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STRATEGIC MARKETING PLAN:
NANAIMO CURLING CLUB
Mike Anderson -‐ Melissa Cessford -‐ Maxim Dobryshkin -‐
Ma7 Hough -‐Shotaro Kamimura -‐ Krista Meckelborg
Vancouver Island University
Duane Weaver
April 6, 2017
TABLE OF CONTENTS
EXECUTIVE SUMMARY 4 .........................................................................................................1. BACKGROUND 5 ...................................................................................................................
1.1 Company Overview 5 ......................................................................................................1.2 Main Issue 5 .....................................................................................................................1.3 Marketing Budget 6 .........................................................................................................1.4 Revenue Streams 6 .........................................................................................................1.5 Current Customers 6 .......................................................................................................
2. INDUSTRY ANALYSIS 7 ........................................................................................................2.1 Market Situation 7 ...........................................................................................................
2.1.1 Sports Club Industry 7 .............................................................................................2.1.2 Entertainment Venue Industry 9 ..............................................................................
2.2 Political, Legal, & Institutional Factors 12 ....................................................................2.3 Regulatory Environment Factors 12 ..............................................................................2.4 Macroenvironment Trends 12 ........................................................................................
2.4.1 Current Trends 12 .....................................................................................................2.4.2 Past Performance 13 ................................................................................................
3. COMPETITOR ANALYSIS 13 ................................................................................................3.1 Competitive Environment 13 ..........................................................................................
3.1.1 Sports Club Industry 13 ...........................................................................................3.1.2 Entertainment Venue Industry 14 ............................................................................
3.2 SWOTS Analysis 14 .........................................................................................................3.3 Positioning Strategy 15 ..................................................................................................
3.3.1 Positioning Statement 15 .........................................................................................3.3.2 Perceptual Map 15 ....................................................................................................
4. POTENTIAL TARGET MARKETS 16 ....................................................................................4.1 Public Event Attendees 16 ..............................................................................................
4.1.1 Demographics 16 ......................................................................................................4.1.2 Geographic 17 ...........................................................................................................4.1.3 Psychographic 17 .....................................................................................................4.1.4 Behavioural 17 ..........................................................................................................4.1.5 Value of the Targeted Segment: 17 .........................................................................
4.2 External Event Organizers 17 .........................................................................................
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4.2.1 Demographic 18 ........................................................................................................4.2.2 Geographic 18 ...........................................................................................................4.2.3 Psychographic 18 .....................................................................................................4.2.4 Behavioural 18 ..........................................................................................................4.2.5 Value of the Targeted Segment: 19 .........................................................................
5. STRATEGIC GOALS & OBJECTIVES 19 .............................................................................5.1 Increase Membership 19 .................................................................................................5.2 Develop NCC Improvement Fund 19 .............................................................................5.3 Effectively utilize space in the off-season 20 ...............................................................5.4 Create awareness for NCC in Nanaimo 20 ....................................................................
6. MARKETING SEGMENT ALTERNATIVES 20 .......................................................................6.1 Alternative #1: Internally-Planned Events 20 ................................................................6.2 Alternative #2: Externally-Planned Community Events 21 ..........................................6.3 Alternative #3: Externally-Planned Private Events 21 ..................................................6.4 Alternative #4: Externally-Planned Semi-Private Events 22 ........................................
7. DECISION CRITERIA 22 ........................................................................................................8. RECOMMENDATION 24 ........................................................................................................
8.2.1 Communication Strategy 25 ....................................................................................8.2.2 Involvement Strategy 28 ..........................................................................................
9. FINANCIAL FORECAST 30 ...................................................................................................10. ADDITIONAL RECOMMENDATIONS 32 .............................................................................REFERENCES 34 ......................................................................................................................APPENDIX B: Charts and Graphs 1 ......................................................................................APPENDIX C: Member Survey 3 .............................................................................................APPENDIX D: Psychographics of Curlers 8 .........................................................................APPENDIX E: Event Organizers in Nanaimo 9 .....................................................................APPENDIX F: Direct Mail 11 ....................................................................................................APPENDIX G: Nanaimo Survey 13 .........................................................................................APPENDIX H: Event Coordinator Job Advertisement 15 ....................................................APPENDIX J: Website Examples 17.......................................................................................
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EXECUTIVE SUMMARY The Nanaimo Curling Club (NCC) is a not-‐for-‐profit society dedicated to the sport of curling. The
NCC’s main issue is determining the best way to opSmize the use of their space, parScularly during
the off-‐season between mid-‐April and September when the facility is not being used to its full
potenSal. Data was collected and analyzed from a variety of different sources to determine the
greatest threats to the organizaSon and the greatest opportunity. Significant research was
completed to determine the most appropriate segment to target with a niche markeSng strategy.
The four alternaSves for the target segment included hiring an event planner during to organize
public events for the community, focusing on a7racSng community event planners who could rent
the space for externally planned community events, targeSng private event planners such as
wedding planners to rent the venue, and hosSng semi-‐private events planned by local organizaSons
such as businesses and clubs. These alternaSves were weighed against the strategic decision criteria
of an increase in membership and funding for the NCC Improvements Fund and the tacScal criteria
of cost viability, uSlizaSon rates, and club awareness.
Based on the findings, it is recommended that the NCC implement a two-‐part strategy targeSng both
community and semi-‐private external event planners with the support of an internal event
coordinator. The communicaSon porSon of this strategy consists of various promoSonal tacScs to
encourage event planners to rent the venue. This includes planning an iniSal Canada 150 kick-‐off
event to increase awareness, increasing the NCC’s online presence both on owned website and social
media and on public sources, a direct mail strategy, and a focus on relaSonship building. The
involvement porSon of this strategy consists of elements to convert event a7endees into members
of the NCC and involve them in curling acSviSes. This includes requiring all event a7endees to
become NCC members for a small fee to gain their contact informaSon, seZng up an NCC volunteer-‐
run booth about curling at all events, sending out monthly newsle7ers, and developing a referral
program.
Focusing on this two-‐parted strategy will be the best opSon for the Nanaimo Curling Club as it has
the potenSal to greatly increase both memberships through expanded exposure and demographic
reach, and bring in revenues for the NCC Improvement Fund, while being a viable opSon in terms of
cost, uSlizaSon, and awareness.
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1. BACKGROUND 1.1 Company Overview Established in 1947, the Nanaimo Curling Club (NCC) has been around for quite some Sme, but
today, lacks overall awareness in the community (A. Parry, Personal communicaSon, March 7th,
2017). Originally operaSng with 48 members in 1948 with one sheet of ice, the club has grown
significantly since early beginnings to include over 700 members who curl at least once a week on
eight sheets of ice. The NCC is a non-‐profit society operaSng out of the Nanaimo Curling Centre.
The Club’s faciliSes are owned by the City of Nanaimo, but managed by an administraSve staff of 17
and 11 Board of Directors. AdministraSve staff oversee club management, ice maintenance, the bar,
coffee shop, pro-‐shop management, as well as office operaSons. The Club’s administraSve staff work
in house from 11am unSl 7pm. There is also a board of directors who further assist with operaSons
in areas such as markeSng, managing relaSons with leagues and other board members, faciliSes
management, bonspiel organizaSon as well as catering and volunteer management.
1.2 Main Issue The main issue for the Nanaimo Curling Club is finding the best way to uSlize the curling faciliSes to
their fullest extent. While the centre is busy with leagues, bonspiels, and other events from
September to mid-‐April, the building is empty for the remainder of the year. With a donaSon from
the Federal Government’s Canada 150 iniSaSve, renovaSons of the clubs upper level were
completed. The facility includes ameniSes such as air condiSoning and a full kitchen, with an
upstairs capacity of 200 guests seated at tables and chairs or 366 guests in a theatre style seaSng.
There is opportunity for them to now operate the upstairs lounge and the larger lower space year
round and provide services for weddings, life celebraSons, corporate events, etc. There have been
limited efforts to host these types of events and now with summer season around the corner, there
are significant opportuniSes to promote the venue. NCC must develop a markeSng strategy to uSlize
and promote the rental space appropriately.
By tackling the issue of facility uSlizaSon, the NCC can strategically create awareness in the
community that the club exists and a7ract new members to league acSviSes. They have been
adverSsing themselves as the Nanaimo Curling Club and feel that the ‘Club’ aspect may be creaSng a
barrier for people to try curling. In promoSng the centre’s faciliSes through a variety of events and
encouraging curling acSviSes, the club will appear to be welcoming and inviSng to new potenSal
customers.
Key stakeholders of the club and centre include:
·∙ Venue renters
·∙ Members (both league members and 250 members)
·∙ Other customers (spectators, drop-‐in curlers)
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·∙ Employees
·∙ Volunteers (including League Organizers)
·∙ Investors (primarily the City of Nanaimo)
·∙ Board of Directors
1.3 Marketing Budget In 2016, the NCC reported $12,570 in adverSsing and adverSsing sales commission expenses, and an
increase of 130.7% from the 2015 budget. It is recommended that non-‐profit socieSes allocate
5-‐12% of their budget to markeSng-‐related expenses (Royall, 2014; Schwartz, 2012). Based on the
NCC’s expenses for 2016 and this common recommendaSon, their markeSng budget for the year
should have been $20,000-‐48,000. Taking a conservaSve approach, it is recommended that the NCC
budget $20,000 annually for markeSng.
1.4 Revenue Streams The Nanaimo Curling Club has several revenue streams that allows the club to funcSon year aler
year. The primary source of revenue comes from memberships or curling dues (95% gross margin),
where other revenue streams include bar sales (58% gross margin), curling supplies (32% gross
margin), extra curling sessions, building and locker rentals, as well as adverSsing and coffee shop
rent. The club also receives a 38-‐93% gross margin on catering services, based on 2016 and 2015
numbers. Capital donaSons contribute to the overall improvement of the building and faciliSes, as
well as the member levy ($25 each member annually) for capital maintenance reserve. Furthermore,
NCC received the Canada 150 Community Infrastructure Program grant from the federal government
grant to renovate the second floor hall and bar. Future revenues may come from federal and
provincial government grants, increased membership base, as well as maximized facility occupaSon.
Please see the 2016 NCC Financial Statements for greater details on these revenue streams.
Despite the capital maintenance reserve funding received each year, members and staff have
indicated that there are repairs and improvements that would greatly benefit the curling club and its
faciliSes. NCC members have indicated a desire for things such as upgraded locker rooms, a new roof
for the building, and addiSonal events through survey responses (see Appendix I).
1.5 Current Customers ObservaSonal research and survey results indicate that the Nanaimo Curling Club (NCC) has a wide
range of current members at the club. There were a reported 762 members at NCC in 2016, taking
up 1,033 curling spots in leagues indicaSng that many members curl more than once a week. Curling
members have given feedback that indicates they thoroughly enjoy the sport and the curling
community that exists within the NCC. They appear to be a passionate group of members who have
a common interest in the sport, as well as the Nanaimo Club (A. Parry, Personal communicaSon,
March 7th, 2017). The age range of current members ranges from the age of 5 to 70 years of age,
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with the largest age group being 61-‐70 at 30.8%, followed by 51-‐60 and 71-‐80 at 19.4% and 18.1%
respecSvely. 41.9% of members are women and 58.1% are men. A survey was conducted to gain
greater insights on the current members of NCC (see Appendix C). Survey results can be seen in
Appendix I.
