streetsville bowl marketing plan

STREETSVILLE BOWL MARKETING PLAN

MARCH 11, 2016 JOHN COOPER

Jessica Haughton, Sandra Ghobrial, Aimen Shahzad, Brenda Amador, Joshua Favaro

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Contents EXECUTIVE SUMMARY .......................................................................................................... 10

1. MARKET SITUATION .......................................................................................................... 12

a) Definition of the market ........................................................................................................... 12

b) Market Size and Growth ........................................................................................................... 13

Key Takeaways ......................................................................................................................... 15

c) Segmentation of the market ...................................................................................................... 16

d) Distribution channels ................................................................................................................ 18

e) Consumer Needs ....................................................................................................................... 19

f) Consumers Preference: .............................................................................................................. 21

g) Consumer Perceptions .............................................................................................................. 22

h) Consumer Buying Trends ......................................................................................................... 23

2. CLIENT’S BUSINESS SITUATION....................................................................................... 24

a) Review of Client’s Business ..................................................................................................... 24

i) Sales for the past 3 years .................................................................................................... 24

ii) Market Share for the past 3 years ................................................................................... 25

iii) Target Market ................................................................................................................. 27

iv) Positioning ...................................................................................................................... 29

v) Marketing Objectives ..................................................................................................... 30

vi) Promotion Strategies: ..................................................................................................... 32

a) Advertising ................................................................................................................. 32

b) Promotion ................................................................................................................... 32

c) Public Relations .......................................................................................................... 33

d) Selling ......................................................................................................................... 34

vii) Product/Service Quality Strategies................................................................................. 35

viii) Pricing Strategies............................................................................................................ 36

ix) Distribution Strategies .................................................................................................... 37

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3. COMPETITIVE SITUATION.................................................................................................. 38

Competitor: Classic Bowl ......................................................................................................... 39

i) Sales for the past three years .......................................................................................... 39

ii) Market share ............................................................................................................... 39

iii) Target Market ............................................................................................................. 39

iv) Positioning .................................................................................................................. 42

v) Marketing Objectives ................................................................................................. 42

vi) Promotion Strategies................................................................................................... 43

vii) Product/service quality strategies ............................................................................... 45

viii) Pricing Strategies .................................................................................................... 45

ix) Distribution Strategies ................................................................................................ 46

Competitor: Planet Bowl........................................................................................................... 47

i) Sales for past three years ................................................................................................ 47

ii) Market share (in units and/or dollars) for past three years ......................................... 47


iv) Positioning .................................................................................................................. 50

v) Marketing objectives .................................................................................................. 50

vi) Promotion strategies ................................................................................................... 51

b) Sales Promotion .......................................................................................................... 52

vii) Product / service quality strategies ............................................................................. 53

viii) Pricing strategies ..................................................................................................... 53

ix) Distribution strategies ................................................................................................. 54

Competitor: Playdium ............................................................................................................... 55

i) Sales ............................................................................................................................... 55

ii) Market Share ............................................................................................................... 55


iv) Positioning .................................................................................................................. 57

v) Marketing Objectives ................................................................................................. 57

vi) Promotional Strategies ................................................................................................ 58

vii) Product services quality and strategies ........................................................................... 60

viii) Pricing Strategies........................................................................................................... 60

x) Distribution ................................................................................................................. 61

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4. MACROENVIRONMENT SITUATION ................................................................................ 62

Demographic Environment ....................................................................................................... 62

Economic Environment ............................................................................................................ 65

Technological Environment ...................................................................................................... 67

Political Environment ............................................................................................................... 70

Socio-cultural and Natural Environment .................................................................................. 72

5. SWOT ANALYSIS .................................................................................................................. 75

Strengths ................................................................................................................................... 75

Weaknesses ............................................................................................................................... 76

Opportunities............................................................................................................................. 78

Threats....................................................................................................................................... 80

6. ISSUE ANALYSIS ................................................................................................................... 81

7. RECOMMENDED ONE-YEAR OBJECTIVES ..................................................................... 83

a) Financial Objectives and Rationale ...................................................................................... 83

b) Overall marketing objectives and rationale .......................................................................... 86

8. RECOMMENDED ONE YEAR MARKETING OBJECTIVES AND STRATEGIES .......... 89

a) Target Market..................................................................................................................... 89

Objectives and Rationale ...................................................................................................... 89

Strategies and Rationale ........................................................................................................ 90

b) Positioning ...................................................................................................................... 91



c) Product ............................................................................................................................... 93



d) Pricing ............................................................................................................................ 95



e) Distribution ........................................................................................................................ 97



f) Selling ................................................................................................................................ 99


Strategies and Rationale ...................................................................................................... 100

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g) Service .......................................................................................................................... 101

Objectives and Rationale .................................................................................................... 101


h) Advertising ................................................................................................................... 103



i) Sales Promotion ............................................................................................................... 105

Objectives and Rationale ........................................................................................................ 105

Strategies and Rationale ................................................................................................. 106

j) Public Relations ............................................................................................................... 107



k) Research and Development .......................................................................................... 108



l) Consumer Research ......................................................................................................... 110



9. Recommended One Year Action Plan .................................................................................... 111

1. Launch “Streetsville Bowl’s Sweet Sunday’s” promotion to increase family engagement on

weekends. ................................................................................................................................ 112

Explanation ......................................................................................................................... 112

Implementation ................................................................................................................... 112

2. Design and place new signage posters inside and outside the location, which brings to life

the enjoyable times experienced by customers at Streetsville Bowl. ..................................... 113

Explanation ......................................................................................................................... 113

Implementation ................................................................................................................... 113

3. Set up a customer relationship management system to build stronger connections with

returning clients. ..................................................................................................................... 114

Explanation ......................................................................................................................... 114

Implementation ................................................................................................................... 115

4. Introduce a loyalty program to strengthen customer loyalty and increase repeat purchases.

................................................................................................................................................. 116

Explanation ......................................................................................................................... 116

Implementation ................................................................................................................... 116

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5. Work with restaurants in the Streetsville area for cross-promotional purposes. ................ 117

