increase purchases 4. Enhanced perceptions. 5. Satisfaction 6. Word-of-mouth SEGMENTATION CRITERIA & PROFILING DATA GATHERING EXISTING POTENTIAL EVALUATION AND TARGETING SEGMENTATION AND PROFILING TARGET MARKET OBJECTIVES POSITIONING

  31. MARKET SEGMENTS FOR “CULTURAL TOURISM” MARKET #2 MODERN EDUCATION MARKET #4 FACILITIES PROGRAMMING MARKET #1 You MARKET #3 ENTERTAINMENT HERITAGE

  32. PRODUCTS FOR “CULTURAL TOURISM” MARKET SEGMENTS MARKET #2 WORKING RANCHES MUSEUMS MODERN EDUCATION MARKET #4 PROGRAMMING FACILITIES MARKET #1 REINACTMENTS CATTLE DRIVES LIVING HISTORY GUIDED TOURS MARKET #3 HERITAGE ENTERTAINMENT

  33. Do Not Buy Art Buy Art Day Trippers Light Buyers Heavy Buyers Overnight Day Trippers Overnight Overnight Day Trippers Art Fair Tourists

  34. Do Not Buy Art Buy Art Art Fair Tourists Light Buyers Heavy Buyers Overnight Overnight Overnight

  35. Do Not Buy Art Buy Art Profiles Strategies 1. Positioning 2. Coop ad/promos 3. Packaging 4. Retention effort 5. Relationships 1. Years of attendance 2. Family life cycle 3. Other activities 4. Other art fairs 5. Preferred lodging 6. Organizations 7. Art buying info 8. Planning 9. Spending Art Fair Tourists Light Buyers Heavy Buyers Overnight = Overnight Overnight

  36. MARKET #2 MARKET #3 EASY ACCESS FULL SITE HOOKUPS MARKET #4 ON THEIR OWN PROGRAMED ACTIVITES MARKET #1 PRIMITIVE SITES SECLUDED Exhibit 11-9. Preference Map of Four Camping Market Segments

  37. “Sports Fields” Park C Well Maintained Park B Dangerous Secure Park A Un-cared for Passive Recreation Opportunities Exhibit 11-10. Senior Market Perceptual Map of Community Parks

  38. “Much to do - diverse” Programming Services Park Communication Law Enforcement Interpretation Dangerous Repositioning Secure Park A “Boring-- Same-Old” Exhibit 11-11. The Re-positioning of a Neighborhood Park

More Related