The club offers a Li7le Rockers program for those who are between the ages of five and nine. Those
who then graduate from the Li7le Rockers program then go onto the Junior program. The challenge
for the Juniors is that they have nowhere to go other than the adult league once they complete the
program. The club has noSced that there is a large degree of fluctuaSon in those interested in
curling. Through speaking with NCC it was noted that there was a larger following within the sport
during the 2010 Olympics where interest was peaked. FluctuaSons have also been seen over the
following years, and for the 2016/2017 season there has again been an increase in the number of
memberships. There is a push from the Canadian government and the ParScipACTION iniSaSve for
Canada 150 to try all of Canada’s sports (ParScipACTION, 2016). The club has benefi7ed from this
iniSaSve as they have received grants to upgrade their faciliSes.
The Nanaimo Curling Centre also has rentable event space upstairs and downstairs. The upstairs
space can hold 200 people comfortably and up to 366 people total, with a large newly paved parking
lot to meet the needs who those who will travel there. The centre is also well stocked for any event
due to the fact that it has an elevator for those who may need it, a kitchen available, a fully stocked
and staffed bar, and in-‐house caterer and Red Seal chef operated cafeteria. Currently, renters include
a group of quilters who rent the upstairs space every month and weekly roller derby events
downstairs in the off-‐season. A large-‐scale cral fair was also hosted in the downstairs, where there
is the potenSal to host a wide variety of other types of events. Other current customers include
businesses who rent the facility for Christmas parSes. The club actually has a waiSng list for
availability during the Christmas holiday season. The club has also been a space for people to have
celebraSons of life and business funcSons. The upstairs space has a projecSon, audio, and video
system already installed for a variety of potenSal uses.
2. INDUSTRY ANALYSIS 2.1 Market Situation The Nanaimo Curling Club currently serves two market industries: the sports club industry and the
entertainment venue industry.
2.1.1 Sports Club Industry
The following data relates to the sports club industry.
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According to Curl BC, there are 38,449 curlers in BC (n.d.), which represents 0.088% of the BC
populaSon of 47,516,000. The Nanaimo curling club is well above this average, with 0.726% of the
Nanaimo populaSon registered curling members, at 762 curlers out of a populaSon of 104,936.
Demographics:
Gender: There are more females curling in Nanaimo compared to the naSonal average.
● 64.3% male in all of Canada (Curling Canada, 2014); 58.1% male at NCC
● 35.7% female in all of Canada (Curling Canada, 2014); 41.9% female at NCC
Age: The NCC has an older demographic that the averages in Canada.
● The majority (18.1%) of Canadian curlers are between the ages of 12-‐17 (Curling Canada,
2014); only 4.2% under 20 years old in NCC
● 17.8% of Canadian curlers are aged 50-‐64 (Curling Canada, 2014); 50.3% aged 51-‐70 at NCC
● 17.4% of Canadian curlers are aged 65+ (Curling Canada, 2014); 20.7% aged 70+ at NCC
● The remaining age groups were the 18-‐24 group (16.2%), followed by the 35-‐49 age group
(17.7%), and the 25-‐34 age group (14.7%) (Curling Canada, 2014)
Household Income: It appears as though Nanaimo curlers have a similar average income to Canadian
curlers, although many (26.3%) chose not to respond to this quesSon on the survey.
● Most Canadian curlers (32.3%) had an annual household income of $100,000 or more while
21.4% had an annual household income of $50,000 to $74,999 (Curling Canada, 2014); most
NCC members (22.4%) had an annual household income of $50,000 to $74,999 or more
according to survey results while 20.9% had an annual household income of $100,000 or
more.
● 17.4% of Canadian curlers had an annual household income of $75,000 to $99,999 (Curling
Canada, 2014); 10.7% of NCC curlers had an annual household income of $75,000 to
$99,999.
Household Structure
● Most Canadian curlers (49.8%) were couples with children at home (Curling Canada, 2014)
● 23.2% of Canadian Curlers were couples with no children at home (Curling Canada, 2014)
● 16.1% of Canadian Curlers were Empty Nesters (Curling Canada, 2014)
Psychographic:
● Canadian curlers feel as though they are health enthusiasts, sports minded jocks, luxury and
adventure, and cultured and acSve according to research by Curling Canada (2014). Data
can be found in Appendix D.
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● Based on the 189 responses from NCC members of what they enjoy most of being a part of
the NCC, a majority of the people valued the social aspect of the club and the camaraderie
they have with other members while playing the sport of curling. Members speak of the
importance of having a friendly atmosphere where they feel comfortable a7ending and
playing the sport they love to play. The community feel and sense of community give
members a sense of belonging each Sme they step on the ice. Out of 208 responses who
listed their age, 42.8% listed they were 65+. Many members surveyed spoke of the
importance of exercise that the sport provides for them and the challenge and strategy of
the game.
Behavioural: Nanaimo curlers are significantly more engaged than Canadian curlers, with 97.6% of
members curling at least once a week.
● 300,000 curlers (42.3%) in Canada curled one or two Smes in 2014 (Curling Canada, 2014)
● 126,000 curlers (17.7%) in Canada three to nine Smes in 2014 (Curling Canada, 2014)
● 284,000 curlers (40.0%) in Canada curled ten or more Smes in 2014 (Curling Canada, 2014)
● 39.5% of NCC curlers curl once a week, 51.4% curl 2-‐3 Smes a week, 6.7% curl 4-‐6 Smes a
week
2.1.2 Entertainment Venue Industry
The following data relates to the entertainment venue industry.
According to the City of Nanaimo, there were 64 major local events hosted in Nanaimo between
April and September of 2016. The types of events included: Arts/Entertainment, Workshops,
Tourism, Sports, FesSval Music/Concert, ConvocaSon, Conference, Benefit/Fundraiser, Food and
Beverage, Travel, For children, EducaSon, etc. (Tourism Nanaimo, 2016). 64 major local events were
hosted in 2016, with the majority in May and August.
There 63 rental places that are introduced on the City of Nanaimo website. 38 of the 63 available
spaces have theatre seaSng. Only 14 of all faciliSes have a similar capacity to that of the NCC with
between 101 and 700 seats available (City of Nanaimo/Parks, RecreaSon, and Culture, n.d.).
InformaSon about these compeSng venues can be obtained at h7p://www.nanaimo.ca/assets/
Departments/Parks~Rec~Culture/Facility~Rentals/otherrentalfaciliSes.pdf.
PotenSal target markets for this industry may include:
● Private event organizers, including wedding planners, funeral planners, party organizers, etc.
○ 479 esSmated weddings in Nanaimo annually based on populaSon size and
Canadian averages (StaSsScs Canada, 2016).
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○ 804 esSmated funerals in Nanaimo annually based on populaSon size and Canadian
averages (StaSsScs Canada, 2016).
● Community event planners
○ 64 major community events in Nanaimo in 2016 (City of Nanaimo/Parks, RecreaSon,
and Culture, n.d.).
○ See Appendix E for a list of local event planners in Nanaimo.
● Sports teams, clubs, and leagues
○ There are approximately 390 clubs and organizaSons in Nanaimo. The complete list
can be found at h7ps://www.nanaimo.ca/assets/Departments/Parks~Rec~Culture/
Community~Events~Resources/clubsandorganizaSons.pdf
● School teachers or educaSonal services who need a locaSon for an educaSonal acSvity
● Business personnel who need a place for conference, meeSng, or public event such as a
trade show
○ There are 289 businesses within Canada Post’s routes in Nanaimo (Canada Post,
n.d.).
Local major events organizers in Nanaimo can be found in Appendix E.
Behavioural:
In a survey completed by 211 NCC members, a wide range of responses were collected when it
comes to hosSng other events at NCC. When asked, how interested would you be to a7end other
community events hosted at the NCC, the following results were collected:
�
Level of NCC interest in a;ending other community events at NCC
In the above graph, it was recorded that 14.4% of members were very interested in a7ending
community events hosted at the club, while 50.5% of survey parScipants were somewhat interested.
Together, the majority of survey parScipants has a degree of interest in a7ending other events.
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Based on the responses from the survey, NCC members conSnue to be acSve during the summer
season when the curling season has finished for the year. The majority of responses indicated that
golfing was their main alternaSve to curling. Following golf, the other main acSvity of curling
members surrounded travelling, camping, and keeping up with garden maintenance. The graph
below represents the total share of each summer acSvity that NCC members parScipate in.
Miscellaneous outdoor acSviSes include soccer, paddle boarding, motorcycle riding, dragon boaSng
or surfing. Miscellaneous acSviSes include acSviSes that can be indoors or outdoors, such as yoga,
volleyball, Red Hat Society membership, horse care, visiSng family or friends, and music concerts.
Work, work related acSviSes and volunteering acSviSes include personal jobs, forest fire fighSng,
coast guard work and athleSc officiaSng. Miscellaneous indoor acSviSes include going to the gym,
rock-‐climbing, aqua fit, pickle ball, and hockey.
�
Those who responded to the survey represent a large age demographic of potenSal event a7endees
as indicated on the graph below (208 responses of 762 members):
�
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2.2 Political, Legal, & Institutional Factors NCC was originally built on City of Nanaimo land in 1948 by a group of volunteers. Due to recent
renegoSaSon, the Curling Club is now solely owned by Nanaimo. The City of Nanaimo takes care of
everything outside the building such as the newly paved parking lot. NCC and members maintain the
inside of the building, and the City of Nanaimo has worked to assist in maintenance of the outside
faciliSes.
As a non-‐profit society, NCC cannot seek to make profits and those involved cannot use it to make
personal financial gain. However, revenues can be put into fund accounts to be used to further
benefit the club or its members, such as a building renovaSons fund or a conSngency fund. There
are limits on how they may receive and use sponsorship due to their non-‐profit status. If they exceed
non-‐profit status limits, NCC will not be able to maintain their status as a non-‐profit society. Benefits
of non-‐profit status include not having to pay property taxes (BC Government, 2015).
2.3 Regulatory Environment Factors The Nanaimo Curling Club is limited in their ability to further rent their faciliSes. The original terms
of the NCC was that the club owned the building and the City of Nanaimo owned the land. In recent
years, ownership was re-‐negoSated between parSes, and the City now owns the building as well as
the land. As the building is owned by the City, the NCC is no longer required to complete building
maintenance or fix building issues. Although the contract indicates that the venue may only be used
for private events, in reality this agreement is flexible and management has indicated that any type
of event is acceptable, although as a common courtesy the City is generally noSfied.
2.4 Macroenvironment Trends 2.4.1 Current Trends There is an increasing push from the Canadian government, and their ParScipACTION iniSaSve for
Canada 150 to try all of Canada’s sports, one of them is curling (Curry, 2017). It is a very promising
trend as efforts have been made to involve people in less popular sports. For example, at Welland
Civic Square, in Ontario on February 5th 2017, a curling event was hosted and more than a dozen
people joined this free event. According to Michelle Allenbeg (2017), the event was a success:
“One enthusiasSc parScipant, Naomie Cesar, said it was cold outside, but being acSve with
her two children was fun and kept them warm. Cesar said she tries to a7end local events
with her children and get them involved with the community. Cesar a7ended the kick-‐off to
Canada 150 Thursday night at the Welland Community Wellness Complex. She said the event
was great and her children had a fun Sme. Cesar laughed saying they kept asking her when
the next event was, so they had to a7end the free curling on the weekend.”
