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Western University
Business Administration
Business Administration 1220E

Camp Wahanowin Marketing Report Jasmine Kassam 250610981 Lecturer: Erica Spear Section 006 1 Executive Summary Bruce Nashman, owner of Camp Wahanowin, has a marketing challenge to create a plan that increases the number of campers for next summer, notably in August. Nashman believes that the August enrolment level was only at 60% because every summer there was an increase in the number of opportunities available for children. There was also a recent economic recession, which could have posed an issue for parents. Lastly, more parents are becoming over-protective towards their child, which creates a problem for Wahanowin, as they are an overnight camp. In order to overcome the marketing challenge, Nashman is recommended to do the following:  Select parents as his target market  Create a “Take Your Parent To Camp Day”  Continue to offer camp at initial price  Market camp to the Greater Toronto Area, but do not tap into the International Market  Invest in a website overhaul  Implement the Waha TV initiative  Advertise in the Post (Box and a half ad)  Create a Facebook and Twitter account (Alumni Facebook page included)  Create Alumni Newsletters twice a year Parents are the best target market for Wahanowin, as the only way Nashman can guarantee increased enrolment is by marketing to parents. Additionally, parents make the decisions, pay for the camp, and helicopter parents are an issue, thus, parents must be targeted. By creating this day, Wahanowin is directly combating the issue of helicopter parents, as this allows parents to see the safe environment and builds a relationship between the staff and parents. The price of the camp should not change, as Wahanowin targets above-average income parents, thus they would enroll their child regardless of the cost. Nashman should market his camp to the GTA, as this area is closest to the camp. He should not enter the international market, as this adds unnecessary costs for international parents and Wahanowin, these parents may not trust the camp with their children, and there is no guarantee of an increase in campers. As a strong online presence is essential for a business and parents frequently use the Internet, a website overhaul was necessary. Since helicopter parents were increasing, Waha TV was a step forward as parents could view the daily activities of their children. As many parents read magazines and the Post targets wealthy individuals, advertising with a box and a half ad was an excellent idea. By creating a Facebook and Twitter account, this would not harm Wahanowin, as there is no cost. Lastly, as it is essential to maintain contact with the Alumni due to potential future clients, Nashman should create an Alumni Facebook page as well as invest in a newsletter that is sent out twice a year, in order to continue his relationship with previous camp members and staff. Overall, the aforementioned recommendations for Wahanowin are believed to increase enrolment for the August session, as there are many new ideas to attempt and all aspects to create strategies have been analyzed. If all recommendations are taken, Nashman will need to spend $15,593. To break even in the August session, Nashman will need to increase enrolment by 27 campers. This is very doable, as with the strategies suggested, Nashman should have absolute confidence that his August enrolment will significantly increase. 2 Introduction The marketing challenge that Bruce Nashman faces is to develop a plan to increase the number of campers for next summer, particularly in August. As opportunities for children in the summer are increasing, a recent economic recession has occurred, and parents are protective of their children, Nashman must create effective product, price, placement, and promotional strategies in order to combat these issues. Corporate Capabilities Financially, Nashman did not restrict himself to a specific marketing budget; however, he only wanted to invest in ideas that would make a large impact on Wahanowin. As Nashman’s business is successful, he has the capability to look into different promotional strategies, which will make it easier to obtain his goal. Currently, consumers heard about Wahanowin mainly through word-of-mouth. Nashman also made it his goal to have campers return every year and then become staff members. With their marketing techniques, Wahanowin targeted 6-9 year olds most, as they had the greatest number of years to attend the camp as campers. Wahanowin advertised with their website, the video yearbook, and in Toronto’s Post Magazine. Nashman should investigate innovative ideas for his camp, in order to differentiate his business and better suit his decided target market. Wahanowin also became a member of the OCA, thus adhering to the highest standards in many areas, which is a great asset to their business. When analyzing operations, Wahanowin can accommodate up to 450 campers per session. With this in mind, they can only increase by a certain number of campers due to their capacity. At Wahanowin, there is a full season session and a July and August session, all being overnight stays. During the day, campers took part in various assigned and choice based activities. For the off-season, as 3 Nashman owned Wahanowin, he rented his property and facilities to make money. Nashman’s wife, Peter Thistlethwaite (second director), and his wife formed the camp management team. As they all have years of experience at Wahanowin, this can promote their camp as being a safer atmosphere to parents. The camp employed roughly 200 staff members each summer who were at least 17 years old. Most were previous campers, but Nashman aimed to hire new and veteran staff. All staff were interviewed and were required to have experience, thus protective