Relationship Bonding Identity Bonding Awareness Bonding Advocacy Bonding Customers, Community Residents Elected Officials Community Residents

MARKETING AND P&R

1. P&R IS A SERVICE THATPROVIDES EXPERIENCES AND ITREQUIRES A SERVICES ORIENTEDAPPROACH TO MARKETING

2. MARKETING MUST BE MORETHAN PRESS RELEASES, MEDIARELATIONS, AND MARKETINGCOMMUNICATIONS A IMED ATSELLING THE AGENCY AND ITSPROGRAMS, SERVICES, DECISIONS.

3. RANDOM “MARKETING LIKE”ACTIVITIES DO NOT NECESSARILYRESULT IN EFFECTIVE PRO-ACTIVEAND STRATEGIC MARKETING ORP&R MANAGEMENT

4. MARKETING REQUIRESEFFECTIVE INTERNAL MARKETING

6. MARKETING ALL ABOUTPOSITIONING AND RE-POSITIONING

7. MARKETING IS NOT THE SOLERESPONSIBILITY OR FUNCTION OFCOMMUNICATIONS, PA , I.E. STAFF

8. MARKETING MUST BE DIRECTEDAT PUBLICS NOT "THE PUBLIC"

9. MARKETING REQUIRES A REALUNDERSTANDING, AND PRIORITIZATION OFSTAKEHOLDERS, CLIENTS,PUBLICS.

10. MARKETING REQUIRES "EFFECTIVE"PARTNERSHIPS

MARKETING IN AN INTEGRATIVESY STEMS) APPROACH TOACHIEVING AGENCY OBJ ECTIVESBY

DEVELOPING, MAKING ACCESSIBLEAND CONVENIENT, PRICING ANDCOMMUNICATING ABOUTFACILITIES, PROGRAMS ,PRODUCTS AND SERVICES

WHICH SATISFY (ARE ACCEPTABLE)THE NEEDS/WANTS OF PRIORITY(TARGET) MARKETS AND PUBLICS.

TYPES OF MARKETING

TYPES OF MARKETING WHICH AREPRACTICED [OR SHOULD BEPRACTICED] BY P&R AGENCIES

1. MARKETING = SELLING =ADVERTISING

2. RANDOM "MARKETING TYPE"ACTIVITIES. THE EMPHASIS IS ONACTIVITIES, VISIBILITY AND NOT ONQUESTIONS, FOCUS, CONSISTENCY OREVALUATION.

3. TRADITIONAL PRODUCTMARKETING - MARKETING OFTANGIBLE GOODS OR PRODUCTS

4. SERVICE MARKETING -RECOGNIZES THAT P&R AGENCIESARE FOR THE MOST SERVICEORGANIZATIONS. THEY PROVIDESERVICES AND OPPORTUNITIES.

SERVICES ARE VERY DIFFERENTTHAN PRODUCTS:

A. THEY ARE INTANGIBLE

B. THEY ARE DIFFICULT TOEVALUATE

C. THEY ARE VERY PERSONNELINTENSIVE AND PERSONNELDEPENDENT

D. THE CONSUMER/ PUBLIC IS ASIGNIFICANT PARTICIPANT INTHE PODUCTION OF THE SERVICE

E. THEY ARE PRODUCED ANDCONSUMED SIMULTANEOUSLY

G. THEY REQUIRE AN EXPANDEDAND VERY NON-TRADITIONALCONCEPT OF MARKETING MIX

5. RELATIONSHIP MARKETING ASOPPOSED TO TRANSACTIONMARKETING.

IN TRANSACTION MARKETING THEEMPHASIS IN ON SALES OBJECTIVES -GETTING THE CONSUMER/ PUBLIC TODO SOMETHING THECOMPANY/ AGENCY WANTS THEM TODO. THE FOCUS IS ON ONE DISCRETETRANSACTION.

RELATIONSHIP MARKETING FOCUSESMORE ON DEVELOPING, MAINTAININGAND STRENGTHENING ELATIONSHIPSWITH DIFFERENT PUBLICS

RelationshipBonding

IdentityBonding

AwarenessBonding

AdvocacyBonding Customers,

Comm

unity

Residents

Elected

OfficialsCom

mun

ity

Res

iden

ts

Recre

ation

Pro

vide

rs

CommunityBonding

Em

plo

yees-V

olu

nte

ers

6. STAKEHOLDER BONDING

Awareness is the first level ofbonding. Customers need to beaware of your facilities, servicesand programs.

