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Anneloes Bijl
Trust the Trust
„The Mancunians and Sport‟
June 2009
Trust the Trust
„The Mancunians and sport‟
Author
Anneloes Bijl
Student number
280244
Date
12th of June 2009
University
Hanze University Groningen
Institute of Sportstudies
Supervisors
Adri Broeke & Gerco van Dalfsen
Principal
Manchester Sport and Leisure Trust
Supervisors
Shaun Brennan
(Manchester Sport and Leisure Trust)
Bob Barber
(Manchester Velodrome)
The author is responsible for the content of this report.
The copyright of this report rests by the author.
„Trust the Trust‟ 3
Preface
This report ‘Trust the Trust’ contains the research of the general attitude of Mancunians
according to sport in general and according to the usage of the facilities of the
Manchester Sport and Leisure Trust. This research has been done by a graduate studying
Sports Management at the Hanze University Groningen in the Netherlands. The principals of this project were Shaun Brennan (Manchester Sport and Leisure Trust) and Bob Barber
(Manchester Velodrome).
Due to the transfer of various council sport and leisure facilities into the Manchester Sport and Leisure Trust a research project has been started. This entire research project
is meant to create a ‘recommended facility program’. At different stages opportunities
will be identified to engage with the public. This report identifies opportunities to engage
with the residents and users.
During this project it became clear that there is still a lot unknown about all the nineteen
facilities. This made it harder to create a clear, orderly report which is useful for the
Manchester Sport and Leisure Trust and for my University. In consideration of a limited
time period the recommendations will not be executed by me. The recommendations, at the end of this report, will make it possible for the Manchester Sport and Leisure Trust to
engage with the residents of Manchester and the users of the nineteen facilities.
The title ‘Trust the Trust’ is used to show that the Mancunians need to trust that the Manchester Sport and Leisure Trust offers activities which fulfill the wants and needs of a
wide community.
Without the help of several people this report was not achievable. I would like to thank a few people. Firstly, Jarl Walsh and Bob Barber who gave me the opportunity to fulfill this
internship at the Manchester Velodrome. In particular, Bob Barber, Cycling Manager of
The Manchester Velodrome, gave me the opportunity to discover track cycling. Shaun
Brennan, Commercial Director of the Manchester Sport and Leisure Trust was very helpful by creating and processing this research project. I would like to thank him also
for giving me the opportunity to mean something for the Manchester Sport and Leisure
Trust by creating this report. Messrs Barber, Walsh and Brennan gave me all support
whenever I needed it.
From the Netherlands I received support of my professors and supervisors Adri Broeke
and Gerco van Dalfsen. Technical assistance for various computer problems was given by
Erik Middelkamp. I also would like to thank Manon Zwakenberg for her mental support
during this process even as my parents Sjaak and Tine Bijl.
I also would like to spread a word of thanks to the other colleagues of the Manchester
Velodrome and my fellow students of my University for their support.
Manchester, June 2009
Anneloes Bijl
„Trust the Trust‟ 4
Abstract
The Manchester Sport and Leisure Trust manage nineteen different sport- and leisure
facilities across Manchester. All these facilities differ in their offer. The Manchester Sport
and Leisure Trust focus on each resident of Manchester. By using a variety in programs
they try to attract as many people as possible.
This research is meant to discover to what extent the usage of the facilities can become
increased. This subject is split into three different parts; the current product-market-
combinations of the Manchester Sport and Leisure Trust, the general attitude of the
residents of Manchester with respect to sport and what kind of marketing strategies will
be helpful to increase the usage.
To research these aspects, several research methods are used; document research, a
survey and a literature research. The documents are from the Manchester Sport and
Leisure Trust and the Manchester City Council. These documents gave the opportunity to
describe the product-market-combination of each facility. The survey is completed by
200 residents of Manchester and gave an overview of the awareness of the facilities. The
literature study was done by using various marketing books which gave understanding of
marketing.
The document research made clear that the offers of the facilities are not based on the
residents of the ward. The wards do have a multicultural population and the facilities do
not fulfill the needs of different creeds and religions.
The outcomes of the survey resulted in a low awareness of the facilities and a difference
in being physical active. The outcome of the literature study showed that the use of a
marketing communication strategy is the best way for the Manchester Sport and Leisure
Trust to increase the usage of the facilities.
The facilities of the Manchester Sport and Leisure Trust need to focus more on the
residents of the ward wherein the facilities are located. This will increase the satisfaction
of the residents and will make it able to increase the quality of the services. By creating
product-market-combinations the quality of the offer will become increased as well.
It is necessary to increase the awareness of the facilities. In the long run it will increase
the usage as well. The best way to increase the awareness, advertisement will be useful
way. By promoting the facilities by using advertisement, the acquaintance of the facilities
will become improved. Promotional sales activities like a free induction will be helpful to
increase the usage of the facilities. The sales promotion can become communicated on
the advertisements across the city.
The SWOT-analyses used to chart the possibilities in each facility needs, during the next
research, to be done by using a more extensive internal and external analysis.
Another improvement for this research is to survey people which reflects on the entire
community.
It will be useful to research the usage of each facility and to discover to what extent the
residents are satisfied by the offer of the facilities.
„Trust the Trust‟ 5
Table of contents
1. Introduction ................................................................................................. 10
§1.1 Background .............................................................................................. 10
§1.1.1 Sport in England ................................................................................. 10
§1.1.2 Manchester ......................................................................................... 10
§1.1.3 Management of sport facilities in Manchester .......................................... 10
§1.1.4 Commonwealth Games ........................................................................ 11
§1.1.5 Manchester Velodrome ......................................................................... 11
§1.1.6 Transfer into the Trust ......................................................................... 11
§1.1.7 Current situation ................................................................................. 11
§1.2 Occasion of Research ................................................................................. 12
§1.3 Problem definition ..................................................................................... 13
§1.4 Formulation of research ............................................................................. 13
§1.5 Bookmark ................................................................................................ 14
2. Methodology ................................................................................................. 15
§2.1 Persons involved ....................................................................................... 15
§2.2 Research methods ..................................................................................... 15
§2.2.1 What are the product-market-combinations of the Manchester Sport and
Leisure Trust? ............................................................................................... 15
§2.2.2 To what extent are the Manchester residents aware of the facilities of the
Manchester Sport and Leisure Trust? ............................................................... 17
§2.2.3 Which marketing (communication) strategies can contribute to a
strengthened position of the Manchester Sport and Leisure Trust? ....................... 18
§2.3 Reliability and validity ............................................................................... 19
§2.3.1 Reliability document research (sub question 1) ....................................... 19
§2.3.2 Reliability survey (sub question 2) ......................................................... 19
§2.3.3 Reliability literature research (sub question 3) ........................................ 19
§2.3.4 Validity document research ................................................................... 20
§2.3.5 Validity survey .................................................................................... 20
§2.3.6 Validity literature research .................................................................... 20
3. Literature research ....................................................................................... 21
§3.1 Interpretation of the main question ............................................................. 21
§3.1.1 Manchester Sport and Leisure Trust ....................................................... 21
§3.1.2 Facilities ............................................................................................. 21
§3.1.3 Optimized ........................................................................................... 21
§3.1.4 Usage ................................................................................................ 21
§3.1.5 Residents of Manchester ....................................................................... 21
§3.2 Interpretation of the sub questions .............................................................. 22
§3.2.1 Product-market-combinations ............................................................... 22
§3.2.2 Awareness .......................................................................................... 22
§3.2.3 Marketing ........................................................................................... 22
§3.3 Marketing communication .......................................................................... 23
§3.3.1 The motivation for marketing communication.......................................... 23
§3.1.2 The working of marketing communication............................................... 24
„Trust the Trust‟ 6
4. Results ......................................................................................................... 26
§4.1 Facilities Manchester Sport and Leisure Trust ................................................ 26
§4.1.1 Additional information .......................................................................... 26
§4.2 The wards ................................................................................................ 27
§4.2.1 Demography ....................................................................................... 27
§4.2.2 Ethnicity and religion ........................................................................... 27
§4.2.3 Economic activity ................................................................................ 28
§4.2.4 Households ......................................................................................... 28
§4.3 Results survey .......................................................................................... 30
§4.4 Results literature research .......................................................................... 35
5. Conclusion .................................................................................................... 37
§5.1 Product-market-combinations ..................................................................... 37
§5.1.1 Abraham Moss Leisure Centre ............................................................... 37
§5.1.2 Arcadia Leisure Centre ......................................................................... 38
§5.1.3 Ardwick Leisure Centre ........................................................................ 38
§5.1.4 Belle Vue Leisure Centre ...................................................................... 39
§5.1.5 Broadway Leisure Centre ...................................................................... 39
§5.1.6 Chorlton Leisure Centre ........................................................................ 40
§5.1.7 Levenshulme Swimming Pools............................................................... 40
§5.1.8 Manchester Aquatics Centre .................................................................. 41
§5.1.9 Manchester National Squash Centre ....................................................... 41
§5.1.10 Manchester Regional Arena ................................................................. 42
§5.1.11 Manchester Regional Gymnastics Centre ............................................... 42
§5.1.12 Manchester Regional Hockey Centre ..................................................... 43
§5.1.13 Manchester Regional Tennis Centre ...................................................... 43
§5.1.14 Manchester Velodrome ....................................................................... 44
§5.1.15 Miles Platting Swimming Pools ............................................................. 44
§5.1.16 Withington Leisure Centre................................................................... 45
§5.1.17 North City Family and Fitness Centre ................................................... 45
§5.1.18 Ten Acres Leisure Centre .................................................................... 46
§5.1.19 Moss Side Leisure Centre .................................................................... 46
§5.2 Analysis SWOT-matrix ............................................................................... 47
§5.2.1 Grow strategy ..................................................................................... 47
§5.2.2 Defense strategy ................................................................................. 48
§5.2.3 Improvement strategy ......................................................................... 48
§5.2.4 Problems ............................................................................................ 48
§5.2.5 The product-market-combinations summarized ....................................... 49
§5.3 The Mancunians in relation to sport ............................................................. 49
§5.3.1 The respondents charted ...................................................................... 49
§5.3.2 Mancunians and physical activity ........................................................... 49
§5.3.3 Awareness of the facilities .................................................................... 50
§5.3.4 Usage of the facilities ........................................................................... 51
§5.3.5 The awareness of the facilities summarized ............................................ 51
§5.4 Marketing communication based on the Manchester Sport and Leisure Trust .... 51
§5.4.1 The marketing (communication) strategies summarized ........................... 52
„Trust the Trust‟ 7
6. Recommendations ........................................................................................ 53
§6.1 Review the offer of the facilities .................................................................. 53
§6.2 Create product-market-combinations ........................................................... 53
§6.3 Increase awareness ................................................................................... 54
§6.4 Combine functions of facilities ..................................................................... 54
7. Discussion .................................................................................................... 55
§7.1 Realisiation of the SWOT-analyzes ............................................................... 55
§7.2 Respondents ............................................................................................. 55
§7.3 Recommendation new research ................................................................... 55
Bibliography ..................................................................................................... 57
Attachments ..................................................................................................... 63
„Trust the Trust‟ 8
Tables and figures
Table 1: SWOT-analysis used to describe the facilities .............................................. 16
Table 2: Facilities of the Manchester Sport and Leisure Trust .................................... 26
Table 3: Ethnicities and religions ........................................................................ 27
Table 4: Economic activity .................................................................................... 28
Table 5: Households ............................................................................................ 28
Table 6: Health ................................................................................................... 29
Table 7: SWOT-analysis Abraham Moss Leisure Centre ............................................. 37
Table 8: SWOT-analysis Arcadia Leisure Centre ....................................................... 38
Table 9: SWOT-analysis Ardwick Leisure Centre ...................................................... 38
Table 10: SWOT-analysis Bellevue Leisure Centre .................................................... 39
Table 11: SWOT-analysis Bellevue Leisure Centre .................................................... 39
Table 12: SWOT-analysis Chorlton Leisure Centre.................................................... 40
Table 13: SWOT-analysis Levenshulme Swimming Pools .......................................... 40
Table 14: SWOT-analysis Manchester Aquatics Centre .............................................. 41
Table 15: SWOT-analysis Manchester National Squash Centre ................................... 41
Table 16: SWOT-analysis Manchester Regional Arena ............................................... 42
Table 17: SWOT-analysis Manchester Regional Gymnastics Centre ............................ 42
Table 18: SWOT-analysis Manchester Regional Hockey Centre .................................. 43
Table 19: SWOT-analysis Manchester Regional Tennis Centre ................................... 43
Table 20: SWOT-analysis Manchester Velodrome ..................................................... 44
Table 21: SWOT-analysis Miles Platting Swimming Pools .......................................... 44
Table 22: SWOT-analysis Withington Leisure Centre ................................................ 45
Table 23: SWOT-analysis North City Family and Fitness Centre ................................. 45
Table 24: SWOT-analysis Ten Acres Leisure Centre .................................................. 46
Table 25: SWOT-analysis Moss Side Leisure Centre ................................................. 46
„Trust the Trust‟ 9
Figure 1: Logo Manchester Sport and Leisure Trust (Manchester Sport and Leisure Trust,
2009)................................................................................................................. 10
Figure 2: Research project (Facility Programme Blueprint) ........................................ 12
Figure 3: Conceptual framework research project .................................................... 13
Figure 4: AIDA-model (Marketingportaal) .............................................................. 18
Figure 5: The Promotional Mix Elements (Shank, 2005) ............................................ 25
Figure 6: Gender ................................................................................................. 30
Figure 7: Age ...................................................................................................... 30
Figure 8: Living situation ...................................................................................... 30
Figure 9: Job status ............................................................................................. 31
Figure 10: Participation in sports ........................................................................... 31
Figure 11: Participation in specifc sports ................................................................. 31
Figure 12: Reasons to be physical active ................................................................ 32
Figure 13: Membership of a sports club or sports association .................................... 32
Figure 14: Reason why people do not participate in sports. ....................................... 32
Figure 16: The awareness of the facilities ............................................................... 33
Figure 17: The usage of the facilities ...................................................................... 33
Figure 15: Do people watch sport?......................................................................... 33
Figure 18: Reasons why people do not use the facilities ........................................... 34
Figure 19: The awareness of where to find information ............................................ 34
Figure 20: Ansoff-matrix Grow strategy on four different ways (Colijn & Kok, 2007) .... 47
Figure 22: The AIDA-model based on the Manchester Velodrome .............................. 50
Figure 23: The AIDA-model based on the Arcadia Leisure Centre ............................... 50
„Trust the Trust‟ 10
1. Introduction
The Manchester Sport and Leisure Trust is the subject organisation. The introduction
describes this organisation and the structure of this research.
§1.1 Background
In 2012, the summer Olympics will be hosted in London, England. This mega sports
event has influences on the entire country. Since winning this bidding process the Department for Culture, Media and Sports developed a legacy action plan: ‘Before, during
and after: Making the most of the London 2012 Games’. One of the reasons to bid for the
Olympics 2012 for the Department for Culture, Media and Sport was to fulfil their
ambition to get more people active. In their legacy action plan the department explicates
that two million people more need to be active by 2012. At least one million of these people need to become more active in sport. The Secretary of State Andy Burnham,
asked the government agency Sport England to review its strategy for community sport
to reach this goal. (Department for Culture, Media and Sport, 2008) (London 2012,
2004)
§1.1.1 Sport in England
Sport England is a non-departmental body under the Department of Culture, Media and
Sport. They are responsible for developing a world-class community sport system throughout the country. In Sport England’s new strategy is the ‘one million goal’
included. To reach this goal; sport agencies all over the country are asked to help and,
eventually, review their strategy to attract more people to become active. (Sport
England, 2008)
§1.1.2 Manchester
Manchester is located in Greater Manchester, in the North West. In total 475.000 people
reside there with a varied nationality. Manchester is mostly known as the city were the
industrial revolution started in the 18th century. In 1996 Manchester was attacked by the IRA with a bomb explosion in the centre of the city. Lots of people were injured, but
nobody died. This was the moment for Manchester to change their image of old, dirty,
industrial city. The city worked hard to regenerate and that is visible everywhere.
Manchester is one of the biggest students city in Europe, in the centre are a lot of bars, restaurants and clubs located. Nowadays Manchester is famous because of its football
clubs Manchester United and Manchester City. The Manchester City Council invested a lot
of money in sports in Manchester. (Manchester City Council, 2008) (The Manchester
partnership, 2005) (Manchester Partnership, 2008)
§1.1.3 Management of sport facilities in Manchester
A couple of years ago the Manchester city council handed over the management of their
indoor leisure activities to a non-profit independent body. This was called the Manchester
50 Pool Ltd (M50PL Trust). This organization was responsible to govern the operating and
management of the indoor leisure activities. (M 50 PL Trust, 2007)
In 1997, the M50PL Trust changed to the Manchester
Sport and Leisure Trust (Trust). It is an independent organisation that works together in a partnership with
Manchester City Council. The Trust receives funding
from the council In 1997 the Trust was responsible for
the Manchester Aquatics Centre and ten Leisure Community facilities established in the wards of
Manchester. (Manchester Sport and Leisure Trust,
2008)
Figure 1: Logo Manchester Sport and Leisure
Trust (Manchester Sport and Leisure Trust, 2009)
„Trust the Trust‟ 11
§1.1.4 Commonwealth Games
In 2002, the Commonwealth Games were hosted by Manchester. A lot of new sporting
facilities were built due to the latest requires of the Commonwealth Games Federation.
All this facilities were built in the same area of the city. This part of the city is called ‘Sportcity’.
Most of the sport facilities in this area are the legacy of the Commonwealth Games.
These are the most modern sport facilities of Manchester. The different facilities, which are part of sport city, are:
1) National Squash Centre
2) Indoor Regional Athletics Arena
3) Outdoor Regional Athletics Arena 4) Regional Tennis Centre
5) Manchester City Football Stadium
6) Manchester Velodrome (pre-existed the Commonwealth Games)
In the national squash centre is also a gym established and the England Institute of Sport. The England Institute of Sport has its own facility where they provide a training
venue and medical knowledge for the best athletes of England.
The Manchester City Football Stadium was during the Commonwealth Games named as the City of Manchester Stadium. In this stadium, the athletics disciplines were hosted.
After the games, the stadium has been transformed into a football stadium for
Manchester City Football Club. (Manchester Sport and Leisure Trust, 2008) (Sportcity)
§1.1.5 Manchester Velodrome
Besides these facilities, also the Manchester Velodrome was used during the
Commonwealth Games 2002. This National Cycling centre has been built in 1994 as a
joint venture between the Sports Council, British Cycling and Manchester City Council. It has a 250-meter track and it is still one of the fastest tracks of the world. The best
cyclists of England, like Chris Hoy and Victoria Pendleton, train on this track. The
Manchester Velodrome offers facilities for netball, badminton and basketball. (Manchester
Velodrome, 2002)
§1.1.6 Transfer into the Trust
In 2008, the facilities of Sportcity transferred into the Manchester Sport and Leisure
Trust. Due to this, the Manchester Sport and Leisure Trust had the opportunity to provide
these elite facilities to the Manchester residents. The facilities are used now for recreational and public purposes diversified with international and national
championships.
This change is of tremendous value for both parties. The facilities of Sportcity keep busy
through usage by the residents, and the Manchester Sport and Leisure Trust has more sporting opportunities to offer to the residents. Sportcity was already fundamentally
helping with the regeneration of East Manchester and now it will stay an important stage
in the way to regenerate East Manchester. People will be able to participate and stay
healthy which improves the life of Manchester residents.
In 2009/2010, also the Manchester Velodrome will transfer into the Manchester Sport
and Leisure Trust. (M 50 PL Trust, 2007) (Manchester Sport and Leisure Trust, 2009)
§1.1.7 Current situation Nineteen sport and leisure facilities are managed by the Manchester Sport and Leisure
Trust on behalf of the Manchester Council. (Includes also The Manchester Velodrome & North City Family & Fitness Centre which will be transfer into the Trust very soon) These
are facilities across the city and all usable by the residents. The Trust has a managing
„Trust the Trust‟ 12
agent, Serco Leisure who manages eleven facilities. The other eight facilities are directly
managed by the Trust. (Manchester Sport and Leisure Trust, 2008)
§1.2 Occasion of Research
At this moment the Manchester Sport and Leisure Trust is reviewing its policy and
strategy. They are doing a comprehensive research. An audit of the research will be the
current usage of the facilities and how this can become increased. All the different audits
will result in a ‘Recommend Facility Programme’. This will all improve the awareness and
attendance of residents at the sport facilities managed by the Manchester Sport and
Leisure Trust. Due to this, the Manchester Sport and Leisure Trust will fulfil the request
of Sport England to attract more people to become active. This will help Sport England to
reach their ‘one million’ goal.
Figure 2: Research project (Facility Programme Blueprint)
The different stages that need to be researched to develop a professional ‘recommended facility programme’.
Anneloes Bijl is responsible for the residents/users and to identify opportunities to engage.
„Trust the Trust‟ 13
§1.3 Problem definition
The Manchester Sport and Leisure Trust expect that the majority of the Manchester
community do not use the sport facilities regularly. This is a pity for the residents,
because they indirectly pay (taxes) for these (sport and leisure) opportunities. This
research is meant to chart if it is necessary to develop a strategy to increase the accessibility of the facilities and to increase engagement with the community.
Overall, in England one million people need to become active before 2013. In a national
survey of Sport England 19.1% of the Manchester residents are three times a week at
least active for 30 minutes. This percentage is above the average percentage of 16.5%, nevertheless Manchester can be helpful in the way to reach the one million goal. (Sport
England, 2008)
At this moment there are limited figures known about the different facilities. Due to the recently transfer of the Sportcity facilities into the Trust different research is still ongoing
and needed for the future. It is a matter of reproduce the current situation of each
facility. This research will be useful to get an understanding of the wants and needs of
the Mancunians in relation to sport and in which way how the facilities can contribute to this.
