The Marketing Environment St Fagans Museum Events - Case Study Example

St Fagans Museum Events Student’s Name Subject Professor University/Institution Location Date Table of Contents Table of Contents 2 1.0 Introduction 3 2.0 Strategic Analysis 4 2.1 Events Description 4 2.2 Events Aims 5 2.2.1 Financial goals 5 2.2.2 Nonfinancial goals 6 2.3 Values, Mission, Objectives 6 2.4 Issues of Evaluation 7 2.4.1 Timing 7 2.4.2 Events Budgeting 8 2.4.3 On site management 9 2.4.4 Specific Plans 10 2.5 Promotional Strategies 11 2.6 Core Competencies 12 2.6.1 Situational Analysis 12 3.0 Conclusion 13 References 15 Appendix 17 1.0 Introduction Each year, St Fagan Natural History Museum boats of hundreds of thousands visitors, learners, educators and tourists that visits. In turn, the following 6-month event promotional plan is created to secure additional funding to promote the growth of local, regional, national and international visitors to the Museum. The preliminary events and the culminating event will e used as a platform to inform attendees the current status, new plans and direction of the museum. Although St Fagans Museum has operated for many years, there is a need to promote a greater-than-anticipated attraction for artifacts, researched history and products in the museum. Research shows that, the target market for St Fagans of learning-minded visitors or adventurers tourists would like to have more experience and insights about various artifacts and historical materials where much is offered by St Fagans. The marketing environment has in the past been very receptive and St Fagans will explore opportunities and plan for events, online event promotions and having events’ clothing with slogans and logos which reflect various interests of outdoor and learning enthusiasts in Wales and UK. Over the next six months, St Fagans can increase its efforts and activities and ensure its concepts are well distributed, offer new and lively events to win new visitors in the city. These events cannot be possible without support of the government ministries, host cities and local other partners in corporate and learning institutions who provide for financial, infrastructure support and wooing potential attendees to make such a large-scale event a reality. 2.0 Strategic Analysis 2.1 Events Description St Fagans will use nontraditional promotional methods which require little amount of money but with a lot of creativity and also lend themselves perfectly to St Fagans. As St Fagans is small and flexible, it can implement ideas such as skiers, distributing free water and discount coupons in outdoor sporting events. By the end of six months, St Fagans plans to have engaged locals, regional and national visitors in following event promotional efforts: Create a St Fagans Tour where several staffs will take turn driving around Wales and wider UK to campgrounds in order to distribute promotional items like St Fagans stickers as well as discount coupons. These campgrounds will target outdoor enthusiasts and learners in high schools, colleges and universities as well as their parents, teachers and friends. Any discount coupons given will promote an entry into the culminating events where as many participants will be selected. Attend bicycling events, canoe and kayak races, and cock climbing competitions with St Fagan’s truck to distribute stickers, free water and discount coupons for St Fagans shirts or hats. St Fagans will track events and participate as partners in order to promote its major event. The targets will be to reach sporting enthusiasts who will be included as part of St Fagans major event. Organize St Fagans hiking event for participating customers. The event will include those reached having an event where they will be put into groups to come up with logos and slogans that best describe St Fagans and that will be selected in a major event to be put (with the names and photos of the winning team members) in the Museum. Each team will be required to come up with plans that will be funded for about one-and-half month to reach hundreds of spectators and peers, parents, siblings and friends that will be spectators in the competition event. Hold a major St Fagans event for learning and contest and select major slogans and logos to add to the museum. The event will involve thousands of people where various activities will e organized to cater for age diversity and interests. At the end, a competition event will involves the teams and spectators, St Fagasn as a host will gain the benefits of creating a brand-new and dynamic event in the Wales and its regions which will set the momentum to attract high-school and college-aged players that are easily reached as well as parents, teachers and significant others who will form a base that combines a Learn and Play policy that ultimately result to tangible economic impact. 2.2 Events Aims St Fagans want to design programs that will promote natural environment conservation. In the next six months, St Fagans seeks to various financial and nonfinancial goals including: 2.2.1 Financial goals Obtain financing to expand event promotional agenda and capabilities, increase distribution as well as introducing new slogans and logos owned by competitors. Increase revenue by at least 30 percent annually. Donate at least $ 10, 0000 a year to organizations dealing with natural environment conservation 2.2.2 Nonfinancial goals Introduce new products; customized logo t-shirts and hats and lightweight bags for those who will attend. Reach new geographical regions, including Birmingham, London and others Develop successful Internet sites and social media platforms so as to maintain a strong promotional effort, as an interactive platform and for building relationships with visitors Develop St Fagans ‘conservation program aiming at helping communities raise money and for purchasing open space. 