Analysis and Recommendations: Marketing Moortown Sports Centre

This report provides a detailed analysis of the marketing strategies employed by Moortown Sports and Leisure Centre, highlighting the weaknesses in their current approach, particularly in areas such as booking systems, community awareness, and promotional activities. The report suggests improvements to the product offering, including the introduction of diverse entertainment options and technology-driven booking systems, as well as a tiered pricing strategy to incentivize loyalty among existing members and attract new customers. Furthermore, the report emphasizes the importance of expanding the center's digital presence through a user-friendly website and active engagement on social media platforms. The report recommends a comprehensive promotional mix incorporating both traditional and digital channels to increase awareness and attract a broader customer base, including national newspapers, magazines, radio channels, and social media platforms. Strengthening the operating structure through dedicated staff for client bookings and formalizing communication processes are also key recommendations to improve customer satisfaction and drive revenue generation. The report concludes that by implementing these strategies, Moortown Sports and Leisure Centre can significantly enhance its marketing effectiveness, attract new clients, and increase revenue generation.

Running head: MARKETING OF MOORTOWN SPORTS AND LEISURE CENTRE
Marketing of Moortown Sports and Leisure Centre
Name of the Student:
Name of the University:
Author Note:

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MARKETING OF MOORTOWN SPORTS AND LEISURE CENTRE
Table of Contents
Executive summary:........................................................................................................................2
Marketing and promotion:...............................................................................................................2
Product:........................................................................................................................................3
Pricing:.........................................................................................................................................3
Place:............................................................................................................................................4
Promotion:...................................................................................................................................5
Operating structure:.........................................................................................................................6
Communication:..............................................................................................................................6
Recommendations:..........................................................................................................................6
Conclusion:......................................................................................................................................7
Appendices:.....................................................................................................................................8
References:....................................................................................................................................10

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MARKETING OF MOORTOWN SPORTS AND LEISURE CENTRE
Executive summary:
A powerful marketing plan is important for cultural facilities to attract appropriate clients to
generate huge revenue. The aim of the paper would be delving into the marketing plan of
Moortown Sports and Leisure Centre which has a very weak marketing plan. This weak
marketing plan resulted in low bookings and low
Marketing and promotion:
Moortown Sports and Leisure had a very weak and unstructured marketing strategy. The
organization provided facility for spa and sports like basketball. The sports club advertised its
services in local newspapers and flyers. The club occasionally advertised its services on the local
radio channels. The booking system was very weak and there were many incorrect bookings
which caused inconvenience to clubs which were the main clients using the premises of the
sports association. The case study also mentions that a majority of community members were
unaware about the programs and events at the leisure center. These facts pointed out that the
leisure center required to form plan to market its services in the locality and incorporate a
powerful promotional mix (Van Den Berg and Braun 2017).
One can point out after brainstorming that the marketing plan of Moortown Sports and
Leisure should aim to first, increase awareness in the community about the programs in the
sports complex and attract more customers to generate more revenue. The marketing plan of the
sports and entertainment club would essentially revolve around its market mix (Pouder, Clark
and Fenich 2018).

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MARKETING OF MOORTOWN SPORTS AND LEISURE CENTRE
Product:
The product of the sports club consisted of two types of services namely, spa services and
using of its premises for different types of sports. The case study mentions that present clients of
the sports and refreshment center 13 sports clubs while major portion of the Moortown
community remained unaware about the events and services. The sports association should
introduce new facilities like facilities to hold community fair. The community sports and
entertainment association should take steps to improve its services. The case study mentions that
the orders and bookings were managed manually in separate record books (Patel and Trivedi
2017). The bookings were compiled into a central booking register. There were incidences of
missed booking which did led to inconvenience caused to the clients. The sports association
should offer technology driven booking system which would enable the receptionist to record all
the bookings centrally and give accurate information to the clients when required. This reception
service would seek to maximize the convenience of the clients. This would enable the club to
avoid missed booking and enhance convenience of the customers. The cultural association
should incorporate more diverse types of entertainment offerings like cultural events to attract
more diverse types of clients (Kumar et al. 2016).
Pricing:
Moortown Sports and Leisure Centre should apply pricing to attract more clients. Firstly,
the sports and cultural association should categorise its client base into in-house clients or clients
which are present members like the thirteen sports clubs already mentioned. The second category
of clients should comprise of community members which are not present clients. The third
category of clients should consist of clients who are not members of community like people from
other localities. The sports and cultural complex authorities should use these three categories to