§1.4 Formulation of research
Main question: “How could the facilities of the Manchester Sport and Leisure Trust
become optimized by residents of Manchester?”
1. What are the product-market-combinations of the Manchester Sport and Leisure
Trust?
2. To what extent are the Manchester residents aware of the facilities of the Manchester Sport and Leisure Trust?
3. Which marketing (communication) strategies can contribute to a strengthened
position of the Manchester Sport and Leisure Trust?
Figure 3: Conceptual framework research project
In figure 3 is showed in which way the aspects of this research project belong to each
other. This entire project is focussed on the usage of the nineteen facilities of the
Manchester Sport and Leisure Trust. The usage of the facilities depends on, among other
things; the offer, the attitude of the residents/target group and the marketing strategy.
„Trust the Trust‟ 14
The offer of the facilities exerts influences on the number of usage. This is the reason
that the offer of each facility will be researched according to the target group. Based on a
survey the attitude of the resident of Manchester will be charted. This is, because the
attitude of the Mancunians according to sport will be of influences on the number of usage. Marketing is a way to promote the possibilities. Various marketing strategies will
be researched which can be helpful to increase the usage. This will all result in
recommendations for the facilities.
§1.5 Bookmark
This report is structured step by step. It contains the desirable aspects which need to be
described for a consistent research report.
The introduction is meant to describe the background and occasion of this research. In
the introduction is also explained what the exact problem is and who this research has
been divided.
Chapter two is meant to show which research methods are used to result in a valid and
reliable report. The various research methods will be explained and defended. This
chapter also describes in which ways the results are processed.
One of the research methods was a literature study. In chapter three the main question
and sub question are explicated to increase the understanding of this research. The
literature study is focused on the added value of marketing and marketing
communication. A more extended description of marketing and marketing communication
will be described in the chapter results.
The results, chapter four, outline the resulted facts of the used research methods. These
results are purely based on facts. The next chapter, chapter five conclusions, is meant to
analyze the results. These analyzes result in conclusions on the main- and sub question.
The conclusions will result in chapter six with recommendations. These recommendations
are based on the outcomes of the research and meant to improve the organization.
It is necessary to look critically at this research report to make sure that this research is
reliable. In chapter seven, discussion, the research, the research methods and the results
will be analyzed critical.
This report is terminated with the bibliography. All the sources which are used are
mentioned in this part of the report. After the bibliography there are some attachments
which will give additional information on this research.
„Trust the Trust‟ 15
2. Methodology
In this research project as well quantitative as qualitative methods will be used. It is a
market research, because of the fact that this project will show the market of the
Manchester Sport and Leisure Trust. The facilities will be outlined even as the wards
where these facilities are located. This will give an idea of the market of the facilities
according to the offer. After researching different marketing (communication) strategies,
the opportunities for the Trust will be outlined based on these outcomes.
§2.1 Persons involved
In this project are several groups involved. First of all the nineteen facilities of the
Manchester Sport and Leisure Trust will be a part of this project. Due to the fact that this
research project is supposed to attract more people to the facilities.
Also the civilians of Manchester are involved in this project by researching their wants
and needs towards sport. Besides the facilities and the civilians the marketing strategy of
other comparable organizations will used to chart which possibilities for marketing
strategies are possible.
§2.2 Research methods
To describe in which way the usage of the facilities can be increased it is necessary to get
an understanding of the current situation of the facilities and the Mancunians.
In this research as well qualitative as quantitative research methods will be used.
Nevertheless this research project is a qualitative market research and the quantitative
methods are meant as support. Methods used in this research are a survey (quantitative)
and literature study (qualitative). The methods for every sub question will be described
beneath.
§2.2.1 What are the product-market-combinations of the Manchester Sport and Leisure
Trust? To research in which way the usage can become increased it is necessary to know what
the facilities currently have to offer. The nineteen facilities of The Manchester Sport and
Leisure Trust are mostly offer targeted. This is the reason that the facilities do not have
clear pmc’s. This sub question will be split in a description of the offer of the facilities and
a description of the environment of the facilities. A description of the environment will
make it possible to describe the possible market of the accommodation.
Research method
A document research will make it possible to describe the product-market-combinations
of the Manchester Sport and Leisure Trust. The offer of the nineteen facilities will be
described on the basis of the website of the Manchester Sport and Leisure Trust. On this
website the different facilities and the possibilities are described.
Due to the fact that the facilities are not focused on specific markets there will be a
description of the environment of the facility. Assuming that the facilities are mostly used
by residents living in the area. To give an overview of every ward different documents
produced by the Manchester City Council will be combined together with the Census 2001
of the Office for National Statistics and other researches of the Office for National
Statistics.
„Trust the Trust‟ 16
The following documents which will be discussed:
o M 50 PL Trust Business Plan – Sportcity Facilities
o ‘Improving lives’ Business Plan 2009/2010
o The Manchester Way Manchester‟s Community Strategy 2006-2015
o Manchester’s 2nd State of the Wards Report 2007/2008
Explanation of the research method
This part of the research is purely based on facts. The documents produced by the
council, the Office for National Statistics or the website created by the Manchester Sport
and Leisure Trust are the most reliable sources to receive the information of the facilities
and wards.
Process data
The combination of all these documents and the website will result in a lot of facts and
figures. On the basis of matrixes these results will become clear and orderly.
The facilities will be analyzed by means of a SWOT-analysis. The strengths and
weaknesses of the facilities will be determined on the basis of the offer of the facilities.
Opportunities and threats will ensue from the analysis of the wards wherein the facilities
are located. The SWOT-analysis will result in a SWOT-matrix what will show in which
ways the product-market-combination of the facility can be created/ improved.
Opportunities
The opportunities are based on the
analysis of the wards. It will show
the benefits of the community.
Threats
The threats are based on the
analysis of the wards. These
aspects of the community can be a
„danger‟ for as well the community
as the facility.
Strengths
The strengths will ensue from the
analysis of the offer of the facility.
The strengths are the things that
make the accommodation
attractive.
Grow strategy
The grow strategy will ensue from
the combination of the strengths of
the facility and the opportunities
within the community. The grow
strategy will be created to fortify
the strengths by using the
opportunities of the community.
Defence strategy
The threats will decreased in the
defence strategy by fortifying the
strengths of the facility. The
strengths of an accommodation
will be deployed to decrease the
threat.
Weaknesses
The weakness will ensue from the
analysis of the offer of the facility.
The weaknesses are the services
or products, which lack or are not
good enough. These can be the
reason that some people do not
use the facility
Improvement strategy
The improvement strategy will be
created to reduce the weakness by
an opportunity. By producing an
improvement strategy the
opportunity will be used to
decrease the weakness.
Problems
a combination of weakness with
threats will be called a problem for
an organization. The strategies to
decrease this problems will be
described inhere.
Table 1: SWOT-analysis used to describe the facilities
The results of the research
An analysis of the facilities where the focus lies on the offer of the facility for the
expected market. The recommendations in the SWOT-matrix can be used to increase the
strengths and to decrease the weaknesses of the facility. This can guarantee the usage of
the facility by the residents.
„Trust the Trust‟ 17
§2.2.2 To what extent are the Manchester residents aware of the facilities of the
Manchester Sport and Leisure Trust?
It is necessary to know what the wants and needs are of the Mancunians according to
sport. If they do not know about the opportunities of the Manchester Sport and Leisure
Trust the usage will not become increased by creating product-market-combinations.
This question will be researched by the general attitude of the Mancunians according to
sport and the awareness of the Mancunians according to the facilities of the Manchester
Sport and Leisure Trust.
Research method
On the basis of a survey the knowledge about the attitude and awareness of the
Mancunians will become increased. About 200 residents of Manchester will be asked to fill
in the survey. This will happen on base of a snap check. These surveys will be handed
out in the supermarket ASDA. The Store Manager, Eastlands ASDA Karl Jones has given
permission for this. The survey will contain only multiple choice questions where people
have the opportunity to give additional information when the right answer is not
available. The respondents will be ‘chosen’ on basis of random selection. Every resident
in Manchester will have the same chance to be selected for this survey. The participants
will receive a voucher of a free gym induction of £11.99 at Sportcity Health & Fitness
Centre. The vouchers are offered by the Manchester Sport and Leisure Trust. (See
attachment 1. for the survey and attachment 2. for the vouchers.)
Explanation of the research method
A survey is used to collect data of a large group. A large number of respondents are
necessary to make sure that your results are based on a representative group. The
surveys need to be filled in by ticking the right, in advance formulated, answers. There
has been chosen for multiple choice questions to facilitate the process of the surveys,
especially because of the number of respondents. A large number of respondents are
neededl for this research because it concerns the entire community of 475.000 people.
The number of 200 surveys is based on the snap check calculator of the company ‘Alles
over marktonderzoek’. ASDA, the location where the surveys will be handed out is the
largest supermarket in Manchester. Due to this it will attract a variety of residents of
Manchester. It is important for this research to ask various people to participate in this
survey. This survey will be handed out to residents on the basis of random selection;
everybody has the same chance to fill in a survey. Stratification will not be necessary for
this research, because of the fact that the results are based on the entire population and
not on specific strata. The vouchers will make it more attractive for people to participate
in this survey and at the same time it is a way to attract people to use and discover one
of the facilities.
Process data
The outcome of the surveys will be typed in, using an online survey tool, named Thesis
Tools. The output of this process is a document with datasheets, which can be opened
with the used statistics software named SPSS. By using SPSS data variables can be
correlated.
The effect of the marketing communication on the customers will be measured on the
basis of the AIDA-model. This model (figure 3) will show to what extent the Mancunians
are aware of the facilities and to what extend they decide to finally use the possibilities.
„Trust the Trust‟ 18
Attention will show that people are aware of the
possibilities of the Manchester Sport and Leisure
Trust.
Interest shows that people need to feel attracted
to the facilities.
Desire means that people are thinking about
using the facilities.
Action means that people use the facilities.
The survey will show where the Mancunians
belong to.
Result of research
This survey will show to what extend the Mancunians are interested in sports and to what
extend people are familiar with the possibilities of the nineteen facilities of The
Manchester Sport and Leisure Trust. This will be useful to formulate in which way the
usage of the facilities can become increased.
§2.2.3 Which marketing (communication) strategies can contribute to a strengthened
position of the Manchester Sport and Leisure Trust?
It depends on the results of the survey to what extend new marketing strategies need to
be created. Nevertheless is it always useful to discover in which way marketing strategies
can be used in an organization like the Manchester Sport and Leisure Trust. By
developing the marketing strategy more people will become attracted to the facilities.
People will become informed about the new product-market-combinations on the basis of
marketing (communication). The products and services will be communicated to the
specific target group.
Research method
To discover various marketing (communication) strategies a literature study will be done.
By reading reports and books about marketing the possibilities will become clear. The
follow books will be used:
Sports Marketing - Matthew D. Shank
Sport Management - Hans Westerbeek, Russell Hoye,
Aaron Smith, Bob Stewart and
Matthew Nicholson
Sportmarketing - Jolanda Colijn and Robert Kok
Strategische marketingplanning - Karel Jan Alsem
Instrumenten voor strategisch - Ph.J. Gelderman
beleid
The content of these books will be outlined in the literature study. The most specific
subjects, which are of added value for this research, will be discussed in the results.
Explanation of the research method
A literature study will increase the knowledge about the specific subject in an objective
way. By researching these books it will become more clear which strategy fits the best
Figure 4: AIDA-model (Marketingportaal)
„Trust the Trust‟ 19
into the policy of the Manchester Sport and Leisure Trust. It is a good way to chart which
possibilities are relevant for this organization.
Process data
The information of the books will be summarized in the chapter literature study. The
most relevant parts will be outlined in the chapter results. The literature study will also
make clear what is exactly meant by marketing and marketing communication.
Result of research
The result of this literature study will be possibilities on which ways marketing can
contribute to a strengthened position of the Manchester Sport and Leisure Trust.
§2.3 Reliability and validity
To make the research credible it is necessary that it is reliable and valid. A research is
reliable when, if you do the research repeatedly, receive the same results. A research is
valid when you research what you would like to know. You have to be sure that the
measurements of your research are valid and trustful.
The way how the quality of this research will be guaranteed will be explained in the
following phases. The reliability and validity of every sub question will be described.
§2.3.1 Reliability document research (sub question 1)
The knowledge of the background of the documents is necessary to make sure that the
information of the document research is reliable. The (website) document used to
describe the products of the facilities is created and updated by the Manchester Sport
and Leisure Trust. The website contains only facts about the offered services and
products.
The documents used to describe the markets of the facilities are all created by the
Manchester City Council or the Office for National Statistics. Their figures are based on a National survey and a local survey. These both organizations are reliable enough to use
their facts and figures.
§2.3.2 Reliability survey (sub question 2)
The results of a survey are reliable when you interview a representative group of the total population. For this survey will be interviewed about 200 people. This number of
respondents is based on the calculator of ‘Alles over marktonderzoek’. Hereby is assumed
of a reliability percentage of 95%, a mistake border of 7% and an estimated outcome of
50%.
A reliability percentage of 95% means that 5% of the answers will not be given if you do
the survey for a second time. A mistake border of 7% means that there is a possibility
that 7% of your outcomes are wrong. The estimated outcome of 50% means that every answer can be answered even. The result of this calculation of a population of 475000
people was 196 respondents. This means that 196 people need to full in the survey to
get a reliable result. There will be asked 200 inhabitants, in case that some of the
surveys went wrong.
§2.3.3 Reliability literature research (sub question 3)
There are a lot of sources which can be used to discover what kinds of marketing
(communication) strategies are possible for the Manchester Sport and Leisure Trust. If
you do literature research it is necessary to be critical of your sources. The sources used
„Trust the Trust‟ 20
for this research are all scientific documents. There are used a few different sources to
illuminate marketing and marketing communication from different point of views.
§2.3.4 Validity document research
During the document research the facts about the facilities and wards are the most important. Because specific information about the offer of the facilities and the usage of a
reliable website the description of the facilities will be valid. Also the descriptions of the
wards are valid, because specific information is used.
The document research is a valid research method, because only information linked to
the facilities and linked to create a description of the wards. The validity will be increased
by using documents created through the Manchester City Council and designed to
describe each ward.
§2.3.5 Validity survey
The questions in the survey are designed by the researcher. In this way it was possible
to design the survey on the basis of what was necessary to discover. It is multiple-choice
questions, whereby the respondents have the opportunity to add information or to give an answer which is not mentioned in the options. By giving some possible answers
people will be ‘pushed’ in various directions, but structured.
§2.3.6 Validity literature research There are many books about marketing, but it is necessary to use the information which
are necessary for this research project. This research method will be valid by researching
specific information about marketing communication strategies which can be useful for
the Manchester Sport and Leisure Trust.
(See attachment 3. for a time table)
„Trust the Trust‟ 21
3. Literature research
This chapter explains the way of interpret the main question and sub questions. Also the
literature study of marketing and marketing communication in general is outlined in this
chapter.
§3.1 Interpretation of the main question
The subject of this research is the usage of the nineteen facilities managed by the
Manchester Sport and Leisure Trust. This research is done by means of a main question.
§3.1.1 Manchester Sport and Leisure Trust The Manchester Sport and Leisure Trust are, as mentioned in chapter 1, an independent,
non-profit organization which gets financial support of the Manchester City Council. This
financial support is made out of the taxes of the residents of Manchester. For additional
information about the Manchester Sport and Leisure Trust see chapter 1.
§3.1.2 Facilities The facilities of the Manchester Sport and Leisure Trust are in total nineteen. These
facilities vary in their offer of leisure – and sport activities. They are all focused on the
entire community of Manchester. The facilities are located across Manchester.
§3.1.3 Optimized
In accordance with Shaun Brennan, commercial director Manchester Sport and Leisure
Trust are the facilities optimized by the residents of Manchester when there is full
occupancy and usage from open till close.
§3.1.4 Usage
The facilities are usable by each resident of Manchester. The existence of the facilities is
guaranteed by the paid taxes of the community. Nevertheless is usage and the incomes
out of usage important to exist as a facility.
§3.1.5 Residents of Manchester The facilities are meant for each resident of Manchester. There are in total 475.000
Mancunians. To attract as many residents as possible the offer of the various facilities is
of a wide range.
„Trust the Trust‟ 22
§3.2 Interpretation of the sub questions
The three different sub questions are to create solutions to discover in which ways the
usage can become increased. The sub questions are outlined in this phase.
§3.2.1 Product-market-combinations
The products offered by an organization or company focused on a specific target group is
a product-market-combination (pmc). The focus on a specific target group is a strategic
choice of needs of the customers which an organization would like to fulfill. (Smal, 2004)
By understanding of the product-market-combinations of the Manchester Sport and
Leisure Trust the offer (products) and target groups (markets) of the facility can be
analyzed.
§3.2.2 Awareness
In the second sub question it is all about the awareness of the several facilities.
Awareness is the number of people who know about the facilities. The awareness of a
facility can be happen spontaneous, like passing by, or by means of advertising. A high
percentage of awareness means a bigger chance that people really would use the facility.
(Alsem, 2005)
§3.2.3 Marketing
The third sub question is to discover which marketing strategies can contribute to a
strengthened position of the Manchester Sport and Leisure Trust.
Marketing is the focus on the necessities of the consumers. The instruments used to
focus on the necessities of the consumers are the price, product, place and promotion.
These all together is called the marketing mix (also personnel or staff can belong to this
marketing mix). With these ‘four p’s’ it is able to adapt your offer to the necessities of
the customer. (Colijn & Kok, 2007)
„Trust the Trust‟ 23
§3.2.4 Promotion
One of the aspects of the marketing mix is promotion, this is also called marketing
communication. Marketing communication is the strategy to communicate with your
customers/target group. Communication can be done in different ways as
advertisements, public relations efforts, sales promotions, personal selling and
sponsorships. The awareness becomes increased by using marketing communication
strategies. (Colijn & Kok, 2007) (Shank, 2005). For a more extensive description of
marketing communication see §3.3.
§3.3 Marketing communication
As mentioned in §3.2.4 marketing communication is one of the aspects of the marketing
mix. Marketing communication is according to Floor and Van Raaij to get in touch with
the trade/customers to act upon the attitude and knowledge into a marketing policy
favourable position. (Floor & Raaij, 1998). In the book ‘Sports Marketing; A strategic
perspective’ by Shank is mentioned that promotion of the marketing mix (marketing
communication) involves all forms of communication to consumers. (Shank, 2005)
These descriptions of marketing communication conclude in the definition of marketing
communication used in this research. Marketing communication is a promotional way to
communicate with your consumers to increase awareness, desire, interest and action.
The several ways of promotion are called the promotional mix elements. This consists of
advertising, personal selling, sales promotion, public relations and sponsorship. (Shank,
2005)
“Advertising is a form of one-way mass communication about a
product, service or idea. Personal selling is an interactive form
of interpersonal communication designed to build customer
relationships and produce sales or sports products, services or
ideas. Sales promotion is a short term incentives usually
designed to stimulate immediate demand for sports products or
services. Public relations is an evaluation of public attitudes,
identification of areas within the organization in which the
sports population may be interested. Sponsorship is investing
in a sport entity……..to support overall organizational
objectives, marketing goals and more specific promotional
objectives.” (Shank, 2005)
Alsem mentioned also in store communication, direct marketing communication and
promotions (sales promotion) as ways of marketing communication. (Alsem, 2005) Colijn
& Kok mention the same instruments as Alsem; advertisement, sales promotion, public
relations, direct marketing, personal selling and sponsorship. (Colijn & Kok, 2007)
§3.3.1 The motivation for marketing communication
There has been chosen to research the various marketing communication options,
because of the fact that this marketing strategy will achieve the most awareness and
engagement with the community of Manchester. The other aspects of the marketing mix
as price and place are curtained facts which will be hard to change. The facilities are
located on a certain location that will be difficult to change (place). The price of the
„Trust the Trust‟ 24
facilities is based on continuing of the existence of a facility not to make profit out of it;
in this way it will be also hard to change the price to increase the usage of the facilities.
Besides the promotion also the product/offer, another aspect of the marketing mix, will
be researched in this report by creating product-market-combinations.
§3.1.2 The working of marketing communication
Alsem mentioned in the book ‘Strategische marketing planning’ that their need to be
taken a few steps before you come to the enforcement of marketing communication. This
is the communication planning process. (Alsem, 2005) The authors of ‘Sportmarketing’
emphasize that marketing communication is used to effort an attitude change which will
be of benefit of the company/organization. (Colijn & Kok, 2007). The marketing
communication process counts two functions:
Marketing communication of sports; positioning and selling of an image through
several ways of marketing communication.
Marketing communication through sports; non-sport brands use forms of sports
by marketing communication to increase their brand value.
(Floor & Raaij, 1998)
The communication planning process consists of four stages which will conclude in the
marketing communication strategy. The four stages are according to Alsem, Colijn & Kok
and Shank;
Target market consideration; The communication target group of the message
needs to be determined. These are all the people who needs to become attracted
by the message. Are these the only people who already use the product/service or
is it meant for people who are not yet aware. (Strategic dimension) The relation
between the customer and the brand/product or service need to be kept in mind
by creating the target group. (Creative dimension). A users profile needs to be
designed to chart the target group. (Media dimension) (Alsem, 2005)
Select a proposition; The proposition is the unique selling point of your product. It
contains the core message of your campaign. The proposition results in a creative
concept, like a slogan. The proposition differs compared to the positioning,
because of the fact that the proposition is focused on the unique selling points of
the product and the positioning is focused on the unique selling point of the entire
brand/organization. (Cotton, 2004)
Create communication aims; What is the reason for your communication? What
would you like to reach by communicating? Communication aims need to be
SMART-formulated (specific, measurable, acceptable, realistic and time framed)
this is necessary to measure to what extent the communication aims are reached.