2.3 Values, Mission, Objectives St Fagans mission is to be a leading natural history museum by attracting and marketing leaning and personalized products for visitors that love nature and history. St Fagans want to inspire people and particularly the high-school and college-aged as well as their families to go outdoor more often and enjoy with their family and friends in such activities. In addition, St Fagans will increase its reputation by being part major events and putting incentives which will bring considerable benefits to the organization. A number of benefits are expected including: Showcasing the museum products, artifacts and its historic achievements to both national and international media thus reaching the objectives of having more visitors to reach the 30% annual revenue increment, Boost attendance at the actual event where more about the museum, its objectives and plans will be launched. Maximize profits for St Fagans by ensuring that attendees are part and parcel of promotional process through their quick links, contacting new visitors and encouraging friends to sign up and follow us on the social media and Internet platforms. Strengthen St Fagans business relationships by promoting activities which creates loyal visitors and a great desire for St Fagans as a destination for them now and in future (Marshall & Benford 2011). 2.4 Issues of Evaluation 2.4.1 Timing St Fagans acknowledges that all the events will have to consider a number of issues pertinent with timing. According to Thompson & Martin (2010), small particulars can promote enthusiasm and become a favourable point for organizers to address appropriate details as well as a make progress toward an optimum event. St Fagans will organize around four events that will be the preliminaries for the culminating event. The plan to have four events takes into consideration issues to do with orientation, team’s creations and final event. St Fagans will ensure precision and innovation to make the events lively and create passion and promote overall performance. The aim is to have a meticulously planned event that runs right down to the envisaged last detail. The final event is to be the peak which will gather many participants and their supporters for the results. Only timing can determine the outcome and with it, it is possible to adjust accordingly and plan with more confidence. St Fagans cannot afford to get its plan go wrong and thus, it requires partners to provide the best possible timing for the event. Eventually, it will involve competent staffs and event organizers from around to provide the best possible timing solution for the event. These partners will guarantee accurate and fast results that will satisfy those who are involved in the competitions, the crowd, supporters or spectators and judges and ensure that timing for the event is of resounding success. The basics is to have start with low-key affair at grass-roots level and most of St Fagan’s staffs will be moving during school events and sporting activities to identify people that are enthusiast for the next St Fagans event with more elite competitors reached. Preliminaries events will be provided alongside products, professional services as well as on-site expertise to woo many participants. According to Getz (2012) , timing specialists are required to have depth of knowledge as well as experience in order to deliver cost effective and innovative solution to the event. Eventually, St Fagans have identified experts as part of pre-event consulting to promote registration, timing, and results and identify areas that need team support and know how. Preliminaries where staffs and expertise promotes the major event will be carried in early July reaching over six thousands participants. The next events will happen in end August and early October to prepare for the final events in late November. There will be time for organizing and planning for each event to include all technicalities and logistics. 2.4.2 Events Budgeting According to Davenport, Leibold &Voelpel (2006), event should have an assigned budget that carefully considers important details. Generally, St Fagans will work with major event budget history that involved similar event while still considering any inflation costs. The past budgets will be modified and also assign it miscellaneous. Similarly expertise staffs will be involved for concrete preparation and in prioritizing in establishing budget timeline as well as assigning money to particulars as per their importance in each event. Johnson, Scholes & Whittington (2008) points out that, a realistic budget that has specific spending can attract sponsorship since it sets a right benchmark where sponsor and organizers can also follow or keep track of spending. Trendy colored hats, backpacks, umbrellas and t-shirts with slogans and logos for St Fagans, venue, dates and event are major products of priority to St Fagans budget with prizes to be won by different teams depending on how their slogans and logos will be selected and their position. There are prizes to be won collectively and individually. The prizes will cover nearly all participants