Explanation ......................................................................................................................... 117

Implementation ................................................................................................................... 117

6. Launch Streetsville Bowl’s gift shop with branded products for customers. ..................... 118

Explanation ......................................................................................................................... 118

Implementation ................................................................................................................... 118

7. Use direct email marketing to send promotional messages to customers in order to increase

communicational efforts and relationship building. ............................................................... 119

Explanation ......................................................................................................................... 119

Implementation ................................................................................................................... 119

8. Provide customers with the option to give feedback through surveys, which would allow

Streetsville Bowl to better understand their customers and make improvements. ................. 120

Explanation ......................................................................................................................... 120

Implementation ................................................................................................................... 120

9. Provide in-store promotional materials to audiences enjoying a party or event at Streetsville

Bowl. ....................................................................................................................................... 121

Explanation ......................................................................................................................... 121

Implementation ................................................................................................................... 121

10. Upgrade the website to make it look more appealing to customers. ................................ 122

Explanation: ........................................................................................................................ 122

Implementation: .................................................................................................................. 122

11. Create additional social media accounts, while increasing posting activity on Facebook in

order to raise brand awareness. ............................................................................................... 123

Explanation ......................................................................................................................... 123

Implementation ................................................................................................................... 123

12. Offer themed nights at Streetsville Bowl to increase customer base. .............................. 124

Explanation ......................................................................................................................... 124

Implementation ................................................................................................................... 124

13. Initiate complimentary brief bowling lessons as an interactive way for beginners to learn

basic bowling techniques. ....................................................................................................... 125

Explanation ......................................................................................................................... 125

Implementation ................................................................................................................... 125

14. Hold an annual charity event at the location in order to build brand awareness. ............. 126

Explanation ......................................................................................................................... 126

Implementation ................................................................................................................... 126

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15. Offer different pricing at different times throughout the week in order to fill lanes and

influence customers to come to Streetsville Bowl. ................................................................. 127

Explanation ......................................................................................................................... 127

Implementation ................................................................................................................... 127

Recommendation Schedule ................................................................................................. 128

10. PROPOSED ONE YEAR MARKETING BUDGET ........................................................... 129

1. Launch “Streetsville Bowl’s Sweet Sunday’s” promotion to increase family engagement on

weekends. ................................................................................................................................ 129






................................................................................................................................................. 129

5. Work with restaurants in Streetsville to create deals and promotions that will benefit

Streetsville Bowl and the restaurants. ..................................................................................... 130







Bowl. ....................................................................................................................................... 130










11. MARKETING CONTROLS ................................................................................................ 133

1. Launch “Streetsville Bowl’s Sweet Sundays” promotion to increase family engagement on

weekends. ................................................................................................................................ 133

a) Relating Recommendations to Issues and Objectives .................................................... 133

b) Methods to Monitor and Evaluate Recommendations ................................................... 134

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................................................................................................................................................. 139




Streetsville Bowl and the restaurants. ..................................................................................... 140














9. Use parties and events to promote in-store in order to maintain target market. ................. 144










9













a) Relating Recommendations to Issues and Objectives .............................................. 155


12. EXHIBITS ............................................................................................................................ 157

1. Sweet Sundays Poster ......................................................................................................... 157

2. Signage Indoor Wall Poster ................................................................................................ 158

3. CRM System Preview ......................................................................................................... 159

4. Loyalty Program Customer Card ........................................................................................ 160

5. Cross Promotion Handouts (in Streetsville Bowl, advertising Cagneys) ........................... 161

6. Cross Promotion Handouts (in Cagneys, advertising Streetsville Bowl) ........................... 162

7. Direct Email Marketing Example ....................................................................................... 163

8. Customer Survey ................................................................................................................. 164

9. Promotional card in a birthday loot bag .............................................................................. 165

10. Website Upgrade (Portfolio of a web design company who works with small businesses)

................................................................................................................................................. 166

11. New Social Media Platforms Recommended for Streetsville Bowl ................................. 167

12. Themed Night Example .................................................................................................... 168

13. Bowling Lessons Advertisement ...................................................................................... 169

14. Charity Event Poster ......................................................................................................... 170

15. Poster Advertising Pricing Discounts Based on Time of Day .......................................... 171

13. APPENDIX ........................................................................................................................... 172

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EXECUTIVE SUMMARY

Bowling alleys have been a staple of traditional family entertainment activities, but has

experienced much change over the years. Streetsville Bowl has successfully created many loyal

customer relationships and positioned themselves as the ideal family entertainment centre with

activities appealing to both parents and children. However, with the constant evolution of the

family entertainment industry due to various external factors, an environmental scan and

an internal operations analysis will ensure that Streetsville Bowl effectively adapts to

these changes to retain their target audience.

The following report will analyze the family entertainment centre industry, Streetsville Bowl’s

current operations, several direct and indirect competitors as well as an entire macro-

environment scan pertaining to the industry. Based on the research conducted, objectives and

strategies are established to maintain the company’s strengths, improve on the brand’s

weaknesses, take advantage of industry opportunities and protect Streetsville Bowl from

external threats. 15 recommendations are created out of the objectives and strategies

developed. Here is a preview of these proposed recommendations:

1. Launch “Streetsville Bowl’s Sweet Sundays” promotion to increase family engagement on

weekends.

2. Design and place new signage posters inside and outside the location, which brings to life the

enjoyable times experienced by customers at Streetsville Bowl.


returning clients.


5. Work with restaurants in the Streetsville area for cross-promotional purposes.

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6. Launch Streetsville Bowl’s gift shop with branded products for customers.


communicational efforts and relationship building.


Streetsville Bowl to better understand their customers and make improvements.


Bowl.

10. Upgrade the website to make it look more appealing to customers.


order to raise brand awareness.

12. Offer themed nights at Streetsville Bowl to increase customer base.


basic bowling techniques.

14. Hold an annual charity event at the location in order to build brand awareness.


influence customers to come to Streetsville Bowl.