Communication aims are always focused on cognitive, affective or behavioral
level. (Colijn & Kok, 2007)
Developing of the promotional mix; As stated in §3.3 the promotional mix consists
of four elements. To complete the communication planning process a method of
the promotional mix need to be chosen. In figure four the methods of the
promotional mix are outlined.
„Trust the Trust‟ 25
Advertising Personal Selling
Sales Promotion
Public Relations
Sender’s control over
the
communication
Low High Moderate to low Moderate to low
Amount of
feedback
Little Much Little to
moderate
Little
Speed of
feedback
Delayed Immediate Varies Delayed
Direction of
message flow
One way Two way One way One way
Speed in
reaching large
audiences
Fast Slow Fast Typically Fast
Message
flexibility
None Customized None Some
Mode of
communication
Indirect and
impersonal
Direct and fact
to face
Usually indirect
and impersonal
Usually indirect
and impersonal
Figure 5: The Promotional Mix Elements (Shank, 2005)
The choice of promotional mix elements needs to be based on the communication group
and the communication aim. The most effective way needs to be considered.
„Trust the Trust‟ 26
4. Results
The outcomes of the researches are showed in chapter four, the results. The way of
showing the results depends on the kind of research. Some additional information about
the results will be described in the attachments.
§4.1 Facilities Manchester Sport and Leisure Trust
Nineteen facilities belong to the Manchester Sport and Leisure Trust. Every facility offers
varied products and services. The table below shows the possibilities in every facility.
(Manchester Sport and Leisure Trust, 2008)
Table 2: Facilities of the Manchester Sport and Leisure Trust
§4.1.1 Additional information
The activities for older people are like free swimming, swimming hours for over 50’s and
special work out classes for older people. The activities for children vary from holiday
activities to special toddlers and parents’ programs. (See attachment 4. for a more
detailed description of these facilities)
„Trust the Trust‟ 27
§4.2 The wards
The nineteen facilities are established in twelve wards across the city. Manchester counts
in total 32 different wards. The next tables show facts and figures of every ward where
the facilities are located compared to the Manchester average. (See attachment 5. until
12. for more information)
§4.2.1 Demography
Most of the residents of
Manchester are aged
between 15-29 years. In
Moston live relatively many
people of 65 years and over.
In Old Moat live relatively a
lot people in the age of 15-
29 years.
(Manchester City Council,
2008)
Table 3: Figures of the
demography
§4.2.2 Ethnicity and religion
Table 3: Ethnicities and religions = <0 ,5%
The majority is of a white ethnicity, followed by Pakistani, Black Africans and Chinese
residents. Most of the Manchester residents are Christian, Muslim or non-religious.
(Manchester City Council, 2005)
„Trust the Trust‟ 28
§4.2.3 Economic activity
With 17% of the ‘working-
age-population’ registered as
a student, Manchester is the
second biggest student city of
Europe. In Hulme live the
most students and in Moston
are the most residents
already retired. (Working-age-
population is 16-74 years) (Office
for National Statistics, 2004)
§4.2.4 Households
Almost a quarter of the
population lives on their own.
A quarter lives together with
children. In Hulme live almost
the half of the population
alone and in Ancoats &
Clayton live many lone
parents.
(Office for National Statistics,
2004)
Table 4: Economic activity
Table 5: Households
„Trust the Trust‟ 29
§4.2.5 Health
People in Crumpsall have the longest
life expectancy, with 78 years. In Old .
Moat live the healthiest residents.
(Manchester City Council, 2008)
(See attachment 18. for another table)
Table 6: Health
„Trust the Trust‟ 30
§4.3 Results survey
The survey is meant to discover to what extend the Mancunians are interested in sports.
The results are based on the answers of 200 respondents. The survey was handed out in
the ASDA supermarket nearby Sportcity.
The majority of the respondents were
female (59%) against 41% male
respondents.
Figure 6: Gender
The survey was hand out based on random
selection.
Every age had the same chance to be asked
to complete the survey. Most of the
respondents (35%) were between 22-34
years old, followed by the 35-49 years aged
respondents (23%). The smallest group was
the people aged younger than 16 years and
older than 70 years.
Figure 7: Age
Most of the respondents
live together with a partner
(37%) followed by living
together with partner and
child(ren) (26%). The
smallest group was the
respondents who live alone
with their child(ren) (4%).
The people who stated
‘other’ were mostly living
with their parents or
friends.
41%59%Male
Female
1%
20%
35%23%
10%10%
1%<16
16-21
22-34
35-49
50-59
60-69
70+
13%
37%
4%
26%
20%
Living alone
Together with partner
Alone with child(ren)
Together with partner and child(ren)
Other
Figure 8: Living situation
„Trust the Trust‟ 31
Of the respondents were the
majority a full-time employee
(58%). Only 2% was
unemployed, retired or stated
other. Due to the fact that the
surveys were handed out to the
customers and staff of the ASDA
the number of employees can be
explained.
Figure 9: Job status
More than a quarter of the
respondents as well sports more than
once a week (27%) are not physically
active at all (26%).
If the respondents
are physically
active they are
mostly participating
in gym and
swimming and also
cycling is a popular
way of be
physically active.
The popularity of
gymnastics, hockey
and cricket is very
low.
58%31%
2% 2% 5% 2%Full-time
Part-time
Unemployed
Retired
Student
Other
27%
19%
1%
9%18%
26%
More than once a week
Once a week
Once a fortnight
Once a month
Infrequently
I do not participate in sport
Figure 10: Participation in sports
0%
5%
10%
15%
20%
25%
Gym
Ae
rob
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Foo
tbal
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Swim
min
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Ten
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Mar
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Art
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Ho
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Net
bal
l
Cri
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t
Wat
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olo
Oth
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Figure 11: Participation in specifc sports
„Trust the Trust‟ 32
0% 10% 20% 30% 40%
To stay healthy
To feel good
To lose weight
To relax
To meet other people
High performance competition
Other
The main reason for
people to be
physically active is
mostly for health
reasons (38%),
followed by losing
weight (22%). Only
4% is physical
active to perform at
a high level.
Of the respondents who do
participate in sports only 27% are
member of a sports association or
sports club. Almost three quarters
(73%) is an individual athlete.
The main reason for people to not
participate in sports is because of
limited time (18%). Another
popular reason is the price which
people have to pay to participate.
Figure 12: Reasons to be physical active
73%
27%
Yes
No
0% 5% 10% 15% 20%
Too Expensive
No Time
Current physical condition
Unsure of how I start
Other
Figure 13: Membership of a sports club or sports association
Figure 14: Reason why people do not participate in sports.
„Trust the Trust‟ 33
The respondents who
do watch sport are
mostly watching football
(58%) and athletics
(27%). Only 15% do not
watch sport at all
Figure 16: The awareness of the facilities
The 200 respondents are most aware of the Manchester Velodrome (82%) and the
Manchester Aquatics Centre (66%). They were (almost) not aware of the Arcadia Leisure
Centre (17%) and the Manchester Regional Hockey Centre (33%).
Figure 17: The usage of the facilities
The most used facilities by the respondents are the Manchester Velodrome (15%), the
Manchester Aquatics Centre (13%) and the Miles Platting Swimming Pools (8%). The
other facilities are used by less than 6% of the respondents.
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0%10%20%30%40%50%60%
Figure 15: Do people watch sport?
„Trust the Trust‟ 34
Figure 18: Reasons why people do not use the facilities
The reason why people do not use one of facilities is mostly because of the unawareness
of the facilities. Another reason is the fact that the facilities do not offer the desirable
facilities and activities. The Manchester Velodrome is mostly not used because of the fact
that it does not offer what they prefer. (Other means not physical active at all + usage)
Figure 19: The awareness of where to find information
Almost three quarters (69%) know where they can find information about the facilities.
The most mentioned places were internet and by telephone. Also 31% does not know
where they can find more information about the facilities. One of them wishes that there
was more information available.
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10
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It is too expensive
It is too far away
It does not offer what I prefer
I do not know about it
31%
69%No
Yes
„Trust the Trust‟ 35
§4.4 Results literature research
As described in chapter 3, marketing communication is one of the elements of the
marketing mix (promotion). The promotional marketing mix elements are the ways to
express the message. The promotional mix elements are just about the instruments for
marketing communication.
§4.4.1 Advertisement
Alsem describes advertisement as a non-personal way of promoting your message on the
basis of an identified sponsor. (Alsem, 2005) Advertisement is in particular used to
inform and convince. (Colijn & Kok, 2007)
§4.4.2 Sales promotion
A temporarily benefit for the consumer is a sales promotion. A product/good or services
can be reduced in price or the product/good or services can become more with the same
price. Sales promotion is used to urge to take action. (Colijn & Kok, 2007)
§4.4.3 Public relations
To create goodwill and mutual understanding it is necessary to maintain the relations
with your interest groups. Public relations is used to inform people. (Colijn & Kok, 2007)
§4.4.4 Direct marketing
Marketing which is used to receive a structural, direct relation with your customers is
called direct marketing. It is mainly used to urge to take action. (Alsem, 2005)
§4.4.5 Personal selling
With a personal and interactive contact with your consumer, it is possible to react on the
decision. This makes it possible to convince your customer at the latest moment. (Colijn
& Kok, 2007)
§4.4.6 Sponsorship
To increase awareness and confirm your image sponsorship is the way of marketing
communication. It is mainly used to inform people and create interest. (Colijn & Kok,
2007)
§4.4.7 In store communication
In store communication contains the charisma of the company/shop. The attractiveness
of a company contributes to a higher awareness and interest of the customers. (Colijn &
Kok, 2007)
§4.4.8 The result of marketing communication
Marketing communication is used to cause a change in the attitude of people. Promotion
is focused on cognitive, affective or behavioural effects.
Cognitive effects are changes in the awareness and knowledge about the promoted good
or service. This is caused by advertisement, public relations and sponsorship.
Affective effects are changes in the attitude of the consumer towards the brand, good or
service. These people are aware of the possibility, but still not convinced. To focus on
affective changes advertisement, public relations and sponsorship will help.
„Trust the Trust‟ 36
Behavioural effects are focused on the visible behaviour of a consumer. Marketing
focused on behavioural effects are to persuade people to change one’s mind. Techniques
used to create behavioural effects are sales promotion, direct marketing and personal
selling. (Colijn & Kok, 2007)
„Trust the Trust‟ 37
5. Conclusion
The results of chapter four are analyzed in this chapter. This paragraph will give an
answer on the sub questions. The analyzes are done in different ways.
§5.1 Product-market-combinations
The Manchester Sport and Leisure Trust do not have specific product-market-
combinations (pmc’s). The products/services of the nineteen facilities are not based on
specific target (market) groups. (Except some toddler activities and swimming hours
based on older people.) In this way it is difficult to describe what the pmc’s of the
Manchester Sport and Leisure Trust are. To show what kind of possibilities there are for
each facility the products are compared with the markets.
The facilities are charted, purely, based on their offer. The markets of the facilities are
described in chapter 4. To combine the offer and the markets of the facilities the follow
SWOT-analyses will show in which way the products do or do not fit into the market.
These analyses are done for each facility.
The strengths, weaknesses, opportunities and threats are based on the services/products
offered by the various facilities and the figures of the wards where the facilities are
located. In the attachment will be a more expended analysis of the SWOT’s.
§5.1.1 Abraham Moss Leisure Centre
The Abraham Moss Leisure Centre is a facility with varied possibilities and is accessible
for every age. It is located in Crumpsall a ward with people over every age. There lives
relatively a high population of Pakistani. Most of the residents are Christian, Muslim or
Jewish. Unfortunately, none of the classes are based on their creeds, which can cause a
problem for participation. Most of the people in Crumpsall are economically active.
Residents are healthy and satisfied with their life. (See attachment 19 for more
information)
Abraham Moss Leisure Centre
Crumpsall
Opportunities
O1 = Over 60’s Swim Free
O2 = Varied ages
Threats
T1 = Religions
Strengths
S1 = Varied possibilities
S2 = Extensive opening hours
S3 = Different associations
Grow strategy
S1:O1
Over 60’s can swim for free.
Special packages will attract them
to get involved in more activities.
S2:O2
Adapt times on target groups.
S3:O2
Create different activities for
different ages.
Defence strategy
S1:S2:S3:T2
Through the different religions and
their rules specific activities need
to be organised.
Weaknesses
W1 = Few target group related
classes
Improvement strategy
W1:O1:O2
Over 60’s swim free, create work
out classes combined with the
swimming hours of over 60’s.
Problems
W1:T1
Seeing that different creeds
classes need to focus on different
religions.
Table 7: SWOT-analysis Abraham Moss Leisure Centre
„Trust the Trust‟ 38
§5.1.2 Arcadia Leisure Centre
Two squash courts and a multi-purpose sports hall are present in the Arcadia Leisure
Centre. It is the home base of the Roller Hockey Club. In Levenshulme, the location of
the ward, most people are aged 15-29 years. It is a mixed culture with different religions
and ethnicities. (See attachment 20. for more information)
Arcadia Leisure Centre
Levenshulme
Opportunities
O1 = People get on well together
O2 = High population of 15-29
years.
Threats
T1 = Religions
Strengths
S1 = Roller Hockey Club
S2 = Used by local schools/holiday
activities
Grow strategy
S1:O1:O2
Set up a roller hockey competition
focused on the 15-29 years age
category.
S2: O1:O2
Extension of usage by extra
(school) competitions.
Defence strategy
S1: T1
Due to different religions the Roller
Hockey Club needs to focus their
policy on varied creeds.
S2:T1
During school activities and holiday
activities the focus needs to be on
playing together with different
religions.
Weaknesses
W1 = Limited possibilities
W2 = No associations
Improvement strategy
W1:O1:O2
Involve residents to increase
possibilities
W2:O1:O2
People get on well together
increase involvement and create
new associations.
Problems
W1:T1
Due to different religions the
possibilities need to be expanded
to satisfied different creeds.
W2:T1
Associations focused on different
religions will increase the
involvement.
Table 8: SWOT-analysis Arcadia Leisure Centre
§5.1.3 Ardwick Leisure Centre
The Ardwick Leisure Centre is an indoor sports hall where the local community
participates in different ball sports and racket sports. Ardwick is known for its mixed
culture where many students live. (See attachment 21. for more information)
Ardwick Leisure Centre
Ardwick
Opportunities
O1 = Location
O2 = Lots of students
Threats
T1 = Religions
T2 = Students/financial situation
Strengths
S1 = Wide range of group sports
S2 = Opening hours
Grow strategy
S1:O1:O2
Student competitions to sport
together in a competitive, relaxed
environment besides their study
S2:O1:O2
Create activities based on target
group to attract as many residents
as possible.
Defence strategy
S1:S2:T1
Due to the different creeds focus
on specific activities gear to rules
of religion.
S2:T2
To attract students create
packages on off-peak hours for
reduction.
Weaknesses
W1 = No associations
Improvement strategy
W1:O1:O2
Promote the location of the facility
to attract associations to organise
activities for students
Problems
W1:T1
Due to different religions
associations need to become
attracted to guarantee sport
possibilities in relation to creeds.
W1:T2
Associations can make it cheaper
for students to participate.
Table 9: SWOT-analysis Ardwick Leisure Centre
„Trust the Trust‟ 39
§5.1.4 Belle Vue Leisure Centre
The Belle Vue Leisure Centre contains a few unique possibilities like a cricket academy
and multi-media conference. During the week it is used by the St. Peter High School
which causes limited accessibility. Gorton North, the location, counts many full-time
employees and relatively a high percentage of pensioners. (See attachment 22. for more
information)
Bellevue Leisure Centre
Gorton North
Opportunities
O1 = Mixed population
O2 = Wide population of
pensioners
Threats
T1 = A lot full-time employees
Strengths
S1 = Unique possibilities
S2 = Varied possibilities
Grow strategy
S1:S2:O1
Expand possibilities by involving
the population
S2:O2
Create possibilities for pensioners
based on their needs
Defence strategy
S1:S2:T1
Point out the unique and varied
possibilities to attract the
employees after work and organise
short, effective workout programs.
Weaknesses
W1 = Accessibility
W2 = No age group/ target group
related activities
Improvement strategy
W1:W2:O1:O2
Research needs to organise
specific age group/target group
related activities on popular times.
Problems
W1:W2:T1
Seeing that a lot employees live in
this area. The accessibility and
activities need to be improved to
attract people with limited time.
Table 10: SWOT-analysis Bellevue Leisure Centre
§5.1.5 Broadway Leisure Centre The Broadway Leisure Centre is especially focused on children activities. It contains a
health and fitness suite together with a 25-meter swimming pool. Moston is known for its
high percentage of Chinese residents and a relatively high percentage of pensioners.
Unfortunately, the inhabitants do not get on well together. (See attachment 23. for more
information)
Broadway Leisure Centre
Moston
Opportunities
O1 = Chinese population
O2 = many older people who are
already retired.
Threats
T1 = People do not get on well
together.
Strengths
S1 = Wide range of opportunities
S2 = Children focused activities
Grow strategy
S1:S2O1
There are different opportunities
so create activities popular by
Chinese population.
S2:O2
Organise activities for older people
on non-popular children times.
Defence strategy
S1:S2:T1
Because of people do not get on
well together use different
opportunities optimal to keep
everybody satisfied.
Weaknesses
W1 = The absent of work out
classes/work out studio
Improvement strategy
W1:O1:O2
Due to a high concentration of
Chinese people and retired people
attract this people to organise
aimed activities.
Problems
W1:T1
Because people do not get on well
together, work out classes can
help to bring different people
together.
Table 11: SWOT-analysis Bellevue Leisure Centre
„Trust the Trust‟ 40
§5.1.6 Chorlton Leisure Centre
In this multi-functional sports centre different sport programmes are created. Recently it
has undergone a modernization of various facilities. Chorlton is a difficult ward to
succeed, because of the high percentage of full-time employees and the variety of
people. On the other hand, there is a high percentage of same aged people and people
get on well together. (See attachment 24. for more information)
Chorlton Leisure Centre
Chorlton
Opportunities
O1 = 30-44 years
O2 = People get on well together
O3 = Healthy/satisfied population.
Threats
T1 = Religions/Ethnicities
T2 = A lot of full-time employees
Strengths
S1 = Modernized
S2 = Containing different
possibilities
Grow strategy
S1:O1
Attract the target group by
promoting modernized
possibilities.
S2:O1:O2:O3
Organise (group) activities to give
people the opportunity to fulfil
various motives to participate in
sport.
Defence strategy
S1:T1
Clear descriptions and
explanations to increase the return
on investment of different
ethnicities and religions.
S2:T2
Create specific sport programmes
for people with few time.
Weaknesses
W1 = Few associations
Improvement strategy
W1:O1:O2:O3
Due to the fact that people get on
well together and that there is a
specific age group attract more
associations.
Problems
W1:T1:T2
Attract associations to create a
wide range of target group related
activities.
Table 12: SWOT-analysis Chorlton Leisure Centre
§5.1.7 Levenshulme Swimming Pools
The Levenshulme Swimming Pools are known for its swimming opportunities, but it offers
also a weight room, health suite and massage area. It has the opportunity to work
together, but the different religions and creeds can be a problem in this swimming
facility. (See attachment 25. for more information)
Levenshulme Swimming Pools
Levenshulme
Opportunities
O1 = Arcadia Leisure Centre
Threats
T1 = Religions
Strengths
S1 = Target group aimed classes
S2 = Well known for years
Grow strategy
S1:S2:O1
Expand the possibilities of both
centres to combine the
opportunities. (packages,
marketing)
Defence strategy
S1:S2:T1
Because of the fact that there are
so many different religions and
creeds special classes need to be
created.
Weaknesses
W1 = Limited opening times
weekends
Improvement strategy
W1:O1
Gear opening hours to Arcadia
Leisure Centre to make sure
residents can optimal use the
facilities.
Problems
W1:T1
Due to the variety in the
population opening times need to
be expanded.
Table 13: SWOT-analysis Levenshulme Swimming Pools
„Trust the Trust‟ 41
§5.1.8 Manchester Aquatics Centre
The Manchester Aquatics Centre is located in Ardwick surrounded by the Manchester
University. It contains unique facilities such as a 50-meter pool and a diving platform.
The variety in the population of Ardwick is a fact, which needs to get more attention.
(See attachment 26. for more information)
Manchester Aquatics Centre
Ardwick
Opportunities
O1 = Lots of students (15-29
years)
O2 = Location
Threats
T1= Mixed culture
T2 = Single persons
Strengths
S1 = Variety of mixed leisure
(unique)
S2 = Wide range of opening hours
S3 = Specific associations (Male
Muslim Swim Club)
Grow strategy
S1:S2:O1:O2
Give students the opportunity to
sport with reduction on off-peak
hours.
S3:O1:O2
Fortify the offer of associations to
involve students.
Defence strategy
S1:S2:S3:T1
Due to a mixed culture with mixed
creeds, activities/classes/opening
hours need to be scheduled based
on different ways of life.
S1:S2:S3:T2
Their live a lot of people on their
own so they are probably looking
for company. More group activities
need to be organised to increase
the social motive to participate.
Weaknesses
W1 = Work out classes not based
on older people
Improvement strategy
W1:O1:O2
Involve students to organise
activities for older people by
promoting the unique facility and
creating work out classes for
seniors.
Problems
W1:T1:T2
Seeing that there live many
different people on their own and
there are no specific classes for
older people, offer need to be
more specialised.
Table 14: SWOT-analysis Manchester Aquatics Centre
§5.1.9 Manchester National Squash Centre The Manchester National Squash Centre is located at Sportcity. The squash courts are
used for racket ball as well. The ward Bradford, the location of the centre, counts many
permanently sick/disabled people and a high population of Chinese. (See attachment 27.
for more information)
Manchester National Squash
Centre
Bradford
Opportunities
O1 = Wide population of Chinese
O2 = High population of 45 years
and over
Threats
T1 = High percentage of
permanently sick/disabled
Strengths
S1 = Modern facility
S2 = Used for squash and racket
ball
Grow strategy
S1:S2:O1
Extend possibilities to attract also
the Chinese population like table
tennis or organize special lessons
for this ethnicity.