but of course have different value with the best team getting the most admirable of all. The budget for tendering and contracting for suppliers of these products will comprise the greatest with promotional activities, staffs and resources used coming being assigned significant money. Food and beverages will be the third most important in the budget with suppliers identified earlier and adjusting prices according. Finally, there will be first aid kits, tools, and antiseptics to ensure that all those who will participate in activities are attended to in case of injuries or muscle pains. St Fagans plans to spend around £40,000 by the end of all its events. St Fagans budget considers the venue where the most central location will be selected. Charges for the venue are set aside having in mind of the local rates and previous charges. 2.4.3 On site management As Aziz, Ahmad, Nordin & Iskandar (2011) observes, a plan can be prepared in advance withal components determined before an actual event but on site management determines a lot how the plan will be implemented, the extra efforts required and key aspects that can ensure optimum event outcomes. There are various threats that any event faces and onsite management ensure that all impacts are kept at minimal level. St Fagans acknowledges the need to have competent event managers in each of the four events so as to control activities and ensure they do not run off the set schedule. Time is a quite tricky aspect and there are opportunities that can be leveraged, proper skills and activities that can lead to utmost experience. St Fagans will select skillful event organizers who are flexible enough to accommodate and who have various views for issues that can arise in an event. People with wide-range of hobbies and personalities will be included to promote the required psyche through their experiences in past events (Almadani 2012). In turn, diversities skills are required among organizers to be concerned with different preferences and participants of different ages and ethnic backgrounds with an aim of increasing experience. According to Sanchez & Heene (2003), a skillful event organizer rehearses to ensure that an event will not be disorganized by vendors. The organizers will agree on a plan to assist and show how each activity fit and responds to St Fagans objectives. In turn, each activity in the program should be organized in a way to promote efficiency and effectiveness (Tushman, & Anderson 2004). In addition, on site event managers should be skilled in problem solving to keep issues that might be controversial at minimal level (Carlsen, et al 2010). St Fagans events will be guided by rules to avoid collisions when it comes to competitions among the teams, awarding points and prizes. 2.4.4 Specific Plans Specific issues need to be monitored, controlled and reviewed before, during and after an event. These critical details are important for the success of an event and most of them require to be considered shortly before the event (Galavan, Murray & Markides 2008). St Fagan events’ organizers will verify dates, contact all services providers; suppliers, food and beverages and venue. Any changes in venue, costs and other estimates will be noted while indicating some unnecessary issues that might delay the event. All activities will be carried prior week to the event with effective communication between stakeholders. In turn, all will note their obligations to deliver. A precise plan for an event should show how the event will start, what will be done and how the process will run to the completion (Saloner & Shepard 2005). In turn, St Fagans will match skills and select personnel on their suitability or fit for each role. After each preliminary event, organizers will brainstorm and identify issues that require corrective action or more efforts in order to ensure that the final event deliver the expected objectives. Reporting strategies will be set in order to have a hierarchy or reporting from those who are involved in the field work, organizers and event directors. 2.5 Promotional Strategies The events will create an attractive image by allowing participants to be involved and feel part of decision-making process. Local activities that are common with many people will be part of the events with other novel activities. Customization will be promoted by allowing teams to come up with unique activities, competing themes, slogans and logos according to their tastes and preferences. In the culminating event, all participants will have a choice from various activities planned to ensure they attain the expected experience (Shone & Parry 2004). Outdoor enthusiasts are attracted by moderately priced activities, products and services. St Fagans will not set high prices for visitors or attempt to achieve its goals by offsetting low prices to attract many visitors. Value pricing will be practiced for visitors to feel comfortable in all events. Styling is an important concept when planning these events and particularly for the targeted participants at ages 25 and 45. The people like hiking, rock climbing, surf, skating, bicycling, riding horses, skiing, kayaking, snowboard and other activities that will be included to ensure that visitors are attracted to the museum even in future. 