Awareness can be createdthrough various marketingcommunications ( e.g., personalcommunications, ads, point-of-purchase displays, Internet).

Awareness bonding is aboutdiff erentiating and favorablypositioning a program, facility orservice in a positive way in theminds of target markets andpriority stakeholders

Identity bonding occurs whena customer or stakeholderassociates your organization,programs and facilities w ithbenefits and values that areimportant to them.

Diff erent markets will assignvarying degrees of importanceto diff erent benefits, (e.g.,challenge, familytogetherness, education).

Community Bonding customers desireto interact and work with others whoshare interest….

Form community bond around yourprograms, opportunities…. mission

Community bonds lead often to advocacy

Recreation and Natural Resources are natural community creators…..

Trails groups… birders….?

Your job is to foster and supportthe interaction

Relationship bonds are developedand enhanced through customerservice

The quality of relationship bondsdepend on the eff ectiveness oforganizational programs andservices including reservationsystems, frequent userincentives, customer education,customer databases andinteractive communicationtechnologies

Relationship bonding takes placewhen customers or stakeholders are actively involved, and interactingdirectly with an organization and its staff.

Advocacy is the highest level ofrelationship an organization canhave with its customers.

This includes customersacting marketingrepresentatives of theorganization in the way ofword-of-mouth referrals andadvocates for the business.

Exhibit 11-3. Strategic Plan and Marketing.

Objectives

Mission

Environmental Scanning

S.W.O.TInternalAnalysis

Opportunities Threats Strengths Weaknesses

Monitoring Performance

Syste

ms

Stewardship

Alig

nm

ent-A

lloca

tion

Marketing, Finance Human Resources

Strategies

Inventory of Public & Private Facilities & Programs

Community Plans & Objectives

Cooperative P&R (Tourism) Promotion Themes

MarketingObjectives

Marketing Mix Objectives and Strategies

Facilities - Events - Programs -Services - Prices - Packages - Accessibility -Communication - Education - L&E

Monitoring

Evaluation - Reporting

Marketing Environment Economic Political Competition Demographic Technology

Program &Facility Audits

Facility & AttractionDevelopment Objectives

FinancialObjectives

P&R Strategic Objectives

Future Oriented Needs Assessment

Tourism Plans

Partnerships

Market Segmentation

Target MarketIdentification

Positioning Strategy

Target Marketing & Positioning

Market Audit

Marketing Activities Marketing Capability Marketing Effectiveness

S.W.O.T. Analysis

Exhibit 11-4 Marketing Planning Process

Analyzing [trends] in relevant environmental factors that will impact on an organizationsability to accomplish its purpose/mission, objectives, functional strategies, and position itself for future success.

A primary purpose of environmental scanning:

1. Information to identify and assess opportunities and threats.

2. Determine organizational vulnerabilities.

3. Positioning strategies.

4. Market [publics and partnerships].

Environmental Scanning

Life Cycles

Facilities- Events -Products - Services - OrganizationsIn

t ro d

ucti

o n

Ear

ly G

row

th

Lat

e G

row

th

Mat

urit

y

Dec

line

TIME

Sal

es/U

se/S

uppo

rt

Different

•Customers

•Management

•Marketing

Low Future Growth Potential High

Low

C

urre

nt R

even

ues

H

igh

Current and Future Performance of F-P-P-S

#1

#2

#3

#4

#5

#6

Future Capacity

& Potential

Con

trib

utio

n to

Mis

sion

a

nd O

bjec

tive

s

Decline Maturity Late Growth Early Intro. Potential Growth

Life Cycle

1. NEW PROGRAMS, FACITIES, EVENTS, SERVICES, 2. ENHANCEMENT/CHANGE EXISITING PROGRAMS, FACILITIES, EVENTS, SERVICES

3. DROP/ABANDON EXISITING PROGRAMS, FACILITIES, EVENTS, SERVICES

4. PARTNER TO PROVIDE EXISITING OR POTENTIAL PROGRAMS, FACILITIES, EVENTS, SERVICES

5. CONTRACT OR SUBCONTRACT EXISITING OR POTENTIAL PRODUCTS, EVENTS, SERVICES, ACTIVITIES

6. PRIVATIZE

Portfolio Decisions

Factors in Managing Portfolio

1. Revenues and cash flow2. Risk3. Sustainability and opportunities for growth 4. Synergy

shared resourcesrelated knowledge and skillshared imageadditional market(s)greater perceived market value