! 12
For NCC, this might be a great opportunity to a7ract a fresh stream of new customers, as the
Nanaimo community and communiSes in the surrounding area are increasingly and are more
interested in parScipaSng in a wide variety of events. In regards to the current problem of NCC, this
is a potenSal opportunity that will require some promoSon and some organizaSonal processes if
pursued.
2.4.2 Past Performance Curling popularity was booming during 2010 because of Vancouver Winter Olympics, since then
curling, as a sport, was growing steadily (Freeborn, 2015). An interview with one of the most
passionate members of NCC represent that in the last several years they have seen a decline in
members of younger age groups. NCC is considered by its members as a place to gather and socialize
as indicated in survey results.
3. COMPETITOR ANALYSIS 3.1 Competitive Environment 3.1.1 Sports Club Industry Within the Nanaimo area the Nanaimo Curling Club has high market share because it is the only
curling club within Nanaimo. Each compeStor within an appropriate driving distance (maximum 35
minutes) of the curling club has their own market share within the city. It is unlikely that another
curling club would enter the market in the near future in Nanaimo because of the size a curling
centre has to be to operate and the exisSng customer base the club has maintained over the years.
The NCC has the first-‐mover advantage in this respect. However, other leagues and sports clubs that
target a similar market may also be seen as compeStors. CompeStors include: Parksville Curling
Club, Brechin Lanes Bowling, and Mid-‐Island 8 Ball League. Refer to Appendix A for the complete
analysis of each compeStors' strengths, weaknesses, opportuniSes, threats, and current strategy.
Parksville Curling Club
· 35km north of Nanaimo Curling Club
· 5 sheets of ice
· 15 leagues
· Lounge that can hold 150 people and is equipped with a fully stocked bar
· When the ice is removed the arena has the ability to host trade shows or other events
that require large indoor space
Brechin Lanes Bowling
· Host kids, teens, and adult birthday parSes
! 13
· Company parSes
· Fundraisers
· Adult and youth leagues (9 leagues)
· Party space for 75-‐100 people
Mid-‐Island 8 Ball League
· Located throughout Nanaimo
· Low-‐impact, social sport
· League located in pubs that serve liquor and food
· 12 teams, 5 or 6 players on each team: approximately 65 players total
3.1.2 Entertainment Venue Industry Nanaimo Curling Club’s major compeSSon will be in the rental service industry in Nanaimo and the
venue they can provide for different events. Other local venues and spaces similar to the size of the
Nanaimo Curling Club are: Oliver Woods Community Centre and Beban Park Social Centre. Refer to
Appendix A for the complete analysis of each compeStor’s strengths, weaknesses, opportuniSes,
threats, and current strategy.
Oliver Woods Community Centre
· MulSpurpose community centre
· Facility includes: a preschool room, funcSon rooms, fitness studio, and a twinned
gymnasium
· Popular locaSon to host birthday parSes
· Available as public rentals (City of Nanaimo, n.d.)
Beban Park Social Centre
· 5 public meeSng rooms and a large auditorium space
· Located within the Beban Park Complex (City of Nanaimo, n.d.)
3.2 SWOTS Analysis The Nanaimo Curling Club has faced several challenges as they have worked to gain recogniSon
within the community. They have overcome these challenges through playing to their strengths and
idenSfying their weaknesses. Please refer to Appendix A for the complete analysis of NCC’s
strengths, weaknesses, opportuniSes, threats, and current strategy. The analysis also includes how
each of these areas compared to those of the primary compeStors.
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3.3 Positioning Strategy 3.3.1 Positioning Statement
The Nanaimo Curling Club is a community-‐focused event venue, offering affordable, high quality,
rental faciliSes with large capaciSes that are fully accessibility for all people. Alongside the incredible
venue, renSng space at the NCC offers a unique opportunity for the community of Nanaimo to
understand and experience the passion for one of Canada’s greatest sports.
3.3.2 Perceptual Map
The perceptual map below indicates how the NCC compares to major compeStors in relaSon to the
aspects described.
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· Price: The NCC’s hourly rate of $75.00 + GST is fairly low compared to the majority of
compeStors with a similar capacity, as compeSSon’s hourly rates fall between $50 -‐ 350. As
a non-‐profit venue posiSoned as a community space, the current rate is very reasonable and
should be maintained.
· Quality of Space: The NCC banquet hall is a newly renovated, high quality professional space
fully stocked with a kitchen available for rent, tables, chairs, and air condiSoning.
· Loca@on/Accessibility: The NCC building is hidden from the main road, however, access to
the facility is easy. The large parking lot is a great asset for large events and elevators make
the 2nd floor accessible for people with disabiliSes. Two sets of stairways help in hosSng
more than one event at a Sme.
· Bar at venue: The NCC has a Liquor Primary Club License and a newly renovated classic-‐style
bar and lounge area. This point is the best differenSaSon compared to other compeStors, as
primary compeStors do not have anything similar available.
· Capacity: The NCC has an upstairs capacity of 200 guests seated at tables and chairs or 366
guests in a theatre style seaSng is not bad compared to compeStors.
! 15
· Membership required: Membership is required at the NCC to uSlize faciliSes included in the
curling space and bar.
· Support from venue: The NCC has some volunteers who may be able to assist, however the
club does not have available staff to assist further than opening the venue. There is no full-‐
Sme event coordinator, thus the biggest chunk of work is done by Denise Wood, the
manager of the Nanaimo Curling Club.
· Outdoor: The venue has outdoor faciliSes nearby that may be uSlized during events.
4. POTENTIAL TARGET MARKETS There are two groups of potential target markets: public events attendees and external event organizers. 4.1 Public Event Attendees 4.1.1 Demographics Community events will be targeted primarily to families, as families make up communiSes (Healthy
Families BC, 2012). “People who feel a part of their community will thrive and their communiSes, in
turn, will also prosper” (Healthy Families BC, 2012).
According to StaSsScs Canada, 81% of households in Nanaimo are home to family persons.
�
Sta@s@cs Canada. (2017). Focus on Geography Series, 2011 Census. Retrieved from
h;p://www12.statcan.gc.ca/census-‐recensement/2011/as-‐sa/fogs-‐spg/Facts-‐cma-‐eng.cfm?LANG=Eng&GK=CMA&GC=938
! 16
4.1.2 Geographic
In terms of the geographic core of this plan, the focus will be based on the Mid-‐Island area between
Lantzville and Ladysmith. Neither Lantzville nor Ladysmith currently have a curling club. The
Nanaimo Curling Club is located 20 minutes from either Lantzville, or Ladysmith.
4.1.3 Psychographic
In 2008, 51% of Canadians were at least moderately acSve in their leisure Sme, where an increasing
concern for Canadians surrounds levels of obesity (Canadian Government, 2010). As a result,
Canadian families are more interested in living a healthier lifestyle and becoming more acSve
(Canadian Government, 2010). Furthermore, iniSaSves, such as ParScipACTION, offered by the
Canadian government conSnue to promote living an acSve lifestyle (Canadian Government, 2010).
Through ParScipACTION and Canada 150, efforts have been made to conSnue to promote an acSve
and healthy lifestyle for Canadians and their families (ParScipACTION, 2016). The goal of
ParScipACTION is to encourage Canadians to have at least 10 percent of the populaSon sit less and
move more by 2020 (ParScipACTION, 2016).
In 2010, the Economic Development Office of Nanaimo built a community profile of the Nanaimo
area. This community profile notes that “Nanaimo has a growing community of musicians and
arSsts” (Economic Development Office, 2010, p.51). Residents of Nanaimo are also interested in
a7ending a large variety of events throughout the year (Economic Development Office, 2010).
4.1.4 Behavioural
Nanaimo families who a7end public events are looking for benefits that relate to their families social
needs, interacSng with other families that lead to long term relaSonships, overall fun they have
together, being involved in community building and their impact they have, and immersing into the
local culture (Healthy Families BC, 2012).
4.1.5 Value of the Targeted Segment: In 2011, StaSsScs Canada (2017) reported that in Nanaimo there were 8,440 couple-‐family
households with children aged 24 and under living at home. Within those families represents 28,290
people.
4.2 External Event Organizers An event organizer is someone who plans, organizes, and takes care of all the details relaSng to
professional, community, or private events or meeSngs. This person is more olen than not in charge
of picking locaSon, transportaSon, talent, and other aspects of the event. PotenSal local community
event planners that would be appropriate to approach regarding facility rentals include:
-‐ FesSval Nanaimo ! 17
-‐ Got Pop? Concerts
-‐ Community and Cultural Planning Department, City of Nanaimo
-‐ Tourism Nanaimo
-‐ At First Blush Custom Events & Decor
-‐ Tiger Lily Events
-‐ Local fesSval, fair, and trade show organizers (see examples at h7p://
www.tourismnanaimo.com/fesSvals-‐and-‐events)
-‐ Local community-‐focused businesses
More details on this potenSal target market in terms of demographic, geographic, psychographic,
and behavioural a7ributes are described in detail below:
4.2.1 Demographic The target age categories for the Nanaimo Curling Club include Millennials and GeneraSon X.
Millenials are defined as those currently between the ages of 25 and 35. GeneraSon X is the second
targeted group including those who are between the ages of 35 and 49. The targeted segment will
include those who have some post-‐secondary educaSon or some level of training beyond the high
school level as these are more likely to hold a professional posiSon in event management. Further,
building on the demographic profile of the targeted customer group, the focus will surround people
who have either a part-‐Sme, full-‐Sme or other stable jobs who make between $25,000 and $100,000
per year.
4.2.2 Geographic
In terms of the geographic core of this plan, the focus will be based on the Mid-‐Island area between
Lantzville and Ladysmith. Neither Lantzville nor Ladysmith currently have a curling club. The
Nanaimo Curling Club is located 20 minutes from either Lantzville or Ladysmith.
4.2.3 Psychographic
Psychographics work to explain why the specific customer will buy into the overall plan (Hanlon,
2016). The target customer will be one who places value on a community oriented space, where a
variety of events may be hosted. The flexibility of NCC’s upstairs space, as well as wide open
downstairs space allows flexibility in the types of events that may be hosted in the space.
4.2.4 Behavioural
Focusing on the possible uses of the NCC space, the opportuniSes are almost endless. Event
planners are looking for a venue that is customizable to suit the needs of various community events
and fundraisers may be targeted. According to the annual Millennial Impact Report, 64% of
millennials surveyed in 2013 had fundraised for walk/run/cycling charity events (ImpactFlow, 2015).
NCC may also segment their event schedule to be able to host family reunions. The club is in search
! 18
of events to fill their space in the summer, and 65% of family reunions happen during the summer
months (GroupTravel, 2017). Family reunions may turn into repeat customers as, over 50% of the
families that hold reunions have them every year, or every other year (GroupTravel, 2017). There is
also the potenSal to have a wide range of demographics in a7endance as most family reunions have
at least three or four generaSons in a7endance (GroupTravel, 2017). The venue is also available to
host sporSng events, fesSvals, fairs, comedy or entertainment evenings, as well as educaSonal
courses. PotenSal customer segments of these types of events share common interests and
behavioural characterisScs.