S2:O2
Extend offer of lessons to increase
the accessibility to participate.
Defence strategy
S1:S2:T1
Because of a high percentage of
permanently sick/disabled people
low impact lessons can help to
attract this people as well. The
modern possibilities will make it
accessible for wheelchair riders.
Weaknesses
W1 = Nothing for children
W2 = Just a few organised
activities
Improvement strategy
W1:O2
Involve pensioners to organise
activities for children.
W2:O1
To attract different ethnicities
organise more activities.
Problems
W1:W2:T1
More organised activities need to
improve the accessibility for
different target groups.
Table 15: SWOT-analysis Manchester National Squash Centre
„Trust the Trust‟ 42
§5.1.10 Manchester Regional Arena
The Manchester Regional Arena is used for athletics and holiday activities for children. In
addition, the Manchester City reserves team plays at the Manchester Regional Arena.
Also, the Manchester Regional Arena is located at Sportcity. Bradford is known for its
high population of Chinese residents. Many people in this ward are permanently
sick/disabled. (See attachment 28. for more information)
Manchester Regional Arena
Bradford
Opportunities
O1 = Wide population of Chinese
O2 = High population of 45 years
and over
Threats
T1 = High percentage of
permanently sick/disabled
Strengths
S1 = Indoor and outdoor facility
S2 = Multi-functional possibilities
Grow strategy
S1:S2:O1:O2
Extend equipment/program to
attract a new target group.
Defence strategy
S1:S2:T1
Because of the fact that a high
percentage of the population has
physical problems; the building
can be optimal used by organising
special activities for this group.
Weaknesses
W1 = Accessibility
Improvement strategy
W1:O1:O2
Because of the fact that there live
many Chinese and older people,
increase accessibility by organising
activities.
Problems
W1:T1
Accessibility needs to be improved
to attract more people by creating
different sport programs.
Table 16: SWOT-analysis Manchester Regional Arena
§5.1.11 Manchester Regional Gymnastics Centre
The Manchester Regional Gymnastics Centre is unique, because it contains extensive
equipment. It organises many activities for children, but is located in an area where
many ‘older’ people live. (See attachment 29. for more information)
Manchester Regional Gymnastics
Centre
Gorton North
Opportunities
O1 = Lots of 45 year aged and
over
Threats
T1 = Different ethnicities
Strengths
S1 = Unique in its kind
S2 = Kids programs
Grow strategy
S1:S2:O1
Extend activities program based on
target groups like gymnastics for
older people. Organise activities
for parents when their kids are
playing as well.
Defence strategy
S1:S2:T1
Because of the different ethnicities
programs need to be extend to
give different people the possibility
to participate.
Weaknesses
W1 = Limited opening hours
W2 =Limited usage
Improvement strategy
W1:W2:O1
Create activities in the morning to
attract older people and to extend
usage of the facility.
Problems
W1:W2:T1
The accessibility is limited so it will
be harder to attract different kind
of people. By increasing the
opening hours and programs more
people will feel attracted.
Table 17: SWOT-analysis Manchester Regional Gymnastics Centre
„Trust the Trust‟ 43
§5.1.12 Manchester Regional Hockey Centre
The Manchester Regional Hockey Centre is unique, because of its outdoor hockey pitches.
Together with cooperation with the Belle Vue Leisure Centre causes for an optimal offer.
The accessibility of the hockey pitches is very difficult. This unique centre, with many
activities for young people, counts a lot of 45 years and over aged people in environment
mixed with cultures. (See attachment 30. for more information)
Manchester Regional Hockey
Centre
Gorton North
Opportunities
O1 = Lots of 45 year aged and
over
Threats
T1 = Different ethnicities
Strengths
S1 = Unique facility
S2 = Cooperation Belle Vue
Leisure Centre
Grow strategy
S1:S2:O1
Extend activities by creating
hockey activities based on the
needs of older residents to attract
them as well.
Defence strategy
S1:S2:T1
Due to different ethnicities with
different habits specific activities
need to be organized to attract
different kind of people.
Weaknesses
W1 = Accessibility
Improvement strategy
W1:O1
Create opportunities for older
residents to increase accessibility
by organising activities.
Problems
W1:T1
Accessibility needs to be improved
by extra opportunities to attract
also other ethnicities.
Table 18: SWOT-analysis Manchester Regional Hockey Centre
§5.1.13 Manchester Regional Tennis Centre
The Manchester Regional Tennis Centre is unique. A facility where people can participate
with different weather conditions; inside and outside. In this area live a lot of lone
parents, permanently sick/disabled people and different religions. (See attachment 31.
for more information)
Manchester Regional Tennis Centre
Ancoats & Clayton
Opportunities
O1 = A lot of lone parents
Threats
T1 = Different religions
T2 = Permanently sick/disabled
Strengths
S1 = Unique facility
S2 = Usable all year round
S3 = Easy access
Grow strategy
S1:S2:S3:O1
Create hours for lone parents to
play tennis while somebody takes
care over their kids to attract them
as well.
Defence strategy
S1:S2:S3:T1
Due to different religions activities
to attract them as well need to be
organized, keep in mind different
creeds.
S1:S2:S3:T2
Offer tennis activities on a lower
impact level and make this easier
with softer balls to attract people
with a physical problem as well.
Weaknesses
W1 = Limited opportunities
Improvement strategy
W1:O1
Increase opportunities to create
activities for parents and children
together.
Problems
W1:T1:T2
The opportunities need to be
extended to involve also other
ethnicities. There will be attracted
less people if the possibilities are
limited.
Table 19: SWOT-analysis Manchester Regional Tennis Centre
„Trust the Trust‟ 44
§5.1.14 Manchester Velodrome
The Manchester Velodrome is a facility where people can cycle on a track. It is one of the
three Velodrome’s in England. Besides track cycling also playing netball, badminton or
basketball are possible. The Manchester Velodrome needs to operate wider
(regional/national) than the other facilities. (See attachment 32. for more information)
Manchester Velodrome
Ancoats & Clayton
Opportunities
O1 = Local community schools
Threats
T1 = Different ethnicities
Strengths
S1 = Unique in its kind/different
possibilities
S2 = National popular
Grow strategy
S1:S2:O1
Organise school competitions to
attract children to participate in
sport/cycling.
Defence strategy
S1:S2:T1
Because of different ethnicities
with different habits some
ethnicities will be excluded. By
organising more target group,
related activities more ethnicities
will feel attracted.
Weaknesses
W1 = Can not fulfil all the requests
W2 = Misuse of programs
Improvement strategy
W1:W2:O1
Make sure that the intended
people participate in the programs
so that the circulation goes more
fluently. On this way, also other
groups can join the track.
Problems
W1:W2:T1
The accessibility for different
ethnicities need to be improved by
organizing more programs and by
aggravate the conditions to take
part in the different programs.
Table 20: SWOT-analysis Manchester Velodrome
§5.1.15 Miles Platting Swimming Pools
The core business of the Miles Platting Swimming Pools is the swimming facilities, besides
this there is also a small fitness suite. In the ward Miles Platting and Newton Heath live
relatively a lot of people aged 45 years and over. (See attachment 33. for more
information)
Miles Platting Swimming Pools
Miles Platting and Newton Heath
Opportunities
O1 = Lot of older people
Threats
T1 = High population of lone
parents
Strengths
S1 = Attendance of associations
S2 = Package membership
(fitness+swimming)
Grow strategy
S1:S2:O1
Increase participation of older
people by scheduling combination
activities on off-peak hours.
Defence strategy
S1:S2:T1
A nursery gives lone parents the
opportunity to sport, while their
kids are playing under
accompanying.
Weaknesses
W1 = Limited opening hours
weekend
W2 = Limited fitness facilities
Improvement strategy
W1:W2:O1
Organise fitness group activities to
optimise the usage of the fitness
suite.
Problems
W1:W2:T1
Extend opening hours in the
weekends and organise child-
parents activities.
Table 21: SWOT-analysis Miles Platting Swimming Pools
„Trust the Trust‟ 45
§5.1.16 Withington Leisure Centre
A work-out studio, a swimming pool and a fitness suite contain the Withington Leisure
Centre. The centre is located in Old Moat, a ward where live a lot of different cultures and
students, but where people get on well together. (See attachment 34. for more
information)
Withington Leisure Centre
Old Moat
Opportunities
O1 = People get on well together
O2 = Lots of students
O3 = People are healthy (pay
attention on their life style)
Threats
T1 = Variety of cultures
Strengths
S1 = Range of facilities and
activities
S2 = Opening hours
Grow strategy
S1:O1:O3
Because of a positive attitude of
the residents they will feel
attracted by the several
opportunities of the centre.
S2:O1:O2
The wide opening hours will attract
different kind of people throughout
the day. A reduction for students
on off-peak hours will attract
them.
Defence strategy
S1:S2:T1
Because of the different
possibilities several cultures will
feel attracted by the centre. To
attract more cultures activities
need to reckon with different
creeds and habits.
Weaknesses
W1 = No target group related
classes
Improvement strategy
W1:O1:O2:O3
Take wide target groups to specify
programs, but because of the fact
people get on well together a wide
range of target groups will be
enough.
Problems
W1:T1
Because of the absence of specific
classes some cultures will not be
able to participate in the classes.
More creed specified programs will
attract more cultures.
Table 22: SWOT-analysis Withington Leisure Centre
§5.1.17 North City Family and Fitness Centre The North City Family and Fitness Centre are surrounded by different ‘daily-used’
companies, that increases the publicity. It contains a wide range of equipment and offers
a wide range of activities. The obstacles for different ethnicities and disabled people need
to be decreased in Harphurhey. (See attachment 35. for more information)
North City Family and Fitness
Centre
Harpurhey
Opportunities
O1 = Location close to other
facilities
Threats
T1 = Ethnicities
T2 = High percentage of
population permanently
sick/disabled
Strengths
S1 = Equipment/wide range of
offer
S2 = Target group related classes
Grow strategy
S1:S2:O1
Attract more residents by working
together with the nearby
companies and advertise with wide
range of offer.
Defence strategy
S1:T2
A lot of residents have physical
problems. To attract this people
create work out programs.
S2:T1
The target group related classes
need to keep different habits in
mind.
Weaknesses
W1 = No associations
Improvement strategy
W1:O1
Attract associations to involve in
centre by promoting the perfect
location.
Problems
W1:T1:T2
Increase accessibility by attracting
associations for different
ethnicities and groups.
Table 23: SWOT-analysis North City Family and Fitness Centre
„Trust the Trust‟ 46
§5.1.18 Ten Acres Leisure Centre
In Miles Platting & Newton Heath is, besides the Miles Platting Swimming Pools, also the
Ten Acres Leisure Centre located. This centre is known for its group activities like
football, hockey and basketball. In Miles Platting & Newton Heath live a lot older people
and a lot of lone parents. This needs to be kept in mind when producing schedules. (See
attachment 36. for more information)
Ten Acres Leisure Centre
Miles Platting & Newton Heath
Opportunities
O1 = A lot of lone parents
Threats
T1 = A lot of older people
Strengths
S1 = A lot of associations
Grow strategy
S1:O1
Special activities after school hours
will attract children who live with
only one parent. While the parent
works, somebody takes care over
the child.
Defence strategy
S1:T1
Activities in the morning focussed
on older people will attract another
target group.
Weaknesses
W1 = Accessibility
W2 = Limited possibilities
Improvement strategy
W1:W2:O1
Extension of the opening hours in
the weekends makes it more
accessible for lone parents to let
their children participate in an
activity or to play together.
Problems
W1:W2:T1
Extension of the possibilities will
attract older people as well to
participate in a group activity.
Table 24: SWOT-analysis Ten Acres Leisure Centre
§5.1.19 Moss Side Leisure Centre
The Moss Side Leisure Centre offers a lot of different activities. It is located in Hulme,
where a lot of students live. (See attachment 37. for more information)
Moss Side Leisure Centre
Hulme
Opportunities
O1 = Students
O2 = A lot of singles
Threats
T1 = Religion
Strengths
S1 = Associations
S2 = Offer of activities
Grow strategy
S1:S2:O1:O2
The wide range of activities will
attract different people. Special
student hours/reduction and
student group activities will fulfil
the social need of this group.
Defence strategy
S1:S2:T1
Due to different religions the offer
needs to be based on the needs
and habits of different ways of life.
Weaknesses
W1 = Limited work out classes
Improvement strategy
W1:O1:O2
Because of the many single living
students their social needs need to
be fulfilled by extension of the
work out classes.
Problems
W1:T1
The accessibility for different
religions needs to be improved by
work out classes that fit to their
creeds.
Table 25: SWOT-analysis Moss Side Leisure Centre
„Trust the Trust‟ 47
§5.2 Analysis SWOT-matrix
The SWOT-analysis result in different strategies (possible pmc’s), which can be of added
value for the several facilities. Several strategies are usable in different facilities. In this
phase, the different strategies will be explicated.
§5.2.1 Grow strategy
Grow is possible in four different ways so Ansoff (1957). These possibilities are of
consequence of these SWOT-analyses.
Existing products New Products
Existing
market
New market
By analysing the different facilities several times, the same possibilities stand out.
In facilities where swimming pools as well as fitness suite are present, none of them tries
to attract people over 60’s to participate in fitness, where they can swim for free.
Combinations packages and programs will attract older people to combine a fitness work
out with a swim session. (Market development)
All the facilities with a workout studio offer different kind of classes. These classes are
usually not based on different age groups. By classes focused on different ages, also
older people will feel attracted to participate on their own level. (Market development)
Due to the taxes paid by the residents, the facilities need to try to attract as many
residents as possible. By organizing school competitions/student competitions in multi-
functional facilities, the usage can be improved. At the same time, the awareness of the
facilities becomes improved. (Diversification)
By organizing activities focused on a specific target group like, student and older people
the attendance of groups can be influenced. Create activities for older people in the
morning, attract people on off-peak hours with reduction and schedule student group
activities so that they can play sport together. (Diversification)
Market penetrationExisting products expanding on existing
market
Product developmentA new product on an existing market
Market developmentExpanding of the market with an existing
product
DiversificationNew products on new markets
Growstrategy
Figure 20: Ansoff-matrix Grow strategy on four different ways (Colijn & Kok, 2007)
„Trust the Trust‟ 48
Another opportunity is to extend facilities with a nursery, in this way the accessibility for
parents will be improved. The offer of child focused activities after school will give lone
parents the opportunity to work while their children play sports.
Some facilities are able to attract more people by cooperation with the nearby
companies, like vouchers in supermarkets and combination tickets for different
possibilities. (Product Development)
The extension of programmes can be made by involving pensioners. A possibility is to
attract them to organise activities/lessons in exchange for free sporting opportunities. In
this way the programme can be extend, more people can be reached and the pensioners
have something to do and they can do sport for free. (Product development)
§5.2.2 Defense strategy
In Manchester are a lot of different ethnicities and religions. The different ethnicities have
different needs. For example, Chinese people feel attracted by table tennis activities, but
none of the facilities offers this. Some wards have a high population of Chinese people
and the facilities will be able to offer table tennis. In this way, a new target group will
feel attractive. The facilities need to base their activities on the needs of the population.
In some religions, women are not allowed to do sport together with men or they have
clothing regulations that discourage them to participate in a (sports) activity. The
facilities need to offer possibilities for these religions to attract them ass well.
In some wards, there live relatively a high percentage of permanently sick/disabled
people. To involve them in the community special work out programmes can be of
benefit. This will increase the usage of the facility.
In other wards, there live relatively many lone parents. By offering childcare parents will
be able to sport. The costs of a childcare can be reduced by offering these on specific
hours or to work together with nearby located companies.
A threat for some wards is that people work a lot. The danger of this is that people do
not have enough energy and/or time to sport after work. By offering, short, effective
workout programmes, which are focused on people who do not prefer to do sport the
accessibility for some people, will be improved.
§5.2.3 Improvement strategy Most of the facilities are offering activities without knowing the needs of the customers.
By involving, the residents programmes can be more based on the needs of the potential
customers. The involvement of students and pensioners can be of benefit by organising
classes. It can be an internship for a student or pastime for a pensioner.
This counts also for the associations. In some facilities are missing associations, which
can fulfil the needs of customers, like religion-focused associations. Only the associations
are able to offer programs.
People aged over 60’s are able to swim for free, but in this way it is less attractive to
participate in fitness and other sport activities as well, due to the fact that they have to
pay for this. By creating a combination programme of fitness and swimming, the
attractiveness will be increased.
§5.2.4 Problems
Some facilities are not optimized due to the presence of limited numbers of associations.
The importance of associations is underestimated by the facilities. Different associations
will increase the usage, awareness and needs of the residents. There are only a few
„Trust the Trust‟ 49
facilities that offer activities based on different religions. The absence of associations
causes limited opening hours and limited fulfilment.
More associations will be able to offer more activities and to base their offer on different
creeds. The limited opening hours can make it difficult for full time employers to join one
of the facilities.
The facilities need to focus more on the needs of their customers to optimise the usage
of every facility.
§5.2.5 The product-market-combinations summarized The Manchester Sport and Leisure Trust do not have specific product-market-
combinations. The offer is mainly not based on specific groups, but accessible for
everyone. To show what kind of product-market-combinations are possible, the offer of
the facilities are compared with the markets of the facility.
The SWOT-analysis show to what extent the current offer is based on the target group
and in which way this can become increased. Product-market-combinations will make the
access to participate in one of the facilities easier for customers. The quality of the offer
will become increased by pmc’s due to the more specified programs.
§5.3 The Mancunians in relation to sport
The survey is meant to chart to what extent the Mancunians are aware of the nineteen
facilities and to what extend they use the facilities. Based on analyzes of the results it is
possible to chart the Mancunians according to sports.
§5.3.1 The respondents charted The respondents were mainly women. This was expected, because of the fact that the
surveys were handed out in a supermarket on a weekday. This will not disrupt the
research.
Most respondents were aged between 22 – 49 years (58%), also the Mancunians across
the city aged between 22 – 49 years are in a majority (55%). Most of the respondents do
live with their partner or with their partner and their child(ren) (50%) this is
proportionally a high percentage compared to the percentage of the entire city of 35%.
A high percentage of the respondents do work full-time or part-time (89%). Only 42% of
the entire population of Manchester do work full-time or part-time. This percentage is
explainable based on the location where the surveys are handed out. In ASDA the staff
members were asked to complete a survey.
§5.3.2 Mancunians and physical activity Almost the half of the respondents are regularly, (at least once a week), physically active
(46%), only 27% of the respondents who is an active member of a sports club or sports
association and almost 90% of the respondents watch sport in a stadium or on television.
The main reason for the respondents to be physically active is for healthy reasons. The
most popular sports to participate in are gym and swimming. The most popular sport to
watch on television is football.
Of the respondents at least 44% are never physically active or infrequently. No time
available, is a common reason why people are not physically active at all (17%).
„Trust the Trust‟ 50
That 44% is not physical active at all means that there is still a wide market for the
Manchester Sport and Leisure Trust who they can try to attract to the facilities. Because
of the fact that ‘no time available’ is a common reason for people activities, classes and
programs needs to focus on this.
§5.3.3 Awareness of the facilities
The facilities are focused on everyone in the community. Besides this, also the residents
pay council tax for the facilities. The facilities cannot continue without this financial
contribution of the Manchester Council.
The awareness of a facility contributes to a higher number of usages. The facilities of
the Manchester Sport and Leisure Trust are not well known in the community. Of the
nineteen different facilities, eleven of them are only known by less than 40% of the
community. This is a conspicuous fact especially because of the fact that these facilities
are focussing on everybody in the community.
The AIDA-model is used to show what the effect is of marketing on the target group. At
this moment the most Mancunians are not even in the ‘attention/aware’ stage.
Figure 22: The AIDA-model based on the Figure 23: The AIDA-model based on
Manchester Velodrome the Arcadia Leisure Centre
Figure 21: AIDA-model of Strong
(Marketingportaal)
„Trust the Trust‟ 51
Figure 21 depicts the awareness, interest, desire and action stages of the Manchester
Velodrome. The awareness of the Manchester Velodrome is pretty good, due to big
international events held in this venue. Only 11% uses the facility, but there are still a
number of residents 15% who are interested in this venue, but who still are in the
interest or desire stage. By focusing on the 11% of the people who are still interested the
usage can become increased. The figure of 11% is based on the people who knew about
the facility, but did not use the facility because of several reasons. These reasons were; it
is too far away, it is too expensive or the usage of the same facility somewhere else. The
reason, does not offer what I prefer has not been calculated in this number, because of
the fact that these people are not interested at all.
As is shown in figure 22 the stages of the AIDA-model focused on the Arcadia Leisure
Centre, the most unaware facility. The awareness of this facility is pretty low, only 11%
knows about the facility. The facility has only been used by 1% of the respondents. For
the Arcadia Leisure Centre are also 16% of the people in the interest or desire stage.
This can be a new target group to attract by focusing on their wants and needs.
The awareness of the facilities need to become increased to increase the usage and to
fulfill the wants and needs of the Manchester residents. Communication aims needs to
focus on increasing awareness of the several facilities.
§5.3.4 Usage of the facilities
The usage of the facilities depends especially on the awareness of the facilities. As
showed in figure 16 the Manchester Velodrome and the Manchester Aquatics Centre are
the most used facilities, but also the most aware facilities (figure 15) The usage of the
facilities is obviously connected with the awareness of the facilities. These graphics show
that the awareness of a facility is necessary to exist.
The most common reason for not participating in one of the facilities is, besides the
awareness about the facilities that the facilities do not offer what the residents prefer.
This can be called conspicuous due to the multifunctional options in the facilities. Out of
the survey can be conclude that the awareness and the usage can become increased by
offering services and products based on the wants and needs of the customers.