5. Contribution vs.. cost6. Desired organizational image

1. ORGANIZATIONAL MISSION & OBJECTIVES

2. SYNERGY WITH OTHER PRODUCTS, PROGRAMS,ACTIVITIES

3. CURRENT AND EXPECTED FUTURE CAPACITY TODEVELOP, MANAGE, MARKET….

4. RESOURCE GENERATION CAPACITY

5. SUSTAINABLE MARKET FEASIBILITY

6. CURRENTAND LIKELY FUTURE COMPETITION & SUBSTITUTES

7. “RETURN” ON INVESTMENT

PORTFOLIO CRITERIA

MRPA1999

1 + + + + - + - 2 + + + - - + - 3 + + + + - + +4 - - + - - + +5 - - - - - - -6 - - + - - + + 7 - - - - - - -

Fac

il iti e

s -P

rogr

ams-

Ev e

nts-

Ser

vice

s 9 8 7 6 Weights 6 5 4 Market

Potential

Revenues

Amount -Flow

Contribution Strategic to Mission Objectives

Competition Investment Required

Payback

Weights and Evaluations

Strategic PlanningPortfolio

• MARKET FEASIBILITY• ECONOMIC FEASIBILITY• TECHNICAL FEASIBILITY• POLITICAL FEASIBILITY• LEGAL FEASIBILITY• PUBLIC RELATIONS FEASIBILITY

FEASIBILITY OF PROPOSED PROGRAM & FACILITY CHANGES

MARKETING CONSISTENT WITH FACILITY & PROGRAM DECISIONS

MARKETING STRATEGIES

• RE-POSITIONING• DE-MARKETING• NEW F-P-P MARKETING• COOPERATIVE MARKETING

FACILITY, PROGRAM AND MARKETING AUDITS

• CUSTOMERS/USERS• PERFORMANCE - OBJECTIVES• SATISFACTION -”QUALITY”• CURRENT CONDITION• NEEDED IMPROVEMENTS• OPERATING COSTS• SUBSTITUTES/COMPLEMENTS• STAFFING • TECHNOLOGY• REVENUES/CONTRIBUTIONS

FACILITIES & PROGRAMS

MARKETING AUDIT

• TARGET MARKETS?• AWARENESS/ PERCEPTIONS• MARKETING OBJECTIVES• FEES/CHARGES• COMMUNICATIONS• PROMOTIONS• ACCESSIBILITY• EVALUATION(S) • SERVICE STRATEGY• COOPERATIVE MARKETING

STRATEGIC PLANS

• MISSION• OBJECTIVES• POSITIONING

CURRENT & EXPECTED ENVIRONMENT

• ECONOMIC• DEMOGRAPHICS• LIFE STYLES• TECHNOLOGY• COMPETITION

FACILITY & PROGRAM OPPORTUNITIES

• MARKET/NEED CHANGES• CHANGES IN THE ORGANIZATIONS OBJECTIVES• CHANGES IN FACILITIES & PROGRAMS OF OTHER ORGANIZATIONS• NEW TECHNOLOGY

• FIT WITH MISSION• MARKET NEEDS/DESIRES• COMPETITION• RESOURCES REQUIRED• BENEFITS VS. COSTS• FINANCING

FACILITY & PROGRAM PORTFOLIO ANALYSIS

ASSESS EXISTING AND PROPOSED NEW FACILITIES AND PROGRAMS

POTENTIAL CHANGES

• CLOSE• DOWN-SCALE• IMPROVEMENT• NEW F-P-Ps • PARTNERSHIP• PRIVATIZATION

ESTABLISH CRITERIA • FIT WITH MISSION• ORGANIZATIONAL OBJECTIVES• MARKET SIZE & MARKET TRENDS• EXPECTATIONS/NEEDS• CUSTOMER/USER SATISFACTION• CAPABILITIES - RESOURCE, STAFF• COST-OPERATING AND CAPITAL • PARTNERSHIP POTENTIAL• SUBSTITUTES/COMPETITION

EVALUATION OF NEW FACILITY & PROGRAM IDEAS

FACILITY & PROGRAM CONCEPTS

FACILITY & PROGRAM DECISIONS • NEW FACILITIES & PROGRAMS• FACILITY & PROGRAM MODIFICATIONS• CLOSINGS/DICONTINUATIONS• F-P-P PARTNERSHIPS• PRIVATIZATION