4.2.5 Value of the Targeted Segment:
· 30.4% of Nanaimo’s populaSon fits within the targeted age group. 98,021 total populaSon in
2011 Nanaimo census agglomeraSon, 29,855 (14,500 male, 15,355 female) between 25-‐49
(StaSsScs Canada, 2012).
· 2016 census data shows Nanaimo now with a populaSon of 104,936 (StaSsScs Canada,
2017). Based on the 2011 percentage of those aged 25-‐49 (30.4%), the 2016 populaSon
aged 25-‐49 would be 31,901.
· 51% of Nanaimo’s populaSon has an annual income between $25,000 and $100,000
(Economic Development Office of Nanaimo, 2010). If there are 31,901 men and women
aged 25-‐49 in Nanaimo, the total number who make between $25,000 and $100,000 is
16,270.
5. STRATEGIC GOALS & OBJECTIVES 5.1 Increase Membership
· Goal -‐ An increase in league membership of 10% annually, and an increase in overall
membership of 50% within the first year, an increase of 20% in overall membership annually
following the first year.
· Measure -‐ Number of members registered in the NCC database.
· Timeframe -‐ Annually measured.
· Cost Considera@ons -‐ PromoSonal and adverSsing costs.
5.2 Develop NCC Improvement Fund · Goal -‐ To create NCC Improvement Fund and gather $50,000 over the course of one year for
building and club improvements.
· Measure -‐ Dollar value of funds.
· Timeframe -‐ Annually measured.
· Cost Considera@ons -‐ Strategic costs, no costs that can be directly related to this goal.
! 19
5.3 Effectively utilize space in the off-season · Goal -‐ To host 2 events per week with an average event length of 6 hours during the NCC off-‐
season when curling ice is removed, between mid-‐April and September.
· Measure -‐ Events calendar, both frequency and duraSon to be measured (see secSon 7).
· Timeframe -‐ Between mid-‐April to September, annually measured.
· Cost Considera@ons -‐ Salary for potenSal event planner, event coordinator, or key-‐holder.
Cleaning and maintenance costs. Internally-‐planned event budgets.
5.4 Create awareness for NCC in Nanaimo · Goal -‐ For 80% of Nanaimo residents to indicate they are aware of the NCC and both its
leagues and facility rentals.
· Measure -‐ An iniSal survey will be distributed to Nanaimo residents to gain a primary
understanding of percepSons around the NCC. A secondary survey will be distributed on
year aler the markeSng strategy is implemented to measure if this goal has been reached.
· Timeframe -‐ Secondary survey to be distributed one year aler markeSng strategy
implemented.
· Cost Considera@ons -‐ PromoSonal and adverSsing costs.
6. MARKETING SEGMENT ALTERNATIVES 6.1 Alternative #1: Internally-Planned Events This strategy involves planning events internally for the community of Nanaimo, requires hiring an
Event Planner.
Examples of internally-‐planned events may include:
· Children’s Summer Camps
· FesSvals & Fairs
· Social Nights, such as comedy, music, or dance events
Costs:
· Event Planner Salary: An event planner earns an average salary of $42,924 in Canada
(Payscale, 2017). For 6 months of work, this would equal $21,472.
· PromoSon: See SecSon 9 for examples of promoSonal details.
· Supplies: This will vary depending on the event that is being hosted and number of guests
that a7end. “Any supplies not provided by vendors or the client will need to be purchased
by your company” (Entrepreneur, 2017). ApproximaSon of $250 per event.
Revenue:
! 20
· Ticket Sales: $5-‐$10 per event, 1-‐2 events per week at 75-‐100 people through 21 weeks =
$7,875-‐$42,000
· Sponsorship: This will range depending on the size of the business sponsoring the event, size
and length of the event. “Sponsorships can range from $500-‐100,000 depending on the
event. There is also in-‐kind sponsorship where no money is exchanged, instead it is an
exchange of goods, service or a discount” (Ann-‐Rowe, 2016).
6.2 Alternative #2: Externally-Planned Community Events This strategy involves targeSng external event planners to plan community events that can be hosted
at the NCC, requires hiring a Booking Agent.
Costs:
· Booking Agent Wages: An average event coordinator earns 15% commission of the total
event revenues (GenSle, n.d.).
· PromoSon: See SecSon 9 for examples of promoSonal details.
Revenue:
· Membership: $5 membership fee per a7endee aged 16+. Assuming the goal of 381 new
members is achieved, this will add up to $1,905 in membership revenue.
· Venue Rentals: Rate of $75 per hour. Assuming the goal of 2 events per week at an average
of 6 hours an event is achieved, this will add up to $18,900 in rental revenue between mid-‐
April and September.
6.3 Alternative #3: Externally-Planned Private Events This strategy involves targeSng external event planners to plan community private events such as
weddings, funerals, family reunions, milestone birthdays, and other private events that can be
hosted at the NCC, requires hiring a Booking Agent.
Costs:
· Booking Agent Wages: An average event coordinator earns 15% commission of the total
event revenues (GenSle, n.d.).
· PromoSon: See SecSon 9 for examples of promoSonal details.
Revenue:
· Venue Rentals: Rate of $75 per hour. Assuming the goal of 2 events per week at an average
of 6 hours an event is achieved, this will add up to $18,900 in rental revenue between mid-‐
April and September.
! 21
· Membership wouldn’t apply in this case, as the events are private and there is no way for the
NCC to be in contact with each a7endee to gain the fee and required informaSon in a way
that is respec}ul to these types of events.
6.4 Alternative #4: Externally-Planned Semi-Private Events This strategy involves targeSng external event planners to plan corporate, league or club,
educaSonal, or other “by registraSon” semi-‐private events that can be hosted at the NCC, requires
hiring a Booking Agent.
Costs:
· Booking Agent Wages: An average event coordinator earns 15% commission of the total
event revenues (GenSle, n.d.).
· PromoSon: See SecSon 9 for examples of promoSonal details.
Revenue:
· Membership: $5 membership fee per a7endee aged 16+. Assuming the goal of 381 new
members is achieved, this will add up to $1,905 in membership revenue.
· Venue Rentals: Rate of $75 per hour. Assuming the goal of 2 events per week at an average
of 6 hours an event is achieved, this will add up to $18,900 in rental revenue between mid-‐
April and September.
7. DECISION CRITERIA Overall, the criteria for success for the NCC will relate to whether or not they are able to reach the
goals outlined in secSon 5. AddiSonally, due to the current workload of NCC’s employees, an
absolute criterion requires that each alternaSve considered must not create addiSonal work for
current employees. Further decision criteria are explained below:
The strategic decision criteria are weighted higher, as they represent the most important criteria in
determining a strategic course of acSon. These criteria are:
● Increase in League Memberships -‐ Annual increase in amount of members since the day of
implementaSon of the strategy.
● Increase in revenue streams towards facility improvement funds -‐ Revenue stream from
venue rentals that goes into funds such as building improvement.
! 22
TacScal criteria are rated on an equal scale, and refer to the viability of the campaign to ensure that
the plan can be executed. These are:
● Viability of campaign costs -‐ If projected revenues exceed projected expenses. This criterion
considers the potenSal for sponsorship dollars and other sources of funding that may
balance out the potenSal costs of each alternaSve.
● Frequency and duraLon of facility uLlizaLon -‐ How olen and for how long the facility is
rented. As an increase in memberships in valued higher than revenues, the duraSon of the
events is more highly weighted than frequency because people who come to events in NCC
will have more Sme to familiarise themselves with the facility, volunteers, and club
members, thus increasing their chances of becoming a league member.
● Increase in general awareness of NCC -‐ IniSal awareness of the NCC will be measured
through a survey of Nanaimo residents. This criteria relates to the likelihood that the chosen
alternaSve would increase overall awareness of the NCC. This criterion will be measured
post-‐strategy through the administering of an idenScal survey to a new random sample.
Each of the alternaSves were weighed against the likelihood of achieving the decision criteria
outlined above, and inpu7ed into the chart below (Table 7.2). Please refer to Table 7.1 for the
ranking scale used to weigh each alternaSve.
Table 7.1
Ranking Scale of Each AlternaSve
(1) low impact or low expected result
(2) low to moderate impact or expected result
(3) moderate impact or expected result
(4) moderate to high impact or expected result
(5) high impact or expected result
Decision Criteria
Rating Internally-Planned Events
Community Events
Private Functions
Organizational functions
Strategic Criteri
Increase in membership
35% 4 = 1.40 5 = 1.75 1 = 0.35 4 = 1.40
! 23
Table 7.2
8. RECOMMENDATION The recommended strategy involves hiring an Event Coordinator to coordinate bookings at the
Nanaimo Curling Club for both community and semi-‐private externally-‐planned events. The niche
market of community event planners in Nanaimo will be targeted. It is a two-‐parted strategy,
consisSng first of a CommunicaSon Strategy to communicate the NCC venue’s availability and
posiSoning strategy (see SecSon 3.3) to community event planners (see SecSon 4.2) who can plan
events to be hosted at the NCC’s faciliSes, and secondly, an Involvement Strategy to convert the
event a7endees into members of the Curling Club.
The Event Coordinator can be hired with the help of employment grants through Work BC and Get
Youth Working iniSaSves. There are grants available to hire youth between the ages of 15 and 29
(Get Youth Working, n.d.). The Provincial Government of B.C. offers a $2,800 wage subsidy for
employers who parScipate within the program. Program business eligibility requirements include:
○ “Youth must be a new hire
○ In operaSon for at least one year
○ In good standing with WorkSafeBC
○ Must employ you for a minimum of 3 months
○ Must employ youth for a minimum of 30 hours per week
○ Employers will NOT qualify if employee is hired prior to signing Get Youth Working
Funding Agreement” (Get Youth Working, n.d.)
Event coordinators olen work off of commission-‐based wages. An average event coordinator earns
15% commission of the total event revenues (GenSle, n.d.). The NCC may choose to hire the event
coordinator with a low base salary and commissions granted for each event scheduled. More
research will need to be done in by human resource on this topic.
Criteria Potential
funding gained20% 3 = 0.60 2 = 0.40 5 = 1.00 2 = 0.40
Tactical Criteria
Viability of Cost 15% 1 = 0.10 4 = 0.40 4 = 0.40 4 = 0.40
Space utilization
15% 4 = 0.60 5 = 0.75 5 = 0.75 5 = 0.75
Club awareness
15% 4 = 0.60 5 = 0.75 3 = 0.45 5 = 0.75
Totals 1.00 3.55 4.30 3.20 3.95
! 24
8.2.1 Communication Strategy
Availability of the event venue will be marketed and promoted through:
● Canada 150 Community Event: The NCC will kick-‐off the summer season with a large-‐scale
public community event to a7ract a7enSon to the venue and encourage community
involvement at the NCC. This event will be family-‐focused with acSviSes for both adults and
children alike, uSlizing the enSre building to effecSvely show off the upstairs banquet hall
and downstairs space to potenSal renters. The event will need to be heavily promoted
online on various websites, on social media, and through print adverSsing. NCC members
should be highly aware of this event and inspired to feel excited and share word-‐of-‐mouth
adverSsing. The NCC should consider partnering with the City of Nanaimo to plan and
implement this event. AddiSonally, this event will provide significant opportunity for
sponsorship from local organizaSons. The Event Coordinator will have the largest role in this
event although support from volunteers will likely be required as well. 41.1% of current
members indicated that they would be willing to volunteer in the summer months if it means
improvements in infrastructure for the rest of the year. 40.1% were unsure, likely because
they were not given examples of what the volunteering would entail.
