HomeMy WebLinkAboutMarketing Plan Sub-Committee 1983
t\.. MP-1
,
the metropolitan toronto and region conseNation authority
minutes
MARKETING PLAN SUB-COMMITTEE 1983-04-15 *1/83
The Marketing Plan Sub-Committee met at the Authority C:fi~e, 5 Shoreham C:ci"s,
Downsview, Ontario, on Friday, April 15, 1983, at 9 J0 a ~
PRESENT
Acting Chairman M M R Stewart
Members Ms S Nimmo
A L. Smoke
Chairman of the Authority Mrs F E Gall
Staff T E Barber
R K Cooper
P B Flood
P A Head
A Wickens
M. Ruano
ABSENT:
Members W. G. McLean
M. W H. Biggar
H. C. Lawrie
MINUTES
.
The Minutes of Meeting t3/82, held on Wednesday, September 22, 1982, were
presented.
Res. n Moved by Mrs. F Gall
Seconded by A~ L. Smoke
THAT the Minutes of Meeting i3/82, as presented, be adopted as if read.
CARRIED;
,
PROGRESS REPORT AND RECOMMENDATIONS -
Marketing Plan for the Conservation Areas, Black Creek Pioneer Village and the
Kortright Centre for Conservation
T Barber presented the staff progress report and reviewed the recommendations
contained therein P. Flood commented on the work the Conservation Land Management
Division plans to undertake within the C.O E.D program. He also discussed
on-going development in 1983
P Head presented the Communications Strategy Section of the report and highlighted
it through the use of an audio visual presentation.
Res *2 Moved by A. L. Smoke
Seconded by Mrs_ F. Gall
IT WAS AGREED AND THE SUB-COMMITTEE RECOMMENDS THAT the Staff Progress Report
and Recommendations - Marketing Plan - dated April 15, 1983 be. received: ~d
that the Recommendations' contained therein be adopted;
THAT the staff be directed to develop a marketing plan for 1984, for the
consideration of the Marketing ~an Sub-Committee in September of 1983;
~-
AND FURTHER THAT consideration be given to developing an overall monthly working
document or work plan to include the three operating divisions
ADJOURNMENT
On Motion, the meeting adjourned at 11 40 a.m., April 15, 1983.
M.M R. Stewart T. E. Barber
Act~ng Cha~rman Acting Secretary-Treasurer
/mrp
t\.. MP-2
,
the metropolitan toronto and region conservation authority
minutes
MARKETING PLAN SUB-COMMITTEE 1983-08-19 *2/83
The Marketing Plan Sub-Committee ~et at the Authority Office, 5 Shoreharn Drive,
Downsview, Ontario, on Frida:;:', ,,"-,l9',-,st 19, 1983 at 9 00 a :n
PRESENT
Chairman W G McLean
Members M. W H Biggar
J. A Bryson
D. Jackson
H C Lawrie
L. Martin
Ms S Nimmo
F R Perkins
M M. R Stewart
Chairman of the Authority Mrs F Gall
Vice-Chairman of the Authority E. V Kolb
Staff W. A McLean
R. K. Cooper
P A. Head
A. Wickens
N. Beaudry
Ms. M. Ruano
Woods Gordon M. McC1ew
ABSENT
Member A. L. Smoke
Staff presented historical information on the Authority's marketing activities
and briefly discussed progress to-date as a result of the meetings of the Committee,
in 1982 and 1983.
1984 MARKETING PLAN
The Committee has before it a proposal of Woods Gordon, Marketing Consultants,
for the preparation of the 1984 Marketing Plan. Mr. Michael McClew, of Woods
Gordon presented the proposal and highlighted its major components The proposal
was then reviewed and discussed in detail.
Res #3 Moved by M. M. R. Stewart
Seconded by~ E. V. Ko1b
IT WAS AGREED AND THE SUB-COMMITTEE RECOMMENDS THAT the proposal of Woods Gordon
for the preparation of the 1984 Marketing Plan, dated August 17, 1983, in the
amount of $9,000 be accepted~ in addition to a maximum of $2,500 for the Workshop
Day.
1983 VISITOR SURVEY - PRELIMINARY REPORT
Copies of the preliminary report on the 1983 Summer Survey, prepared by the
Project Coordinator, dated August 5, 1983 were distributed for the information and
interest of the Members of the Committee. -
Staff reported that copies of the report had been distributed to all Areas
concerned and consideration had be~ given to the comments contained therein.
ADJOURNMENT
On Motion, the meeting adjourned at 10:20 a.m., August 19, 1983.
W G. McLean W. A. McLean .
