Target Segment Strategy
Segmentation of market can be used to target the market in small parts by FMG Stadium, that can facilitate the calculation of most attractive segment. They can invest their resources on particular groups of people, concentrate on them and make them customers.
Demographic segmentation
Geographically segmentation
Customer Relation Strategy
The FMG stadium should improve their relations with customers. They also need to improve their contacts with them. Through this strategy, FMG stadium should also focus on possibilities of their new customers, instead of existing customers. This strategy will increase the profitability, update all the process and connected with their customers.
Strategy Elements
Interaction with customer Frequent
Stadium can organise events for sports lovers to provide them a chance to play rugby with their favourite players.
Stadium can organise events in schools and colleges and distribute promotional passes of rugby matches.
Promotional stalls of rugby matches at public place.
Branding Strategy
To apply Customer Relationship Strategy, the FMG stadium should increase their promotional activities through brand strategies to increase awareness with in New Zealand. For this purpose, branding strategy has been implemented to rise the brand value of FMG stadium. Digital marketing in social media, advertisement in newspaper and other traditional methods are some examples to promote the FMG stadium worldwide.
Improve brand awareness through advertisement Advertising through public transportation like bus, taxies stations and airport.
Advertising through social media like Facebook, Instagram and YouTube.
Distribute pamphlets at public place and with newspapers.
Brand logo For an organisation’s identification the most important thing is brand logo. Brand logo will make your company impressive and
Stadium should make some groups, which will talk to people at public places to attract them and give all information regarding stadium.
Stadium should organise events like, organise rugby training sessions for public, rugby event activation entertainment and music concerts.
FMG stadium can launch application for mobile for online ticket booking and sale.
After events stadium can publish customers’ feedback on Facebook, Instagram, twitter and on FMG stadium website. If people will be happy with events, then they will give positive feedback for stadium. The positive feedbacks will help to generate the income with the help of word of mouth marketing.
To develop new pricing strategy
The management of stadium should make the different pricing strategy. The stadium should also apply an effective pricing strategy, which will be the most beneficial for the stadium. If management want to improve their publicity, then they need to do brand advertising. It will be possible, if management increase the prices of tickets, then the profitability will be increase
The multi-purpose arena that I have chosen to evaluate is Boston University’s Agganis Arena. This arena is considered to be the next generation of Boston sports and entertainment by incorporating the latest multimedia technologies and providing the finest possible sight lines and views of the action. The arena is located within Boston University's new $225 million John Hancock Student Village, a 10-acre hub of activity designed to be the thriving center of student life and athletics, Agganis Arena is a state-of-the-art, multipurpose sports and entertainment center scheduled to open in January 2005. A 290,000-square-foot premier venue with 6,300 seats for hockey and ice shows, the Arena is expandable to over 7,200 seats for concerts, sporting events, and family shows.
Siegfried, J., & Zimbalist, A. (2000). The economics of sports facilities and their communities. The Journal of Economic Perspectives, , 95-114.
Olympic Delivery Authority, Olympic Stadium | Venues | London 2012. Olympic Stadium. Available at: http://www.london2012.com/olympic-stadium [Accessed March 20, 2012].
...the citizens of the city socially. It will provide a great night life, as well as other entertainment venues that can be brought in for use of the stadium. However to sell a stadium in a city by claiming economic benefits involves many risks, it will most likely not benefit the city and its people to have a sports team in your city.
Abstract: The Stadium construction boom continues, and taxpayers are being forced to pay for new high tech stadiums they don’t want. These new stadiums create only part-time jobs. Stadiums bring money in exclusively for professional leagues and not the communities. The teams are turning public money into private profit. Professional leagues are becoming extremely wealthy at the taxpayers expense. The publicly-funded stadium obsession must be put to a stop before athletes and coaches become even greedier. New stadiums being built hurt public schools, and send a message to children that leisure activities are more important than basic education. Public money needs to be used to for more important services that would benefit the local economy. Stadiums do not help the economy or save struggling towns. There are no net benefits from single purpose stadiums, and therefore the stadium obsessions must be put to a stop.