2.6 Core Competencies St Fagans seeks to use its core competencies in order to achieve competitive advantages where competitors cannot offer similar value as it does. Already, St Fagans has developed some core competencies (1) offer high-quality artifacts, research and products whose image is recognizable among learners and researchers; (2) its products and activities creates a sense of community among outdoor enthusiasts who visits, and; (3) developed reputation among the locals as a reliable source of natural historical information delivering past information with accuracy and reliability. St Fagans intends to use these competencies and builds on them through promotional efforts to increase the number of visitors who knows what is offered and distributing information to different demographic segments. By forming long-term relationships with visitors and potential customers for the services, St Fagans stands to build sustainable and competitive advantages where bold messages can reach visitors with conviction to come Learn and Play (Shone & Parry 2004). 2.6.1 Situational Analysis St Fagans Museum has major strengths including: Its dedicated founders and staff that understands the target market, its products and services St Fagans is known in different regions, institutions and among individuals with quick acceptance Domestic visits are on the rise with great potential for growth (Pfister & Tierney 2009) St Fagans will work with competent organizers and managers to ensure quality activities and experience St Fagans has loyal visitors who are likely to buy the event idea Gaps exists in the country that can be filled with increase activities such as customized activities, clothing items and attractive competitions St Fagans can reach more participants and visitors through via its Website and particularly college-aged visitors through social networking platforms 3.0 Conclusion St Fagans anticipates to have continued events that will popularize it and its operation into a foreseeable future. As an iconic institution, St Fagans has to consider major plans to exist and promote viability in its market. The local, regional and national markets segments are potential niches to promote even wider acceptance of its products. Eventually, concise plans are set to ensure promotional ideas that will in turn make St Fagans an attractive visitors’ destination. Nontraditional promotional strategies are envisaged as discussed throughout this plan where three events will precede a major event involving lively competitions and promotion of loyal teams that will take St Fagans as their intimate institution and who can promote good image and inducing messages to their wider networks of peers, family members and friends. St Fagans plans to increase its reputation and presence in the market. The success of these events will determine the future progress and thus, they are taken with caution and through an effective program that reduces the chances of failure. The preliminary events are meant to promote awareness, ensure momentum and create a network of commonly-minded and active people who will be involved in the future St Fagans events and promote visits to the museum. Subsequently, a large base of loyal visitors and interactive activities will promote St Fagan’s financial and nonfinancial objectives. References Almadani, F S 2012 Sustainable Event Management: Opportunities and Trends. Aziz, A A, Ahmad, A S, Nordin, T E, & Iskandar, B S 2011 Flats Outdoor space as a Vital social place Asian Journal of Environment-Behaviour Studies, 37, 13-24. Carlsen, J, Andersson, T D, Ali-Knight, J, Jaeger, K, & Taylor, R 2010 Festival management innovation and failure International Journal of Event and Festival Management, 12, 120-131 Davenport, T H. M Leibold and S C Voelpel (2006) Strategic Management in the Innovation Economy: Strategic Approaches and Tools for Dynamic Innovation Capabilities Wiley Strategic Management(2011) (Essential Managers) Dorling Kindersley. Galavan, R. J A Murray and C Markides (2008) Strategy, Innovation and Change: Challenges for Management Oxford University Press. Getz, D 2012 Event studies: Theory, research and policy for planned events Routledge. Johnson G, Scholes K and Whittington, R (2008) Exploring Corporate Strategy: text and cases (8th edition), Prentice Hall, Harlow, New York. Marshall, J, & Benford, S 2011, May Using fast interaction to create intense experiences In Proceedings of the SIGCHI Conference on Human Factors in Computing Systems pp 1255-1264 ACM. Pfister, R E, & Tierney, P T 2009 Recreation, event, and tourism businesses: start-up and sustainable operations Human Kinetics. Saloner G. and A Shepard (2005) Strategic Management Wiley. Sanchez R. and A Heene (2003) The New Strategic Management Wiley. Shone, A, & Parry, B 2004 Successful event management: A practical handbook. Cengage Learning EMEA. Shone, A., & Parry, B. (2004). Successful event management: A practical handbook. Cengage Learning EMEA. Thompson J & Martin F (2010) Strategic Management: Awareness and Change 5th Edition, Thomson. Tushman, M.L. and P C Anderson (2004) Managing Strategic Innovation and Change Oxford University Press. Appendix Event 1 Staff reaching new potential participants: 10,000 Customized items (trendy colored t-shirts, lightweight luggage and caps Promotional materials; brochures, event timelines and stickers Event 2 New teams created: 1000 More customized items given, activities designed and coupons completion launch Create momentum for networking, Event 3 Fund teams in reaching out for groups and participants Guide in developing logos and slogans Event 4 Hold various activities for participants Embark on a competition, points and awarding prizes Read More