ChaJ.J:Illan Acting Secretary-Treasurer
/mro
t\.. MP-3
,
the metropolitan toronto and region conservation authority
minutes
MARKETING P~AN SUB-COMMITTEE 1983-11-14 #3/83
The Marketing Plan Sub-Committee met at the offices of Woods Gordon, Royal Trust
Tower, Toronto-Dominion Centre, on Monday, November 14, 1983, at 9 00 a m
PRESENT
Chairman W.G. Mclean
Members M.W.H. Biggar
J A. Bryson
R. Gillespie
H.C Lawrie
L Martin
Ms. S Nimmo
F.R. Perkins
A.L. Smoke
M.M.R. Stewart
Staff T.E. Barber
R.K Cooper
P B Flood
A Wickens
N Beaudry
A Foster
P Head
Woods Gordon M McClew
S Reece
J Linton
The morning session consisted of Introductory Remarks - M. McC1ew
Overview of Strategic
Market Plan - S Reece
Key Findings and
Implications from
1983 Visitor's Survey- J Linton
Discussion of Directors
for Marketing Plan - M McC1ew
The afternoon session cons~sted of Panel of Experts
Mike Filey - C N E
Ray Atkinson - Infomart
Harold Black - Cullen Attractions
Michael Gilligan - Canada's Wonderland
Moderator - Mike McC1ew, Woods Gordon
The Administrators T E Barber, R.K. Cooper, and P B Flood provided a brief
overview of the Authority and each of the attractions - Kortright Centre for
Conservation, Black Creek Pioneer Village, and Conservation Areas.
The panel members discussed the marketing mix along the following lines -
l. Delivery
2 Product
3. Pricing
4 Communications
A summary of the morning and afternoon sessions is appended as Schedule itA II
ADJOURNMENT
On motion, the meeting adjourned at 4 00 P m , November 14, 1983
\oj G McLean T E Barber
Cha~rman Act~ng Secretary-Treasurer
II=' - q
,CHEDULE "A"
MINUTES OF MORNING SESSION
MTRCA MARKETING PLAN SUB-COMMITTEE MEETING
MONDAY, NOVEMBER 14, 1983
1- Introductory Remarks
- M.J. McClew of Woods Gordon welcomed the Members of the
Marketing Plan Sub-Committee and complimented the Sub
Committee and Authority Staff on their commitment toward
adoption of a marketing orientation. The decision to
perform a visitor survey update in 1983, the preparation of
a 1983 marketing plan and the attendance of staff members
involved in formulation of the 1984 plan at the November 14
session were cited as positive evidence of the move toward
adopting the process of Marketing. The high degree of
interest shown by Metro Toronto administrators in the
Marketing activity, was cited as further reinforcement for
the relative importance of the Authority's actions in this
direction.
2. Overview of Strete~ic Market P1annin~
- This brief presentation by Woods Gordon emphasized the
importance of viewing marketing as a process involving
on-going analysis, planning, implementation and control
functions. The important elements of a comprehensive
marketing program were discussed and the fact that the
Authority must integrate the product, price, promotion and
delivery functions in order to successfully market its
products and services was demonstrated. The concept of
strategic marketing as a marriage of comprehensive
marketing management functions and strategic planning was
presented with a view toward ensuring that market planning
should clearly be undertaken in a manner that assures a
"good fit" with the Authority's resources, strengths and
overall objectives as well as with changes in market needs.
- Specific strategic decision areas facing the Authority were
discussed. These included elements such as on-going
facility and event programming development (with particular
emphasis on funds needed for these activities), continued
upgrading of food services and gift shops, reducing the
operating season, extent of staffing of the facilities,
Mt:'-:J
- 2 -
turning over various operations to outside organizations,
designing a promotion program to address the chosen target
markets and adopting a pricing policy consistent with
prevailing social policies, extent of third party support
and relative uniqueness of the facility.
- The importance of organizing for marketing was presented as an
integral component of the marketing plan and while a large
marketing staff was not advocated, the viewpoint was
expressed that a senior staff member should be assigned the
responsibility for coordination of the overall marketing
effort.
- The implications of exploring the potential market opportunity
areas available to the Authority were briefly examined.
The continued importance of sustaining repeat visitation
was highlighted and the fact that the present offering
would have to be enhanced in order to increase usage by
current target groups was put forward. Strategies for
capitalizing on other opportunities such as attracting new
user groups (senior citizens, ethnic groups etc)
necessitate design of new facilities and event programming
fine tuned to the needs of these target markets as well as
a reallocation or expansion of overall promotional
activities (e.g., increased personal selling activity,
providing incentives to travel groups, etc).
- Copies of the overhead slides used in this presentation are
attached.
3. Key Findings and Implications from the 1983 Visitor Survey
- The preliminary findings of the 1983 Visitor Survey were
presented by Woods Gordon. While the basic data collected
in the 1983 Visitor Survey are similar to that collected in
1981 (e.g., kinds of visitors, perceived benefits of each
facility), specific focus was placed in 1983 on gathering
feedback relevant to Food Services, Pricing and Special
Events. As of November 14, 1983, the results were being
compiled and analysed, and some of the findings were
summarized as follows:
. Repeat visitation at almost all facilities has been
sustained at high levels (at least 65%).
. While family groups continue to be the most predominant
class of visitor and other visitor characteristics
such as the male/female split, cultural background,
age profile, etc remain essentially similar to 1981,
there has however been a significant increase in the
number of visitors who class their occupation as that
of "students".
P-6
- 3 -
. Cross visitation flows remain geographically centralized
i.e. visits are concentrated along East-West lines,
while cross visitation between Black Creek Pioneer
Village and Kortright is also prevalent.
-
. Visitor parties originating from the Metro region appear
to be declining in overall numbers. The data will be
examined more closely for facility by facility trends.
. As in 1981. visitors perceive conservation areas such as.
. Boyd. Bruce's Mill and Greenwood as "general"
facilities while Cold Creek and Glen Haffy are viewed
as "specialized" facilities. Albion Hills and
Claireville were rated as "mixed used" areas.