Exhibit 11-13. Facility and Program Portfolio Management Process

ST

RE

NG

TH

WE

AK

NS

ES

S

OPPORTUNITIES THREATS

Growth in Senior Market& Political Power No Senior Programs orFacilities

Reduction in General Fund Support

Limited fees, grants, andno fund raising program

Increased Use ofInternet & Email

Computer Capabilitiesand New Technology

Increased emphasis onaccountability and performance

Strategic Plans and Performance MonitoringSystem

EXTERNAL & INTERNALASSESSMENT

MARKETINGAUDIT

TECHNOLOGY

ECONOMIC & FISCAL

POPULATION LIFE-STYLES

PROGRAM &FACILITY

AUDITS

POLITICS& POLICY

Exhibit 11-5. S-W-O-T Analysis

CustomerStakeholders

Non-CustomerStakeholders

Regulators

Media

Legislators

Suppliers Competitors

ContributorsSponsors

Employees

Volunteers

Concessionaires

Board ofDirectors

AdvisoryBoards

Partners

Members

External Publics

Internal Publics

Exhibit 11- Different Publics of Parks and Recreation Organizations

FACILITIES PROGRAMMING

EN

TER

TA

INM

EN

T

ED

UC

ATIO

N

MODER

NHER

ITAGE

MARKET #3

MARKET #2

MARKET #1

MARKET #4

You

The origins of the term market segmentation can

be traced back to Wendel Smith's trail-blazing article

in the 1950s which introduced the concept

as `based upon developments on the demand side

of the market and represents a rational and more

precise adjustment of product and marketing effort

to consumer and user requirements' [Smith, 1956].

Market segmentation was identified as a prerequisite

for any organisation endeavouring to create products to fit

customers' needs.

Q2 Q1

P1

P2

Segment AQ1 Q2

P1

P2

Segment B

Q2 Q1

P1

P2

Market

Market Segmentation & Elasticities

PROMOTION

Visits

PROMOTION

Visits

Market Segmentation & Elasticities

PROMOTION

Visits

Segment A

Segment B

Segment C

Satisfaction/Purchases

Attribute/Service

Satisfaction/Purchases

Attribute/Service

Segmentation and Service Enhancement

Segment A Segment B

PROGRAMS PRICES

SERVICES ACCESSIBILITY

COMMUNICATION EDUCATION

Segment & Profile the Segments

Evaluate & SelectTarget/Priority Markets

Mission & Objectives

Cost & Benefitsto Serve

Feasibility & Capability

NeedSubstitutesCompetition

Target MarketObjectives & Mix

Exhibit 11-8. Identification and Targeting Priority Markets/Publics

QUIET

EXCITING

OUTDOOR RECREATION

ENTERTAINMENT/CULTURE

PACKAGES

ON THEIR OWN

P1

P2

P1

QUANTITY

PRICE

QUIET

EXCITING

OUTDOOR RECREATION

ENTERTAINMENT/CULTURE

PACKAGES

ON THEIR OWN

PROMOTION

VISITS

PROMOTION

PURCHASES

MARKET(?)

STRATEGICOBJECTIVES

SEGMENTATION CRITERIA & PROFILING

DATA GATHERING

EXISTING POTENTIAL

EVALUATIONAND

TARGETING

SEGMENTATIONAND PROFILING

TARGET MARKETOBJECTIVES

POSITIONING

CAPABLE?INTERESTED?

MARKET(?)

STRATEGICOBJECTIVES


DATA GATHERING

EXISTING POTENTIAL

EVALUATIONAND

TARGETING



POSITIONING

MARKET(?)

STRATEGICOBJECTIVES


DATA GATHERING

EXISTING POTENTIAL

EVALUATIONAND

TARGETING



POSITIONING

EXISITING

1. REGISTRATIONS

2. INQUIRY CONVERSIONS

3. SURVEYS

4. INTEGRATED DATA BASES

POTENTIAL

1. SECONDARYSTUDIES

2. PURCHASEDPROFILES-LISTS

3. SURVEYS

Data Base Marketing1. Database marketing is a MARKETING ISSUE

NOT a technology issue.

2. Clearly identify decisions/uses and information required

3. Draw a picture or process diagram of how

the marketing database needs to work.

4. Build the database manually first, before you automate it.

Then build a prototype-not a pilot.

5. Collect only data that will absolutely be used in the

next 12 months.