It has been said that word of mouth is more powerful than social media (Whitler, 2014). In
the case of NCC word of mouth is a free source of markeSng that can be achieved easily
through an event such as this. Through offering high quality events, whether it be in the
newly renovated upstairs, or on the lower level when the curling ice has been taken out
there is the opportunity for growth. Not only growth from others who wish to rent the
space for their event, but also the potenSal to come out and see what curling is all about.
● Website: Nanaimo Curling Club’s website will house a new page for the purpose of
promoSng both the venue and all events hosted at the NCC, as described below. See
Appendix J for an example of what this page could look like.
○ The venue rental porSon of this page should include important informaSon that a
community event planner would require in making a decision on rental space. This
includes size, capacity, and booking agent contact informaSon.
○ The event porSon of this page should list upcoming events and have a calendar of
events so community members can be aware of which events are going on in their
communiSes, which will encourage a7endance due to increased awareness.
! 25
● Online LisLngs: InformaSon regarding both the venue rental and events hosted at the NCC
will need to become available on the following websites:
○ Venue Rental
■ Tourism Nanaimo Venues & Spaces, h7p://www.tourismnanaimo.com/
venues-‐and-‐spaces
■ City of Nanaimo Facility Rentals, h7p://www.nanaimo.ca/EN/main/
departments/parks-‐recreaSon-‐culture/FaciliSes.html
■ EventecSve, h7ps://www.eventecSve.com/nanaimo-‐bc/
■ Google My Business, h7ps://www.google.ca/business/
■ Weddings West RecepSon LocaSons, h7ps://weddingswest.com/Nanaimo/
RecepSon_LocaSons/
■ Vancouver Island Wedding Venues, h7p://www.laraeichhorn.com/nanaimo-‐
wedding-‐venues/
○ Event Lis@ngs:
■ Tourism Nanaimo Events Calendar, h7p://www.tourismnanaimo.com/event-‐
lisSng
■ What’s On Nanaimo, h7p://nanaimo.whatsondigest.com/
■ Harbour Living, h7p://www.harbourliving.ca/this-‐week.php
■ Hello BC Nanaimo Events, h7p://www.hellobc.com/nanaimo/things-‐to-‐do/
fesSvals-‐events/all-‐events.aspx
● Invite Bloggers: It will be beneficial to have gain posiSve feedback from unbiased and
popular people regarding the Nanaimo Curling Club. Nanaimo is home to several local
bloggers, who include:
○ Local Loves Vancouver Island
■ h7ps://locallovesvancouverisland.com
■ Features sponsored post reviews of services
○ Explore Nanaimo Blog, Tourism Nanaimo
■ h7ps://blog.tourismnanaimo.com
■ Offer details surrounding a variety of community and other local events
○ City of Nanaimo Blog (Put together by employees from various departments)
■ h7p://www.nanaimo.ca/blog
■ Features stories of acSve opportuniSes within the community
○ Nanaimo-‐info-‐blog
■ h7p://www.nanaimo-‐info-‐blog.com
! 26
■ Includes a wide variety of content including community event informaSon
and other community news of interest
● Direct Mail: Direct mail will be sent out to event planners to help make them aware of the
faciliSes available for rent and encourage acSon. The staSsScs surrounding the effecSveness
of direct mail are posiSve. It has been said that 33% of those who receive direct mail see it as
an effecSve way to remember a product, while another 79% of consumers act on direct mail
immediately (Taylor, 2016). Not only do a significant number of those who receive direct
mail take acSon, but there is also less direct mail that is being sent by businesses to compete
with. 80% of consumers also acknowledge that they will open all pieces of mail, including
junk mail (Taylor, 2016). Direct mail is also known to further complement an online strategy
(Taylor, 2016). Please see Appendix F for an example of direct mail that could be sent to local
community event planners and businesses.
● Cold Call/Email IntroducLons: The event coordinator will send out introducSons of and
invitaSons to the faciliSes to relevant local community event coordinators through cold calls
and emails. Email introducSons prove effecSve when clickable links are included with the
message (DeMers, 2016). Clickable links further contribute to Search Engine OpSmizaSon
(DeMers, 2016) that can increase the place that NCC will reach when searched within
Google, or another search engine (DeMers, 2016). 75% of execuSves are willing to make an
appointment or a7end an event based on a cold call or email alone (Schuck, 2013). “The
best Sme to email prospects is between 8:00 A.M. and 3:00 P.M.” (Assemi, 2016, p. 1).
● Facebook: Facebook will be used to adverSse events that are taking place at the NCC, to
both encourage a7endance at these events and also to spread awareness of the club and its
faciliSes. A Facebook page will be maintained with general updates and any club news, and
Facebook Events will be created for each event where a7endees can be invited. Research by
PEW indicates that Facebook is the most popular social network and 79% of online adults
use it (Greenwood, Perrin, & Duggan, 2016). Facebook is an effecSve medium for NCC
because it is a cost effecSve way to reach a large audience (Tyson, 2016). Furthermore,
Facebook allows the user to determine the effecSveness of the ad through developing
performance metrics such as impressions, likes, reach, shares or comments (Tyson, 2016).
Not only is Facebook cost effecSve, it also provides a large amount of useable data for future
adverSsing efforts (Tyson, 2016). Furthermore, Facebook can assist the business to focus
their ads depending on their adverSsing goal (Lee, 2017).
● RelaLonship Building: The hired event coordinator will focus on building relaSonships with
local community event coordinators by a7ending other community events and networking
! 27
with the planners and a7endees. There are five key benefits of networking within the local
business community. First it is advantageous to network to share different and knowledge
within the industry (Small Business BC, 2015). Not only is networking about sharing
knowledge, but it is also about building opportuniSes. Through networking, NCC has the
opportunity to build stronger relaSonships within the community to contribute to the overall
awareness of the event space availability. Further opportuniSes can come from referrals,
partnerships, or even requests for service (Small Business BC, 2015). The third benefit to
relaSonship building is to build connecSons. Through connecSons, stronger relaSons can be
built within the local business community (Small Business BC, 2015). Furthermore,
relaSonship building increases confidence and the overall profile of NCC. Through conSnuing
to network, more recogniSon is gained (Small Business BC, 2015).
8.2.2 Involvement Strategy
The second porSon of this strategy relates to how membership will be obtained through events at
the NCC.
● Membership: People who a7end community events at the NCC will be required to pay a
small membership fee and provide basic informaSon about themselves. This membership
will be required for those ages 16+ who which to a7end or parScipate in any events at the
NCC and are not currently league or 250 members. It allows access to the second floor, and
these members may book a curling session with a volunteer trainer. This is the lowest
membership available at the NCC, as detailed below:
○ Friends Membership: $5 annual membership. Required for those ages 16+ who
which to a7end or parScipate in any events at the NCC (addiSonal event fee may be
required). Provides access to the second floor and curling sessions with a volunteer
trainer. Not allowed to play in leagues, no discounts on Pro Shop, venue rentals, or
catering services.
○ League Membership: Rates depend on league (see league fees document) and are
required in order to parScipate in leagues. Provides access to the second floor and
all NCC events (addiSonal event fee may be required). Provides discounts for venue
rentals and catering services.
○ 250 Membership: $350 lifeSme membership. Provides access to the second floor
and all NCC events (addiSonal event fee may be required). Provides discounts for
league fees, Pro Shop, venue rentals, and catering services.
! 28
This will not only act as a source of revenue for the NCC to be added to the NCC
Improvement Fund, but will also provide a database for future communicaSons such as
newsle7ers and invitaSons. Email, phone number, and basic demographic informaSon will
be collected through each of these memberships. It also solves the issue of the bar’s Liquor
Primary Club License, as all will be required to have a membership and would thus be
considered members of the club under this license. When a fee is charged for events, people
automaScally assign more value to that event in their heads and are more willing to acSvely
parScipate (Reiser, 2014).
● Curling Table, Shuffleboard, & Volunteers: Volunteers will a7end each community event at
the NCC and have a chance to share their passion for curling with event a7endees. They will
have a table with informaSon about the leagues; a shuffle board to demonstrate, encourage
interacSon, and draw a7enSon; and the ability to register interested people to leagues
immediately. 73% of consumers say friendly customer service reps can make them fall in
love with a brand (Burke, 2015). 41.1% of current members indicated that they would be
willing to volunteer in the summer months if it means improvements in infrastructure for the
rest of the year. 40.1% were unsure, likely because they were not given examples of what
the volunteering would entail.
● Monthly Email NewsleWer: A newsle7er will be emailed out to members each month, with
informaSon about upcoming events, updates on the club/leagues, and specific calls to
acSon. A newsle7er may prove effecSve for members as member survey results indicate
they do not currently know about everything that NCC has to offer. For example, NCC
recently received a grant from Canada 150 where a new HVAC system was installed, meaning
the upstairs of the club now had air condiSoning for the summer months. One survey
parScipants stated that “Get air condiSoning and see it used for weddings, anniversaries,
etc.,” when the club does indeed already offer such services. Another survey respondent also
wondered if the faciliSes were even used year round. Email is 40 Smes more successful at
acquiring new clients than either Facebook or Twi7er (Aufreiter, Boudet, & Weng, 2014).
“68 percent of teens and 73 percent of Millennials said they prefer to receive communicaSon
from a business via email” (Roesler, 2016).
Although NCC is a not-‐for-‐profit organizaSon, Canadian AnS-‐Spam LegislaSon (CASL) does
sSll apply to NCC (CompeSSon Bureau, 2015, n.p.). In accordance with CASL, NCC must gain
consent from all curling members before sending newsle7ers to members (CompeSSon
Bureau, 2015). Consent must be explicit, where proof of consent must be available upon
request (CompeSSon Bureau, 2015). Furthermore, those who are receiving email messages
! 29
must also have the opportunity to unsubscribe at any point to maintain the guidelines setout
by CASL (CompeSSon Bureau, 2015).
● Referrals: Further efforts will be made to encourage referrals due to the power of a referral
network. In a survey conducted by NCC members, the power of referrals to the sport of
curling was significant. 101 out of 211 survey parScipants stated that either their friends or
other family members recommended them to the sport of curling. Another five parScipants
stated they joined the sport aler trying it at a work funcSon, and 22 stated they had tried
the sport in high school. Furthermore, referrals hold more credibility than an adverSsement
speech for example as they have experience the benefits of the club first hand (Claus, 2015).
There is no ulterior moSves to sharing their experiences within their networks. A study by
Nielson showed referrals to be the most credible form of adverSsing, where 92% of
consumers will trust their peers opinions (2015). Furthermore, “research confirms that
referred client retenSon rates surpass average retenSon rates by approximately 20%” (Claus,
2015, n.p.).
It is recommended that the NCC introduce a referral system where members who refer other
members to the club can receive a 10% discount on their membership as an incenSve. A
study by the American MarkeSng AssociaSon indicated that offering an incenSve increases
the likelihood of receiving referrals, although the size of the incenSve does not ma7er (Ryu &
Feick, 2007).
