The place of sport facility (Case Study)

1- Comment on how the variables 'facility planning' and 'physical evidence' apply to the different sections of this case study.

The different facility planning and physical evidence in this situation will help to keep the stadium or any building 'alive' and to bring some money back on investment. The fact that you are building a building for a major event does not mean that you can forgot what you can do with it, as like making it the home ground of a sport club for example.

2- Comment on how the variables 'people' and 'process' apply to the different sections of this case study.

What is the population that you have to deal with, where the facilities are located.

3- Can you think of other standars that may remplace 'cost per seat' as a better means to account for facility construction costs? Justify.

The location of the stadium can affect the cost per seat, just as the quality of the field and the facilities

4- Given the different distribution channels presented in the figure, can you argue the most likely (future) distribution channel for spectator sport? You may want to consider the strategic distribution principle of 'vertical integration'.

I would say the channel A where the club communicate to the provider and then reach the consumer.
But i also believe that if you want to increase the sales of a product, the channel D would be the best, because from the manufacturer you can reach the athlete throught their agents and they will act like example for the consumers. then the wholesaler and the retailer to end to the consumer. This channel would hit more people and spectators.

Dynamic Pricing Strategy...

The stategy of dynamic pricing is that the price is not firmly set; instead it changes based on changing circumstances, such as increases in demand at certain times, type of customer being targeted or changing marketing conditions. This type of pricing strategy is especially common in certain types of business, particularly those providing a service, such as airlines, but can also be used with product pricing.
 
There is different strategy of dynamic strategy:

Segmented Pricing

In segmented pricing, some customers are charged more based on their willingness to pay more for a given service or product. For example, businesspeople may be willing to pay a higher price for an airline ticket that allows them to fly mid-week. Some customers may be willing to pay more for faster service, higher quality or more features. For example, a product may be sold at one price with a warranty and a lower price without a warranty.

 

Peak User Pricing

Peak user pricing is a strategy common in transportation businesses. For example, airlines and train companies often charge a higher price to travel during rush hour on Monday through Friday than at other times and on weekends. Utility companies also set prices based on peak times. For example, they may charge higher fees for phone calls made, or electricity used, between 9 a.m. and 6 p.m.

 

Service Time

Another dynamic pricing strategy is to charge more for faster service. For example, same-day dry cleaning would cost more than overnight cleaning. Augustin Manchon, of Manchon Consulting, suggests in a 2009 Financial Post article that service providers such as printers can boost revenue by charging more for jobs late in the day. Or they can give discounts to clients for volume business but not include higher-cost items, such as rush orders, in the discount. Manchon argues this strategy can increase customer loyalty without sacrificing profit margin.

 

Time of Purchase

Some dynamic pricing strategies offer customers different prices based on when they buy. Again, airlines frequently use this strategy. The price of economy-class seats on a particular flight may fluctuate over time. For example, the airline may try to fill seats by lowering the price as the day of the flight draws closer, or try to fill business-class seats first by raising prices on economy tickets. In 2009, the NHL Dallas Stars began using dynamic pricing for tickets to their games–charging higher or lower prices based on demand. For games with low demand, tickets are cheaper than for games with high demand.

 

Changing Conditions

Using dynamic pricing strategies can boost profits more under certain market conditions, according to research conducted at the Olin School of Business at Washington University in St. Louis. The researchers found dynamic pricing for products works best when there is a lot of uncertainty in the market--for example when the product may have a very short life span, as is the case with movie tie-ins. Sellers can maximize profits by lowering prices as sales fall, then raising prices again as demand increases.

Comparaison of the 4 P's between Fernwood and the Broncos

Fernwood Women Fitness

- Place: Gym Club over Australia and New Zeland
- Physical Evidence: using the color pink and white which target girls, provide more than a gym (equiped change room, sauna, kids care, food education)
- People: target any girls, women, or ladies who want to get fir and stay healthy _ trained by girls only
- Process: it is a franchise which provide the training and all the information to create a successfull fitness club


Broncos Leagues Club

- Place: Brisbane Queensland
- Physical Evidence: it provide food, pookies, and other facilities that the all familly can easily enjoy a great time and support their favorite league club
- People: targeting all the lovers of the rugby league especially the Broncos fan and familly
- Process: unique place which provide entairnment and event for the familly during the On and OFF season

Different sport position on the product/service lifetime

Product life-cycle management is the succession of strategies used by business management as a product goes through its life-cycle. The conditions in which a product is sold (advertising, saturation) changes over time and must be managed as it moves through its succession of stages.