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1. MARKET SITUATION

a) Definition of the market

Streetsville Bowl operates in the amusement and recreation industry, but specifically, the

family entertainment centre market.ii

Family entertainment centres include a combination of services such as bowling alleys,

arcades, billiards/pool tables, laser tag, along with party rooms.i

Bowling is a recreational sport, also played professionally, and is targeted to all

audiences.i

There are two common types of bowling: 5-pin and 10-pin bowling.i

5-pin bowling is the more popular option in Canada than 10-pin.ii

The bowling industry is in a decline, in both recreational and competitive categories.iii

In the past 5 years, several bowling alleys have shut down, as other bowling alleys are

attempting to change their experience by adding innovative features.i

Streetsville Bowl is in the Streetsville area of Mississauga, Ontario.iv

Their direct competitors include Classic Bowlv, Brunswick Zone Mississaugavi, and

Planet Bowl.vii

Streetsville Bowl is a 5-pin bowling alley with 12 lanes of computerized scoring. There

are active bowling leagues at this location.viii

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b) Market Size and Growth

Streetsville Bowl is a part of the amusement and recreation industry, but more

specifically, the family entertainment centre market.

In 2013, the amusement and recreation industry accumulated $8.1 billion in sales, but a

majority of those revenue numbers came from fitness centres.ix

Canadian Bowling Centre Statistics

Year Total Bowlers Total Centres Total Leagues

2011 26,506 136 854

2012 24,481 135 724

2013 22,184 132 668

2014 20,171 125 599

x

The table shows how bowling centres have gradually closed down, while total leagues

and bowlers have significantly dropped in the last several years.

Ontario has experienced a similar decline, showing that popular bowling centres across

the province are losing members, resulting in fewer competitive leagues.

Number of bowlers per year dropped 31% since 2011.x

Number of leagues per year dropped 42.5% since 2011.x

This significant drop off is a contributing factor in the closing down of 11 bowling centres

since 2011.x

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xi

This chart shows that participation percentage at bowling alleys decrease as age

increases, taking a sharper decline from 44-55. xi

A majority of young children in Canada participate in bowling, whether for recreational

purposes with their parents, or as a part of youth leagues.xi

Since Streetsville Bowl is in Ontario, it is best to focus population trend analysis on this

province.

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Ontario Population Demographics

Year Population

(thousands)

0-14 15-64 65+

2011 13,263.5 2,206.0 9,170.4 1,887.1

2012 13,409.6

(+1.1%)

2,197.0

(-0.4%)

9,239.7

(+0.8%)

1,972.9

(+4.3%)

2013 13,551.0

(+1.1%)

2,192.7

(-0.2%)

9,297.4

(+0.6%)

2,058.9

(+4.2%)

2014 13,677.7

(+0.9%)

2,190.8

(-0.1%)

9,350.3

(+0.6%)

2,133.8

(+3.5%)

2015 13,792.1

(+0.8%)

2,193.0

(+0.1%)

9,387.9

(+0.4%)

2,211.2

(+3.5%)

xii

This table identifies population trends in Ontario based on demographics.xii

The overall provincial population has slightly increased since 2011, which is in harmony

with the country’s overall population trends.xii

The 65+ age group has experienced the greatest increase (3-4% per year).xii

The bowler participation graph as well as the Ontario Population table provide one major

contributing factor to the negative trends in the Canadian bowling industry. If people

bowl less when they get older, and the country’s (specifically Ontario’s) senior

population is rising, then it is logical to conclude that bowling participation

numbers are on the decline.

Some entertainment centres have sustained some growth by combining services and

“expanding entertainment choices” like adding an arcade to the bowling alley or

including a pool table and a restaurant.xiii

Key Takeaways

The bowling industry in Canada is experiencing a decline as total registered bowlers,

leagues, and bowling alleys have collectively dropped since 2011

Bowling alleys have combined their services with other family entertainment centres

(arcades, billiard rooms, restaurants) to improve operation productivity

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c) Segmentation of the market

Bowling falls under the family entertainment centre market and can be segmented under

four key areas: Young Adults Recreational Bowlers, Family Recreational Bowlers, Youth

Leagues, and Adult (senior) Leagues.

The target market relies on the timing of when certain age groups go bowling. During the

morning/afternoon, the target market is geared towards kids ages 3 and over. During the

evening/night the target is aimed at young adults, aged 17-30 years old.

Segmentation Young Adults

Recreational

Bowlers

Family

Recreational

Bowlers

Youth Leagues Adult (Senior)

Leagues

Demographics Ages: 16-25 years

of age

Gender: Male and

female

Income: low-

middle

Family Status:

Single, in a

relationship

Education: High

school or post-

secondary

education

Ages: Children

(4-12) and

parents (28-45)

Gender: Male

and female

Income:

Middle/high

income

Family Status:

Married with

young children

Education: Post-

secondary

diploma or degree

Ages: 7-19 years

old

Gender: Male and

female

Income: Parents

(middle/high

income)

Family Status:

Live at home,

single

Education:

Elementary/high

school

Ages: 55-75

years old

Gender: Male

and female

Income:

Middle/high

income

Family Status:

Empty nesters,

own a home

Education:

Post-

secondary

diploma/degree

Geographics Suburban or urban

area

Suburban or

urban area

Suburban or urban

area

Suburban or

urban area

17

Psychographics Outgoing, social

Technologically

savvy

Enjoys casual

dating

relationships

Adventurous

Up-to-date with

fashion trends

Price sensitive

Enjoys going

out for

entertainment

Very involved in

social media

Actively involved

in children’s lives

(focused on kids)

Enjoy recreational

activities as a

family (especially

during holidays)

Organize

playdates for

children

Desire a clean,

safe environment

for children at

recreational

facilities

Prefer family

package discounts

Competitive,

driven

Self-motivators

Technologically

savvy

Focused on

schooling

Involved in

extracurricular

activities

Actively

volunteering in the

community

Financially

dependent on

parents

Very competitive

Team oriented

Retired, free time

Health conscious,

stay active in

daily recreational

activities (for

exercise

purposes)

Enjoy taking

advantage of

senior discounts

Enjoy association

with other

seniors, sense of

belonging

Behaviouristics Brand loyal to

cost-effective

entertainment

services

Medium to high

usage

Semi-regular

users

Brand loyal to

quality service

brands

Medium usage

Semi-regular or

occasional users

Brand loyal to their

bowling league,

long-term

commitment

High usage

Frequent users

Extremely brand

loyal to their

league, long-term

commitment

High usage

Frequent users

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d) Distribution channels

Bowling facilities are indoors.