. Black Creek Pioneer Village continued to be an attraction
for tourists; however, many of the tourists are in
fact taken to the village by local residents.
. Visitor reaction to food service~ was more positive in
1983, but the percentage of visitors using food
facilities has declined. Price and selection of food
available were the most significant areas of
dissatisfaction in 1983.
. The response to pricing in general reflects "value for
money" considerations and despite the complexities of
interpreting pricing response. current pricing is
viewed as "about right" and there exists significant
resistance to single person pricing. Resistance to
price increases appear highest at Black Creek Pioneer
Village.
. The Authority's current approach toward discount
couponing has had a negligible impact on attendance.
. In general, visitors exhibited very limited awareness of
special events. In spite of this a number of special
events were well received by visitors. Some of these
were: The Dumas exhibit at Kortright. model airplanes
at Cold Creek. etc.
- A number of possible interpretations of the survey findings
were hypothesized and the element of statistical
significance was briefly addressed. The following were
considered rel~vant to the interpretation of the data:
. The survey responses will be weighted by visitor area in
producing the final conclusions.
. Caveats regarding the difference in climate between 1981
and 1983 will be highlighted.
L....J~- j
- 4 -
. The 1983 Visitor profile will be compared to
demographics in the Metro and surrounding regions to
highlight non-user groups.
. The fact that swimming facilities were closed in 1983 as
a result of water quality problems may have resulted
in an increase in picnickers, adversely affecting food
service usage.
. An overall reduction in the willingness of consumers to
spend on discretionary items may have adversely
affected food service revenues.
. The food service menu may not adequately reflect current
consumer preferences; visitor reaction to food
selection at individual facilities will be available
from the survey results.
- Implications for marketing program development include:
. The relatively high level of repeat visitation
underlines the importance of ensuring that significant
attention be given to correction of the current areas
of dissatisfaction expressed by end-users.
. The importance of water related activities as a core
feature of the Conservation Areas necessitates that a
high priority be assigned to improvement of these
facilities.
. The potential for attracting tourists at Black Creek
Pioneer Village appears to be significant and, should
be more aggressively pursued through the formulation
of "packages" for tour operators, etc.
. The use of special event programming as a means of
attracting new user groups and increasing the usage
among existing target groups requires greater
coordination of marketing program activity and
application of test marketing principles to
development of special events.
. Increasing the market "draw" of the conservation areas
beyond local markets will require consideration of
creating more unique selling features for each area.
. Food services must clearly be "positioned" as medium
price outlets offering good quality and service and
reasonable choice to visitors, rather than as "fast
food" outlets.
1P-8
- 5 -
4. Directions for the MarketinR Plan
- While there was basic agreement regarding the need for
sustaining repeat visitation and for upgrading the
Authority's offering, the following concerns were raised by
different members of the Sub-Committee:
. The issue of excessive utilization of some facilities
which might result in a degradation of the
non-renewable resources of the Authority must be
considered in the plan.
. The importance of clarifying the origin of visitor
parties (Municipalities, e~c) with particular
reference to implications on funding and relevant
marketing action.
. The importance of ensuring that relevant Authority staff
are given the opportunity to provide adequate input to
the Marketing plan.
. The fact that inadequate financial resources had been
budgeted in 1984 to allow development of programs
aggressive enough to attract new target groups.
. The need for development of strategies to increase the
level of corporate sponsorship of marketing programs.
- The presence of a good cross section of the Authority's staff
at the meeting was cited as evidence of increased staff
involvement and the Sub Committee was assured that the
staff would be performing a significant portion of the
analysis required to develop the 1984 Marketing Plan. The
draft document is expected to comment on the level of
funding needed to achieve the 1984 objectives and this
document would likely be available by the third week of
December, 1983.
- The need to develop information on the reasons why non-users
are not attracted to MTRCA facilities was raised by Russ
Cooper. He further suggested that perhaps C.O.E.D.
personnel could be used to conduct telephone interviews
with a sample of non-users in order to obtain the necessary
information. Woods Gordon pointed out that at this time,
the type of work required was exploratory in nature and
that focus groups would, therefore, be the preferred means
of gathering the data. Trained personnel would be needed
for conducting the focus group work and this would be the
first stage in developing a likely non-user scenario.
Development of conclusive data could not be performed on a
cost effective basis without first undertaking exploratory
research to define the parameters that should be examined
in any subsequent research.
BASIC MARKETING MANAGEMENT PROCESS
.
I PLANNING I ..I IMPLEMENTING I ~I CONTROL I
FINDING DEVELOPING IMPLEMENTING CONTROLLING
ATTRACTIVE MARKETING - MARKETING - THE
OPPORTUNITIES STRA TEGI ES STRATEGIES PROCESS
-
.. - -
FEEDBACK
3:
"0
I
\0
Woods Gordon 3::
"0
I
I-'
0
SOME IMPORTANT ASPECTS OF MARKETING
. ANAL VSIZING TH~ CURRENT SITUATION
. PLANNING IN LIGHT OF RESOURCE BASE AND
EXPECTED FUTURE CHANGES
. MANAGING THE MARKETING FUNCTION
(CONTROLLED IMPLEMENTATION)
HIERARCHY OF OBJECTIVES
ORGANIZA TION
OBJECTIVES
I I
FINANCE MARKETING HUMAN
RESOURCE
OBJECTIVES PQJECTIVES OBJECTIVES
I I I
PRODUCT DELIVERY PROMOTION PRICE
OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES
I I I
PUBLICITY PERSONAL ADVERTISING SALES
SELLING PROMOTION
OBJECTIVES OBJECTIVES OBJECTIVES ' OBJECTIVES
..