9. FINANCIAL FORECAST Revenues:
● Membership: $5 membership fee per a7endee aged 16+. Assuming the goal of 381 new
members is achieved, this will add up to $1,905 in membership revenue. If the goal of 76
new league members is achieved this will add up to approximately $12,417 based on average
league fees
○ Total = $14,322
● Venue Rentals: Rate of $75 per hour. Assuming the goal of 2 events per week at an average
of 6 hours an event is achieved, this will add up to $18,900 in rental revenue between mid-‐
April and September.
○ Total = $18,900
● Sponsorship: If the NCC is able to get sponsors for any of its events, this could cut back
significantly on costs and increase revenues. In 2016, the NCC received $18,186 in
! 30
adverSzing revenue. This could increase by 37.5% if the venue is open during the summer
months, allowing for 37.5% more exposure Sme to the sponsors.
○ Total = $6,820
● Total = $40,042 towards the NCC Improvement Fund
Costs:
● Event coordinator wages: 15% commission based on revenues. (Amount is also equal to 20
hours a week @ $15/hr for 21 weeks).
○ Total = $6,000-‐6,300
● Curling Table, Shuffleboard, & Volunteers: Shuffleboard cost based on industry averages.
○ Total = $500
● Referrals: No upfront cost, only 10% discount for referring members
● Cold call/email introducSons, monthly email newsle7er, website, online lisSngs, invite
bloggers, relaSonship building: No addiSonal costs.
● Direct Mail: Postage costs via Canada Post.
○ 20-‐30 targeted local community event planners and the 289 businesses within
Canada Post’s routes (Canada Post, n.d.).
○ 5.5” x 11” at $0.36 address includes: prinSng, postage, and delivery for a total of
$114.84 (Canada Post, n.d.).
○ Total = $115
● Facebook: AdverSsing expenses. It costs $0.65 per click for a Facebook adverSsement. In
other words, every $65 you put into Facebook gives you around 100 clicks on your ad
(Marsan, 2016). If the NCC were to spend $65 per month for 4.5 months, the total would be
$292.50.
○ Total = $293
● Canada 150 Community Event: Is a free event that will be hosted in NCC in order to a7ract
a7enSon to our facility and promote sports. Various sports will be set up where the ice
sheets used to be and upper lounge will be open for everyone too. In this case, most
expenses will come from purchasing equipment for facilitaSng sports, that can also be used
for upcoming events, making it a valuable asset. See SecSon 9, Costs, 2nd entry. The cost of
the event will only be the food NCC provides. If the downstairs is uSlized where the ice
! 31
sheets are there can be booths from different small businesses around town whom we
charge a small entry fee for the space they use to promote their business.
○ Total: 8-‐10 business both payments at $25 per space = $200-‐$250 of revenue
○ Total cost of food for 100 people = $750
○ Total for whole event = $450-‐$500
10. ADDITIONAL RECOMMENDATIONS The following are addiSonal recommendaSons for the NCC:
● Clearly communicate what the NCC Improvement Fund will be used for so that the support
of current members can be gained. Provide examples, such as
○ New roof installed
○ NCC social events for members
○ New equipment, be7er ice, new rocks, etc.
● Exit interviews with club members who choose to leave, to gain informaSon about what is
driving away club members so that efforts may be made to prevent members from leaving.
Increasing retenSon by 5% can boost profits to up to 95% (Assemi, 2016).
● The backside of the building facing Comox/Bowen Road has no indicaSon that this large
building is a curling centre. The front of the building has a new paint job and logo, but there
is no display on the visible backside of the building that gains much more traffic. In this, the
NCC is missing on an adverSsing opportunity to gain more awareness for the facility.
● Seek employment grants for addiSonal staff wages to be miSgated through Work BC
iniSaSves, and Get Youth Working. A sample job adverSsement can be found in Appendix H.
There are grants available to hire youth between the ages of 15 and 29 (Get Youth Working,
n.d.). The Provincial Government of B.C. offers a $2,800 wage subsidy for employers who
parScipate within the program. Program business eligibility requirements include:
○ “Youth must be a new hire
○ In operaSon for at least one year
○ In good standing with WorkSafeBC
○ Must employ you for a minimum of 3 months
○ Must employ youth for a minimum of 30 hours per week
○ Employers will NOT qualify if employee is hired prior to signing Get Youth Working
Funding Agreement” (Get Youth Working, n.d.)
! 32
! 33
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Reiser, S. (2014). To charge or not to charge? The psychology of free vs. paid events. Retrieved from
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Millennials. Retrieved from www.inc.com/peter-‐roesler/study-‐shows-‐email-‐markeSng-‐sSll-‐
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about-‐vancouver-‐sun/adverSsing/specs/rate-‐card.html
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! 38
APPENDIX A: SWOTS Analysis
Sports Clubs
COMPANY STRENGTHS WEAKNESSES OPPORTUNITIES
THREATS STRATEGY
! 1
Nanaimo Curling Club Information retrieved from nanaimocurlingclub.ca and correspondence with members and board members.
The curling sheets can be easily viewed by guests and other members. Board members have indicated that they are highly committed to and passionate about the club. Pro Shop within the club for those who require equipment or wish to make other purchases. In house cafeteria is offered with Red Seal chefs. Curling is known to be a very social sport, and members have indicated that the league is fun and friendly. Members of the club have indicated a strong feeling of community exists within the club. There are eight sheets of good quality, playable ice, which is much larger compared to other clubs. Infrastructure to support large scale events such as bonspiels. The club is fully accessible for wheelchairs. They have a core base of involved volunteers who are willing to put sweat equity into the club. The club has received grants in order to further assist in renovations, new HVAC system, and earthquake proof glass.
As the building was built in 1948, there is evidence that the infrastructure is aging and may require repairs. The centre is not filled to capacity apart from league and bonspiel events, there are empty sheets The club mentioned that they have struggled with communicating their love for curling to the community to encourage more involvement within the sport. They have also struggled in communicating the way that the leagues are structured to beginners who wish to join. The current contingency fund is inadequate to complete the desired repairs and in the case of an emergency. There appears to be a lack of membership involvement in Division meetings, as indicated by the board. Cleanliness of ice is difficult to maintain with frequent outside group use. Recruitment of new curlers. The volunteer base is slowly shrinking and the club has been unable to find new volunteers to replace them. Staff must be educated, which takes significant time and money for a new
There are opportunities to upgrade the facility if funding can be found. The passionate members at the NCC are willing to share their passion with others and involve more people into this "life changing sport". There are opportunities to build a stronger relationship with the City, as there is already a relationship established. This could allow for more awareness of the club and greater community involvement. The club provides opportunities for skill development for its members through trainers. Little Rockers youth program and the junior curling league provide opportunity for growth within the younger demographics. With Nanaimo hosting approximately 16,000 students through Vancouver Island University alone, there is plenty of opportunity to try to attract students to the game of curling (About Vancouver Island University, n.d.). With Canada 150 and Participaction encouraging Canadians to try many different sports, the
There is a potential for costs to rise as inflation continues. More responsibility shifting to office of employees as the volunteer base/knowledge declines, meaning an increase in wages. Chiller and plant H20 quality may change over time, effecting the quality of the ice. The current members of the curling club will continue aging over time, and if no new curlers can be brought into the club it cannot be sustained over time. As there are few volunteers remaining, it is possible that these volunteers "burnout" and no longer desire to help the curling club in this way. If new safety regulations are introduced there may be expenses related to this. New regulations may also require finding a new qualified ice tech. There is the threat of board and management turnover which may cause issues for the club. Competing activities such as hockey, yoga, soccer, etc. may take the place of curling. As the centre is
The club currently relies primarily on word-of-mouth in advertising. Although the club says they are “targeting” people aged 30-40, there is no current evidence of this. Website includes information about how to join the club, and their current SEO brings the club to the top of search engines when specific terms are used to search, such as “Nanaimo Curling”. There is a member referral program where members are given $40 each time they refer someone new to the club. Some billboards and lawn signs have been displayed around Nanaimo, primarily nearby the centre.
! 2
Parksville Curling Club (PCC) Information retrieved from parksvillecurling.com and observation.
The Parksville Curling Club is a non-profit organization developed in 1991. They have the only arena in British Columbia that has dedicated arena ice. The club values the ability to offer high quality ice to their curlers, and continues to purchase the necessary tools to ensure quality. Aside from their ice technician who is paid, the majority of operations of the club is done through a volunteer team. The club has five sheets of ice to suit member needs. They also have the ability to host trade shows or other events requiring a large indoor space during the summer months. Lounge can hold up to 150 people. Equipped with a fully stocked bar in-house catering and can design a menu based on event needs. Parksville Curling Club is the only curling club in the Province with dedicated arena ice. They are continually upgrading the facility. Ability to host regional and provincial championships.
One of the major weaknesses of the club is their aging infrastructure. Recruitment of new curlers. Their website is not very clear. It is difficult to determine if they offer curling all year, whether or not they have event space to offer the community is also not clear from their website.
A key opportunity for PCC is to further develop their Ballenas Curling team, where future lifelong curlers may be discovered. Through the Canada 150 Participaction initiative, there may be further opportunity to expand their member base, or have an increase in those wishing to try out the sport.
The aging population of Parksville may be a source of concern. Other curling clubs in Nanaimo and Qualicum Beach may sway current members or newcomers.
Strategies as curling club Their facility management is the best compared to other competitors. In fact, they have abilities to invite big competitions because condition is good. Therefore, It's better for them to focus on operating facilities as curling place for high-level amateur athlete or professionals. Strategies as venue market Parksville curling club has strength that geographically easy to access for Parksville communities. Also it's familiar with communities since The PCC is developed in 1991, The PPC should be focus on community event and be convenient for Parksville community members to differentiate from other competitors and make their strength effective.
! 3
Brechin Lanes Bowling Information retrieved from brechinlanes.ca.
Brechin Lanes offers a variety of clubs for all ages, skill levels, and for all genders. This bowling alley in Nanaimo is home to one of the largest 55+ memberships in BC. During the Christmas season and also the end of the bowling league season, banquets are hosted for members and non-members. Their website is easy to navigate, allowing anyone to find what time and what leagues are happening each day. They are active in the community through offering fundraisers with schools, provincial bowling teams, Big Brothers/Sisters, and Compassion Canada Offer 3 types of bowling fundraisers hosted at their building: 50/50 bowling event, Bowl-a-thon (bowlers collect pledges and pay a small fee for bowling), Corporate Lanes Sell (your group sells individual lane packages for a predetermined price) Brechin Lanes is locally owned and operated. Their pro shop that contains lawn bowling supplies and bowling supplies consisting of shoes, balls, and
The bowling alley lacks an online presence: Facebook page is underutilized and only have website. They no longer have a membership rewards program which added more benefits for members. Small parking lot that can get crowded when it is a busy night. Limited food menu if people wish to have a family dinner and lacks variety.