Different atmospheres are created, such as glow in the dark facilities, lasers, and

bar/restaurant environments.

Coaching is available for competitive youth and adult leagues.

Party rooms are available for children parties, and corporate events.

Charity events are also hosted at these facilities.

Online booking/group booking is available.

Bowling merchandise is available for purchase at times through a gift shop in the facility.

Upscale bowling facilities offer more options to customers (opened later in the week,

more arcade games, billiard table, and lounge area, gourmet food options at breakfast,

lunch, and dinner).

Independent facilities are normally located in high traffic areas in communities.

Low scale providers typically offer similar products and services with fewer additional

features, and as a result, do not always appeal to unique or specialty consumer

preferences.

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e) Consumer Needs

Young Adults Recreational Bowlers

Matched the bowling center to its market with more upscale art décor, cocktail seating in

the open space

Bowl with the lights down – great music turned up and awesome special effects lighting

o This leads to a nightclub “feel” to an activity that is enjoyed by all age groups,

creating a new preference for weekend nights’ out for young adults. xiv

Having a party room for meetings, work gatherings, holiday specials, or birthday parties

is an important need for customers requiring plenty of space to host events.xv

Family Recreational Bowlers

Families who live in suburban areas would need a bowling alley that is not too far away

from their home making it easier to commute.xvi

Mothers with infants or young children would need a changing table in a clean restroom

to care for them.

For children who are bowling they need bumpers to help keep the bowling balls out of

the gutters. xvii

Families need a safe, fun environment that they know when they bring their children they

would all have a good time as a family.

Having meetings, work gatherings, holiday specials, or birthday parties is an important

need for customers requiring plenty of space to host events.xviii

20

Youth Leagues

Bowling with dimmed lights – great music turned up and special effects lighting

Offering more appealing food and beverage options for customers to quench their thirst

or satisfy their hunger after hours of bowling.xix

Reasonable registration fee that is affordable for parents to pay.

Professional coaches/leaders to help teach the basics of bowling.

Adult (Senior) Leagues

• Consumers need the right accommodations if player has any special needs. (wheelchair

accessible)

• Elderly seniors need a leader that can organize and remind the seniors about upcoming

events coming that are 2-3 times a week

• Teammates that take bowling seriously and makes the effort to be on time for meetings

and games.

21

f) Consumers Preference:

Young Adults Recreational Bowlers

• What young consumers would prefer in a bowling alley is a more modern look with neon

lit lanes and new, popular music to help make their time more enjoyable. xx

• Consumers look forward to joining a league that suits their status whether they are a

beginner or advanced. xxi


• Friends and family need a responsible, trained staff that will do their job effectively for

the customer’s benefit to enjoy. xxii

• Parents planning birthday parties for their children would prefer the bowling alleys to

handle food, decorations, entertainment & the clean-up for a reasonable service fee.xxiii

• Arcades offer an alternate choice while waiting for an alley

Youth Leagues

Customers would prefer to pay moderate prices/fares that are reasonable and not too

expensive.

Adult (Senior) Leagues

• A full bar service with “smart-serve” employees would satisfy certain audiences who

would like to drink responsibly during their games of bowling.xxiv

o Customers would prefer more variety when choosing what to eat, such as, stir-

fried rice, pasta, or lamp chops prepared daily by a culinary staff.

• There is a fitness benefit when it comes to bowling at least once a week in terms of

burning calories while playing.xxv

22

g) Consumer Perceptions

Young Recreational Bowlers

Bowling is viewed as a great way to have fun and interact with people.

Approximately 95 million people worldwide enjoy bowling, so it is known as a popular

recreational activity for all ages.xxvi

Consumers feel that bowling is not limited to one specific age group.

Bowling alleys not only offer bowling for young adults but also food and beverages as

well as arcade games.

There is a group of consumers (young adults, 19-26 who enjoy partying with friends)

who visit family entertainment centres because of the variety of services, such as food,

beverages, arcade games and other sporting activities aside from bowling.xxvii


Families feel as if they can bring their children to a bowling alley and that their needs will

be met with small bowling balls for children and bumpers as well.

Families view bowling alleys as a fun, safe environment for their children.

Consumers view bowling as a recreational activity to enjoy with friends and family.

Bowling is considered an affordable activity for a family night out.

Youth Leagues

Consumers have the perception that there are many competitive leagues when it comes

to bowling.xxvii

Bowling is reasonably priced compared to other competitive sport leagues.

Youths view leagues as a great recreational activity to make new friends.

Senior Leagues

Bowling is reasonably priced compared to other competitive sport leagues.

Seniors view leagues as a great way to stay healthy and be fit.

Seniors enjoy spending time with their friends and meeting new people at their bowling

leagues.

23

h) Consumer Buying Trends

Young Recreational Bowlers

Bowling is considered more popular during the fall/winter months (September-March).xxvi

Since it’s colder outside for children and adults, they want to enjoy a fun indoor activity.

Consumers typically bowl when they have free time and want a recreational activity to

do.


Bowling alleys host for different types of parties such as corporate parties, school

parties, group events, birthday parties, family outings etc.xxviii

Bowling alleys typically have a separate party room in order to accommodate these

types of parties.

Families may choose to bowl when the specific bowling alley they wish to go to has a

special deal going on.

In order to bowl, the consumer would have to go into the bowling alley and choose the

amount of time they wish to bowl for and pay per hour.

If the family wishes to book a birthday party, they must call ahead and book a

reservation.xxviii

Youth Leagues

If the consumer wishes to sign up for a league, they must sign up in person at the

bowling alley with their information and pick the league they wish to join.xxix

Consumers will join a league if they enjoy bowling and want do this activity more often.