In Major League Baseball, stadiums can affect the game dramatically by the size and by the way the dirt is laid out and how the weather is as well. The baseball teams and players can be affected by this in their major life physically and mentally. Major League Baseball is a prominent organization in our daily life. The game is very important for most people. The game is a lifestyle to people as well. Baseball has changed over the years. For instance, Pete Palmer states, “The way baseball is playing right now is completely different from the past” (Palmer, summary, 2014). A very helping part of baseball are baseball stadiums. For example, ballparks of america says, “... ballparks are amazing, they help us play” (ballparks of america, summary,
He says that these facilities never pay for themselves, that there is an increase in overall community income, but not enough to offset cost. He states that though highly paid, a team employs very few workers. A new stadium offers more amenities that are more expensive, such as luxury skyboxes, thus bringing in more revenues than the old stadiums. The teams do see some of these profits but so do the cities. Noll writes that new stadiums force other entertainment out of town, this can be true, but it also brings in new business in the form of restaurants and pre and post-game entertainment. The profits from transportation can be much larger in the post stadium city.
Looking at the issues with constructing a new stadium in the city of London the main issue was finding the perfect location that can support our plans of having a multi-purpose stadium with 100,000 seating capacity. We found two possible locations that were completely different in geographical positioning. The first location we found was about twelve miles outside the city of London, which is not bad in a sense because it was a cheap plot of land. Then we came to a realization that our potential fans would be passing the new state of the art Wembley Stadium. Since the stadium is brand new and holds up to 90,000 soccer fans, we decided that we needed to find an area to build within the city of London itself that would be different to Wembly
What are the benefits to a town of building a new stadium? The benefits to Building a sports stadium for your state or country can increase in demand of the economy creating new jobs also increasing employment. Based on the multiplier effect this could lead to an economic growth. In the long run this may lead to economic development building a stadium also increases competition and opens new business opportunities. Therefore there'll be an increase in investments which also helps increase the total income of the country or city. The stadium will lead to an increase of exports because people will want to come to your city and watch games. Or maybe even enjoy snacks that can be purchased during the entertainment of the stadium.
Lets take the United Center for example: It is home to the Bulls, Blackhawks, Circus, Concerts, and many other large venues. Because we live is such a big city, it can be very challenging to schedule all the events according to every ones preference. Here is a short video on how the United Center switches form one venue to another.
There are several potential issues that can arise when undertaking significant public projects like stadiums. First, there is limited desirable space for a stadium close to Milwaukee’s city center and amenities. Acquiring the rights to use the land is a potential issue. Further, the funding of such a large project is always in question, whether it comes from private or public sources. Lastly, public opinion around stadiums can be very volatile if citizens do not see the value it will bring to the city. With this in consideration, one of the major aspects of this plan was to build a soccer specific stadium in Milwaukee’s downtown. However, there should be plans to consider alternative options in existing infrastructure such as Miller Park or in locations outside of the downtown
When the financing of the facility needs to be determined, it forces the city officials to put together where the money they need is going to come from. They can take from the community, take from the owner of the teams, or hire an entirely new owner for the building.
From 2001 2002 there was a 23% increase in the construction of sports stadiums and arenas with costs of those facilities upwards of $7.8 billion. The growing global sport industry requires that sport facility and event management keep current of new and proven management techniques. Sport Facility Management: Organizing Events and Mitigating Risks by Ammon, Jr., Southall, and Blair, provides readers with a basic introduction to elements of facility management for the full range of sporting and entertainment events. There is a high demand for individuals who are educated and trained in facility management, event organization, and risk management and since the September 11 attacks there has been a great emphasis placed on facility and risk management. Each chapter provides theoretical foundations and practical applications for each critical phase of facility management. The authors provided photographs, case studies, and industry examples to assist the reader in gaining an overall basic, picture of the sporting event and entertainment industry today. The book provides in-depth discussions about positive advances that have made the entire experience easier and more comfortable for fans; and about the negative economic and cultural consequences for sport events after September 11 2001.
Teams often threaten to leave there cities if they don’t receive the funds to construct a new stadium.
Ziakas, V & Costa, C 2011, ‘The Use of an Event Portfolio in Regional Community and Tourism Development’, Creating Synergy between Sport and Cultural Events, vol. 16, no. 2, pp. 149-175.