::::
'tI
I
~
~
au 3:
'0
Noods Gordon I
I-'
N
STRA TEGIC DECISIONS AREAS
MARKETING
STRA TEGY
PRODUCT DELIVERY PROMOTION PRICE
DECISIONS DECISIONS DECISIONS DECISIONS
. TYPE, FEATURES, . HOURS OF OPERATION . PROMOTION BLEND . COST PLUS PRICING
AND QUALITY OF
. SEASONAL OPENING . KIND OF ADVERTISIN(J . OFF PEAK DISCOUNTS
- FACILITIES
-PROGRAMS . SELF SERVE VERSUS - MEDIA TYPE . VALUE FOR MONEY
- SERVICES FULL SERVICE - COpy THRUST
. HIGHER PRICES FOR
. INCLUDES: . MARKET EXPOSURE . PUBLICITY THRUST UPGRADED FACILlTIE~
- SPECIAL EVENTS . TURNING OVER VARI. . SALES PROMOTION . PRICING RELATIVE
- GIFT SHOPS OUS OPERATIONS TO - COUPONS TO POSITIONING
- FOOD SERVICES OUTSIDE ORGANIZ - CONVENTIONS AND
- COLLECTIONS A TIONS TRADE SHOWS . PREVAILING SOCIAL
- EXHIBITS POLICIES
. DISPLAYS
. THIRD PARTY
~. IDDn.ny
--.---
.
GENERIC MARKEllNG ORGANIZATION
CHIEf
ADMINISTRATOR
I
I f I
f INANelAL PERSONNEL MARKETING OPERATIONS
ADMINISTRATOR ADMINISTRA TOR ADMINISTRATOR ADMINISTRATOR
I I I I
MARKETING pRODUCT OR MARKET TERRITORY
FUNCTIONS PROGRAM
MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT
. MARKET BRAND CUST-OMER REGIONAL
RESEARCH . . .
SERVICE OR
. COMMUNIC- . PRODUCT DISTRICT
A TIONS . PUBLIC
AFFAIRS
. NEW PRODUCT
DEVELOPMENT
. DELIVERY
3:
'tI
I
I-'
W
. 3:
'tl
I
& I-'
l!::o
Woods Gordon
Finding and evaluating opportunities
Possible Trends In the Resources-Strengths Objectives of
opportunities environment and weaknesses top management
+ . It , ~
,
Product-market
I
screening criteria
""'- Evaluation of t
-
.. opportunities --
, ,
Opportunities
to be turned
Into strategies
and
stratea IC olans
MP-l:
.&
Woods Gordon
Four basic types of opportunities
.
Present products New products
Present Market Product
markets penetration development
New Market Diversification
markets development
MP-l.b
L:)~
Woods Gordon 1983 VISITOR SURVEY
.
GENERAL FINDINGS
VISITOR PROFILE
o NO SIGNIFICANT CHANGE IN MOST CHARACTERISTICS
0 SOME CHANGE IN OCCUPATIONAL PROFILE (STUDENTS)
o RETURN VISITATION REMAINS HIGH
0 CONTINUING HIGH DEGREE OF CROSS-VISITATION
- EAST/WEST SPLIT
- BLACK CREEK/KORTRIGHT
o USAGE OF AREAS SAME AS IN '81
- GENERAL AREAS
- SPECIFIC ACTIVITY AREAS
- MIXED AREAS
0 CULTURAL BACKGROUND CHARACTERr STI CS BAS I CALLY UNCHANGED
0 'METRO USE' DECLINING
0 BLACK CREEK ACTING AS TOURIST DESTINATION
& MP-17
Woods Gordon FOOD
-
o USAGE DECLINED
o AMONG USERS, MORE POSITIVE REACTION
0 SOME SPECIFIC PROBLEM AREAS
o MIXED RESPONSE TO 'WINE AND BEER' QUESTION
PRICE
o MOST THOUGHT PRICE WAS I ABOUT RI GHT I
o DIFFERENTIAL RESISTANCE TO PRICE INCREASE
o DISCOUNT COUPONS APPEAR TO HAVE LIMITED EFFECTIVENESS
0 RESISTANCE TO SINGLE PERSON PRICING
SPECIAL EVENTS
0 LIMITED AWARENESS
0 REACTION DEPENDENT UPON EVENT
LVI J:' - .L 0
L:)6o.
Woods Gordon
1 OF 2
PRODUCT OFFERING STRATEGY
o EMPHASIZING PROGRAMMING VS, FACILITIES (COMMERCIAL
SPONSORSHIPS)
o DELETING CERTAIN COMPONENTS OF OFFERINGS (E , G, ,
DIVEST OF BLACK CREEK PIONEER VILLAGE)
o -APPROACH TOWARDS DEVELOPING DIFFERENT CHARACTER OF
OFFERING IN EACH AREA (ATTRACTING NEW USERS)
o FUND ING NEW FACILITIES (E, G., WA VETEK POOLS,
MCMILLAN PLAYGROUNDS, ETC.)