VALS survey

Strivers are trendy and fun loving. Because they are motivated by achievement, Strivers are concerned about the opinions and approval of others. Money defines success for Strivers, who don't have enough of it to meet their desires. They favor stylish products that emulate the purchases of people with greater material wealth. Many Strivers see themselves as having a job rather than a career, and a lack of skills and focus often prevents them from moving ahead.

Motivated by the desire for achievement, Achievers have goal-oriented lifestyles and a deep commitment to career and family. Their social lives reflect this focus and are structured around family, their place of worship, and work. Achievers live conventional lives, are politically conservative, and respect authority and the status quo. They value consensus, predictability, and stability over risk, intimacy, and self-discovery.

Question from lecture Week 4 - Generation X, Y & Z

Generation X

Born: 1966-1976
Coming of Age: 1988-1994
Age in 2004: 28 to 38
Current Population: 41 million

Sometimes referred to as the “lost” generation, this was the first generation of “latchkey” kids, exposed to lots of daycare and divorce. Known as the generation with the lowest voting participation rate of any generation, Gen Xers were quoted by Newsweek as “the generation that dropped out without ever turning on the news or tuning in to the social issues around them.”
Gen X is often characterized by high levels of skepticism, “what’s in it for me” attitudes and a reputation for some of the worst music to ever gain popularity. Now, moving into adulthood William Morrow (Generations) cited the childhood divorce of many Gen Xers as “one of the most decisive experiences influencing how Gen Xers will shape their own families”.
Gen Xers are arguably the best educated generation with 29% obtaining a bachelor’s degree or higher (6% higher than the previous cohort). And, with that education and a growing maturity they are starting to form families with a higher level of caution and pragmatism than their parents demonstrated. Concerns run high over avoiding broken homes, kids growing up without a parent around and financial planning.


Generation Y, Echo Boomers or Millenniums
Born: 1977-1994
Coming of Age: 1998-2006
Age in 2004: 10 to 22
Current Population: 71 million

The largest cohort since the Baby Boomers, their high numbers reflect their births as that of their parent generation..the last of the Boomer Is and most of the Boomer II s. Gen Y kids are known as incredibly sophisticated, technology wise, immune to most traditional marketing and sales pitches...as they not only grew up with it all, they’ve seen it all and been exposed to it all since early childhood.
Gen Y members are much more racially and ethnically diverse and they are much more segmented as an audience aided by the rapid expansion in Cable TV channels, satellite radio, the Internet, e-zines, etc.
Gen Y are less brand loyal and the speed of the Internet has led the cohort to be similarly flexible and changing in its fashion, style consciousness and where and how it is communicated with.
Gen Y kids often raised in dual income or single parent families have been more involved in family purchases...everything from groceries to new cars. One in nine Gen Yers has a credit card co-signed by a parent.


Generation Z
Born: 1995-2012
Coming of Age: 2013-2020
Age in 2004: 0-9Current Population: 23 million and growing rapidly

While we don’t know much about Gen Z yet...we know a lot about the environment they are growing up in. This highly diverse environment will make the grade schools of the next generation the most diverse ever. Higher levels of technology will make significant inroads in academics allowing for customized instruction, data mining of student histories to enable pinpoint diagnostics and remediation or accelerated achievement opportunities.
Gen Z kids will grow up with a highly sophisticated media and computer environment and will be more Internet savvy and expert than their Gen Y forerunners. More to come on Gen Z...stay tuned.
Next time we will start to take a more in-depth look at the most significant and impactful of the generational cohorts and what implications there might be for libraries and librarians.