6. Use a simple but proven software package.

MARKET(?)

STRATEGICOBJECTIVES


DATA GATHERING

EXISTING POTENTIAL

EVALUATIONAND

TARGETING



POSITIONING

EXISITING

1. REGISTRATIONS

2. INQUIRY CONVERSIONS

3. SURVEYS

4. INTEGRATED DATA BASES

POTENTIAL

1. SECONDARYSTUDIES

2. PURCHASEDPROFILES-LISTS

3. SURVEYS

MARKET(?)

STRATEGICOBJECTIVES


DATA GATHERING

EXISTING POTENTIAL

EVALUATIONAND

TARGETING



POSITIONING

Evaluation

1. Different elasticities

2. Servicability

3. CompetitivenessCurrent Position

4. Value in present &over time

5. ROI

6. Fit andCompatability

MARKET(?)

STRATEGICOBJECTIVES


DATA GATHERING

EXISTING POTENTIAL

EVALUATIONAND

TARGETING



POSITIONING

Objectives

1. Increase length ofstay.

2. Loyalty/relationshipbuilding.

3. Increase purchases

4. Enhancedperceptions.

5. Satisfaction

6. Word-of-mouth


EN

TER

TA

INM

EN

T

ED

UC

ATIO

N

MODER

NHER

ITAGE

MARKET #3

MARKET #2

MARKET #1

MARKET #4

MARKET SEGMENTS FOR “CULTURAL TOURISM”

You


EN

TER

TA

INM

EN

T

ED

UC

ATIO

N

MODER

NHER

ITAGE

MARKET #3

MARKET #2

MARKET #1

MARKET #4

REINACTMENTS

CATTLE D

RIVES

LIVIN

G HISTORY

GUIDED TOURS

WORKIN

G RANCHES

MUSEUMS

PRODUCTS FOR “CULTURAL TOURISM” MARKET SEGMENTS

Art FairTourists

Buy ArtDo NotBuy Art

DayTrippersOvernight

DayTrippers Overnight

HeavyBuyers

LightBuyers Overnight

DayTrippers

Art FairTourists


OvernightOvernight

HeavyBuyers


Art FairTourists


OvernightOvernight

HeavyBuyers


Profiles1. Years of attendance2. Family life cycle3. Other activities4. Other art fairs5. Preferred lodging6. Organizations7. Art buying info8. Planning9. Spending

=

Strategies1. Positioning

2. Coop ad/promos

3. Packaging

4. Retention effort

5. Relationships

ON THEIR OWN PROGRAMED ACTIVITES

PR

IMIT

I VE S

ITES

FULL

SIT

E H

OO

KU

PS

EASY

ACCES

S

SECLU

DED

MARKET #3MARKET #2

MARKET #1

MARKET #4

Exhibit 11-9. Preference Map of Four Camping Market Segments

Secure

“Sports Fields”

Park B Dangerous

Well Maintained

Un-care

d for

Park A

Passive Recreation Opportunities

Park C

Exhibit 11-10. Senior Market Perceptual Map of Community Parks

Secure

“Much to do - diverse”

Dangerous

“Boring-- Same-Old”

Park A

Communication

Park

Services

Interpretation

LawEnforcement

Programming

Repositioning

Exhibit 11-11. The Re-positioning of a Neighborhood Park

Natural & Cultural Resources

Price & Costs

Service(s)

MarketingCommunication

Accessibility Timing, Location

FacilitiesPrograms Events

Education

Visitor Safety & Security

Interpretation

Staff

Exhibit 11-12. Marketing Mix for Parks and Recreation Organizations

MARKET

MARKET

TARGET MARKETS

Disadvantages -- Value Deleting

Visitors & Publics Perceptions

Packaging Pricing Promotion

Design Program Facility Elements

Management Law Enforcement Maintenance Interpretation

• No marketing effort• Only negative publicity• Limited customer contact• Misperceptions based on past not present• Neighbor relations?