MP-19
.&
Woods Gordon
2 OF 2
PRODUCT OFFERING STRATEGY
o INTEGRATION WITH OTHER METRO-AREA EVENTS (E.G.,
CAR! VAN, SURVIVAL GAME)
o MORE INTENSIVE WINTER USE (PROGRAMS WITH LOW
OVERHEADS)
o OFFERING MORE TOURIST FACILITIES (E.G., CAMPGROUNDS)
o INCREASING OPPORTUNITIES FOR ON-SITE SPENDING (GIFT
SHOPS, ENTERTAINMENT)
MP - 20
L:)~o.
Woods Gordon
1 OF 2
PROMOTIONAL STRATEGY
o moo TO WHICH PAID ADVERTISING SHOULD BE USED
o ELIMINATING DISCOUNT SCHEMES/STRATEGIES
o RELATIVE EFFECTIVENESS OF PUBLICITY AND SUPPORT
MATERIALS
- NEWSPAPER COVERAGE
-FLYERS
- BROCHURES
(SUGGESTED WAYS OF CAPITALIZING ON THIS)
o USE OF HIGH VISIBILITY, 'PERSONALITY1 SPOKESMAN
o USE OF THEME/LOGO
&. MP-21
Woods Gordon
2 OF 2
PROMOTIONAL STPATEGY
.
.
o EFFECTIVE USE OF DIRECT MAIL
o EFFECTIVENESS OF DISPLAYS IN SHOPPING CENTRES, ETC,
o EFFECTIVE USE OF CONTESTS
o PROMOTING IICROSS-VISITATIONII
o EFFECTIVE POSITI.ON (UNIQUE SELLING PROPOSITION)
.
~
LVIJ:'-~~
L:)6o.
Woods Gordon
1 OF 2
.. PRICING STRATEGY
.
.
o CUT PRICES (REDUCE PARKING CHARGE IN CONSERVATION
AREAS - IMPLIED ELASTICITY OF DEMAND)
o OFFER FREE ADMISSION - CHARGE FOR ADDITIONAL
ACTIVITIES (E.G., SWIMMING)
o "HOLD THE LINE" PRICING STRATEGY
.
o TIE PRICE INCREASES TO INFLATION/COST INCREASES
o INCREASE PRICES - CHARGE TO REFLECT PRODUCT
DEVELOPMENT COSTS
& MP-23
Woods Gordon
2 OF 2
PRICING STRATEGY
o PER-PERSON PRICING
o DIFFERENTIAL PRICES AT EACH FACILITY (RELATE TO
UNIQUE FEATURES) ,
o HIGHER RATES AT PEAK PERIODS
o SEASON PASSES AS A MEANS OF GETTING REPEAT BUSINESS
o GROUP PRICING STRATEGIES
MP-24
L:)~
Woods Gordon
DELIVERY STRATEGY
o ELIMINATING GATE ADMISSION
o EXPLAINING OPPORTUNITIES FOR CONTRACTING OUT (NATURE
OF ACTIVITIES BEST SUITED TO CONTRACTING OUT)
o CUTTING BACK THE OPERATING SEASON
o REDUCING OPERATING COSTS IN NON-PEAK PERIODS
o INVOLVING SPECIAL INTEREST-GROUPS .IN PLANNING AND
ASSISTING WITH EVENT PROGRAMMING
MP-25
MINUTES OF AFTERNOON SESSION
MTRCA "THINK TANK/WORKSHOP"
MONDAY. NOVEMBER 14. 1983
..
(1) Panel of Experts .
0 Mike Filey
- currently with CNE
- previous experience:
. Canada's Wonderland
. Ontario Ministry of the Environment
- member of Toronto's 150th Anniversary Board and of
Toronto Historical Board Advisory Committee
0 Ray Atkinson
- currently with Informart (Teleguide)
- previous experience:
. V-p. Tourism and Marketing, Convention and Tourist
Bureau of Metro Toronto .
~ Executive Director, North of Superior Travel
.
Association
.. Executive Director, Ontario Ski Resorts Association
. Co-owner of Advertising Agency
. Director of Huronia Tourist Association
. Director of EMO
0 Harold Black
- currently Public Relations and Special Events Director,
Cullen Attractions (Cullen Gardens. Cullen Country
Barns)
- previous experience
. Owner/Operator Travel Agency
. Eddie Black Photographers
- 2 -
MP-26
. Michael GilliRan
- currently Director of Advertising and Promotions,
Canada's Wonderland
- previous experience:
0 Marketing Manager, Canada's Wonderland
0 Promotion Manager, Bank of Montreal
0 Accounts Supervisor, MacLaren Advertising
0 Accounts Executive, J. Walter Thompson Advertising
(ii) MTRCA Attendees
. Mr. M.W.H. Biggar
. Mr. H.C. Lawrie
. Ms. S. Nimmo
. Mr. M.M.R. Stewart
. Mr. W.A. McLean
. Mr. T.E. Barber
. Mr. R.K. Cooper
. Mr. P.B. Flood
. Mr. P. Head
(iii ) Woods Gordon Participants
. M.J. McClew
. S.E. Reece
The session was moderated by Mike McClew of Woods Gordon
and the panel of experts were invited to respond to a number of issues
contained in a series of overhead slides prepared by Woods Gordon.
These slides addressed the four major elements of the marketing plan
namely Delivery, Product, Pricing and Communications.