Senior Leagues

Seniors will join a league for the purpose of meeting new people and if they enjoy

bowling.

Seniors typically join a league to stay fit and active.

24

2. CLIENT’S BUSINESS SITUATION

a) Review of Client’s Business

i) Sales for the past 3 years

Index format; 2010 = 100.

Sales include bowling ticket sales, league registrations, snack/beverage purchases,

corporate and children events as well as any other revenue streams.xxx

Index Revenue Table

2010 2011 2012 2013 2014

100 90 80 85 110

-- (-10%) (-10%) (+5%) (+25%)

xxx

Expectation for 2015: 140-145 (+35%).xxx

Recreational bowling ticket sales have seen a decline since 2010.xxx

League registrations and group bookings have gradually increased since 2013.xxx

A major contributor to the sales increase from 2013 to 2014 was additional corporate

events held at Streetsville Bowl.xxx

25

ii) Market Share for the past 3 years

Mississauga Bowling Centre Comparison:

o Streetsville Bowl (12 lanes)ii

o Classic Bowl (60 lanes)v

o Planet Bowl (48 lanes)vii

o Brunswick Zone (48 lanes)vi

o Centre Bowl (8 lanes)ix

Streetsville Bowl generates more traffic than other bowling centres on a lane-by-lane

basis.xxx

These revenue numbers from Manta are estimates with the goal of providing an

understanding of the market share in Mississauga region:

Table Overview of Mississauga Bowling Centres

Bowling Centre Revenue Location Type

Brunswick Zone $1,509,120xxxi Branch

(implies more than one

location/revenue stream)xxxi

Classic Bowl $1,089,920xxxii Single Locationxxxii

Planet Bowl $922,240xxxiii Single Locationxxxiii

Streetsville Bowl $310,784xxxiv Single Locationxxxiv

Centre Bowl $44,675xxxv Single Locationxxxv

While these numbers show that Classic Bowl, Brunswick Zone and Planet Bowl

generate more revenue, their additional lanes are the main reason for this financial

difference over smaller bowling centres like Streetsville Bowl and Centre Bowl.

If all 5 centres had 12 lanes (like Streetsville Bowl), their estimated revenue would be

adjusted accordingly:

26

Adjusted Estimated Revenue for Mississauga Bowling Centres

Bowling Centre Adjusted Revenue

Brunswick Zone $377,280

Classic Bowl $217,984

Planet Bowl $230,560

Streetsville Bowl $310,784

Centre Bowl $67,012.50

Following the adjustment, Brunswick Zone still leads in the revenue category. However,

the statistical information provided for this company indicated that this revenue estimate

included some other area of sales gained, possibly from another location or another

service provided by the corporation.

Therefore, further analysis of this revenue data proves that Streetsville Bowl is

one of the main market share leaders in the Mississauga region, with Brunswick

Zone, Classic Bowl and Planet Bowl, following behind.

27

iii) Target Market

Young children from 4-14 accompanied by their parents between 30-50 years old

o During mornings/afternoons

o Family entertainment centre with children activities such as bowling alleys and

arcade games

o Special occasions like birthday parties can be held in the party room

Target Market Segmentation Table

Segmentation Young Children (4-14) accompanied by their

parents (30-50)

Demographic Ages for young children: 3-17 years old

Ages for parents:25-50 years old

Gender: Male or Female

Income for parents: middle to high income

$40,000-$80,000

Family Status: Probably married

Education for young children: Elementary

and high school

Education for parents: Post-secondary

education

Languages: English or bilingual

Geographic Urban and Suburban

GTA area

Mississauga, Brampton, Toronto

28

Psychographic Beginners or experienced in bowling

Enjoys recreational activities in the morning and

afternoon

Values spending time with the family

Noncompetitive, recreational purposes

Behavioristic Low-medium usage

First time/occasional user

29

iv) Positioning

Streetsville Bowl is positioned in the family entertainment centre industry, offering an

exhilarating experience of bowling, pool and arcade games, where young children can enjoy

playing their favourite recreational activities in a safe, clean environment, while their parents

become kids again in this dynamic atmosphere.

Positioning Map for Mississauga Bowling Centres

Both variables used in the positioning map above are very measureable. The pricing variable

was compared based on competitor rates per hour, but Brunswick Zone made this strategy

difficult because their pricing is done on a per person basis. Each company’s website provides

information on the number of lanes available at each location. The limitation with these

quantitative variables is that these measurements do not alone determine success.

A facility can have low prices and many lanes, but still be struggling financially. These variables

do not take into consideration the helpfulness of the staff or the overall atmosphere of the

bowling alley. With that being said, these variables were chosen because they can be quantified

and thus analyzed, while other intangibles are subjective and vary from person to person.

30

v) Marketing Objectives

The following objectives are current goals being implemented into Streetsville Bowl

business operations, but the percentage measurements listed are estimates.

Continue to improve group bookings by 10% over this fiscal year by emphasizing group

benefits.xxx

o Group bookings have increased since last year, balancing out the decline

occurring in recreational bowling sales over the past several years.xxx

o Streetsville Bowl offers the ability to book group events after closing hours.ii

o Streetsville Bowl’s event price packages provide better deals (cheaper alternative

pricing as well as smaller initial deposits) than competitors.ii

o Emphasizing these features through promotional channels will result in more

bookings for group events.

Increase the number of corporate events by 5% over this fiscal year.xxx

o Certain organizations stopped having corporate events at Classic Bowl and

switched to Streetsville Bowl.xxx

o A strong focus on developing connections with various businesses has improved

the number of corporate events held at Streetsville Bowl.

o Continuing to add value to the clients who hold company events will result in

more corporate bookings and increased loyalty from these customers.

o Company events are a major source of revenue, while recreational bowling sales

continue to decline.

Continue to facilitate increases in league registration by 5% over this fiscal year.xxx

o Use promotional tools (website and in-store ads) to raise awareness of bowling

leagues.

o Youths (4-14) and seniors (60+) are two demographic groups with time to

participate in these leagues, so they are the focus of this objective.