Brechin Lanes has customer loyalty, where customers are looking for an ongoing relationship with club. Established in 1956, families that grew up in Nanaimo know of Brechin lanes and will choose to bowl there with their own families. They offer great birthday parties, they host result in positive WOM in the community which can translate to more people bowling at Brechin Lanes in the future. Brechin Lanes is the only 5 pin bowling club in Nanaimo, which fits a niche market for that particular game. They also offer drop in sessions and have coaches available for beginners. Increased product offerings in ways to host events and fundraisers. Nanaimo hosts approximately 16,000 students through Vancouver Island University alone, there is plenty of opportunity to try to attract students to the game of bowling (About Vancouver Island University, n.d.). With Canada 150 and Participaction encouraging Canadians to try many different sports, the
Competitors create unique ways to attract Brechin Lane’s main customer away. Customers become bored with the sport and have changing customer needs. New competitors enter the industry that have better restaurant, more lanes, larger space for hosting parties/events. Older building, future renovations could be costly. There is the threat of key staff leaving which would force changes upon the organization.
Based on their strengths, weaknesses, opportunities, and threats, Brechin Lanes should be focusing on birthday parties for all ages and continuing to provide a friendly family environment for its members and customers. They help organize the parties and have staff on hand for assistance. Many places that provide a venue to rent only have a staff member to open and close the building for them, let alone in assisting in planning the party and help facilitate.
! 4
Mid-Island 8 Ball League (Billiards) Information retrieved from midisland8ball.org, observation, and correspondence with league members.
The Mid-Island 8 Ball League is known within Nanaimo as having a highly competitive player field as compared to other billiards leagues, according to league members. The league is well-organized with a clear schedule and structure as evident on the league's continually updated website. The league consists of players from throughout the greater Nanaimo area, some traveling from as far as Ladysmith and Lantzville. The league is well-established, known by other teams and leagues throughout the province. Much of this is due to the fact that the league has hosted provincial tournaments in the past. There are no requirements for athleticism in this low-impact sport, allowing for players of all types, including players with physical handicaps such as wheelchairs. One league member described the league as having a very social and relaxing atmosphere with friendly players on the teams. Currently there are 12 teams with 5-6 players on each team.
The biggest weakness of the league is that there is no set location for the league. Rather, it rotates between James Street Games Room, Longwood Brew Pub, and The Sportsman Pub, all located in Nanaimo. League players have complained that the table conditions in these locations are poor. There are no beginner-level options within this league for players who are just starting out. Additionally, the league only allows for players ages 19 and up, due to the fact that the locations are pubs and this is a legal requirement. Another weakness of the league is that it is difficult to become aware of the league unless you know someone who plays pool already or you are already playing pool or attending one of the venues mentioned previously.
This league takes place on Monday nights while another league known as the James Street League takes place on Wednesdays. There is an opportunity for the two leagues to join together and create a larger playing field. The Mid-Island 8 Ball League will be hosting the Island Challenge Tournament in May, which will provide them opportunities to create awareness for the league and the sport of poll within Nanaimo. There is a potential opportunity for the league to host Provincials again at the Vancouver Island Conference Centre which can again provide opportunities for awareness. With Nanaimo hosting approximately 16,000 students through Vancouver Island University alone, there is plenty of opportunity to try to attract students to the game of pool (About Vancouver Island University, n.d.). With Canada 150 and Participaction encouraging Canadians to try many different sports, the league may see an increase in interest as people seek to
Professional pool is becoming less popular, as evident through the hundreds of forums and blog posts of passionate players asking and analyzing the question of why (Eberle, 2014) (Addicted to Billiards, 2013). Through observation, it appears as though the primary age group playing pool in this league is ages 50-75. This demographic is only getting older and the league cannot be sustained without new players. Threats of competition come from other pool leagues as well as other sports leagues (eg. curling). The organizing team of the league has announced that they will be stepping down at the end of this year's season.
The Mid-Island 8 Ball League should focus on targeting pub-goers. The league relies primarily on word-of-mouth advertising. There are posters in James Street Games Room advertising the league and the staff are well-aware of the league and happy to answer any questions about it. A Facebook page was previously used for posting updates and schedule, however this tool is no longer utilized. The website appears to be designed for league players to gain information, not for people looking to join. The two organizers of the league offer coaching to millennials who frequent James Street Billiards, and invite these young players to join in the league. The current fee is $100/year and the league runs from September to April.
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Event Centre
COMPANY STRENGTHS WEAKNESSES OPPORTUNITIES
THREATS STRATEGY
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Nanaimo Curling Club Rental Space Information retrieved from nanaimocurlingclub.ca/hours-rentals and correspondence with club members and board members.
Newly renovated upstairs ($100k investment) Size of facility and amenities (200 guest tables & chairs or 300+ theatre style seating upstairs). Accessibility for wheelchairs as well as an elevator for those who are unable to take the stairs. Air Conditioning in the upstairs (New HVAC) to allow for more events to occur during warmer periods. Large factory style door in the rink (suitable for cars to drive through, if need be). Full service bar and lounge area with multiple couches and waiting areas. Liquor license, bar staff, and fully functional bar available. Multimedia and presentation equipment, wifi. NCC staff will open and close building for events, ensure enough tables and chairs are out for an event, and make sure all areas where event takes place will be clean. TV equipment for spectators to watch the “house” in the curling rink. Listed on Nanaimo’s cultural map which is a tool for that cities across Canada are using to identify community cultural assets and resources on a visual map of
The entire facility is aging despite recent upgrades to portions of the facility. Difficult to remove furniture (pool tables etc.) from the upstairs in case of larger groups. Not many people know this space exists or is available for rent. NCC unsure who to target and how to create more awareness for their space and how to utilize it
Empty venue from mid-April until the end of September This space is perfect for large meetings or smaller gatherings Focusing on filling the space in the summer months when the rink is normally empty will now be a more appealing option Due to the older demographic that normally uses the space, there may be an opportunity to market the space for “celebrations of life” When ice sheets are removed there is a large concrete floor that has the potential to be you used for other sports, events, recitals, comedy clubs, etc. The more events hosted that create a positive experience for customers may lead to increased memberships during the curling season and more awareness of the clubs features.
The parking lot used for the Curling rink is owned by the City. If events at the curling club conflict with other events it will be difficult to ensure parking availability. The Curling rink is a not-for-profit organization that relies on member dues solely The building is owned by the city and upgrades and improvements will be difficult and long awaited.
The curling club rental space gets the majority of its promotion from word of mouth. There is hardly, if any, promotion of the space to be rented. The section regarding the rental space on the website is difficult to find but provides information regarding costs and expectations of users of the space. The space is regularly used during the winter months when the curling leagues are in play. The focus will be turned to the summer months when the facility is normally unused. Now that it has been fitted with air conditioning units for the hotter months, it will be a more desirable location for events.
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Oliver Woods Community Centre Information retrieved from nanaimo.ca/facilities/Details/231-Oliver-Woods-Community-Centre.
Oliver Woods Community Centre offers drop in community events for all ages. From badminton to basketball, and a fitness studio, there is something for everyone at Oliver Woods. The centre has the ability to host a wide range of activities due to the wide open twinned gymnasium space, multipurpose room and lounge that form the core of the centre. The building was built according to LEED's Gold environmental standards, where recycled building materials were used throughout the project. In keeping with the all ages that the centre caters to, there is child care that is available, as well as a preschool room, space for birthday parties and playground. Oliver Woods is recognized by BCRPA (BC Recreation and Parks Association). This community centre is the only one that is not located near Nanaimo’s downtown; instead it is located on the North side of town. It is fully accessible for all. The centre offers wheelchair basketball and soccer as well.
One of the main weaknesses of Oliver Woods Community Centre surrounds the question of awareness. The local community may not know that this centre is also open for event rentals. One of the challenges of this centre is that it is not clearly visible from the highway, but rather located within a residential neighbourhood near Nanaimo North Town Centre. It does not have the road exposure that some of the other community centres in Nanaimo have. Another challenge of this venue is whether or not it will fit a wide variety of events. It has a gymnasium atmosphere that may not be suitable to host a wedding for example, where other community centres may be more fitting.
One of the key opportunities for Oliver Woods is to expand their list of activities/ sports offered. Maintaining a consistent level of participation in drop in events poses an opportunity to further explore where other sources of growth may come from. Oliver Woods could also further promote the fact that their facility is a sustainable and green building. Further awareness of the community policing station promotes a safe community.
The main threat of Oliver Woods is that there are other community centres in Nanaimo available for rent. There are also varying degrees of interest in events and sports offered at the centre. Organized sporting events may pose a challenge to those looking for a space that is available for a wide variety of times to fit the needs of the consumer. Other community centres have more offerings to suit a wider range of event needs.
Oliver Woods should target beyond community events (birthday parties, first aid courses, other educational courses) They have gym space, as well as the option to use the space for theatre seating. Smaller scale events should be the focus of Oliver Woods. They have a table seating capacity of 160 and theatre seating availability of 272.
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Beban Park Social Centre Information retrieved from nanaimo.ca/facilities/Details/1-Beban-Park-Social-Centre.
Beban Park has a wide range of facilities to rent, from meeting rooms to full auditorium with many events for different demographics to go to. Its ability to host more than a thousand of people at the same time provide a significant competitive advantage. There are also several sport fields for different types of sports. A playground for children within a few minutes’ walk, a big park area around the facility and social centre area are great for family outdoor activities. Small cafe within the Beban Park area help to keep people inside and covered pool with some waterslides will keep any demographic entertained. Huge parking lot eliminates the problem with parking. The Centre is located in the middle of the city, close to the highway and very visible from outside as has a lot of “Beban Park” signs around the facility. Beban Social Centre is not hidden by any trees or landscape, thus having significant road exposure (City of Nanaimo, 2017).
Weak online presence the centre doesn't have its own website. However, information can be found through intermediary websites and the centre has a somewhat active Facebook account based on observation. The centre is primarily a place for sports or entertainment events. Owned by the City of Nanaimo and thus restricted in its ability to make decisions quickly.
A bunch of sport fields can contribute to promoting and allocating events related to Canada 150 and Participaction (Participaction, 2016). There are opportunities to participate in events for all age groups within the centre due to high diversity of the facility. Very noticeable location, easy to find and no parking problems, as well as people's awareness of this place make a great contribution to many operational opportunities. Large outdoor area to host outdoor events within the park.
Beban pool has a complicated schedule of operation, there are time periods when only specific groups are allowed. Due to the size of the centre, cleaning and maintenance procedures are complex and costly. Treed areas of the park are getting smaller because of expansion and other improvements.
Beban park focuses on events associated with Tourism Nanaimo. They work closely with the municipality to host events that benefit the community. The outdoor facilities can be leveraged by bringing in large groups and hosting bigger events. They should continue to utilise their outdoor events as other centres lack such. As other centres are comparatively small, becoming a host the biggest evens in Nanaimo should be their focus. Because, they will cover most of their threats and put other centres at a disadvantage. Having weak online presence, they should focus on paid ads to counter organic search results from their competitors.
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APPENDIX B: Charts and Graphs B.2: Curlers in Canada
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B.3: Household Income
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B.4: Household Structure
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B.5: Psychographic CharacterisScs
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APPENDIX C: Member Survey NCC Member Survey Thank you for taking the time to complete this anonymous survey. Your feedback is highly valued and will contribute to the future of the Nanaimo Curling Club. The purpose of this survey is for Vancouver Island University Marketing students, who are working with NCC to develop a strategic marketing plan for the club, as well as NCC administration that hope to gain further insight into member perceptions of the club. All information collected within this survey will remain confidential and will not be shared with other curling members, or a third party. How important is the sport of curling to you? (Please check one.)