In order to provide a basis for discussion the Senior
Administrators of the Authority presented a brief overview of the
Authority's mandate and objectives, the inter-regional nature of its
levies, the extent of the recreational activities provided at various
facilities and the Authority's overall communications budget.
- 3 - MP-27
The following is a summary of the main responses of the
panel of experts to the various elements of the marketing mix:
1.0 DELIVERY
- The majority of panel members viewed the Authority's
operations as being seasonal in nature and suggested that
consideration should be given to closing of the facilities
duripg slow months (clearly this needs to be based on an
analysis of costs vs. likely benefits).
- It was clear that despite winter programs, attractions such as
Cullen Gardens are not profitable in the winter months.
Yet these facilities are operated on a reduced scale during
these months in order to retain a core of experienced
full-time personnel, and at the same time, the opportunity
is used to "take the attraction to the market".
- Particular suggestions for "taking the attraction to the
market" included personal visits by Black Creek Pioneer
Village interpreters to special groups (seniors, travel
trade, etc.) for the purpose of promotion, as well similar
visits to the schools market. By way of comparison, the
use of Yogi Bear and Fred to promote Canada's Wonderland in
the off-season is a routine activity and a full program of
visits and personal appearances are planned well in advance
of the off-season.
- The importance of using more aggressive personal selling
effort and of developing special packages for groups in
order to sustain attendance beyond peak months, was
endorsed by panel members. Cullen Gardens has a very
effective groups sales effort and Canada's Wonderland
considers this activity an essential. component of its
overall marketing thrust. While the CNE does not currently
have a specific group sales program, the importance of
groups is well recognized as an opportunity area and it
appears that Ontario Place will be launching its program in
the near future.
- The school target market was considered to be an excellent
opportunity for smoothing attendance and suggestions were
made regarding use of printed participatory work packages
for both post- and pre-visit reinforcement of the
educational aspects of the visit by teachers. The
Kortright Centre and Black Creek Pioneer Village were of
course viewed as key attractions for school groups and it
was suggested that perhaps there ~xists a significant
"out-of-towu" market for these facilities as is evidenced
by the Ontario Science Centre's current draw.
- 4 -
MP-28
- The pros and cons of contracting out services such as food
and merchandise were discussed and despite the ups and
downs associated with quality and consistency factors,
there was general agreement that contracting out could be
an attractive operating approach, given that it is
adequately managed. On one hand, continued problems with
contracting out has resulted in the CNE taking a
do-it-yourself approach on food services, while on the
other, theme parks successfully contracting out both food
and merchandising services (Canada's Wonderland, Silver
Dollar City).
- The question of whether or not gate admission should be
eliminated was generally met with responses strongly in
favour of retaining a front gate charge. Gate admission
was considered as a very important component of the overall
revenue generated by a facility and although price cuts
were not advocated, it was suggested that gate charges
should be kept as economic as possible. Clearly other
services should be used to maximize the length of stay at
the facility and food, merchandise (Crafts, Souveniers,
Educational items) and entertainment all offer good
potential for maximizing revenues.
- Involvement of special interest groups in planning and
assisting with event programming was felt to be desirable
and specific examples suggested were the use of local
amateur groups in the Pickering area to assist at Greenwood
and exploring Foodland Ontario's interest in establishing a
farmer's market at Black Creek Pioneer Village.
- The quality of the personnel working both at the gate and
serving visitors, was viewed as being an important
component of the hospitality image that the facility wished
to convey. Training programs for employees and on-going
monitoring of their work habits was considered to be
essential in order to ensure that the appropriate image is
being conveyed to visitors.
2.0 PRODUCT
- The importance of special events was illustrated by the
Cullen Gardens' program, which is essentially built around
the growing season. The spring opening features 100,000
tulip bulbs from Holland and a spring fair is incorporated
to provide a participatory element. The importance of
pre-planning the series of events over the period April
through December and advertising them well ahead of
schedule was also emphasized.
- 5 - MP-29
- The seniors market was considered by panel members as a
very significant market and it was strongly recommended
that special programs be developed for seniors. Seniors
constitute as much as 60% of Cullen Gardens overall
attendance and special programs and prices are offered to
these groups.
- The Authority is seen as being faced with the important
question of whether a significant element of show business
(which would provide a wider visitor base) can be
introduced into a facility such as Black Creek Pioneer
Village without adversely affecting the authenticity of the
offering. The success of u.s. attractions such as Silver
Dollar City was attributed to: (i) the atmosphere
(historic) and (ii) people (tradespeople). The
tradespeople are story tellers and entertainers and other
theme park elements add additional show business
characteristics (e.g., mo~k gunfights in the streets).
- The panel was of the opinion that historical attractions in
Toronto continue to face declining attendance citing Fort
York as an example, as well as the likely defferal of the
Fort Ruyere reconstruction. It was therefore suggested
that Black Creek Pioneer Village should not be thought of
as being solely a museum, but rather, consideration should
be given to livening up the village atmosphere through
weddings held during regular opening hours, Pioneer
"Soaps", Irish Wakes, Barn raisings and more "hands on"
activities.
- While it was expected that both event programming and facility
development would be needed to sustain visitation among
Toronto area residents, immediate action could however be
taken to attract tourists who would likely view Black Creek
Pioneer Village as essentially a fresh and new experience.