§5.3.5 The awareness of the facilities summarized
The awareness of the facilities is low. Most of the facilities are only known by less than
40%. The survey showed that the facilities are mostly not used, because people do not
know about the possibility. The attention of the facilities need to become increased to
increase the number of people who use the facility.
The research of the attitude of the Mancunians according to sport showed that more than
the half (53%) is not regularly physical active. This can be a good reason why the
awareness of the facilities is low, people are not interested in being active at all.
§5.4 Marketing communication based on the Manchester Sport and Leisure Trust
The usage of the nineteen facilities needs to become increased. To urge people on to
participation in one of the facilities first of all the awareness (cognitive) needs to become
increased. The most effective ways for marketing communication is for the Manchester
Sport and Leisure Trust by advertisement, public relations and sponsorship. Because
these ways of marketing communication are focussed on increasing awareness. As the
„Trust the Trust‟ 52
awareness has become increased, it is necessary to focus on increasing usage. This will
be possible on the basis of sales promotion, direct marketing and personal selling.
Seeing figure 4 advertising would be the best way for the Manchester Sport and Leisure
Trust to increase awareness of the nineteen facilities. Advertising makes it possible to
inform a wide range of the community about the facilities. This in combination with sales
promotional activities would attract people to visit one of the facilities.
To create the marketing communication strategy the target group needs to be
considered. Who do the Manchester Sport and Leisure Trust try to attract? Due to the
fact that everybody pays for the facilities, the focus will be on every resident of
Manchester.
With the advertising across the entire city, the corporate identity of the nineteen facilities
needs to become cleared. The facilities are meant for everybody, irrespective of age,
gender, ethnicity or religion. This needs to be interwoven with the message of the
advertising.
Message: Try one of the nineteen facilities managed by the Manchester Sport and Leisure
Trust.
Positioning: The Manchester Sport and Leisure Trust is meant for everybody.
Target group: All the residents of Manchester.
Promotional mix element: Advertisement
Sales promotional activities would make it more attractive for people to act on the basis
of the advertisement. These sales promotional activities need to differ from each facility.
Due to the fact that each facility has something different to offer and tries to attract
other target groups. A sales promotional activity can be a free gift/merchandising in each
facility. Communicate this on the advertisements.
§5.4.1 The marketing (communication) strategies summarized
The literature study showed that a type of marketing communication will be a good way
to increase the awareness and usage of the facilities. Especially, advertisement and sales
promotional activities will be of benefit to reach these goals.
A strengthened position of the Manchester Sport and Leisure Trust will happen when the
awareness and the usage of the facilities become increased. This will make the existence
of the facilities reliable.
„Trust the Trust‟ 53
6. Recommendations
This research focuses on the usage and awareness of the facilities managed by the
Manchester Sport and Leisure Trust. The sub questions result, all together, in
recommendations to increase the usage of the nineteen different facilities. This chapter
outlines the recommendations based on the results and conclusions of the sub questions.
First of all, it is important to summarize in which ways the facilities can become
optimized by the residents of Manchester (main question). These suggestions are based
on chapter 5.
The nineteen facilities of the Manchester Sport and Leisure Trust can become optimized
by increasing the awareness of the facilities, creating target group related activities and
review the current offer of the facilities.
The suggestions are outlined below and show in which way this will be reliable.
§6.1 Review the offer of the facilities
Research to what extent the facilities currently do fulfil the wants and needs of the
environment. Are the customers satisfied with the possibilities of each facility or do they
miss services? It is necessary that the offer is satisfying the residents of the ward
wherein the facility is located, because the facilities are there for the residents. Because
of the fact that the current offer is not focused on specific target groups there will be a
possibility that the facility does not fulfil the wants and needs of its customers.
§6.2 Create product-market-combinations
The facilities are not offering their services based on the residents of the ward. In this
report, the wards are charted. By using these figures, it will be possible to base the offer
on the residents with different ages, ethnicities and religions. The facilities need to offer
activities, which are interesting for every resident of the ward, due to the fact that the
Manchester Sport and Leisure Trust is focused on every resident of Manchester.
By creating product-market-combinations - products focused on a specific group/market
- the quality of the products become increased. This is, because the offer can be based
on a more specific group. Workout-classes, lessons and activities will be attended by
people who feel attracted to belong to this ‘target group’.
Product-market-combinations make it possible to base the offer on the wants and needs
of the residents. For example 50+activities; special workout programs for people who
have limited time to sport and activities for people with different religions and creeds.
This will make the facilities accessible for a wider range of people.
In some wards, a high percentage of people are permanently sick or disabled. Especially
for a lot of these people, it is important to stay active. By creating product-market-
combinations, activities for this group can be designed too.
By creating product-market-combinations it is important to focus the strategy on what
you would like to reach. Create value of your product. So, do not focus only on what your
offer, but also on how you offer this. Try to give the customers a feeling that the facilities
of the Manchester Sport and Leisure Trust are worth to participate in, because of their
unique selling points like; extra activities, cleanliness and the friendly staff.
„Trust the Trust‟ 54
By creating product-market-combinations focus on which wants and needs you fulfil by
offering your ‘product’. Base this on your market group. Which kind of people would like
to fulfil that kind of wants or needs. If you have got a specific target group, try to chart
this group as specific as possible.
Stages to create a product-market-combination (summarized):
- Create value for you service (why is this ‘unique’, not only because of the product,
but because of the extra services)
- Which wants and needs do you fulfil?
- Who is availed by the fulfilment of these wants and needs?
- Specify your target group, try to know as much as possible of this group.
§6.3 Increase awareness
The awareness of the facilities is pretty low (about 40%) when you consider that the
facilities are meant for everybody (100%). This means that about 60% of the population
are ignorant with respect to the possibilities offered by the Manchester Sport and Leisure
Trust. This number of people is still a target group, because these people do not use the
facilities, since they are not aware of the possibility.
The best way to increase the awareness is by advertisement and promotional sales.
Advertisement will make people aware of the facilities. To attract them to visit one of the
facilities with promotional actions like reduction, free induction for a day and special
activities will be useful. By communicating this on your advertisement people will be
aware of the sales. Make it also attractive for children to visit the facilities, by organizing
children’s activities like a clowns, balloons and special guests.
§6.4 Combine functions of facilities
Some facilities are very close to each other located and have different services to offer.
By combining the possibilities of the both centres, the number of customers could
increase. Some of these facilities have limited opening hours. These hours are not based
on the opening hours of the other facility. It is necessary that the residents of a ward have as many chances as possible to be physical active. By reviewing the opening hours
of each facility, it can be possible to give people the opportunity to be physically active
every day. Opening hours should not stand in the way of physical activity!
Besides the opening hours, special packages could also encourage people to sport in both
facilities, which can increase the usage in both facilities.
„Trust the Trust‟ 55
7. Discussion
This chapter explains the demerits of this research project. This way, these demerits can
be prevented in further research projects.
§7.1 Realisiation of the SWOT-analyzes
A SWOT-analysis exists of an internal and external analysis. In this research project the
outcomes used to create a SWOT-analysis are very limited. The strengths and
weaknesses of an organization result from an internal analysis. The opportunities and
threats of an organization result from an external analyses.
The internal facts were only based on information from the websites of the Manchester
Sport and Leisure Trust. The entire facility is not charted, but only the offer of the facility.
The next time, the facility needs to be researched on the base of an extensive internal
analysis. This can be done by using the BLIM(O)-model or a 7-Smodel. These are
methods to analyze an organization.
The opportunities and threats (external analysis) were only based on the residents of the
wards wherein the facilities are located. The conveyed opportunities and threats are
purely based on the figures from the tables. By using a DESTEP-model, the entire
environment of the facility will be researched.
Because the facilities do not have figures about usage, it was difficult to base the results
of the external analysis on real opportunities and threats. This is the reason that is
chosen to create opportunities and threats for a SWOT-analysis, out of expected threats
and opportunities based on the figures of the residents.
The outcomes of the SWOT-analyses are still useful, because of the fact that they are
really based on the offer and target group of the facility.
§7.2 Respondents
The respondents used for the survey were not based on a reflection of the entire
community. For this research, the surveys were conducted at the ASDA supermarket.
Here do not come many people of several ethnicities and religions, while other ethnicities
than ‘white’ represent a quart of the community. Another point is that the surveys are
were conducted at one spot. People who live in that area, probably only visit that
supermarket. This will make it plausible that some facilities are not used by them,
because they are probably too far away.
By handing out the surveys in different areas of Manchester the outcomes will differ, but
because this research had to be done in a couple of months there was too limited time.
For the next research it will be useful to hand out the surveys in different areas and to
make sure that the respondents are a reflection of the community.
§7.3 Recommendation new research
A research of the usage of each facility will make it easier to focus the offer on the most
popular activities. Also a customer satisfy research is useful to make sure that your
customers are satisfied with the current offer or that you can change something in your
facility to make sure that people are satisfied.
„Trust the Trust‟ 56
This research resulted in a low awareness of the facilities. To make sure that these
numbers are right, an awareness research in each ward of a facility will show the correct
awareness numbers of the target group.
„Trust the Trust‟ 57
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http://www.neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=60
96962&c=Crumpsall&d=14&e=9&g=351247&i=1001x1003x1004&m=0&r=1&s=123920
9680375&enc=1&dsFamilyId=107
Office for National Statistics. (2004) Economic Activity – Gorton North. Retrieved 2009,
from Office for National Statistics:
HYPERLINK
"http://neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=60978
54&c=Gorton+North&d=14&e=9&g=350875&i=1001x1003x1004&m=0&r=1&s=123859
2248250&enc=1&dsFamilyId=107"
http://neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=609785
4&c=Gorton+North&d=14&e=9&g=350875&i=1001x1003x1004&m=0&r=1&s=1238592
248250&enc=1&dsFamilyId=107
Office for National Statistics. (2004) Economic Activity – Harpurhey. Retrieved 2009,
from Office for National Statistics:
HYPERLINK
"http://neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=60981
57&c=Harpurhey&d=14&e=9&g=351595&i=1001x1003x1004&m=0&r=1&s=123859407
5562&enc=1&dsFamilyId=107"
„Trust the Trust‟ 60
http://neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=609815
7&c=Harpurhey&d=14&e=9&g=351595&i=1001x1003x1004&m=0&r=1&s=1238594075
562&enc=1&dsFamilyId=107
Office for National Statistics. (2004) Economic Activity – Hulme. Retrieved 2009, from
Office for National Statistics:
HYPERLINK
"http://www.neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=6
098661&c=Hulme&d=14&e=9&g=351628&i=1001x1003x1004&m=0&r=1&s=12399698
82112&enc=1&dsFamilyId=107"
http://www.neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=60
98661&c=Hulme&d=14&e=9&g=351628&i=1001x1003x1004&m=0&r=1&s=123996988
2112&enc=1&dsFamilyId=107
Office for National Statistics. (2004) Economic Activity – Levenshulme. Retrieved 2009,
from Office for National Statistics:
HYPERLINK
"http://www.neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=6
099286&c=Levenshulme&d=14&e=9&g=351661&i=1001x1003x1004&m=0&r=1&s=123
9209818750&enc=1&dsFamilyId=107"
http://www.neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=60
99286&c=Levenshulme&d=14&e=9&g=351661&i=1001x1003x1004&m=0&r=1&s=1239
209818750&enc=1&dsFamilyId=107
Office for National Statistics. (2004) Economic Activity – Miles Platting & Newton Heath.
Retrieved 2009, from Office for National Statistics:
HYPERLINK
"http://www.neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=6
099936&c=Miles+Platting&d=14&e=9&g=351201&i=1001x1003x1004&m=0&r=1&s=12
39969819878&enc=1&dsFamilyId=107"
http://www.neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=60
99936&c=Miles+Platting&d=14&e=9&g=351201&i=1001x1003x1004&m=0&r=1&s=123
9969819878&enc=1&dsFamilyId=107
Office for National Statistics. (2004) Economic Activity – Moston. Retrieved 2009, from
Office for National Statistics:
HYPERLINK
"http://www.neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=6
100069&c=Moston&d=14&e=9&g=351705&i=1001x1003x1004&m=0&r=1&s=12392099
30406&enc=1&dsFamilyId=107"
http://www.neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=61
00069&c=Moston&d=14&e=9&g=351705&i=1001x1003x1004&m=0&r=1&s=123920993
0406&enc=1&dsFamilyId=107
Office for National Statistics. (2004) Economic Activity – Old Moat. Retrieved 2009, from
Office for National Statistics:
HYPERLINK
"http://www.neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=6
100470&c=Old+Moat&d=14&e=9&g=351951&i=1001x1003x1004&m=0&r=1&s=123996
„Trust the Trust‟ 61
9984017&enc=1&dsFamilyId=107"
http://www.neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=61
00470&c=Old+Moat&d=14&e=9&g=351951&i=1001x1003x1004&m=0&r=1&s=1239969
984017&enc=1&dsFamilyId=107
Office for National Statistics. (2004). Household Composition Crumpsall. Retrieved 2009,
from Office for National Statistics:
http://neighbourhood.statistics.gov.uk/dissemination/LeadTableView.do?a=3&b=609696
2&c=Crumpsall&d=14&e=15&g=351247&i=1001x1003x1004&m=0&r=1&s=123860380
0000&enc=1&dsFamilyId=55
Manchester City Council. (2008, July). Population factsheet Ardwick. Retrieved 2009,
from Manchester City Council
http://www.manchester.gov.uk/downloads/A26aa_Ard.pdf
Manchester City Council. (2008, July). Population factsheet Bradford. Retrieved 2009,
from Manchester City Council
http://www.manchester.gov.uk/downloads/A26c_Brad.pdf
Manchester City Council. (2008, July). Population factsheet Chorlton. Retrieved 2009,
from Manchester City Council
http://www.manchester.gov.uk/downloads/A26h_Chorl.pdf
Manchester City Council. (2008, July). Population factsheet Crumpsall. Retrieved 2009,
from Manchester City Council
http://www.manchester.gov.uk/downloads/A26k_Crump.pdf
Manchester City Council. (2008, July). Population factsheet Gorton North. Retrieved
2009, from Manchester City Council
http://www.manchester.gov.uk/downloads/A26o-GorNor.pdf
Manchester City Council. (2008, July). Population factsheet Harpurhey. Retrieved 2009,
from Manchester City Council
http://www.manchester.gov.uk/downloads/A26q_Harp.pdf
Manchester City Council. (2008, July). Population factsheet Hulme. Retrieved 2009,
from Manchester City Council
http://www.manchester.gov.uk/downloads/A26s_Hulme.pdf
Manchester City Council. (2008, July). Population factsheet Levenshulme. Retrieved
2009, from Manchester City Council
http://www.manchester.gov.uk/downloads/A26t_Leven.pdf
Manchester City Council. (2008, July). Population factsheet Miles Platting & Newton
Heath. Retrieved 2009, from Manchester City Council
http://www.manchester.gov.uk/downloads/A26v_Miles.pdf
Manchester City Council. (2008, July). Population factsheet Moston. Retrieved 2009,
from Manchester City Council
http://www.manchester.gov.uk/downloads/A26x_Moston.pdf
„Trust the Trust‟ 62
Manchester City Council. (2008, July). Population factsheet Old Moat. Retrieved 2009,
from Manchester City Council
http://www.manchester.gov.uk/downloads/A26z_Old.pdf
Sport England. (2008). Active People Survey 2007/2008. Retrieved 2009, from Sport
England: www.sportengland.org/one_million_fact_sheet2.pdf
Sport England. (2008, June). Sport England Strategy 2008-2011. Retrieved March 2009,
from http://www.sportengland.org/sport_england_strategy_2008-2011.pdf
Sportcity. (n.d.). Retrieved from Sportcity: http://www.sportcity-manchester.com/
„Trust the Trust‟ 63
Attachments
1. The survey
„Trust the Trust‟ 64
„Trust the Trust‟ 65
2. Vouchers survey
The front of the voucher
The pass has been sealed to make sure
that people will not make copies of these
passes.
The back of the voucher
„Trust the Trust‟ 66
3. Timetable
Week number Task
Week 8 – week 12
Collect information
Get informed
about the
Manchester Sport
and Leisure Trust
Get informed
about the
Manchester
Velodrome
21/02 Revolution – Track
Cycling Event
25/02 Tour National
Squash Centre – Mark Wilson
25/02 VIP Tour
Manchester Velodrome –
Bob Barber
26/02 Appointment Jarl Wash, Bob Barber,
Shaun Brennan
03/03 Safety tour
Manchester Velodrome
06/03 Tour Manchester
City stadium
09/03 Managers meeting
– Manchester Velodrome
11/03 Progress project –
Gerco van Dalfsen
12/03 Taster Session –
Manchester Velodrome
12/03 Discuss project -Shaun Brennan
16/03 Handing in – Plan
of approach; Adri Broeke,
Gerco van Dalfsen, Bob
Barber, Shaun Brennan, Jarl Walsh
16/03 Managers meeting
– Manchester Velodrome
Week 13 – Week 15 Process
information and
handle with
question 1
Produce survey
26/03 Taster Session –
Manchester Velodrome
Discuss Progress/Survey
– Shaun Brennan
Discuss Progress/Survey
– Adri Broeke/Gerco van
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Dalfsen
Week 16 – week 18 Hand out surveys
Process surveys
Handle with
question 2
Discuss Progress/Survey
– Shaun Brennan
Discuss Progress/Survey
– Adri Broeke/Gerco van
Dalfsen
Week 19 – Week 21 Handle with
question 3
Handle with ‘main
question’
Discuss Progress/Survey
– Shaun Brennan
Discuss Progress/Survey
– Adri Broeke/Gerco van
Dalfsen
Week 22 – Week 24 Finish thesis
Hand in draft essay –
Adri Broeke/Gerco van
Dalfsen
Week 25 Add comments in
essay
Week 26 Hand in essay
Week 27 Final presentation
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4. Description facilities
The Manchester Sport and Leisure Trust manage seventeen (sport) facilities across the
city. By 2010 also the Manchester Velodrome and the North City Familiy & Fitness Centre
will be transferred into the Trust. All the facilities have other activities to offer. A
description of every facility will follow.
Abraham Moss Leisure Centre
This centre is located in the ward Crumpsall. It offers a wide variety of activities destined
for a varied public. There are two pools, a fitness suite, squash courts and a multi-
purpose sports hall. In the two pools swimming sessions and swimlife swimming lessons
are given. In the fitness suite is participation in work out classes possible. The multi-
purpose sports hall is used to play among other things basketball, cricket, football and
netball. This hall is also available to hire for great societies. The pool and a meeting room
will be used for children parties. Different associations are active in this centre; Abraham
Moss Football Club, Abraham Moss Taekwondo Club, Karate Club, Abraham Moss
Kickboxing Club, Elton Dog Obedience Club, College of the third age Tai Chi, Zest Yoga
and Sub Aqua.
Arcadia Leisure Centre
This activity centre is used by the local schools for their gymnastics. During holidays the
Arcadia Leisure Centre is used to organize activities for children. The centre consists a
multi-purpose sports hall and two squash courts. The hall is used for (roller) hockey,
netball and five-a-side football. The Arcadia Leisure Centre is also available to hire for
private parties. This facility is in vogue because of the attendance of the Roller Hockey
Partnership. It is located in Levenshulme.
Ardwick Leisure Centre
The local community of Ardwick is active in the Ardwick Leisure Centre which is a multi-
purpose sports hall and centre. It offers a wide range of sports activities like netball,
badminton, basketball, five-a-side football and volleyball. There are no associations
situated in here.
Belle Vue Leisure Centre
This is one of the eight centres which are directly managed by the Manchester Sport and
Leisure Trust. The Belle Vue Leisure Centre is known for its indoor sports hall, fitness
suite, a cricket academy and a multi-media conference. The indoor sports hall contains
eight international standard badminton courts. The aerobic and work out studio, which is
part of the fitness suite, is used for step, Boxercise, Taekwonde, Karate and, of course,
work out lessons. The Abraham Moss Badminton Club, Manchester Handball Club, City of
Manchester Hockey Club and the Poynton Ladies Hockey Club use the Belle Vue Leisure
Centre.
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Broadway Leisure Centre
A sport facility located close to a junction. Swimming pools and health and fitness suites
are the core-businesses of this centre. A 25 meter swimming pool is used for aqua tone,
swimlife swimming lessons, water polo, casual swimming and children activities. The gym
is consisting in tread mills, rowers, bikes and weight equipment. During some evenings
and in the weekends special junior activities are organised. Saunas and a steam bath are
also available. The Broadway Amateur Swimming Club, Broadway Lifesaving Club and
Northfields Centre are based in this facility.
Chorlton Leisure Centre
A 22 meter pool, fitness studio, multi-purpose sports hall and a sauna are the facilities of
the Chorlton Leisure Centre. Badminton squash is possible in the sports hall even as
squash. Besides this play sessions for children under the age of five are organised in here
and a varied offer of sport (group) activities. In the pool are casual swimming sessions
and swimlife swimming lessons, also participation in classes as Aqua Natal or Aqua Tone
are part of the possibilities. Special classes are organised for disabled people and people
with arthritic. The fitness studio is popular for circuit training, ladies only and 50+
programs. The Manchester Divers association and the G Camp
Kick-Boxing association are based in the Chorlton Leisure Centre.
Levenshulme Swimming Pools
The Levenshule Swimming Pools are located in the ward Levenhulme, close to the City
Centre. Two pools, a weights room, a health suite and a massage area are present in this
centre. In the pools different classes are offered; Aqua Fit, Parent and Toddler Swim,
50+ Swim, Water Polo, Senior Citizens morning, Swimlife Swimming sessions, Anti-natal
swim, Fun sessions and Single Sex only sessions.