How often do you curl at the Nanaimo Curling Centre? (Please check one.)
• Every day • 2-3 times a week • 4-6 times a week • Once a week • Bi-weekly • Once a month • Once every few months • Once a year • Less frequently than once a year
Which of the following actions have you completed at the Nanaimo Curling Centre: (Please check all that apply.)
• Rented curling sheet • Joined only one league • Joined multiple leagues • Rented kitchen facilities • Rented upstairs facilities • Rented downstairs space • Purchased cafeteria food • Purchased cafeteria drinks • Competed in bonspiel
Please indicate your level of satisfaction with the following aspects of the Nanaimo Curling Club: (Please check one each row.)
Very important Somewhat important
Neutral Somewhat unimportant
Very unimportant
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How interested would you be in having a younger demographic curl alongside you? (Please check one.)
Would you be willing to volunteer in summer months if it means improvements in infrastructure for the rest of the year? (Please check one.)
• Yes • No • Not sure
Would you be willing to pay a higher membership fee if it means improvements on the facility? (Please check one.)
Extremely satisfied
Satisfied Neutral Dissatisfied Extremely dissatisfied
N/A
Community atmosphere
State of curling sheets
State of lounge and upstairs facilities
Cafeteria food
Social aspects
Friendliness of other curlers
Competition within leagues
Organization of the leagues
Organization of bonspiels
League fees
Membership fees
Membership benefits
Very interested Somewhat interested
Neutral Not very interested
Not interested at all
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• Yes • No • Not sure
How interested would you be in attending other community and sports events hosted at NCC? (Please check one.)
How far do you currently travel to the club? (Please fill in the available space with the number that applies. _______ kilometres How far would you be willing to travel? (Please fill in the available space with the number that applies.) _______ kilometres What would you like to see happen with the curling club facilities? (Please comment in the space provided below.) How long have you been a member of the Nanaimo Curling Club?
• Less than a year • 1 year • 2 years • 3 years • 4 years • 5+ years
What do you generally do with your spare time in the summer months when the curling club is closed? (Please comment in the space provided below.) What do you enjoy most about being a curler at the Nanaimo Curling Club? (Please comment in the space provided below.)
Very interested
Somewhat interested
Neutral Not very interested
Not interested at all
N/A
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Please indicate your age:
• <15 • 15-24 • 25-34 • 35-44 • 45-54 • 55-64 • 65+
Please indicate your gender:
• Male • Female • Prefer not to say • Other
Please indicate your current household income bracket:
• Less than $20,000 • $20,000 to $34,999 • $35,000 to $49,999 • $50,000 to $74,999 • $75,000 to $99,999 • $100,000 to $149,999 • $150,000 to $199,999 • $200,000 or more • Prefer not to answer
Please indicate your marital status:
• Single, never married • Married or domestic partnership • Widowed • Divorced • Separated • Prefer not to answer
What is your education level?
• Completed some high school • High school graduate • Completed some college
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• Associate degree • Bachelor's degree • Completed some postgraduate • Master's degree • Ph.D., law or medical degree • Other advanced degree beyond a Master's degree
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APPENDIX D: Psychographics of Curlers Overall, Canadian curlers have healthy mindset through curling (Curling Canada, 2014). Detailed
informaSon is as follows:
Health Enthusiasts
● 23.06% of Canadian curlers consider themselves “health enthusiasts.”
● Canadian curlers were 5% more likely to consider themselves “health enthusiasts” than
anyone else in the Canadian populaSon.
● (Curling Canada, 2014)
Sports Minded Jocks
● 17.17% of Canadian curlers reported themselves to be “sports minded jocks.”
● Canadian curlers were 72% more likely to consider themselves as “sports minded jocks”
than anyone else in the Canadian populaSon.
● (Curling Canada, 2014)
Luxury and Adventure
● 30.50% of Canadian curlers considered themselves to be “luxury and adventure.”
● Canadian curlers were 16% more likely to consider themselves as “luxury and adventure”
than anyone else in the Canadian populaSon.
● (Curling Canada, 2014)
Cultured and AcSve
● 26.81% of Canadian curlers considered themselves to be “cultured and acSve”.
● Canadian curlers were 36% more likely to consider themselves as “cultured and acSve”
than anyone else in the Canadian populaSon.
● (Curling Canada, 2014)
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APPENDIX E: Event Organizers in Nanaimo Local major events organizers in Nanaimo include:
● Kin Canada
● Nanaimo Conservatory of Music
● Gabriola Arts Council
● Vancouver Island University
● Nanaimo Ballroom Dance Society
● Port Authority
● Nanaimo Aboriginal Center
● Nanaimo Heritage Days Society
● Nanaimo & District Minor Fastball AssociaSon
● Friends of Nanaimo Jazz Society
● Nanaimo & District Track and Field Club
● Nanaimo & District Hospital FoundaSon
● Road Runner Ball Hockey Team
● Royal Architecture InsStute of Canada
● SK FoamFest
● Greater Nanaimo Chamber of Commerce
● Local Government Management AssociaSon of Canada
● OCQA/DNBIA
● Dynamic Race Events
● Nanaimo Pickelball
● City of Nanaimo
● Crimson Coast Dance
● Save-‐on Foods
● Nanaimo & District Track and Field Club
● Coast Capital Savings & Nanaimo Child Development Centre
● Loyal Nanaimo Bathtub Society
● DNBIA
● Gabriola Lions Club
● Port Authority
● Vancouver Island Symphony
● Pacific Coast Stage Company
● Longwood Brewery
● Realm Entertainment Ltd
● Vancouver Island Society
● District of Lantzville
● OCQA/DNBIA
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● Culture Days
● TheatreOne
● Trish Newton Segal
● Nanaimo Rotary
● (Tourism Nanaimo, 2016)
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APPENDIX F: Direct Mail
To: (Community Event Planner/Business)
From: Nanaimo Curling Club
Dear (Name of Event Planner/ Business),
Have you been searching for spacious, professional, newly renovated event venue to offer to your
clients? Have you ever thought of the Nanaimo Curling Centre as a space to host community events?
Nanaimo Curling Centre is a great place to host your next fantasSc event of choice. Our space is
suitable for a wide variety of purposes from a wine & cheese night or comedy act night to even a big
workshop or product showroom.
Nanaimo Curling Centre is perfect for your next event. The variety of space gives freedom to your
imaginaSon and wings to your acSons -‐ many possibiliSes to choose from, many acSviSes to enjoy,
and so much fun to experience.
Whether it is a party or a showroom, Nanaimo Curling Centre has you covered. The warm
atmosphere and newly renovated interior will welcome you and provide your guests with the best
facility in Nanaimo.
I would love to meet you personally at our locaSon and provide your with a tour of the facility. I will
be in contact with you over the next few weeks to set up a date that works for you.
Sincerely,
Name
Event Coordinator
Nanaimo Curling Club
106 Wall Street, Nanaimo, BC
(250) 753 3474
h7p://nanaimocurlingclub.ca/
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Sample direct mail brochure that could be printed with Canada Post
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APPENDIX G: Nanaimo Survey Nanaimo Curling Club Survey: Community PercepSons of NCC
Are you aware of the Nanaimo Curling Club?
● Yes
● No
When you think of the Nanaimo Curling Club, what comes to mind?
What is your percepSon around the sport of curling?
Have you ever played curling before? If your answer is no, why have you not played?
● Yes
● No _______________________________
Do you know anyone who is a member of the Nanaimo Curling Club?
Have you been a member of other sports clubs in Nanaimo? If yes, which clubs?
● Yes _______________________________
● No
How far are you willing to travel to parScipate in your sport of choice?
_______ minutes
Are you aware that the Nanaimo Curling Club has a newly renovated banquet hall and large building
that can be rented out for community event, office parSes, weddings, etc?
● Yes
● No
Do you host events outside of your place or business? If so, where?
● Yes _______________________________
● No
What types of events do you host and organize?
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What qualiSes do you look for in a suitable event space?
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APPENDIX H: Event Coordinator Job Advertisement
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PosiSon Title: MarkeSng and Event Coordinator at Nanaimo Curling Club
Term: 3 months (Mid May-‐ Mid August)
Full Time PosiSon
StarSng date: TBA (to be discussed with applicant)
Nanaimo Curling Club (NCC) is seeking a creaSve and enthusiasSc markeSng and event coordinator
for the upcoming summer months. You will serve as a liaison to developing and hosSng events at
NCC.
Job DuSes and ResponsibiliSes
● Create adverSsing and promoSon material for Nanaimo Curling Club
● Client and relaSonship management with NCC members through developing referral
network
● Liaise with local community members and businesses to expand current NCC member base
through community events
● Promote event space to community planners, businesses, trade show organizers, social,
economic development, and educaSonal events
● Develop and maintain social media and website
● Draling of club newsle7ers and press releases
● Assist in event organizaSon
● Develop markeSng plan for NCC event
● Conduct market and industry research
Key QualificaSons
● Must be currently a7ending post-‐secondary insStuSon in a relevant discipline (i.e. event
management, markeSng, management, public relaSons, communicaSons, or similar)
● Must be returning to school in the fall
● Candidate will be interested in learning everything and anything about curling
● A7enSon to detail, with strong wri7en and oral communicaSon
● Familiarity with MS Office programs, and various social media pla}orms ! 15
● Valid driver's licence
● Familiarity with the Nanaimo area is an asset
Please apply via [email protected], a7enSon Denise Wood, Nanaimo Curling Club
Manager.
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APPENDIX J: Website Examples Here's sample website images for focusing rental venue and summer events.
Example page 1 shows new home page. visitor can noSce easily that the NCC began to start new
project which is venue rent and event organizing. Also, visitors can access booking online easily from
home page. When visitors click event name, website goes to event detail page which is Example page
2.
-‐ Example page 2:
Visitors can do as follow:
● Checking event schedule each month
● Clicking events name and checking more detail (See example page 3)
-‐ Example page 3:
Visitors can do as follow:
● Checking what's event about, detail schedule, cost, and etc.
● Booking event through online
-‐ Example page 4
Example page 4, 5 is about venue rental page. When visitors click "Book Online" from example page
1, website goes from page 1 to page 4. Here's what visitors can do in example page 4:
● Checking brief introducSon of each room, cost, and picture
● Clicking "see detail" bu7on and going to example page 5
● Clicking "book online" and going to booking page or linking to email screen
-‐ Example page 5
Example page 5 is detail page of rental venue. Visitors can do as follow:
● Checking detail informaSon of rental venue
● Checking picture
● Going to online booking pages
* Example page 4 / 5, Venue pictures should be inserted instead of pictures of curling.
-‐ For preparing event pages more a7racSve
It assumed that preparing picture and event descripSon takes Sme and it's difficult to prepare
picture someSmes. Therefore, it's be7er to ask company or community to prepare a7racSve events
introducing paragraphs and pictures. A7racSng paragraphs and pictures leads to more parScipants
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and it is a win-‐win situaSon for the NCC and companies or organizaSon. As example pages 2 shows,
Event introducSon with pictures and without pictures are so much different.
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Example page 1
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Example page 2
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Example page 3
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Example page 4
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Example page 5
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