- As recognized by the Authority it was recommended that 1984
event programming should take every advantage of Toronto's
Sesquicentennial as well as Ontario'~ Bicentennial.
Schools have been gearing up for the Sesquicentennial and
this segment is a clear opportunity area.
- Opportunities for using events such as a Videogame convention
being held at the Sheraton Centre, as a contrast to Black
Creek Pioneer Village's activities were suggested and the
relative enthusiasm shown by young people for computers,
further resulted in the recommendation of a tie-in between
today's computer and the computer of old (devices for
facilitating counting and mathematical operations).
MP-30
- 6 -
- The possibility of offering joint ventures with other Metro
area activities was viewed as being perhaps something that
will require a great deal of effort on the Authority's part
to clearly identify the benefits that might accrue to both
parties. Synergy with Caravan was not expected to be
significant and it was suggested that there would have to
be a greater element of complimentary reinforcement to make
such a venture viable.
- On the issue of funding new facilities, the panel members
believed that there are significant opportunities for
generating interest among corporate sponsors. The example
of the CNE raising $1.5 million in this manner was
discussed and it was recommended that the Authority should
ensure that the request for funding is well researched
prior to approaching the sponsor. Other examples of where
corporate sponsorship appeared feasible were bicycle paths,
fitness trails, facilities similar to the Red Rose Tea Room
at Ontario Place, etc.
- Major emphasis was placed on the long-term attractiveness
of investing in water related facilities. Waterslides and
wavepools were vigorously endorsed and the success of
Ontario Place's waterplay area was highlighted.
- Tourist campground facilities in Metro Toronto were also
expected to be a popular form of accommodation. Canada's
Wonderland has observed a steady growth ~n the number of
tourist campers attending the park and in 1984 the
attraction plans to advertise that campsites are
conveniently located close to the theme park. KOA's
facilities in the region have been expanded to meet the
apparent market growth.
- The panel was not very optimistic on the potential for
development of a significant winter activities program but
rather favored a restricted program providing opportunities
for restaurant and gift shop services.
- Opportunities for increasing on-site spending were viewed as
attractive, although as previously indicated under the
delivery section of these minutes, these need to be geared
to the length or stay and nature of the facilities.
Special events were suggested as one way of increasing the
opportunities for increased on-site merchandise and food
sales.
- Food Services were considered as an important part of the
offering and the need to project good value (family budget)
along with quick and efficient service was expected to be
very important to the Authority's target group. As stated
in the delivery section of these minutes, the panel
believed that this could be achieved by contracting out and
that operators should of course be required to supply
different menus at different facilities.
MP-31
- 7 -
3.0 PRICING
- The following summarizes the viewpoints expressed by panel
members on the various pricing issues:
. A reduction in front gate prices was not recommended as
it was felt unlikely that a significant increase in
attendance would follow. At the same time it was felt
that price increases at Black Creek Pioneer Village
should only be moderately increased in an effort to
ensure that visitor satisfaction is not adversely
affected.
. A differential pricing strategy which matches the
admission charges to the unique features of each
facility was endorsed by panel members. In addition,
where several different activities are available at a
facility, it was stated that consumers appear to
favour paying one price as distinct from free
admission followed by separate charges for parking,
etc. As well, per person pricing was the preferred
choice of panel members while at the same time family
rates were also ex~ected to be attractive to the
Authority's target group.
. The use of season passes was considered as a good
strategy as long as there exists adequate potential ~o
accommodate pass holders at the times that they wished
to gain admittance to the facility (i.e., minimum
frequency of being closed out due to the facility
being full). As well, there should be significant
opportunities for generating revenue from food and
merchandise services and various other activities such
as equipment rentals, etc. In general, season pass
holders appear to prefer attending in off peak hours
and given effective user identification, season passes
could provide an effective means of attracting local
residents to a facility.
. The viewpoint that groups should be offered special
pricing was strongly supported and it was recommended
that consideration be given to offering very
attractive group prices in order to get groups to
supplement attendance in slow periods. Group pricing
to the travel trade should of course allow a 10%
commission for agents and it was considered critical
that pricing policy be established by September or
October of each year to allow adequate lead time for
promotion for the following year.
L'lr -oJ L. - 8 -
4.0 MARKETING COMMUNICATIONS
- The discussion on paid advertising encompassed aspects such
the nature of the benefits of the Authority's offering, the
extent to which the Authority has been able to obtain media
support in its publicity campaigns, the relative dispersion
of customer groups (e.g., local residents, Southern
Ontario, U.S., etc.) and the market potential in the core
Toronto market. The Authority was viewed as selling
"motherhood" (recreation, historic sites, museum) and was
congratulated on the level of support it received in its .
publicity campaigns. Clearly the use of advertising was
associated with targetting of specific groups rather than
following a shotgun approach. It was felt that significant
momentum could not be generated in a short campaign and
that a significant investment would be needed for a
sustained campaign.
Front end costs such as design, art, creative, concept
development, production, etc. might typically require a
budget of at least $100,000 and media costs for a short
campaign could readily amount to $100,000 as well. The
example of Upper Canada Village was briefly discussed.
This attraction essentially does not have a large core
market to draw on, hence relies upon advertising to reach
potential consumers in a much wider tradtng area. The size
of the Upper Canada Village advertising budget is estimated
~ at $350,000 per annum and the visitor season runs' from May
15 to October 15. Attendance during the 1983 season was
252,000, a decline of approximately 8.5% over the 1982
level.