Advantages -- Add Value

• Gardens, walks• Interp. Programs• Rangers• Maintenance Plans • Location

• Accessible

• No Pavilion • Trails eroded• No lighting

Exhibit 11-15. Service Blue Print for a Neighborhood Park

• vandalism • late night activity

• New Toilets • Parking

• Open access• High Maintenance• No screening

TargetAudiences

Positioning Themes &Messages

Communication

Objectives

Evaluation Methods

Personal Communication

Word-of- MouthTestimonials Publicity

Interpretation

Special Promotions

Advertising

Exhibit 11-16. Marketing Communication Strategy and Media Mix

Post Participation Communication

Point of ParticipationCommunication

Exhibit 11-17. Marketing Communication Campaign

Target

Audiences

Positioning

Themes & Messages

Communication

Objectives

Evaluation Methods

Signs & Displays

Internet

Word-of- MouthTestimonials

Publicity

Interpretation Special Promotions

Advertising Reports Budgets Meetings

Target: Seniors

Message: Parks arequiet places to enjoy family, friendsand nature.

Positioning dimensions:secure, quiet, familyoriented.

Personal

Communication

Target

Audiences

Positioning

Themes & Messages

Communication

Objectives

Evaluation Methods

Personal

Communication

Signs & Displays

Internet

Word-of- Mouth Testimonials

Publicity



Target: CurrentPark Users

Message: Parks provide a diversity ofyear-round opportunities.

Positioning dimensions:diversity, all seasons,changing programs,all parks are different.

Target

Audiences

Positioning

Themes & Messages

Communication

Objectives

Evaluation Methods

Personal

Communication

Signs & Displays

Internet

Word-of- MouthTestimonials

Publicity



Target: CountyCommissioners.

Message: Parks are cost effective waysto provide recreationopportunities andsteward natural resources.

Positioning dimensions:cost-effective, benefitsstewardship

Communication

CampaIgns

Communication Platform: Neighborhood Park Poster

1. The posters are part of a campaign including: publicity, newsletter, presentations.

2. Objectives:

• To increase awareness of diversity of neighborhood parks.

• To correct misperceptions regarding security and maintenance/condition.

• To encourage first-time and repeat trials by persons who once used the parks.

3. Target Audience: Seniors and Neighborhood Families

4. Key Features: security, diversity of opportunities, passive and group recreation, maintenance.

5. Unique Features: convenience, accessible, community gathering places, group spaces.

6. Desired Response: inquiries, interest, visits.

7. Budget: $500 and donated printing.

8. Evaluation: Inquiries from target audience, increased use by target audience.

Exhibit 11-18. Communication Platform

StrategicObjectives

Marketing Objectives• Target market• Marketing mix

MarketingMix

Establish Performance Criteria • Inquiries by target markets • Visits by target market• Changed perceptions• Satisfaction• Increased revenues/donations/volunteers

Data Requirements• Types• Timing

Data Collection Methods• Inquiry tracking • Surveys• Panels

Evaluation• Compare performance with objective• Determine variance(s)• Change recommendations

Exhibit 11-19. Marketing Evaluation Process

MARKETING OBJECTIVES

TARGET MARKET OBJECTIVES

MARKETING MIXOBJECTIVES

COMMUNICATION OBJECTIVES

EDUCATION OBJECTIVES

PRICING OBJECTIVES

FACILITY & PROGRAM OBJECTIVES

ACCESSIBILITY OBJECTIVES

SERVICE OBJECTIVES

STRATEGIC PLAN

Target Market: Afro-American Residents of the Community

1. Increase fee generated revenues 10% by 2001.2. Increase visitation by 5% by 2001.3. Diversify our users/customers to reflect expected demographic and socio-economic changes.4. Enhance perceptions of our programs and organization.

1. Increase first time users/visitors 5% in 2000. 2. Add revenue generating products, services and programs.3. Increase awareness of facilities and programs among Afro-Americans, Hispanics and Seniors. 4. Expand culturally relevant recreation programming. 5. Enhance image of parks/facilities as safe, clean, family oriented places.6. Make reservation and booking programs and facilities more convenient.7. Improve user satisfaction with facilities and programs.

1. Encourage and facilitate group use of facilities/programs. 2. Incorporate African cultural into programming and classes.3. Understand African-American perceptions of organization and programs.4. Increase African-American input in program development. 5. Target marketing communications toward Afro-Americans.

1. Offer Afro-American music, dance and arts classes.2. Develop more culturally relevant group recreation programs.3. Encourage Afro-American involvement in facility planning decisions.

1. Communicate through Afro-American churches and social groups. 2. Increase awareness of ethnic cultural programs and classes. 3. Encourage existing Afro-American users to promote programs.

Exhibit 11-6. Hierarchy of Marketing Objectives.

Documents

Relationship Bonding Identity Bonding Awareness Bonding Advocacy Bonding Customers, Community Residents Elected Officials Community Residents