parents could trust Wahanowin as this camp ensured qualified, top-notch employees. Industry Analysis When Wahanowin’s August enrolment decreased, Nashman believed this was partly due to the economic recession. As consumers limit spending in a recession, parents may have not considered investing in a summer camp. However, as the case mentioned that Wahanowin targeted individuals with above-average incomes, the recession would have been relatively inelastic for these consumers which would lead to parents still considering this camp for the summer. The social aspects of this industry were that there were increased opportunities available for campers and there were more helicopter parents. These issues may have led to a drop in August enrolment, as parents could have enrolled their children in other camps, and helicopter parents may have not enrolled their children in camp due to them wanting to spend family quality time. Since children need summer activities, this is a good industry to be in, however, Nashman must create strategies to highlight the benefits of his camp and to combat the issue of helicopter parents. 4 Competitive Analysis The direct competitors for Wahanowin are residential camps and day camps. Other residential camps have priced their service well, as they target individuals with above-average incomes and charge similar prices to Wahanowin. These camps also offer great locations and an array of activities for campers. Although these residential camp services are similar to Wahanowin, their reputation is weaker, thus Wahanowin’s advertising will be stronger as they are better known. Day camps were also competition, as they were half the cost of residential camps, transportation was included, they offered many activities, hosted specialty camps where campers focused on one activity, and they catered to helicopter parents as these parents could still spend time with their children in the summer. When day camps were compared to camps such as Wahanowin, since day camps did not offer overnight stays, stronger bonds were formed at residential camps. Additionally, day camps were not situated at a lake, thus they were limited in offering water activities. Wahanowin performs well against this competition, as they can emphasize the greater personal connection and promote their camps facilities. The indirect competition for Wahanowin is summer travel. Summer travel is a great option for children, as they get to travel to a different area and partake in activities beyond what residential camps offer. However, summer travel is more expensive, thus targeting a smaller market. Since summer travel offers a different experience, it is difficult to compare these options. As the case mentions partnerships between day camps and residential camps, this is seen as mutually beneficial rather than competition. Day camps targeting younger children such as Green Acres have sent their campers to Wahanowin for a work week; this benefits day camps as they can offer an overnight experience, and this benefits Wahanowin as they receive exposure which can attract potential customers when campers become older. Other indirect competitors include families who travel 5 and children who work or volunteer in the summer. To attract these consumers, Wahanowin can promote their one-month camps to allow parents and campers to still pursue their initial interests. Consumer Analysis Wahanowin’s two potential target markets are: campers and their parents. Campers want to attend a camp where they can partake in many activities and have many facilities available to them. Parents want to enroll their child in a camp where they can trust the directors and are ensured that their money is going towards the best experience for their child. If these wants are met on both ends, this will motivate the potential customers to register at Wahanowin. Nashman should target campers, as they were the individuals attending the camp, thus many parents let them choose. Children are also influential, which means that they can convince their parents regarding how they want to spend their summer. On the other hand, Nashman should target parents, as they make the decisions and are responsible for paying for these camps. If Nashman creates strategies that convince the child, if the parent is not convinced, the child will not attend Camp Wahanowin; this is the deciding factor when determining the best target market. Competitive Advantage To compete with residential camps, Wahanowin’s competitive advantage is their reputation and 56 years of experience in the industry. If Wahanowin promotes their traditions and familiarity with camps, they will be able to effectively compete with other residential camps, as these camps do not have as great of a reputation to advertise. To compete with day camps, Wahanowin’s competitive advantage is their overnight stays and outstanding facilities. As 6 stronger friendships can be created with more time spent at camp and Wahanowin can offer more activities due to their location, Nashman’s camp will be able to stand out in the industry. Target Market Camp Wahanowin should target parents because marketing towards adults is the only way Nashman can guarantee a chance of having more campers enrolled. As parents decide where their child will go during the summer and are responsible for financially providing for their child, parents must be the target focus when advertising this camp. The case also highlighted helicopter parents not being keen on sending their child to an overnight camp, thus Nashman needs to create promotional strategies to combat this as these parents are hurting Wahanowin’s enrolment. As Wahanowin is an overnight camp, it is essential for Nashman to build a trust relationship with parents, or they will not send their child to this camp. Since parents d
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