It was suggested that the Authority should explore the
possibility of cooperative advertising campaigns with bus
companies and similar firms. As well, Informart could
likely provide assistance in formulating specific
approaches to securing COrporate Sponsors for the
Authori ty' s ads.
While increased use of paid advertising was expected to
potentially reduce the relative chances of sustaining the
high level of publicity that the Authority currently
enjoys, it was clear that the Authority needs to continue
to use paid advertising to reach specific target groups
particularly tourists and non-core markets. As well, it
was considered useful to include increased communications
expenditures in the test marketing of special events.
.... -..,,-
- 9 -
- The success achieved by the Authority in gaining "free
exposure" was well recognized but the viewpoint was
expressed that it is necessary to ensure that the press
continues to have easy access to the facilities in order to
get photographs etc. More importantly it was considered
essential that the Authority's special events should be
attractive enough to be considered as newsworthy.
- In addition to using selective ads as well as event
programming to provide a focus for publicity, panel members
believed that is equally important to sustain effective
displays in shopping malls to reach local residents and to
distribute attractive brochures to the local community and
to trade show visitors. As well, the need to have
Authority staff and Black Creek Pioneer Village personnel
in costume involved in making presentations to special
groups (seniors, travel trade, etc.) was considered as
equally important to the overall promotional program.
- Direct mail campaigns were suggested as an additional means
of reaching groups such as the American Bus Association,
National Tourist Association, Seniors Clubs in Ontario, etc.
- In order to facilitate consumer awareness of the various
facilities it was suggested that individual "brand names"
or "symbols" be developed consistent with the theme of the
area and its unique selling proposition. The use of the
MTRCA logo could perhaps continue as an overall umbrella
but this was felt to be unsatisfactory to communicate the
nature of the particular offering (e.g., campgrounds vs.
water recreation vs. conservation).
- Both Cullen Gardens and Canada's Wonderland expressed
interest in working with the Authority to promote cross
visitation.
~ MP - 3 4
,
the metropolitan toronto and region conservation authority
minutes
MARKETING ?LAN SUB-COr-L'1!TTEE 1984-01-23 #4/83
The Marketing Plan Sub-CQ~ittee met at the Authority Office, S Shoreham Drive,
Do'.~ns.'i.::',:, Ontario on MOi.d?~', ';anctar'l 23, 1984 at 9 30 a m
PRESENT
Chairman W. G. McLean
Members M. W. H. Biggar
J A. Bryson
D. W Currie
D. Jackson
L. Martin
Ms S. Nimmo
F R Perkins
M M R. Stewart
Chairman of the Authority Mrs F Gell
Vice-Chairman of the Authority E. V Ko1b
Staff W A. McLean
T E. Barber
R. K. Cooper
N. Beaudry
A. Deans
P A Head
A:. Wickens
ABSENT
Members R. Gillespie
H. C. Lawrie
A. L Smoke
MINUTES
The Minutes of Meeting *3/83, held on Friday, November 11, 1983 were presented
Res. #4 Moved by: M. M. R. Stewart
Seconded by E. V Kolb
THAT the Minutes of Meeting t3/83, as presented, be adopted as if read
CARRIED ~
MARKETING PLAN 1984
Mr W. A. McLean presented the 1984 Marketing Plan and highlighted its major
components.
Res #5 Moved by: J. A. Bryson
Seconded by: D. ti. Currie
IT WAS AGREED AND THE SUB-COMMITTEE RECOMMENDS THAT:
(a) The Report "1984 Marketing P1an~ be received as- revised~
(b) The recommendations. regarding marketing, adopted. by the Executive
C91D1llittee in May, 1983 be affirmed~ ~-
(c) The "Product Improvement Requirements" (Table 1) beyond 1984 be
recommended to the appropriate advisory committee for review and
recommendation~
(d) The items identified on Table 3 be included in the 1984 Budget~
2 .
MP -35
Marketing Plan Sub-Committee *4/83
January 23, 1984 Page 2
(e) Staff be directed to prepare, during 1984, a lO-year Concept Plan
for Public Use Facilities complementary to the work currently
being unce=taken by Metropolitan Toronto:
(f) Staff identify the costs involved in establishing a higher level
of facility maintenance and, where appropriate, staffing to
ensure visitor satisfaction;
(g) The "1984" Programs and Events (Table 2) be approved and
implemented;
(h) The concept of pricing packages, including the proposed "Super Pass"
be approvec., in principle, subject to a comprehensive pricing
schedule being provided for consideration by the Executive Committee;
(i) The concept of "theming" of Conservation Areas be approved:
(j) During 1984, the summer hours at the Kortright Centre for Conservation
be extended;
(k) During 1984, the hours, days and months of operating at all
facilities be reviewed to ensure that operations are cost
effective;
(1) Staff be directed to develop the necessary lists to initiate or
improve the distribution of promotional material to specific
target groups;
(m) The Staff Committeee on Marketing be continued and that the
Acting General Manager be named Chairman
CARRIED.
ADJOURNMENT
On motion, the meeting was terminated at 11 30 a.m., January 23, 1984
w G McLean W. A. McLean
Chairman Act~ng secretarY-Treasurer
/mrp
-
:>....,-
,