31

Improve brand awareness through promotional activities by 10% over this fiscal year.

o Use the website to emphasize Streetsville Bowl’s competitive advantage over

competitors, which increases customers’ likelihood of trying this bowling centre

as opposed to another alley.

Switch 5% of customers from first-time users to preference consumers.

o Continue to provide exemplary customer service (helpful, enthusiastic, and

knowledgeable) which will result in a customer’s positive experience with the

company.

o A fun, inviting atmosphere that is clean and safe for children will appeal to the

target audience (recreationally active families with young children), moving them

to try this bowling alley location once again.

32

vi) Promotion Strategies:

a) Advertising

Streetsville Bowl’s Facebook page (See figure 1 in Appendix)

o Links customers to the company website

o There is a post providing some information on with all of their information on it,

and many great customer reviews but have only posted a couple of times.xxxvi

Streetsville Bowl’s website - www.streetsvillebowl.com (See figure 2 in Appendix)

o Explains the alley’s rates, times, promotions, and frequently asked questions.

o Present the company in a professional appearance to their cliental.xxxvii

o Information on parties, events, and leagues.

o Describes their company objectives, plus a brief history of 5-pin bowling.xxxviii

Initiating a cost effective advertising approach.

Company advertisement and basic information included in the yellow pages maximizes

public awareness.xxxix

b) Promotion

Summer discounts per hour between April and August, which is $7 less per hour than

during September to March.xl

Streetsville Bowl does not offer mass market coupons of loyalty programs to its

customers.

Free shoe rentals anytime during the year, regardless of the occasion.xl

Direct marketing promotions (personal) - owner talks with corporate businesses through

email, generating interest in hosting company events.xli

Owner develops a professional network to find new companies that could be interested

in holding corporate events at Streetsville Bowl.xxx

Group event bookings (corporate or children parties) come from promotional efforts by

the owner or other employees to make customers aware of Streetsville Bowl’s services

in this area.xxx

Much of the promotional efforts are low cost, with the focus on establishing personal

connections through existing clients or customers who are dissatisfied with competitor

offers.xxx

There is no LinkedIn being used in order to connect with clients. Clients are connected

through email or phone.

http://www.streetsvillebowl.com/

33

c) Public Relations

Word of mouth promotion is essential as families who held events (birthday parties) at

Streetsville Bowl or companies who organized corporate activities at the centre will

spread their experience to others that may be interested in the bowling alleys’

services.xxx

Facebook comments on Streetsville Bowl’s page as well as comments on the website

provide position public relations, as these great experiences are made available to

customers deciding between different bowling centre options.

Company reviews available on search engines provide insightful information for new

customers into the actual experience that Streetsville Bowl provides.

o Many of these comments are positive, which is excellent public relations that

creates a solid brand image in the minds of consumers, even if they have not yet

tried Streetsville Bowl.

Streetsville Bowl offers fundraising programs at their location which engenders a positive

brand image of the company as the bowling alley has special occasions in place which

benefit the community.xlii

The following list includes some of the many companies which hold their annual charity

bowling events at Streetsville Bowl:xxx

o Credit Valley Hospital

o YMCA

o Special Olympics

o Girl Guides

o Boy scouts

o Many Hockey Associations

Streetsville Bowl is on some review websites such as Yelp, Yellow Pages, and Google

Review. (See figures 3, 4, 5 in Appendix)

34

d) Selling

The owner of Streetsville Bowl, Tony Bonora, is responsible for a majority of the selling

for Streetsville Bowl, unless he delegates that responsibility to one of his staff members

at times.

Tony emails corporate companies and asks them if they would be interested in hosting

events at Streetsville Bowl.xxx

Tony creates a professional network of connections with businesses who may have held

events at other bowling centres or companies who may not have tried a bowling alley for

their corporate activities.xxx

There are no web or online sales. Customers are not able to buy or pay for their

experience online.

35

vii) Product/Service Quality Strategies

Streetsville Bowl strives to differentiate from the competition by offering families and the

public a friendly experience by means of providing a safe, clean and fun environment

with competitive pricing.

o Catering to birthday parties and special events; Streetsville Bowl strive to offer

the best customer service to returning clients. xliii

Full service restaurants that provide healthy meal alternatives such as; Fruit, vegetables,

water, wraps, and smoothies to substitute junk food.

o Serving healthier options to health conscious people or parents who want their

children to eat healthier.

Streetsville Bowl invests in new technology to monitor the score automatically promising

their consumers high quality so players do not have to push in the score themselves. xliv

Streetsville Bowl also offers bottle service to their guests to accommodate any party,

meeting or outing.

Clean facilities are a must for bowling alleys so parents can care for their children. xlv

Bowling equipment is provided for the players. What is included are:

o Free shoe rentals

o Bowling ball (Varying in size for children as well)

o Bowling Pins

Music, backlights and special high-tech lights are used to aid to a memorial experience

by the customers either individually or with the family.xlvi

Longer operating times for everybody to enjoy throughout the day. xlvii

Despite being a well-known bowling alley Streetsville bowl provides donations to

charities and fundraisers’. xlviii

36

viii) Pricing Strategies

Strategy #1: Cost Leadership Strategy

o Hourly rates are cheaper alternatives to other, larger bowling centres in

Mississauga.xxxviii

o Example: during the winter, while Streetsville Bowl offers $27 per hour, Classic

Bowl offers $35.99 per hour in the evening.v

o League registration rates and group bookings are less expensive than some

major bowling centres in Mississauga.xxxviii

o These appealing offers undercut the competition and draw a portion of the target

audience to Streetsville Bowl because of the less expensive rates

Strategy #2: Seasonal Pricing

o $20 per hour between April and August.xl

o $27 between September and March.xl

o Promotional pricing during the late spring and summer months attracts

customers during off-seasons for bowling.

