Mission Statement In Relation to Market Influences - Case Study Example

Strategic Marketing Plan: SportUNE Case Analysis Student’s Name Student’s Affiliation Strategic Marketing Plan: SportUNE Case Analysis Introduction SportUNE is considered to be one of the most formidable sporting precincts in the entire of Australia. It offers various sporting-focused activities that are flexible in nature (SportUNE, 2013). Established in the early of 1920’s through the University of New England, Australia, SportUNE is offered through numerous state-of the art complexes that allow for activities based on sports, exercise and health-related programs (SportUNE, 2013). It also offers educational programs aimed at producing graduates highly conversant with modern levels of exercise and sporting. Body: Mission Statement In Relation to Market Influences, Social Values and Ethical Principles The facility’s immediate mission statement is focused in strengthening UNE’s position and its service capability in relation to the numerous communities by way of encouraging and thereby fostering activities focused on both sporting partnerships and provision of opportunities related to healthy lifestyle of individuals (SportUNE, 2013). The expectation of the immediate expectations and needs of the surrounding communities to provide educational facilities related to the sports has forced the facility to expand its physical education facilities, buildings related to the provision of sport education in order to meet the significant role of availing education programs that are strongly influenced by the distinctive market factors (Siegert and Taylor, 2004). Market influences has prompted the facility to engage in the provision of education programs in order to meet the demand caused due to the intense need for sport education by the surrounding communities (Walker, Gountas, Mavondo & Mullins, 2011). In relation to social values, the facility has opted to invest in unique healthy-living programs attributed to helping the surrounding communities. This can be seen to be a strategy aimed at improving the public welfare statuses in regards to their physical well-being (Siegert and Taylor, 2004). Commitment for excellence is an ethical principle that has been adhered to while formulating the mission statement. The mission if focused solely on strengthening UNE standings as well as service provisions in regards to numerous community platforms under which it operates (Walker, Gountas, Mavondo & Mullins, 2011). This means that the facility is mandated with the task of ensuring that institution-based duties are fairly-performed in order to facilitate the aspect of proficiency in areas of their respective responsibility to the numerous involved stakeholders (Siegert and Taylor, 2004). SMART Objectives In regards to market share, SportUNE is fairly placed to meet the needs of the high-end market opportunities. This conforms to its well-laid out physical structures, skilled and experienced sport professors as well its adoption of advanced technological sporting features. The facility can go ahead and improve on its marketing strategies for purposes of ensuring that most of the groups and individuals seeking service increase at rate of at least 20 per cent in a period that is not less than two to three years (CSIRO Futures, 2013). This can be achieved by way of ensuring that the facility’s marketing department is fairly-supported in regards to both financial resource and expertise to trigger the attainment of the objective within the aforementioned stipulated timeframe (CSIRO Futures, 2013). In relation to sales volume of the facility, it can be vehemently postulated that such activities as healthy-related programs should involve not only the internal stakeholders but also it should attract external ones like the surrounding communities (CSIRO Futures, 2013). The programs should be developed in such a manner that it attracts the participation of outsiders but a reasonable fee. This will likely increase the sales flow or volume. The provision of the services at a subsidized fee should be one of the fundamental ways upon which the facility can enhance demand for its activities hence attracting sales volumes, which are in turn translated to intense levels of profits at any given moment in time (CSIRO Futures, 2013). Hierarchy of Strategies In regards to corporate-level strategies, businesses are focused on identifying their immediate management practices. SportUNE model of management is centralized through a formidable direct corporate intervention that is governed by a sole manager or vice chancellor, Professor Jim Barber. Significantly, corporate level strategy is directed towards the management of a firm’s intermediate activities and its interrelationships (SportUNE, 2013). For instance, in regards to SportUNE, the services of the different sports personnel like the professors and tutors have been synergized into allowing for possible sharing and coordination of resources across the different business units; physical activities, education and healthy lifestyle programs. In regards to business unit level