Manchester Aquatics Centre
The Manchester Aquatics Centre is one of the buildings which contain the legacy of the
Commonwealth Games 2002. It is located in the heart of the city close to the University
of Manchester. Two 50 meter pools, a diving pool and a separate leisure pool is what this
Aquatics Centre makes unique compared to other centers across the country. The pools
are used by the local community as well as professional swimmers. With 2.500 seats it is
attractive enough to host big swimming events and galas. Additional to the swimming
pools are a fitness suite and a health suite. Swimming lessons and work out classes are
provided by the Manchester Aquatics Centre. The associations which are based in this
centre are; University Canoe and Sub-aqya, Male Muslim Swim Club, Octopush Club
(underwater hockey) and Water Polo.
Manchester National Squash Centre
In this centre are various most modern squash courts, one of them is a glass-walled
court, meant for important matches. This centre is also used to play the popular sport
racket ball. National and international champions are a common phenomenon in the
Manchester National Squash Centre, located at Sportcity.
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Manchester Regional Arena
In this facility indoor and outdoor athletics is provided. The outdoor track is a 400 meter
track with eight lanes. All the field disciplines are capable to be hosted in the Manchester
Regional Arena. There are seats for 6500 spectators. The field is also used by the
Manchester City Football Club for the games of the MCFC reserve team.
The indoor athletics is a multi-purpose facility. The 200 meter running track with four
lanes, the 60 meter sprint track an indoor jumping pit and designed nets for throwing
events are the main purposes of the indoor athletics. The central area is also usable for
badminton, netball and basketball. During school holidays the central area is optimal
used for local community activities.
Besides Manchester City Football Club also the follow associations and Clubs use the
facilties of the Manchester Regional Arena; Sale Harriers, Moston & District Harriers,
Manchester Harriers, Manchester Kestrels and Belle Vue Racers.
Manchester Regional Gymnastics Centre
All residents and visitors of Manchester are able to enjoy the Manchester Regional
Gymnastics Centre. All the equipment is of a high quality even as the entire
accommodation. There are activities for every age, size and motivation. Classes can be
booked for eight weeks. Especially for the toddlers special classes are given. The base of
development starts in this centre, established in Gorton.
Manchester Regional Hockey Centre
The Manchester Regional Hockey Centre is located next to the Belle Vue Leisure
Centre.Two full sized hockey pitches contains the Manchester Regional Hockey Centre.
These fields are used for hockey and handball activities. The Manchester Handball Club,
the City of Manchester Hockey Club and the Poynton Ladies Hockey Club use the fields
extensively.
Manchester Regional Tennis Centre
All year round residents of Manchester can use six indoor and six outdoor tennis courts.
Sport Development sessions are running by the Manchester City Council during school
holidays. The tennis centre is the home base of the National Governing Body For
Taekwondo in the UK.
Manchester Velodrome
The National Cycling Centre is also based in Sportcity. Everybody is allowed to go on the
250 meter wooden track and participate in different sessions. Also netball, badminton
and basketball are provided. Different events can be hosted in the Manchester Velodrome
like taekwondo and cheerleading.
Miles Platting Swimming Pools
In the Miles Platting Swimming Pools three different sized swimming pools are offered
together with a small gym. All the facilities are accessible for the local community. A few
of the different activities which are organised in this centre are swimming sessions,
swimlife swimming sessions and aqua aerobic sessions. The pools are used by varied
associations and clubs: East Manchester PADI Seals Trafford Syncro, Xarifa, Octopush
Under Water Hockey Club, Leeds Beaver, Manchester Sharks Water Polo Club, City of
Manchester Water Polo and Great Britain Water Polo
„Trust the Trust‟ 71
Moss Side Leisure Centre
To increase participation in sport this centre is linked with different community groups.
Water polo, swimming sessions and swimlife swimming sessions are examples of a wide
range of water activities. Also a fitness suite, a workout studio, classes and a health
suite are present in this leisure centre. The sports hall is available for different activities;
martial arts, roller skating or as example cricket.
The various clubs and associations which are active in the Moss Side Leisure Centre are:
Manchester Triathlon Club, Moss Side and Hulme Community Sports for All,Northern
Wave Swimming Club,
Greater Manchester Amateur Cricket League, Aikido Club and NHS Mend.
North City Family and Fitness Centre
This centre is designed for different ages. It contains a 25 meter pool whereby the pool
floor is moveable on different heights. In the health area are visitors able to use the spa
pool, sauna and steam rooms. Also a gymnasium with cardiovascular and strengths
machines are usable for all the residents. There are special sport programs for the
youngest inhabitants of Manchester together with their parents. In the exercise studio
resident can join during various classes based on different ages. The North City Family
and Fitness Centre is located in Harpurhey.
Ten Acres Leisure Centre
This multi-purpose centre is known for its outdoor Astro-turf pitch and the sport hall. As
well on the pitch as in the sport hall a varied program of sports can be played. Martial
arts, yoga classes, football, hockey and basketball are the main activities in the sport
hall. Several local football clubs use the pitch for training sessions. Newton Heath FC,
Street Life, AFC Clayton, Failsworth Rangers,
Moston Valley and Park House Mental Health Trust are all based in the Ten Acres Leisure
Centre.
Withington Leisure Centre
The Withington Leisure Centre provides a swimming pool and a gym. It is accessible for
people of all ages. Different activities and lessons are organised. During school holidays
there are special programs for the local community. Throughout the week people over
50’s can participate in a special for them organised session.
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5. Description and figures Manchester
The city
Between 1951 and 1991 the population of Manchester declined incredible with 39% to
432.000. This trend did not continue because of several reasons. One of these reasons
was the bomb explosion, claimed by the IRA, in the city centre in 1996. This was the
moment for the council to regenerate the heart of the city followed by the entire city.
This had and still has a positive impact on the population figure. The population size of
Manchester is estimated on 475.000 inhabitants in 2009. With about 90.000 fulltime and
part-time students Manchester is the second largest student city of Europe.
Manchester counts 32 wards. All the facilities of the Manchester Sport and Leisure Trust
are located through the city. The facilities never ferreted out what the target group of
each individual centre is. In the next phase the wards, were the facilities are located, will
be described. Figures used for this description are from the 2001 Census, Manchester’s
2nd State of the Ward, Manchester’s 2nd State of the City and the website of the
Manchester City Council.
Gender
Of the inhabitants of Manchester is 51% male and 49% female.
Age
The estimated population in ages for 2009 is:
17% is younger than 15 year
33.7% is 15-29 year
21.3% is 30-44 year 16% is 45-64 year
12% is aged 65 year or over
Ethnicity
The estimated ethnicity of the population in 2009;
74.2% is of white ethnicity
5.7% is Pakistani
3.9% is of other ethnic groups
3.8% is Black African 3.5% is Chinese
3.2% is mixed
3.2% is Indian
1.0% is Bangladeshi
1.6% is Black Caribbean
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Economically active/inactive
In 2001 were 284.994 people in the age of 16-74 year. Of these people:
33,0% full-time employee
16,7% student
12,2% other 10,2% retired
9,5% permanently sick/disabled
8,8% part-time employee
5,0% unemployed 4,6% self-employed
Religion
Out the 2001 Census the presence of follow religions in Manchester were concluded;
62,4% Christian
25,7% Non religious/religion not stated 9,1% Muslim
0,78% Jewish
0,73% Hindu
0,55% Buddhist 0,43% Sikh
0,28% Other religion
Households
Number of households: 167.400
20% of the households contain only pensioners 24% of the households contain only one person
11% of the households contain a couple without children
20% of the households contain a couple with dependent children
4% of the households contain a couple with one or more non-dependent children and no dependent children
11% of the households contain a lone parent with dependent children
4% of the households contain a lone parent with non-dependent children
Life expectancy
The average life expectancy of a Manchester resident is 75 years compared to 80 years
overall in England.
General health
The overall health of 83% of the population is good of fairly good.
- Only 12% smoke cigarettes every day.
- 43% Drink alcohol one to three times a week. - 21% Eat at least five portions of fruit and vegetables on a day.
Satisfaction living place
In total is 70% of the inhabitants of Manchester satisfied with their local area as a place
to live.
- 37% of the inhabitants of Manchester feel that their local area is a good place to grow old.
- 35% of the inhabitants of Manchester feel that their local area is a good place to
bring up children.
- 77% of the inhabitants of Manchester agree that their local area is place were people from different backgrounds get on well together.
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Volunteering
In total 8% of the population of Manchester engaged in volunteering at least once a
week.
Wellbeing
In Manchester 75% of the population is satisfied with their life.
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6. Description and figures Crumpsall
Crumpsall
The Abraham Moss Leisure Centre is located in the ward Crumpsall. This is one of the
northerly wards of Manchester. There live about 14.900 people.
Gender
There is an even number of males and females.
Age
In Crumpsall is about 18% of the inhabitants younger than fifteens years, this is more
than the average percentage of 17%. Also the percentage of people of 65 years and
older is higher in Crumpsall (14%) than the average percentage (12%) of Manchester.
Most of the people are aged
25 – 44 year (30%).
Etnicity
More than the half (75%) of the inhabitants of Crumpsall belong to the ‘White-ethnic-
population’. Only 18% is of Asian origin. The other 7% belongs to the ‘rest’.
Economically active/inactive
35% Of the population is a full-time employee and 11% is a part time employee, 11% is
already retired and 10% is permanently sick/disabled. Only 4% is unemployed.
Religion
In total is 52% a Christian, 17% is Muslim, 9% are Jewish and the remainder 22% are
not religious.
Household
Number of households: 5.000
25% of the households contain only pensioners
24% of the households contain only one person 12% of the households contain a couple without children
17% of the households contain a couple with dependent children
5% of the households contain a couple with one or more non-dependent children
and no dependent children
8% of the household contain a lone parent with dependent children 4% of the households contain a lone parent with non-dependent children
Life expectancy
The average age of a resident of Crumpsall is 78 years.
General health
In Crumpsall is of 90% of the population the overall health good or fairly good.
Satisfaction living place
In total are 69% of the population of Crumpsall satisfied with their local area as a place
to live.
- 43% feel that Crumpsall is a good place to grow old.
- 48% feel that Crumpsall is a good place to bring up children.
- 77% feel that their local is a place where people get on well together.
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Volunteering
In Crumpsall 7% engaged in volunteering at least once a week.
Wellbeing
85% Of the Crumsall inhabitants is satisfied with their life.
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7. Description and figures Levenshulme
Levenshulme
In the east of Manchester the ward Levenshulme is located. This is the ward where the
Arcadia Leisure Centre is established. In this small area live about 14.000 people.
Gender
In total is 52% of the population male and 48% is female.
Age
Only 16% of the population is younger than 15 years, this is just a little bit less than the
Manchester average. Also the percentage of persons aged 65 and over is less than the
average. It is 11% against the average of 12%. Most of the populations is aged between
the 20 and 35 year old (37%).
Ethnicity
Almost three quarter of the population is of ‘white ethnicity’ (70%). The largest ‘non-
white-group’ are the Pakistani with 12,5% followed by the Indian with 4,3%.
Economically active/inactive
Of the entire population 37% works full-time, 9% works part-time, 10% is retired and
another 10% is student. Permanently sick/disables is 7% of Levenshulme. There are
3.5% unemployed inhabitants.
Religion
There are 57% of the Levenshulme population Christian, followed by 24% without any
religion and 17% are Muslim.
Households
Number of households: 5700
23% of the households contain only pensioners
23% of the households contain only one person 12% of the households contain a couple without children
16% of the households contain a couple with dependent children
5% of the households contain a couple with one or more non-dependent children
and no dependent children
13% of the household contain a lone parent with dependent children 4% of the households contain a lone parent with non-dependent children
Life expectancy
The inhabitants of Levenshulme become averagely 75 years.
General health
Of the inhabitants of Levenshulme is for 85% the health good or fairly good.
Satisfaction living place
In total is 73% of the population of Levenshulme satisfied with their local area as a place
to live.
- 34% feel that Levenshulme is a good place to grow old.
- 38% feel that Levenshulme is a good place to bring up children.
- 86% feel that their local are is a place where people get on well together.
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Volunteering
Almost a quart of the population of Levenshulme is engaged in volunteering at least once
a week.
Wellbeing
Exact the same percentage as the average (75%) is satisfied with their life.
„Trust the Trust‟ 79
8. Description and figures Ardwick
Ardwick
The Ardwick Leisure Centre is located in the ward Ardwick. This ward is next to the city
centre. In total there live about 16.300 people.
Gender
52% of the population is male only 48% is a female.
Age
Most of the people are having the age between 16 – 30 years (45%). Only 16% is
younger than 15 years old.
Ethnicity
More than the half, 62%, of the population is of a ‘white ethnicity’. The highest non-white
ethnic groups are the black African people with 14% followed by the Chinese population
of 11% of the entire population.
Economically active/inactive
Of the entire ward 21% is a full-time employee, and 7% works part-time. In total
contains 28% of the population students and 8% is already retired. There is a percentage
of 12% who are permanently sick or disabled. Almost 6% is unemployed.
Religion
Christian is the most common religion in this ward with 55%. In total is 17% of the
population not religious. After Christian the most common religion is Muslim with 13%.
Households
Number of households:4200
16% of the households contain only pensioners
359% of the households contain a couple without children
9% of the households contain only one person 10% of the households contain a couple with dependent children
4% of the households contain a couple with one or more non-dependent children
and no dependent children
12% of the household contain a lone parent with dependent children 4% of the households contain a lone parent with non-dependent children.
Life expectancy
In Ardwich is the life expectancy of people the lowest of Manchester. People in this ward
have a life expectancy of 72 years.
General health
The general health of the inhabitants of Ardwich is for 78% of the people good or fairly
good. That is less than the average.
„Trust the Trust‟ 80
Satisfaction living place
In total is 64% of the population of Ardwick is satisfied with their local area as a place to
live.
- 34% feel that Ardwick is a good place to grow old.
- 28% feel that Ardwick is a good place to bring up children.
- 77% feel that their local are is a place where people get on well together.
Volunteering
Only 6% of the population of Ardwick is engaged in volunteering for two hours at least
once a week. This is less than the average rate of 8%.
Wellbeing
In total is 78% of Ardwick satisfied with their life at this moment.
„Trust the Trust‟ 81
9. Description and figures Gorton North
Gorton North
In this ward are several facilities located; Belle Vue Leisure Centre, Manchester Regional
Gymnastics and the Manchester Regional Hockey Centre. In Gorton North live about
14.500 people.
Gender
There is an even presence of male versus female in this ward.
Age
There is 18% of the population younger than 15 years. Almost 15% of the people are 65
years or older. 17% of the people are having the age between 20 and 30 years old. This
is the highest age group.
Ethnicity
The highest ethnicity is the ‘white ethnic’ with 87% of the population. Only 3% is of
Chinese origin.
Economically active/inactive
There are 38% full-time employees and 11% are a part-time employee. In total are 6%
a student, 10% are permanently sick/disabled, 13% are already retired and 7% are
unemployed.
Religion
Almost 74% are Christian, 24% are not religious/not stated, 1% are Muslim and 0,3%
are Buddhist.
Households
Number of households: 5700
23% of the households contain only pensioners
23% of the households contain only one person
12% of the households contain a couple without children
16% of the households contain a couple with dependent children
5% of the households contain a couple with one or more non-dependent children and no
dependent children
13% of the household contain a lone parent with dependent children
4% of the households contain a lone parent with non-dependent children.
Life expectancy
The average age of 73 years old is the life expectancy of inhabitants of Gorton North.
General health
Almost 80% of the people can be called good healthy or fairly good health. This is a
lower rate than the average of Manchester.
„Trust the Trust‟ 82
Satisfaction living place
Only 58% of the population of Gorton North is satisfied with their local area as a place to
live.
44% feel that Gorton North is a good place to grow old.
48% feel that Gorton North is a good place to bring up children.
58% feel that their local are is a place where people get on well together.
Volunteering
With 2% of the inhabitants which is at least once a week engaged in volunteering is
Gorton North the lowest ward.
Wellbeing
76% Of the population is satisfied with their life at this moment.
„Trust the Trust‟ 83
10. Description and figures Moston
Moston
Moston is the ward where the Broadway Leisure Centre is located. It contains about
14.400 inhabitants. Moston is situated in the North East of Manchester.
Gender
51% of the inhabitants is female versus 49% male.
Age
In total is 22.5% of the inhabitans between the 35 – 49 years old. This is the highest age
group. 19% Is younger than 15 years old. Almost 17% is older than 65 years.
Ethnicity
With 89% of the total population the ‘white ethnicity’ is the largest group. There are 3%
Chinese people in Moston.
Economically active/inactive
There are 38% full-time employees versus 12% part-time employees. Already 15% is
retired and only 10% is permanently sick/disabled. There are 4% unemployed
inhabitants.
Religion
Most of the population, 80%, is Christian, 17% is not religious/not stated and only 1% is
Muslim.
Households
Number of households: 5100
24% of the households contain only pensioners
15% of the households contain only one person
13% of the households contain a couple without children
20% of the households contain a couple with dependent children
7% of the households contain a couple with one or more non-dependent children and no
dependent children
11% of the household contain a lone parent with dependent children
4% of the households contain a lone parent with non-dependent children
Life expectancy
The life expectancy of the population of Moston is 76 year.
General health
Moston complies with 83% of good or fairly good healthy people on the average
percentage.
Satisfaction living place
OnIy 69% of the population of Gorton North is satisfied with their local area as a place to
live.
34% feel that Levenshulme is a good place to grow old.
34% feel that Levenshulme is a good place to bring up children.
60% feel that their local are is a place where people get on well together.
„Trust the Trust‟ 84
Volunteering
In Moston is 8% of the population engaged in volunteering activities at least once a
week.
Wellbeing
With 79% the population of Moston is very satisfied with their lives.
„Trust the Trust‟ 85
11. Description and figures Chorlton
Chorlton
The Chorlton Leisure Centre is named after the ward where it is located, Chorlton. In this
area live about 13.000 people. Chorlton is located in the west of Manchester.
Gender
There are 51% male against 49% female in the population of Chorlton.
Age
The majority,36%, is in the age of 25-39 year. Exact 15% is younger than 15 years.
About 11% has reached the 65 years.
Ethnicity
The ethnicity of 80% of the population is ‘white etnic’ , 6% is from Pakistani origin and
almost 4% is from Indian origin.
Economically active/inactive
More than the half of the population (52%) is a full-time employee and 9% work part-
time. In total is 6% of the population a student and already 8% is retired. There is 5%
permanently sick/disabled. Only 2% is unemployed.
Religion
The concentration of non-religious people is very high in this ward (40%). More than the
half (53%) of the inhabitants of Chorlton are Christian and only 4% are Muslim.
Households
Number of households: 6600
17% of the households contain only pensioners
26% of the households contain only one person
17% of the households contain a couple without children
15% of the households contain a couple with dependent children
3% of the households contain a couple with one or more non-dependent children and no
dependent children
4% of the household contain a lone parent with dependent children
3% of the households contain a lone parent with non-dependent children
Life expectancy
The life expectancy is averagely 77 years.
General health
The general health is very high, because 90% of the population is very healthy or fairly
good healthy.
„Trust the Trust‟ 86
Satisfaction living place
The people in Chorlton are the most satisfied population in a ward. Almost everybody
(97%) is satisfied with Chorton as a place to live.
- 53% feel that Chorlton is a good place to grow old.
- With 68% is Chorlton the ward where the highest population feel that Chorlton is a
good place to bring up children.
- 92% Feel that their local are is a place where people get on well together, this is the
highest percentage of all the wards.
Volunteering
At least 14% of the inhabitants of Chorlton is engaged in volunteering at least once a
week.
Wellbeing
The population of Chorlton is the most satisfied population of all the wards with their way
of life.
„Trust the Trust‟ 87
12. Description and figures Bradford
Bradford
Sportcity is located in the ward Bradford. The facilities which belong to sportcity and
which are located in Bradford are; Manchester National Squash Centre and the
Manchester Regional Arena. In Bradford live about 12.646 people.
Gender
There are 51% male and 49% female inhabitants.
Age
Most of the people are having the age 20 – 39 year (33%), 20% of the inhabitants are
having the age younger than 15 year and 13% is 65 years or older.
Ethnicity
There are 83% ‘white ethnics’ in this ward, versus 5, 5% Chinese and 4% black African
people.
Economically active/inactive
About 31% are a full-time employee and 9% are a part-time employee. In this are 7% a
student, are 12% retired and are 15% permanently sick/disabled. With 8% unemployed
inhabitants do the most unemployed people live in Bradford.
Religion
72% are Christian, 24% are not religious/not stated, 2% are Muslim and 1% are
Buddhist.
Households
Number of households: 3800
20% of the households contain only pensioners
25% of the households contain only one person
10% of the households contain a couple without children
23% of the households contain a couple with dependent children
4% of the households contain a couple with one or more non-dependent children and no
dependent children
15% of the household contain a lone parent with dependent children
4% of the households contain a lone parent with non-dependent children
Life expectancy
The average life expectancy for Bradford is 73 years old.
General health
In total is 83% of the population good healthy or fairly good healthy.
Satisfaction living place
The population which is satisfied with Bradford as a place to live contains 70% of the
population.
- 32% feel that Bradford is a good place to grow old.
- 37% feel that Bradford is a good place to bring up children.
- 68% Feel that Bradford is a place where people get on well together
„Trust the Trust‟ 88
Volunteering
Only 6% is engaged in volunteering activities at least once a week.
Wellbeing
About 72% of the population is satisfied with their way of life at this moment.
„Trust the Trust‟ 89
13. Description and figures Ancoats & Clayton
Ancoats & Clayton
This ward is located next to the city centre. The population number is 13.675. In Ancoats
& Clayton are located the Manchester Regional Tennis Centre and the Manchester
Velodrome.
Gender
There are 51% male and 49% female inhabitants.
Age
The age between 20 and 34 year is the most common age in this ward with 30% of the
population. There are 17% people younger than 15 year and 14% is 65 year or over.