Strategy #3: Added Pricing Incentives

o Example: free shoe rentals – this pricing incentive adds value to customers by

taking away a bowling expense.

o The initial deposit required to confirm a group booking ($20) is lower than some

of the other bowling centres in Mississauga, which could reach $50.xlix

Strategy #4: Seasonal Increased Variety of Pricing Options

o During the summer, regular hourly rates are offered.

o During the winter, the website promotes half hour and 90 minute rates, providing

customers with greater variety in terms of timing and pricing.l

37

ix) Distribution Strategies

Streetsville Bowl has one location at 128 Queen St. S. Mississauga, shown in the figure

below.li

The centre includes:

o 12 bowling lanes with computerized scoring systems.

o A private birthday party room.

o An arcade centre with a pool table.

o A snack bar with refreshments.

o A dine-in area with a bar.lii

For competitive leagues, membership is required, and sign up is possible at the front

desk in the Streetsville Bowl location.

Group bookings can be made at front desk or by calling Streetsville Bowl’s store

number: (905) 826-6161.

Streetsville Bowl Location Map

liii

38

3. COMPETITIVE SITUATION

a) Definition of primary and secondary competition

Primary competition focuses on bowling centres while secondary competition

includes other entertainment facilities.

For example, Classic Bowl would be considered a primary competitor to

Streetsville Bowl.

b) Review of competitors:

Classic Bowl – Direct Competitor

Canada’s largest bowling center

Classic Bowl offers 60 lanes of 10-pin bowling.

Planet Bowl – Direct Competitor

Planet Bowl operates in the amusement and recreation industry, and the

restaurant industry.liv

Planet Bowl is located in Etobicoke. lv

Planet Bowl has an arcade room and offers space for events and parties, and

leagues.lvi

There is a café in Planet Bowl that offers a variety of foods and drinks. lvii

Planet Bowl has 48 lanes at its location, which customers are able to play

on.lviii

Playdium – Indirect Competitor

Playdium is positioned in the entertainment service industry and offers a wide

range of interactive, virtual and physical games.lix

Playdium offers indoor and outdoor activities and games. lx

Playdium uses different social media platforms to educate and inform people

about their promotions and what they offer. lxi

Playdium is located in Mississauga and also has a smaller secondary

location in Markham.lxii

Playdium specifically targets children and young adults and offers them a

wide range of activities to do in a safe and clean environment. lxiii

39

Competitor: Classic Bowl

i) Sales for the past three years

Sales for the past three years not available.

ii) Market share

Market share not available.

iii) Target Market

Classic Bowl has a variety of target markets including:

Young bowlers who play in leagues as beginners or intermediate. Specific ages

of young bowlers are not available. lxiv

Recreational young bowlers who aren’t competitive but enjoy social outings and

loud music entertainment.

Classic bowl appeals to this demographic by offering glow in the dark bowling on

Friday night, and live DJ music every Saturday night. lxv

Seniors fall under three league categories: Classic Seniors (Monday at 12:50pm),

Senior Swingers (1:20pm), Friday Seniors (Friday at 12:50pm). lxvi

Kids ages 4 years old or older who attend birthday parties and family outings.

Classic Bowl offers an “After School Special” for kids from 3pm-6pm that includes

1-2 hours of bowling with pizza and pop for $36.99-$43.99.

Corporate Segment: lxvii

Corporate clients that have events focused on team building, employee

recognition, fundraisers and holiday parties.

This segment looks for ways to increase employee morale

They are interested in meeting rooms with accommodations to hold fifty or more

people

They enjoy giving PowerPoint presentations out of the office and in more of a

relaxed setting. Working speakers/microphones and large projectors/televisions

is important when working with corporate clients.

40

Segmentation Seniors Corporate/Business

Professionals

Teens/ Young Adults

Demographics Ages: 60 years or older


Income: Middle to high

$40,000-$200,000;

retired

Family Status: married,

widowed or divorced

Education: post

secondary, college or

university

Ages: 25-55 years old

Gender: Male or

Female


$40,000- 300,000 or

more

Family Status: Married,

single, or divorced.

Education: College or

University degree

Ages: 15-22


Income: low income

with disposable income.

Under $20,000

Family Status: Single,

living with parents or

renting apartments.

Education: high school,

college or university.

Geographic Urban or Suburban Urban or Suburban Urban or Suburban

41

Psychographics Enjoys senior

discounts/seniors days

such as bingo night.

Likes the sense of

belonging to a

club/community

Has a lot of free time;

social

Experienced in bowling;

team oriented and

competitive.

Plays in senior leagues

and looks for new ways

to maintain a healthy

lifestyle through

recreational activities.

Enjoys team-building

events, fundraisers,

and holiday parties.

Works well

independent or in a

team; good

communication skills.

Uses PowerPoint and

other presentation

software regularly.

Manages time wisely.

Dedicated to their

company and strives

for success. Goal

orientated and time

focused.

Social and outgoing;

non-competitive.

Seeks adventures.

Looks for new places to

visit with friends.

Enjoys spending time

with family and friends.

Stays connected to

social media outlets

(Facebook, twitter, and

instagram)

Follows fashion and

music trends; enjoys

discounts.

Spends their disposable

income on food and

clothing.

Stays up pasted 12am

most nights.

Behavioral Frequent user

High usage

High brand loyalty

Somewhat brand loyal

Medium to high usage

Regular user

Low to medium usage

Not brand loyal

42

iv) Positioning

Classic Bowl has positioned itself as the ultimate indoor entertainment center that

provides the best customer care, cleanliness, safety and bowling experience for

any type of get together. lxviii


To continue being Canada’s largest bowling center.

To be socially responsible and continue supporting Canadian men and women

wounded in the military, Movember, and Cancer research.

To provide a variety of programs that appeal to kids, teens, and adults.

To provide children and adults with teambuilding bowling leagues that develops

strong leadership skills and confidence.

To increase group bookings in birthday parties and corporate events.

43

vi) Promotion Strategies

a) Advertising

The company is found on yellow pages with its location and on Groupon where

customers can take advantage of group discounts.

The company also has an appealing website where customers can find any

information their looking for such as promotions, rates, hours, gift shop, charity

information etc.