strategies, the strategic aspects are focused on the development and sustainability of a competitive advantage for the products rather than coordinating the already existing business units of a firm (Walker, Gountas, Mavondo & Mullins, 2011).In relation to SportUNE, the strategy has been used solely to position its business against any close competitors by way of integrating numerous activities to suit both internal and external stakeholders (Shahin and Mahbod, 2004). The institution has also managed to influence the existing nature of competition through engaging in vertical integration of its activities. For example, the company has continued to form partnerships, the most recent being with Parramatta Eels, where the fundamental purpose is to enhance the immediate learning experiences for students taking either exercise physiology or the related degree programs (SportUNE, 2013). Functional unit level strategies are used for the purpose of availing significant information on the resources and capabilities under which higher-based strategies can be conducted (Walker, Gountas, Mavondo & Mullins, 2011). Significantly, it allows for the process of action-pans that are focused on each department or division within an entity (Walker, Gountas, Mavondo & Mullins, 2011). In relation to SportUNE, the functional unit level strategies have been used to distinguish each action-plan the education department, the healthy lifestyle programs and the physiological exercise departments can be able to attain in overall capacity. Five Competitive Forces Rivalry among Competition; SportUNE engages in the sporting industry by way of availing a myriad number of activities to the surrounding communities. The different facilities provided by the institution aids both the educational programs as well as the provision of physical-based activities like swimming, mountain bike climbing among others (CSIRO Futures, 2013). The availability of both organized and non-organized sporting activities proves a significant competition the facility. This means that the level of competition is higher in Australia since sporting activities are conducted in both professional and nonprofessional manners (CSIRO Futures, 2013). Potential Availability of substitute Goods or Services This is evident whenever firms operating within other industries are able to shift operations into an existing market of a different market platform. In Australia, the sporting industry is fairly substitutable given that there are different levels of sporting activities that include; both organized and non-organized activities (CSIRO Futures, 2013). SportUNE provides distinctive services and products that can as well be substituted by local gyms and swimming pools that also provide personalized training at affordable costs. This has the effect of concentrating the industry with both extreme and mainstream sporting activities from both formal and informal sectors. In fact, alternative sport culture has been part of the Australian sporting industry since the 1970s as population have continued to reject the overly aggressive rationalized sports (CSIRO Futures, 2013). Potential Entry of Firms into the Industry Currently, the Australian sporting industry is considered to be porous since it is both easy and affordable to enter the market due to the overly aggressive competition of the companies within the industry. There are currently potential room for growth of a company anticipating entrance into the industry (CSIRO Futures, 2013). This means that SportUNE does not enjoy a monopoly in its operations given that there are numerous institutions that provide sport-related degree programs as well as avail physical activities to the underlying communities (CSIRO Futures, 2013). The Bargaining Power of the Suppliers There are numerous professional trainers with higher levels of education in sports across Australia. This means that the suppliers of the sport-related degree programs have lower bargaining powers in such institutions as SportUNE (CSIRO Futures, 2013). Significantly, the numerous gyms and other sporting institutions across the country have reduced the bargaining power of suppliers of sporting training in the industry as well. The Bargaining Power of Consumers; It is important to realize that satisfaction of customers is the immediate facet that promotes a long-term success of a business entity. SportUNE highly depends on the availability of both students and consumers of their physical training and healthy lifestyle programs. Thus, the consumers have a higher level of power given that they have a wider range of sporting products and services offered by the industry (CSIRO Futures, 2013). As earlier noted, this is especially triggered by the intense levels of competition that arises from both formalized and non-formalized sporting institutions and clubs within the Australian market. Analyser/Prospector/Defender/Reactor Strategies SportUNE is engaged in a prospector level of aggressive strategy that is operating under a start-up developmental stage. The institution is focused on integrating sporting activities with educational programs. This