Ethnicity
The white ethnicity is presence with 89% of the population. There are 2.7% people of
Chinese origin and 1.9% are of Black African origin.
Economically active/inactive
There are 29% full-time employees living in Ancoats & Clayton and 10% are part-time
employees living in this ward. Only 8% are a student, 13% is already retired and 15%
are permanently disabled/sick. Only 6% of the population is unemployed.
Religion
There are 70% Christian inhabitants, 27% non-religious/not stated, 2% are Muslim and
1% are Buddhist.
Households
Number of households: 4800
22% of the households contain only pensioners
25% of the households contain only one person
10% of the households contain a couple without children
10% of the households contain a couple with dependent children
4% of the households contain a couple with one or more non-dependent children and no
dependent children
16% of the household contain a lone parent with dependent children
5% of the households contain a lone parent with non-dependent children.
Life expectancy
With 72 years is the life expectancy in Ancoats & Clayton the lowest life expectancy
together with Ardwick.
General health
Almost 83% is good healthy or fairly good healthy.
Satisfaction living place
Only 64% of the inhabitants of Ancoats & Clayton is satisfied with their local area as a
place to live in. - 28% feel that Ancoats & Clayton is a good place to bring up children.
- 28% feel that Ancoats & Clayton is a good place to grow old.
- 67% Feel that Ancoats & Clayton is a place where people get on well together.
„Trust the Trust‟ 90
Volunteering
Only 6% of the population is at least once a week engaged in volunteering.
Wellbeing
There are 75% people satisfied with their life.
„Trust the Trust‟ 91
14. Description and figures Miles Platting & Newton Heath
Miles Platting & Newton Heath
Even as Ancoats & Clayton , Miles Platting & Newton Heath is located in the east of
Manchester. It counts about 16.000 inhabitants. In this ward the Miles Platting
Swimming Pools and the Ten Acres Leisure Centre are established.
Gender
Only 49% is male versus 51% female inhabitants.
Age
There are 18% inhabitants younger than 15 year, and almost 15% of the inhabitants is
65 years and over. Most of the inhabitants are, even as the average of entire
Manchester, having the age between 20-34 years, but the age 40-69 year is higher
presence in this ward than the average of Manchester.
Ethnicity
There are 91% white ethnics in Miles Platting & Newton Heath, versus 2% Chinese
people and 1,5% Indian people.
Economically active/inactive
Most of the inhabitants are full-time employee, 21% and only 7% work part-time.
Already 9% is retired and 11% of the inhabitants is permanently sick/disabled. There
are 7% of the inhabitants unemployed.
Religion
Most of the population is Christian (75%), followed by non-religious people (23%) and
only 1% is Muslim.
Households
Number of households: 6500
22% of the households contain only pensioners
26% of the households contain only one person
10% of the households contain a couple without children
12% of the households contain a couple with dependent children
4% of the households contain a couple with one or more non-dependent children and no
dependent children
15% of the household contain a lone parent with dependent children
5% of the households contain a lone parent with non-dependent children
Life expectancy
The life expectancy of this population is 72 year.
General health
In total is 77% having a good or fairly good health.
„Trust the Trust‟ 92
Satisfaction living place
Only 62% of the inhabitants of Miles Platting & Newton Heath is satisfied with their local
area as a place to live in.
- 37% Feel that Miles Platting & Newton Heath is a good place to bring up children.
- 28% Feel that Miles Platting & Newton Heath is a good place to grow old.
- 62% Feel that Miles Platting & Newton Heath is a place where people get on well
together.
Volunteering
A little bit less than the average, 7% is engaged in volunteering activities at least once a
week.
Wellbeing
With only 62% of the population who is satisfied with their way of life at this moment,
Miles Platting & Newton Heath belongs to the most dissatisfied wards.
„Trust the Trust‟ 93
15. Description and figures Hulme
Hulme
The ward Hulme is located in the west of Manchester next to the city centre. About
12.500 people are established in Hulme. The Moss Side Leisure Centre is based in this
ward.
Gender
The males are in the majority with 55% versus 45% females.
Age
Hulme has a lot of inhabitants in the age of 20-39 year (53%). There are 13% people
younger than 15 year. With only 7% of people aged 65 year and over, Hulme can be
called a young ward.
Ethnicity
There are 51% Christian inhabitants, 37% is non-religious and 8% are Muslim.
Economically active/inactive
There are 23% full-time employees versus 5% part-time employees. Almost the half
(44%) of the population is a student. Only 5% is already retired and 7% is permanently
sick/disabled. There are 6% unemployed inhabitants.
Religion
There are 51% Christians, 37% non-religious and 8% Muslims.
Households
Number of households: 4100
12% of the households contain only pensioners
45% of the households contain only one person
10% of the households contain a couple without children
6% of the households contain a couple with dependent children
1% of the households contain a couple with one or more non-dependent children and no
dependent children
11% of the household contain a lone parent with dependent children
2% of the households contain a lone parent with non-dependent children
Life expectancy
The average life expectancy is 74 year.
General health
With 85% of the population which can be called good healthy of fairly good healthy,
Hulme is average.
Satisfaction living place
Only 70% of the inhabitants of Hulme is satisfied with their local area as a place to live
in.
- 32% Feel that Hulme is a good place to bring up children.
- 34% Feel that Hulme is a good place to grow old.
- 81% Feel that Hulme is a place where people get on well together.
„Trust the Trust‟ 94
Volunteering
About 7% of the population is engaged in volunteering activities at least once a week.
Wellbeing
There are only 66% inhabitants of Hulme satisfied with their life.
„Trust the Trust‟ 95
16. Description and figures Harpurhey
Harpurhey
In the north of Manchester is a ward called Harpurhey. It counts one of the largest
populations of Manchester, with about 16.500 inhabitants. The North City Family &
Fitness centre is located in this area. (Note that this facility will transfer into the Trust in
2010)
Gender
There is an even number of males and females. (50:50)
Age
Most of the inhabitants are having the age 20-29 year (18%). Their live a lot people in
the age of 50-59 year compared to the average of the entire city, 12%. There are 18%
inhabitants younger than 15 year. Almost 13% is 65 or over.
Ethnicity
There are 89% people of white ethnic, 3% is Chinese and 1,9% is Black African.
Economically active/inactive
About 30% are registered as a full-time employee and 9% are part-time employees. Only
7% are a student, 16% is permanently disabled/sick and 12% is retired. There are 6%
unemployed people.
Religion
About 76% of the inhabitants are Christian, 22% are non-religious/not stated and 2%
are Muslim.
Households
Number of households: 4200
22% of the households contain only pensioners
28% of the households contain only one person
9% of the households contain a couple without children
11% of the households contain a couple with dependent children
4% of the households contain a couple with one or more non-dependent children and no
dependent children
14% of the household contain a lone parent with dependent children
5% of the households contain a lone parent with non-dependent children
Life expectancy
The averagely life expectancy of this population is 72 year.
General health
In Harphurhey live averagely the unhealthiest people. Only 72% is having a good or
fairly good health.
„Trust the Trust‟ 96
Satisfaction living place
70% of the inhabitants of Harpurhey is satisfied with their local area as a place to live in.
- 35% Feel that Harpurhey is a good place to bring up children.
- 43% Feel that Harpurhey is a good place to grow old.
- 68% Feel that Harpurhey is a place where people get on well together.
Volunteering
There is 8% of the population engaged in volunteering at least once a week.
Wellbeing
Of the population of Harburhey is 73% satisfied with their life at this moment.
„Trust the Trust‟ 97
17. Description and figures Old Moat
Old Moat
In this small ward is the Withington Leisure Centre established. There live about 14.000
people in Old Moat.
Gender
There are 50% male and 50% female inhabitants.
Age
There are 12% of the inhabitants younger than 15 year. Old moat displays the same
‘age-structure’ as the city. There is a small peak of inhabitants with the age of 20-29
(39%)
Ethnicity
Only 78% belongs to a white ethnic group, followed by 3,5% Indians, and 2.7%
Pakistani.
Economically active/inactive
There are 33% full-time employees and 7% part-time employees. There are 29%
students in this ward. Only 8% is already retired and 6% is permanently sick/disabled.
There are 4% unemployed people.
Religion
There are 57% Christian, 32% are non-religious, 8% are Muslim, 1% are Hindu and 1%
are Jewish.
Households
Number of households: 6200
16% of the households contain only pensioners
23% of the households contain only one person
12% of the households contain a couple without children
11% of the households contain a couple with dependent children
3% of the households contain a couple with one or more non-dependent children and no
dependent children
9% of the household contain a lone parent with dependent children
4% of the households contain a lone parent with non-dependent children
Life expectancy
The life expectancy of Old Moat residents is 74 year.
General health
Old Moat belongs with 92% of good healthy or fairly good healthy people to the most
healthiest wards of Manchester.
Satisfaction living place
62% of the inhabitants of Old Moat is satisfied with their local area as a place to live in.
- 46% Feel that Old Moat is a good place to bring up children.
- 40% Feel that Old Moat is a good place to grow old.
- 90% Feel that Old Moat is a place where people get on well together.
„Trust the Trust‟ 98
Volunteering
There are 15% of the inhabitants of Old Moat engaged in volunteering activities at least
once a week.
Wellbeing
There are 82% satisfied in Old Moat. They are satisfied with their way of life at this
moment.
„Trust the Trust‟ 99
18. Satisfaction table
The residents of Chorlton are the most satisfied inhabitants
of Manchester (Manchester City Council, 2008)
„Trust the Trust‟ 100
19. SWOT-analysis Abraham Moss Leisure Centre
Grow strategy
Due to the fact that over 60’s can Swim for Free, but have to pay for any other sport
they will not feel attracted to participate in anything else than swimming. If you create
special packages that over 60’s receive reduction by participation in any other activities it
will become more attractive.
Create work out classes for older people on off-peak hours. This will be interesting for
both parties. Older people will be able to participate in something else than swimming on
their own level and the work out studio will be optimal used.
Focus work out classes on a specific target group, to attract people with different ages.
Activities for like teen agers, parents and older people.
Improvement strategy
Over 60’s will feel attracted by the free swimming possibility. By offering work out
classes focused on this target group, followed by a swimming hour also the other
opportunities will become more attractive.
Defence strategy
Due to the fact that some creeds are not allowed to sport together with the other gender
or that some creeds have clothing regulations it is necessary to try to attract them as
well, by organising special hours. A special work out class, whereby people will be able to
wear whatever they want and where only men or women will be allowed can be an
option.
Problems
The absence of classes focused on various creeds can be a problem by attracting divers
residents. To prevent that only a specific ethnicity will use the facility it is important to
measure the wants and needs of various ethnicities and adapt the program to this.
Abraham Moss Leisure Centre
Crumpsall
Opportunities
O1 = Over 60’s Swim Free
O2 = Varied ages
Threats
T1 = Religions
Strengths
S1 = Varied possibilities
S2 = Extensive opening hours
S3 = Different associations
Grow strategy
S1:O1
Over 60’s can swim for free.
Special packages will attract them
to get involved in more activities.
S2:O2
Adapt times on target groups.
S3:O2
Create different activities for
different ages.
Defence strategy
S1:S2:S3:T2
Through the different religions and
their rules specific activities need
to be organised.
Weaknesses
W1 = Few target group related
classes
Improvement strategy
W1:O1:O2
Over 60’s swim free, create work
out classes combined with the
swimming hours of over 60’s.
Problems
W1:T1
Seeing that different creeds
classes need to focus on different
religions.
„Trust the Trust‟ 101
20. Analysis Arcadia Leisure Centre
Arcadia Leisure Centre
Levenshulme
Opportunities
O1 = People get on well together
O2 = High population of 15-29
years.
Threats
T1 = Religions
Strengths
S1 = Roller Hockey Club
S2 = Used by local schools/holiday
activities
Grow strategy
S1:O1:O2
Set up a roller hockey competition
focused on the 15-29 years age
category.
S2: O1:O2
Extension of usage by extra
(school)competitions.
Defence strategy
S1: T1
Due to different religions the Roller
Hockey Club needs to focus their
policy on varied creeds.
S2:T1
During school activities and holiday
activities the focus need to be on
playing together with different
religions.
Weaknesses
W1 = Limited possibilities
W2 = No associations
Improvement strategy
W1:O1:O2
Involve residents to increase
possibilities
W2:O1:O2
People get on well together
increase involvement and create
new associations.
Problems
W1:T1
Due to different religions the
possibilities need to be expanded
to satisfied different creeds.
W2:T1
Associations focused on different
religions will increase the
involvement.
Grow strategy
Seeing that most of the residents are having the age between 15-29 years it will be of
added value if there is a special competition for them. The possibility to participate in
roller hockey is very unique. Possibly not only people from Levenshulme will feel
attracted, but also from surrounded wards. In this way the facility will become more
optimal used.
The usage can also become increased by involving schools. A competition between
schools will increase the awareness of roller hockey and the usage of the facility.
Improvement strategy
The facility does not become optimal used. To increase the usage wants and needs of
residents can be researched to extend the opportunities of the Arcadia Leisure Centre. By
offering the resident more responsibility it will be possible that there become more
activities organized, like indoor football, hand ball et cetera.
Defence strategy
Due to the fact that roller hockey is almost the only activity in this centre it is import to
attract various people. To attract various religions it is necessary to focus the policy of
the roller hockey club on this aspect.
Problems
By expanding the possibilities of the Arcadia Leisure Centre perhaps various creeds will
feel attracted as well by involving them or fulfil their wants and needs.
By attracting creeds related associations the usage will become definitely increased.
„Trust the Trust‟ 102
21. Analysis Ardwick Leisure Centre
Ardwick Leisure Centre
Ardwick
Opportunities
O1 = Location
O2 = Lots of students
Threats
T1 = Religions
T2 = Students/financial situation
Strengths
S1 = Wide range of group sports
S2 = Opening hours
Grow strategy
S1:O1:O2
Student competitions to sport
together in a competitive, relaxed
environment besides their study
S2:O1:O2
Create activities based on target
group to attract as many residents
as possible.
Defence strategy
S1:S2:T1
Due to the different creeds focus
on specific activities gear to rules
of religion.
S2:T2
To attract students create
packages on off-peak hours for
reduction.
Weaknesses
W1 = No associations
Improvement strategy
W1:O1:O2
Promote the location of the facility
to attract associations to organise
activities for students.
Problems
W1:T1
Due to different religions
associations need to become
attracted to guarantee sport
possibilities in relation to creeds.
W1:T2
Associations can make it cheaper
for students to participate.
Grow strategy
The attendance of students is a way to grow the current usage. By creating activities
focused on this age group the attractiveness will become increased. Organise this
activities on off peak hours, in this way the regular visitors do not have any problems
with it, the students can sport with reduction and the usage can become increased.
If you focus the work out classes on various levels and ages everybody will be able to
participate in a suitable environment.
Improvement strategy
The attendance of students can also be used to promote the possibilities for associations
by organising student focused activities.
Defence strategy
To attract various creeds the regulations of each creed need to be kept in mind by
organising or creating activities.
The only reason why students possibly will not feel attracted to the facility is because of
the price. By giving them reduction on the regular price on unpopular hours the benefits
are for both. The usage become increased and the students are able to pay less than
normal.
Problems
The absence of associations is a problem to attract various residents. By establishing of
associations the program and activities can be expanded. In this way several creeds will
feel attracted as well.
If an association is willing to establish in the Ardwick Leisure Centre it will be possible to
reduce the entrance fee. The price can be distributed over various groups and
associations with as result that the entrance fee can be decreased.
„Trust the Trust‟ 103
22. Bellevue Leisure Centre
Bellevue Leisure Centre
Gorton North
Opportunities
O1 = Mixed population
O2 = Wide population of
pensioners
Threats
T1 = A lot full-time employees
Strengths
S1 = Unique possibilities
S2 = Varied possibilities
Grow strategy
S1:S2:O1
Expand possibilities by involving
the population
S2:O2
Create possibilities for pensioners
based on their needs
Defence strategy
S1:S2:T1
Point out the unique and varied
possibilities to attract the
employees after work and organise
short, effective work-out
programs.
Weaknesses
W1 = Accessibility
W2 = No age group/ target group
related activities
Improvement strategy
W1:W2:O1:O2
Research needs to organise
specific age group/target group
related activities on popular times.
Problems
W1:W2:T1
Seeing that a lot employees live in
this area. The accessibility and
activities need to be improved to
attract people with limited time.
Grow strategy
In the area live a lot of various people. By involving them to organise activities various
ideas will come up.
Gorton North is known for its high population of pensioners. Usually have these people
plenty of time. By researching their wants and needs specific activities can be organised
and in this way the usage can become increased.
Improvement strategy
The activities are very general. This can become improved by researching the wants and
needs of the residents. In this way the program can be adapt to various target groups.
Defence strategy
Full-time employees will have the apology that they do not have time enough to
participate in sport. By organising activities whereby people will be able to sport effective
in a short time the attractiveness for full-time employees will become increased.
Problems
The accessibility need to become increased by expanding the opening hours, creating
short effective work out classes and possibilities for the entire family on the same time.
„Trust the Trust‟ 104
23. Broadway Leisure Centre
Broadway Leisure Centre
Moston
Opportunities
O1 = Chinese population
O2 = A lot of older people who are
already retired.
Threats
T1 = People do not get on well
together.
Strengths
S1 = Wide range of opportunities
S2 = Children focused activities
Grow strategy
S1:S2O1
There are different opportunities
so create activities popular by
Chinese population.
S2:O2
Organise activities for older people
on non-popular children times.
Defence strategy
S1:S2:T1
Because of people do not get on
well together use different
opportunities optimal to keep
everybody satisfied.
Weaknesses
W1 = The absent of work out
classes/work out studio
Improvement strategy
W1:O1:O2
Due to a high concentration of
Chinese people and retired people
attract this people to organise
aimed activities.
Problems
W1:T1
Due to the fact that people do not
get on well together, work out
classes can help to bring different
people together.
Grow strategy
Use the wide range of opportunities to attract various people. In Moston is a high
population of Chinese people. By researching their wants and needs it will be possible to
create desirable activities. Sports like table tennis and badminton are usually very
popular in China.
To give older people the opportunity to participate in sports on quiet times, try to attract
them by creating activities on times which are not popular for families.
Improvement strategy
Due to the fact that there are no work out classes possible, try to attract minority groups
by organising activities focused on them. (Chinese and older people)
Defence strategy
To avoid confrontations organise various activities to keep everybody satisfied. Due to
the fact that people do not get on well together try to use the possibilities optimal.
Problems
Work out classes can be helpful to let people participate in sports together. This can raise
the solidarity within the community of Moston. Seeing that work out classes are not
possible in the Broadway Leisure Centre; create group activities where people have to
work together.
„Trust the Trust‟ 105
24. Chorlton Leisure Centre
Chorlton Leisure Centre
Chorlton
Opportunities
O1 = 30-44 years
O2 = People get on well together
O3 = Healthy/satisfied population.
Threats
T1 = Religions/Ethnicities
T2 = A lot of full-time employees
Strengths
S1 = Modernized
S2 = Containing different
possibilities
Grow strategy
S1:O1
Attract the target group by
promoting modernized
possibilities.
S2:O1:O2:O3
Organise (group)activities to give
people the opportunity to fulfil
various motives to participate in
sport.
Defence strategy
S1:T1
Clear descriptions and
explanations to increase the return
on investment of different
ethnicities and religions.
S2:T2
Create specific sport programmes
for people with few time.
Weaknesses
W1 = Few associations
Improvement strategy
W1:O1:O2:O3
Due to the fact that people get on
well together and that there is a
specific age group attract more
associations.
Problems
W1:T1:T2
Attract associations to create a
wide range of target group related
activities.
Grow strategy
Promotion of the modern possibilities within this centre can be a way to attract the age
group of 30-44 years. The strengths of this facility need to be strengthened by using the
opportunities.
Use the various possibilities to attract various residents. Activities can be usefull to fulfil
the motives of the residents. Due to the fact that everybody can have another reason
take part try to adapt to the several motives. A social motive can be fulfilled by
organising group activities.
Improvement strategy
There a too less associations attendant in the Chorlton Leisure Centre. By focussing on
the wide 30-44 years age group more associations can feel more attracted. This is
because a wide range of an age group will make it easier to set up something. Also the
fact that there is a good atmosphere within the ward a wide range of people will be
welcome to participate.
Defence strategy
Because of the modernized facilities it can be an extra reason for some people to do not
go. The new equipment can be too difficult. By guarantee of clear descriptions and
instructions people will keep returning.
Adaption of the program to full-time employees can be done by creating effective work
out classes especially for them with less time.
Problems
Try to attract associations by promoting the modern facilities. More associations will
mean a wider range of activities. This can attract more people.
„Trust the Trust‟ 106
25. Levenshulme Swimming Pools
Levenshulme Swimming Pools
Levenshulme
Opportunities
O1 = Arcadia Leisure Centre
Threats
T1 = Religions
Strengths
S1 = Target group aimed classes
S2 = Well known for years
Grow strategy
S1:S2:O1
Expand the possibilities of both
centres to combine the
opportunities. (packages,
marketing)
Defence strategy
S1:S2:T1
Because of the fact that there are
so many different religions and
creeds special classes need to be
created.
Weaknesses
W1 = Limited opening times
weekends
Improvement strategy
W1:O1
Gear opening hours to Arcadia
Leisure Centre to make sure
residents can optimal use the
facilities.
Problems
W1:T1
Due to the variety in the
population opening times need to
be expanded.
Grow strategy
Use the strengths of both centres to expand the possibilities. Both centres have other
things to over. By combine the possibilities, in both centres the usage will become
increased. This can be done in marketing, prizing and special packages.
Improvement strategy
Point out the facilities of the Arcadia Leisure Centre on the moments that the
Levenshulme Swimming Pools is not open. Try to combine the possibilities and opening
hours. In this way the people will keep satisfied.