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decide on appropriate pricing strategies. The association should use preferential pricing rates for
existing clients like the thirteen sports clubs. The sports association should charge more from the
community members which are not existing members (Negi and Anand 2015). The association
for the third category clients which are not members of the community should be charged more.
This pricing plan would have several outcomes. The first outcome would be that the club by
charging the immediate members lower that new members would be able to gain their loyalty.
Second, the members of the community would be also be loyal to the club because they would be
charged less than outside clients (Stone and Stone 2017). The case study mentioned that the
sports and cultural did not follow proper method of contract while accepting bookings. The
management should implement proper system of bookings for the events.
Place:
Moortown Sports and Leisure Centre has strong physical presence in the community. The
association should also extend its presence on the digital platform to enable present and future
clients to view the facilities online. The online visitors should also be able to view the facilities
which are not occupied and they can book. The online view should enable the visitors to view the
rates based on their category. For example, an existing member should be able to see the low
pricing while a visitor not from the community should see the original pricing, without discount.
The website of the association should also have facilities for booking of venue and also verify
the address of the client before showing the final price (Mogos 2015). The association should
also be present on social networking websites like Facebook and Instagram which would enable
it to communicate to its clients to gain more information about their expectations regarding
services and facilities.

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MARKETING OF MOORTOWN SPORTS AND LEISURE CENTRE
Promotion:
The promotion of Moortown Sports and Leisure Centre should be aligned with its
product, place and pricing strategies. The case study clearly mentioned that the sports and
cultural association had a very weak promotional strategy. The sports association promoted its
services on the local newspaper, flyers and on local radio channels. The outcomes of this weak
promotional were low rate of awareness about events of the association among the community
members, less than 50 percent occupancy and resultant low revenue generation. Thus, the
promotional mix of the association should aim to spread awareness about its services to attract
more customers and generate more revenue. The sports association should promote its products
in national newspapers, magazines and radio channels. This would enable it to create awareness
about its services among a large customer base. This would enable the association to arouse
awareness both within and outside the community (Bowie et al. 2016). This would enable
Moortown Sports and Leisure Centre attract more customers which would generate more
revenue for the association.
A brainstorming on the present weak marketing plan of Moortown Sports and Leisure
would point out that the body should strengthen its promotional mix. The promotional plan of
Moortown Sports and Leisure Centre should consist of digital promotional mix. The sports
association should promote its services on the social media websites like Facebook and
Instagram. This would enable the association to attract more customers by promoting its services
beyond the surrounding community. The association would also be able to attract multinational
companies as its clients which would opt for its premises for their conferences (Manning et al.
2015). Thus, this would enable the association boost its revenue generation by high end clients.

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MARKETING OF MOORTOWN SPORTS AND LEISURE CENTRE
Operating structure:
The operating structure of Moortown Sports and Leisure Centre should be strengthened.
The case study mentioned that the association did not have a proper booking system and did not
enter into contract with its clients. There were reported cases of inaccurate and cancelled
bookings. This once again pointed out to the failure of the management to implement a system of
handling and managing client booking. The apex management should first appoint staff members
who would deal with client bookings. The members should be responsible for booking of
facilities like rooms and ordering for catering services (Parveen, Jaafar and Ainin 2015). The
apex management should also book staff members who would process orders of booking of
facilities received online.
Communication:
The communication system which Moortown Sports and Leisure Centre should take
should be formal. The association should maintain a data of its present and prospective clients. It
should communicate with them the facilities the association can offer through official emails and
letters (França et al. 2017).
Recommendations:
One can recommend from the discussion that Moortown Sports and Leisure Centre
should market its services in the community. One can recommend that the association should
appoint a special marketing team to meet the prospective clients like business organisations and
housing associations. They can convince these firms and housing association to book the
facilities for their social functions and conferences. This would enable Moortown Sports and
Leisure Centre to generate more revenue.

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Conclusion:
One can conclude from the discussion that Moortown Sports and Leisure Centre should
market its facilities to new clients. The association should spread its advertisement activities
beyond local newspapers and incorporate national level dailies as well. It should also expand its
presence on the digital platforms like Facebook and Instagram. This promotional mix would
ensure more booking and revenue generation. The apex management should form a contract
based booking system to manage these bookings. One can also recommend that the body can use
tools like mind mapping and PAMS to arrive at the improvement decisions.

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Appendices:
PAMS Tool:

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MARKETING OF MOORTOWN SPORTS AND LEISURE CENTRE
Mind mapping:

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Bowie, D., Buttle, F., Brookes, M. and Mariussen, A., 2016. Hospitality marketing. Taylor &
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Parveen, F., Jaafar, N.I. and Ainin, S., 2015. Social media usage and organizational performance:
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Patel, R.C. and Trivedi, C.J., 2017. CRM Customer Preferential Study on Facilities Provided By
Public And Private Sector Banks With Reference To Ahmadabad District.
Pouder, R.W., Clark, J.D. and Fenich, G.G., 2018. An exploratory study of how destination
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Van Den Berg, L. and Braun, E., 2017. Sports and city marketing in European cities. Routledge.