means that it is focused on expanding into newer markets by way of stimulating possibility of newer opportunities within this market share. It is also important to mention that the integration of sporting activities provides a substantial level of revenues that is sourced from this rather newer product development (SportUNE, 2013). Most notably, the institution has been involved in intensive headhunting activities for its immediate key employees that involve both technical and managerial personnel. For example, some of the notable career opportunities that ever-available within the industry include; specialists in exercise therapy, both corporate and public health as wee as wellness consultant and cardiac scientist among others. Micro and Macro Level Analyses At a micro-level platform, it is possible that the SportUNE’s operations can be affected by such facets as age, income-level and gender of possible consumers of both sport and education programs. Income levels of the people determine whether or not the surrounding communities will afford top-notch degree programs and customized sporting activities. This also goes for both age and gender parities of this potential consumer-base. At a macro-level platform, the activities of the facility might be affected by such aspects as the taxation and politics of the underlying government strategies. It is important to note that given the competitiveness of the sporting industry, these macro-level strategies are favourable altogether. Market Research The most formidable marketing research model for SportUNE to analyse its products and services is by way of focus groups where one-way mirrors are adopted for purposes of getting firsthand consumer feedback about the products offered (Yurdusev, 1993). A moderator or in other cases special interviewer is allowed to conduct the exercise where a series of questions are developed and their feedback sourced from the formed focus groups. This moderator might formulate questions that are aimed at inquiring the prices that should be charged to the different sporting activities and educational programs being offered (Yurdusev, 1993). The questions might also inquire on whether the sport-related degree programs being offered at the facility are effective or can be improved to involve other formidable units for purposes of strengthening their validity (Yurdusev, 1993). Product/Price/Place/Promotion Policies The product being offered includes both education and sport programs. They are fairly priced given their respective qualities in comparison to others within the market. SportUNE’s placement is strategic to the provision of its products (Shahin and Mahbod, 2004). It allows for expansion of the institution to handle additional demand. The facility uses its website mostly for purposes of promotions of either its degree or sporting programs. Segmentation and Targeting Since SportUNE utilizes the services of professional and highly skilled personnel in conducting its operations, it is quite noticeable to postulate that the facility can engage in using pricing strategies to identify with the needs of both the upper-middle income consumers as well as the high-end ones (Shahin and Mahbod, 2004). It is important to note that the facility is in the business of offering top-notch sporting related products and services across the Australian market hence the aspect of price should be the sole descriptor of its business operations. Differentiation and Positioning The aspect of differentiation as a marketing strategy is considered an important element in defining the exact position of a firm’s immediate products and services. In regards to the SportUNE, the element of differentiation is identified with the notion that only conducts education programs but also, it offers both sporting and healthy lifestyle programs to the potential consumers (Shahin and Mahbod, 2004). This has the effect of increasing the levels of production as well as sales volume of the facility at any given moment. It also minimizes the levels of risks that are attributed to failure of a firm’s primary product line (Shahin and Mahbod, 2004). References CSIRO Futures. (2013), The future of Australian sport. Retrieved from http://www.ausport.gov.au/__data/assets/pdf_file/0019/523450/The_Future_of_Australian_Sport_-_Full_Report.pdf Siegert, R, J and Taylor, W, J. (2004). Theoretical aspects of goal-setting and motivation in rehabilitation, Disability & Rehabilitation Informa, 26(1), 1-8 SportUNE. (2013). Sports prospectus: University of England, Retrieved from http://sportune.uberflip.com/i/123771/1 Shahin, A and Mahbod, M, A. (2004). Prioritization of key performance indicators: An integration of analytical hierarchy process and goal setting, International Journal of Productivity and Performance Management, 56(3), 226-240. Walker, O.C., Gountas, J.I., Mavondo.F.T. & Mullins. J. W., (2011). Marketing strategy: A decision-focused approach. (2nd Ed.). North Ryde: McGraw-Hill. Yurdusev, A. N. (1993). "Level of analysis and unit of analysis: A case for distinction." Millennium: Journal of International Studies, 22(1), 77-88 Read More