Defence strategy
There a several work out classes. By expanding these classes to relate some of them to
various creeds; like gender, clothing et cetera more people will become attracted to the
Levenshulme Swimming Pools.
Problems
There is so much variety in the population that it can be useful to expand the opening
hours to keep various residents satisfied. This is because of working hours, creeds,
families and so on.
„Trust the Trust‟ 107
26. Manchester Aquatics Centre
Manchester Aquatics Centre
Ardwick
Opportunities
O1 = Lots of students (15-29
years)
O2 = Location
Threats
T1= Mixed culture
T2 = Single persons
Strengths
S1 = Variety of mixed leisure
(unique)
S2 = Wide range of opening hours
S3 = Specific associations (Male
Muslim Swim Club)
Grow strategy
S1:S2:O1:O2
Give students the opportunity to
sport with reduction on off-peak
hours.
S3:O1:O2
Fortify the offer of associations to
involve students.
Defence strategy
S1:S2:S3:T1
Due to a mixed culture with mixed
creeds, activities/classes/opening
hours need to be scheduled on the
basis of different ways of life.
S1:S2:S3:T2
Their life a lot of people on their
own so they are probably looking
for company. More group activities
need to be organised to increase
the social motive to participate.
Weaknesses
W1 = Work out classes not based
on older people
Improvement strategy
W1:O1:O2
Involve students to organise
activities for older people by
promoting the unique facility and
creating work out classes for
seniors.
Problems
W1:T1:T2
Seeing that there live a lot of
different people on their own and
there are no specific classes for
older people, offer need to be
more specialised.
Grow strategy
Seeing that the facility has a wide range of opening hours there will be peak- and off
peak hours. To make the off-peak hours interesting create activities our give some
groups reduction, like students.
There are a few specific associations, some of them based on specific creeds. This is a
very strength fact of the Manchester Aquatics Centre. To fortify this aspect try to involve
students by organising activities or invite various associations as a try-out phase.
Improvement strategy
In spite of there do not live a lot of older people in Ardwick. It is necessary to try to
attract these people as well. By using students to organise activities for this age group
the costs of salary can be low if they do it as an internship, by receiving extra credits or
for free sport possibilities.
Defence strategy
Try to minimize the threat of different creeds by creating activities focused on their
regulations of their religion. There are plenty of leisure possibilities, but communicate
this to the residents.
In this area live a lot of people on their own. They are probably sometimes looking for
company. By organising group activities they can sport while they are in a socal
environment.
Problems
The classes are not based on older people, also some of them live alone. By organising
group activities they will be able to meet people and to make social contacts.
„Trust the Trust‟ 108
27. Manchester National Squash Centre
Manchester National Squash
Centre
Bradford
Opportunities
O1 = Wide population of Chinese
O2 = High population of 45 years
and over
Threats
T1 = High percentage of
permanently sick/disabled
Strengths
S1 = Modern facility
S2 = Used for squash and racket
ball
Grow strategy
S1:S2:O1
Extend possibilities to attract also
the Chinese population like table
tennis or organize special lessons
for this ethnicity.
S2:O2
Extend offer of lessons to increase
the accessibility to participate.
Defence strategy
S1:S2:T1
Because of a high percentage of
permanently sick/disabled people
low impact lessons can help to
attract this people as well. The
modern possibilities will make it
accessible for wheelchair riders.
Weaknesses
W1 = Nothing for children
W2 = Just a few organised
activities
Improvement strategy
W1:O2
Involve pensioners to organise
activities for children.
W2:O1
To attract different ethnicities
organise more activities.
Problems
W1:W2:T1
More organised activities need to
improve the accessibility for
different target groups.
Grow strategy
With the surface of the National Squash Centre is a lot more to do. In this area live a lot
of Chinese people. By fulfil their wants and needs it will be possible to use this facility for
various sports. You can think about table tennis or badminton.
Squash is not an easy sport to start with. By extending the lessons on various levels
people will try to start with learning. Maintain their skills by offering lessons on various
levels.
Improvement strategy
There is a high percentage of the population 45 years and over. Some of them will be
pensioners. Try to keep them involved in the community by involved them by creating
activities/lessons for children.
The organised activities are limited. By extending the offer more people will feel attracted
and the usage of the facility will become increased.
Defence strategy
In Bradford live, relatively, a lot of permanently sick/disabled people. To give them the
possibility to become active as well, offer classes/lessons on a lower level focussed on
their physical possibilities. The facility is already accessible for wheelchairs.
Problems
Some people will not feel attracted to the facility because of the limited offer. This is a
shame, because the facility is usable for various activities. The usage will become
increased by organising activities.
„Trust the Trust‟ 109
28. Manchester Regional Arena
Manchester Regional Arena
Bradford
Opportunities
O1 = Wide population of Chinese
O2 = High population of 45 years
and over
Threats
T1 = High percentage of
permanently sick/disabled
Strengths
S1 = Indoor and outdoor facility
S2 = Multi-functional possibilities
Grow strategy
S1:S2:O1:O2
Extend equipment/program to
attract a new target group.
Defence strategy
S1:S2:T1
Because of the fact that a high
percentage of the population has
physical problems, the building can
be optimal used by organising
special activities for this group.
Weaknesses
W1 = Accessibility
Improvement strategy
W1:O1:O2
Because of the fact that there live
a lot of Chinese and older people,
increase accessibility by organising
activities.
Problems
W1:T1
Accessibility need to be improved
to attract more people by creating
different sport programs.
Grow strategy
This facility is unique, because of its indoor and outdoor possibilities. To strengthen this
aspect the program need to be extended. Focus on the most attendant target group like,
45 years aged and over and the Chinese residents. Discover the wants and needs of this
group and increase the usage by extending the offer.
Improvement strategy
Because of the fact that there is not much going on in the facility people will not feel an
easy accessibility. By organizing activities like gymnastics, dancing classes and running
courses people will feel more attracted to the Manchester Regional Arena.
Defence strategy
It is a perfect location to create low impact lessons for physical unstable persons. People
can sport as well indoor as outdoor. This can be various activities like wheelchair race
and low impact gymnastics. In this way also these people will be able to participate in
sport.
Problems
The facility is not accessible enough because of the few organised activities. By
increasing the activities, classes and courses people will step by easier.
„Trust the Trust‟ 110
29. Manchester Regional Gymnastics Centre
Manchester Regional Gymnastics
Centre
Gorton North
Opportunities
O1 = Lots of 45 year aged and
over
Threats
T1 = Different ethnicities
Strengths
S1 = Unique in its kind
S2 = Kids programs
Grow strategy
S1:S2:O1
Extend activities program based on
target groups like gymnastics for
older people. Organise activities
for parents when their kids are
playing as well.
Defence strategy
S1:S2:T1
Because of the different ethnicities
programs need to be extend to
give different people the possibility
to participate.
Weaknesses
W1 = Limited opening hours
W2 =Limited usage
Improvement strategy
W1:W2:O1
Create activities in the morning to
attract older people and to extend
usage of the facility.
Problems
W1:W2:T1
The accessibility is limited so it will
be harder to attract different kind
of people. By increasing the
opening hours and programs more
people will feel attracted.
Grow strategy
This facility is unique, because of its equipment and function. Also the special kids
programs are great. To increase the usage it will be an opportunity to organise
gymnastics for older people. This due to the high population of 45 years aged and over.
To give parents the opportunity to participate in sport as well it will be an opportunity to
organise something on the same time as their children are participating in sports.
Improvement strategy
The facility is not optimal used. To improve this it will optional to create gymnastics
classes for older people in the morning. On this time the facility is not yet opened. By
increasing the accessibility the usage will be increased as well.
Defence strategy
Some creeds are not allowed to participate in sport with men and women. Also clothes
are sometimes an obstacle to participate. By organising specific classes more people will
be able to take part.
Problems
The opening hours are to limited to attract various people. For some people it will not be
possible to use the facility. By extending the opening hours and offering activities focused
on older people the usage will be increased.
„Trust the Trust‟ 111
30. Manchester Regional Hockey Centre
Manchester Regional Hockey
Centre
Gorton North
Opportunities
O1 = Lots of 45 year aged and
over
Threats
T1 = Different ethnicities
Strengths
S1 = Unique facility
S2 = Cooperation Belle Vue
Leisure Centre
Grow strategy
S1:S2:O1
Extend activities by creating
hockey activities based on the
needs of older residents to attract
them as well.
Defence strategy
S1:S2:T1
Due to different ethnicities with
different habits specific activities
need to be organized to attract
different kind of people.
Weaknesses
W1 = Accessibility
Improvement strategy
W1:O1
Create opportunities for older
residents to increase accessibility
by organising activities.
Problems
W1:T1
Accessibility need to be improved
by extra opportunities to attract
also other ethnicities.
Grow strategy
Gorton North is a ward where live a lot of older people. At this moment the hockey centre
is mostly used by young people. Because it contains a unique facility in the area it will be
possible that also older people will feel attracted to this kind of sport. Hockey on a low
level will attract older people as well. The awareness can be increased by using the
database of the Belle Vue Leisure Centre. The courts can also be used in combination
with the Bellevue Leisure Centre, as example during the summer. ( Work out classes
outside)
Improvement strategy
The Regional Hockey Centre is only accessible on limited moments. By increasing the
accessibility with organising easy accessible competitions also other people will feel
attracted and the usage can be improved.
Defence strategy
Some creeds will not be able to participate in hockey, because of the clothes. By giving
people the freedom to choose their own clothes, on perhaps specific hours, it will be
accessible for various ethnicities.
Problems
At this moment the fact that there are no activities based on various creeds some people
will not be able to take part. By increasing the accessibility with less requirements and
more focused on various needs and wants a divers public will use the Regional Hockey
Centre.
„Trust the Trust‟ 112
31. Manchester Regional Tennis Centre
Manchester Regional Tennis Centre
Ancoats & Clayton
Opportunities
O1 = A lot of lone parents
Threats
T1 = Different religions
T2 = Permanently sick/disabled
Strengths
S1 = Unique facility
S2 = Usable all year round
S3 = Easy access
Grow strategy
S1:S2:S3:O1
Create hours for lone parents to
play tennis while somebody take
care over their kids to attract them
as well.
Defence strategy
S1:S2:S3:T1
Due to different religions activities
to attract them as well need to be
organized, keep in mind different
creeds.
S1:S2:S3:T2
Offer tennis activities on a lower
impact level and make this easier
with softer balls to attract people
with a physical problem as well.
Weaknesses
W1 = Limited opportunities
Improvement strategy
W1:O1
Increase opportunities to create
activities for parents and children
together.
Problems
W1:T1:T2
The opportunities need to be
extended to involve also other
ethnicities. There will be attracted
less people if the possibilities are
limited.
Grow strategy
The possibilities of this unique facility need to be strengthen by increasing the
opportunities. In this area life a lot of lone parents. They can not participate in sport
while their kids are alone at home. By giving parents the opportunity to sport while
somebody take care of their child the possibilities will be improved. The salary costs can
be stay limited by using students with experience of taking care of children. Also offering
activities on the same time as the parents will be a possibility.
Improvement strategy
At this moment there are not a lot of opportunities at the tennis centre. By organising
activities for parents and children together the family can ‘work out’ together.
Defence strategy
Some creeds will not be allowed to take part in tennis with different genders. To avoid
this problem it can be an opportunity to organise activities focused on this group.
Beside a lot of lone parents in Ancoats & Clayton also a lot of permanently sick and
disabled residents live here. To make it easier for them to participate in sport by
expanding the equipment and activities this people will still be involved in the community
and the will able to maintain their health.
Problems
The limited opportunities will make it unattractive to participate in tennis for some
creeds. By involving them the gap between various creeds can be reduced.
„Trust the Trust‟ 113
32. Manchester Velodrome
Manchester Velodrome
Ancoats & Clayton
Opportunities
O1 = Local community schools
Threats
T1 = Different ethnicities
Strengths
S1 = Unique in its kind/different
possibilities
S2 = National popular
Grow strategy
S1:S2:O1
Organise school competitions to
attract children to participate in
sport/cycling.
Defence strategy
S1:S2:T1
Because of different ethnicities
with different habits some
ethnicities will be excluded. By
organising more target group
related activities more ethnicities
will feel attracted.
Weaknesses
W1 = Can not fulfil all the requests
W2 = Misuse of programs
Improvement strategy
W1:W2:O1
Make sure that the intended
people participate in the programs
so that the circulation goes more
fluently. On this way also other
groups can join the track.
Problems
W1:W2:T1
The accessibility for different
ethnicities need to be improved by
organizing more programs and by
aggravate the conditions to take
part in the different programs.
Grow strategy
The Manchester Velodrome offers various sports. The track is used optimal, but the
‘centre court’ where net ball and basket ball takes place can be increased. This will be
able if you try to set up a school completion across Manchester. Whereby various schools
need to compete against each other in several sports.
Improvement strategy
To fulfil as many as the request as possible it is necessary that accredited riders ride on
the track on specific hours. At this moment they ride in the ‘starters’ group while other
people can not ride on the track, because of the popularity.
Defence strategy
Also in the Manchester Velodrome there are no activities based on creeds. By keeping
this in mind the usage of the ‘centre court’ can become increased as well.
Problems
Some people are excluded of participation by organising ‘too general’ activities. If you
base the activities more on specific target groups, people will feel more attracted than if
you take them all in general.
„Trust the Trust‟ 114
33. Miles Platting Swimming Pools
Miles Platting Swimming Pools
Miles Platting and Newton Heath
Opportunities
O1 = Lot of older people
Threats
T1 = High population of lone
parents
Strengths
S1 = Attendance of associations
S2 = Package membership
(fitness+swimming)
Grow strategy
S1:S2:O1
Increase participation of older
people by scheduling combination
activities on off-peak hours.
Defence strategy
S1:S2:T1
A nursery gives lone parents the
opportunity to sport, while their
kids are playing under
accompanying.
Weaknesses
W1 = Limited opening hours
weekend
W2 = Limited fitness facilities
Improvement strategy
W1:W2:O1
Organise fitness group activities to
optimise the usage of the fitness
suite.
Problems
W1:W2:T1
Extend opening hours in the
weekends and organise child-
parents activities.
Grow strategy
There a various activities for older people. All people aged over 60’s are able to swim for
free. To attract also activities outside the water packages of activities can be useful to
increase the participation of the older generation. If you do this on off-peak hours other
target groups will not become annoyed by the extra activities.
Improvement strategy
The fitness facilities are not optimal. To keep people attracted to this part of the facility
group fitness can be optional. If you do various activities within the fitness suite the
usage of this area can become increased.
Defence strategy
To attract also lone parents after their work a nursery will be an option. If you offer this
on special hours the costs can be keep low. This will give lone parents the opportunity to
sport as well while somebody take care over their children.
Problems
Child-parents activities will make it possible for the families to be active together and to
show the importance of being active. Especially for lone parents it will be convenient
when the facility is accessible in the weekend throughout the day.
„Trust the Trust‟ 115
34. Withington Leisure Centre
Withington Leisure Centre
Old Moat
Opportunities
O1 = People get on well together
O2 = Lots of students
O3 = People are healthy (pay
attention on their life style)
Threats
T1 = Variety of cultures
Strengths
S1 = Range of facilities and
activities
S2 = Opening hours
Grow strategy
S1:O1:O3
Because of a positive attitude of
the residents they will feel
attracted by the several
opportunities of the centre.
S2:O1:O2
The wide opening hours will attract
different kind of people throughout
the day. A reduction for students
on off-peak hours will attract
them.
Defence strategy
S1:S2:T1
Because of the different
possibilities several cultures will
feel attracted by the centre. To
attract more cultures activities
need to reckon with different
creeds and habits.
Weaknesses
W1 = No target group related
classes
Improvement strategy
W1:O1:O2:O3
Take wide target groups to specify
programs, but because of the fact
people get on well together a wide
range of target groups will be
enough.
Problems
W1:T1
Because of the absence of specific
classes some cultures will not be
able to participate in the classes.
More creed specified programs will
attract more cultures.
Grow strategy
The range of facilities and activities are a very positive aspect of this facility. By
remaining this the visitors will keep coming. With several activities the range of people
will be increased and people are able to be active together with their family or friends,
because there is something to do for everybody. Try to discover if the people miss
something or would like to see other activities as well.
The facility is accessible throughout the week. During these days you will have off-peak
moments. By giving reduction during this hours you will be able to attract another target
group, like students. Especially because of their financial situation.
Improvement strategy
To focus your classes more on target groups the quality of the lessons can become
improved. By taking wide range of target groups you will not exclude people, especially
not because these residents get on well together.
Defence strategy
There are a lot of opportunities in this centre, but by focusing these activities on various
creeds and habits also various ethnicities will be able to take part. Sometimes they are
not allowed to sport together with the other gender or they have specific clothing
regulations.
Problems
The absence of specific classes can be a reason for various ethnicities to not take part in
the facility. The facility is open throughout the day, has a lot to offer and the usage will
become increased by creating classes focused on the wants and needs of several
ethnicities.
„Trust the Trust‟ 116
35. North City Family and Fitness Centre
North City Family and Fitness
Centre
Harpurhey
Opportunities
O1 = Location close to other
facilities
Threats
T1 = Ethnicities
T2 = High percentage of
population permanently
sick/disabled
Strengths
S1 = Equipment/wide range of
offer
S2 = Target group related classes
Grow strategy
S1:S2:O1
Attract more residents by working
together with the nearby
companies and advertise with wide
range of offer.
Defence strategy
S1:T2
A lot of residents have physical
problems. To attract this people
create work out programs.
S2:T1
The target group related classes
need to keep different habits in
mind.
Weaknesses
W1 = No associations
Improvement strategy
W1:O1
Attract associations to involve in
centre by promoting the perfect
location.
Problems
W1:T1:T2
Increase accessibility by attracting
associations for different
ethnicities and groups.
Grow strategy
This facility has a lot to offer. You will attract more people by working together with the
surrounded companies. The awareness of the North City Family and Fitness Centre will
be high, because of the usage of the companies nearby. Try to create packages between
the several companies.
Improvement strategy
The absence of associations can be a reason to go somewhere else. It is necessary to try
to offer a wide range of possibilities to reach all kind of residents. This centre will be a
perfect place for associations to establish due to the attendance of the various facilities.
Defence strategy
This part of Manchester counts a high percentage of permanently sick and disabled
people. With offering low impact lesson or wheelchair classes this people will be able to
participate as well. The usage of the facility will be increased and it is also a way to show
social involvement.
Problems
People with different ethnicities can have the feeling that other people do not understand
them. By attracting associations focused on specific religions, like a Muslim dance group
or an Indian sports Club it will be easier to fulfil their wants and needs.
„Trust the Trust‟ 117
36. Ten Acres Leisure Centre
Ten Acres Leisure Centre
Miles Platting & Newton Heath
Opportunities
O1 = A lot of lone parents
Threats
T1 = A lot of older people
Strengths
S1 = A lot of associations
Grow strategy
S1:O1
Special activities after school hours
will attract children who live with
only one parent. While the parent
works, somebody takes care over
the child.
Defence strategy
S1:T1
Activities in the morning focussed
on older people will attract another
target group.
Weaknesses
W1 = Accessibility
W2 = Limited possibilities
Improvement strategy
W1:W2:O1
Extension of the opening hours in
the weekends makes it more
accessible for lone parents to let
their children participate in an
activity or to play together.
Problems
W1:W2:T1
Extension of the possibilities will
attract older people as well to
participate in a group activity.
Grow strategy
Various associations means that there are a wide range of activities going on in the Ten
Acres Leisure Centre. To make it easier for lone parents a care for children after school
hours will be a possibility. In this way parents do not have to worry about their child and
the children are able to have fun and being active with their friends. The hours after
school time are mostly not the most popular hours to be active. This will not be any
problem.
Improvement strategy
The opening hours will make it not easy for lone parents to sport together with their
child. If you extend the opening times and organise various activities for parents to
sport together with the children it will be useful to extend the opening hours.
Defence strategy
In this area live a lot of older people. They will feel a kind of hesitation to visit the
facility. By creating special activities or mornings for this category it will be more
attractive for them to participate.
Problems
The fact that the population of Miles Platting & Newton Heath contains a lot of older
people. It is necessary to make it accessible for them to participate. In this way the
accessibility need to become increased for this target group by organizing special
activities for them.
„Trust the Trust‟ 118
37. Moss Side Leisure Centre
Moss Side Leisure Centre
Hulme
Opportunities
O1 = Students
O2 = A lot of singles
Threats
T1 = Religion
Strengths
S1 = Associations
S2 = Offer of activities
Grow strategy
S1:S2:O1:O2
The wide range of activities will
attract different people. Special
student hours/reduction and
student group activities will fulfil
the social need of this group.
Defence strategy
S1:S2:T1
Due to different religions the offer
need to be based on the needs and
habits of different ways of life.
Weaknesses
W1 = Limited work out classes
Improvement strategy
W1:O1:O2
Because of the many single living
students their social needs need to
be fulfilled by extension of the
work out classes.
Problems
W1:T1
The accessibility for different
religions need to be improved by
work out classes which fit to their
creeds.
Grow strategy
Students are usually interested in being together with friends and most of them are
physical active. To attract them to the Moss Side Leisure Centre it will be an opportunity
to give them reduction on off-peak hours. The usage will become increased and it will be
possible for students to participate.
Improvement strategy
Most of the student live on their own. They are probably looking for company and this
can be possible during a physical activity. Extension of the work out classes will make it
possible to fulfil the social motives of people.
Defence strategy
With the variety of associations it will be easier to participate for several ethnicities. Try
to attract various ethnicities by organising activities based on their wants and needs. This
because it contains a high percentage of the population of Hulme.
Problems
The limited work out classes will make it harder for some people to take part in sports.
Extension of the work out classes is necessary to attract also the high percentage of
other ethnicities.
„Trust the Trust‟ 119
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