Classic Bowl also has a YouTube channel that features a promotion video about

the company as well as league highlights from TSN Classic Bowl Championship

competitions. lxix

Facebook:

Classic Bowl has a Facebook page with 1086 likes

Facebook page is updated regularly by posting new promotions, events and

current news.

Classic Bowl interacts with customers by replying back to comments.

See figure 6 in Appendix for the latest post regarding the latest news of the

Paris attack. lxx

Twitter: lxxi

Classic Bowl has a twitter page with 63 followers.

Twitter is updated more than once a month and is linked to other social media

sites and main website. (See figure 7 in Appendix)

44

b) Sales Promotion

Current Sales Promotions (see figures 8 and 9 in Appendix) include:lxxii

o Win a trip for two to Paris, France for one week (includes airfare and

accommodations) See picture below.

o Try the beer of the month and receive a free gift on your first purchase

o Bowling specials every day of the week.lxxiii

c) Public relations lxxiv

Classic Bowl takes part in several annual charity groups including: YMCA, Wal-Mart

foundation, The Arthritis Society, Mississauga Rotary, Materials Magic, Canadian

Cancer Society, Big Brothers Big Sisters of Peel, and BDO charity.

Classic Bowl has an annual “bowlvember 4 movember” and they are entering their

4th year.

“Knockdown Cancer campaigns”, and “Wounded Warriors campaign.”

d) Selling

Classic Bowl shoe rental is $3.99 plus tax per pair.lxxv

Classic Bowl has a gift shop online that sells t-shirts, sweatshirts, water bottles,

mugs, bowling balls, and shoes. To purchase an item you must call Classic Bowl or

visit their location.

Classic Bowl has a pro shop that tailors to beginners or experienced bowlers. They

offer bowling balls, shoes, bags, and accessories at a variety of prices. Lessons are

also available. Equipment that’s offered includes:

o Ball Drilling (conventional) $45; Ball Drilling (fingertips) $60

o Plug & Re-drill (All Holes) $45

o Plug and Re-drill (Thumb or Fingers) $25

o Thumb Slug or Insert $25

o Finger Inserts (Pair) $12

o Ball Resurfacing $35

o Ball Polishing $10

o Minor Adjustments $10

Classic Bowl offers kids birthday party packages (Majestic package, Hamburger

package, Chicken fingers package, and pizza package) lxxvi

45

vii) Product/service quality strategieslxxvii

Classic Bowl provides server options for birthdays called Birthday Packages.

Classic Bowl is open till one AM every night for customers to relax and have a good

time.

Classic Bowl offers a bar and gourmet food options. Customers may make food

reservations online with every online group bowling reservation.

Classic Bowl has a coupon link on their website for customer convenience.

Classic Bowl offers accessibility services to customers with disabilities.


Classic Bowl is priced more expensively than other bowling centers. Pricing listed

below.

Prime time from 6pm-11pm is more expensive than other times during the day.

Classic Bowl Strategy #1: Cost Leadership Strategy

o Daily Bowling Specials everyday may be cheaper than other bowling alleys.

Beat the clock $15.99 Every Monday- Thursday from 9AM-12PM

All you can bowl $12.00 Every Monday-Thursday from 9PM-11PM

After School Specials $36.99 for two hours from 3PM-6PM plus pizza

and pop. lxxviii

Classic Bowl Strategy #2: They use added pricing incentives with birthday party

packages.

o For example: a Chicken Finger Package is $77.95 for one lane (includes 1

hour of bowling, shoes included, bumpers, ramps and lightweight bowling

balls, 1 hour reserved seating in classic kids room, chicken fingers, fires and

can of Pringles chips per child, 1 pitcher of pop or juice, crown or tiara for

birthday child, 1 party hat per guest, table seating, and classic bowl gift

certificate for a free visit). Price based on 4 kids per lane; one additional child

may be added to a lane for $19.49. lxxix

Classic Bowl Strategy #3: Seasonal Increased Varity of Pricing Option

o Classic Bowl offers a “beer of the month” every month and adds a free gift

with a customer’s first purchase. lxxx

See Figure 10 in Appendix for a breakdown of Classic Bowl’s pricing rates.

46

ix) Distribution Strategies

Classic Bowl is only located at 3055 Dundas St W, Mississauga, ON L5L 3R8.

Services and activities located at Classic Bowl include:

o Bowling (show rental and lane rental)

o Accessibility services

o Arcade games

o Birthday party bookings

o Corporate events bookings

o Group bookings

o Leagues

o Gift shop

o Pro Shop

o Bar/non-alcoholic beverages and meal options.

lxxxi

47

Competitor: Planet Bowl

i) Sales for past three years

Planet Bowl has an estimated annual revenue of $922, 240.lxxxii

ii) Market share (in units and/or dollars) for past three years

Market share not available.

48

iii) Target Market

Segmentation Seniors Families Teens/Young Adults

Demographics Ages: 55+


Income: Middle to high.

Retired or on their way

to retirement.

High disposable income

Family Status: single or

married, empty nesters

Education: high school,

college or university

Retired or on their way

to retirement

Ages: Parents – 27-40

Kids – 14 and under



income.

$40 000 - $100 000

Family status: Married

parents that live with their

kids, or single parent and

their kids

Education: Parents – high

school, college or

university.

Kids – Elementary, Middle

or some high school.

Ages: 15 - 20


Income: Low

Under $20 000

High disposable income

Family status: Single

Living with parents

Casually dating

Education: High

school, some college

or university

Geographics Suburban or Urban Suburban or Urban Suburban or Urban

49

Psychographics Competitive and

outgoing

Experienced bowlers

Enjoy getting physical

and active, and

spending their free time

outside of their house

Enjoys being social and

spending time with other

people

Beginners or experienced

bowlers

(Both parents, married)

Enjoy spending time with

the whole family

(Single parent and kids)

Look for ways to hang out

with kids and enjoy quality

time with them outside of

the household

Prefer food along with their

entertainment

Recreational purposes

Social, competitive and

outgoing

Technologically savvy

Spend majority free time

with friends, outside of

home

Enjoys dating; active

and adventurous

Looks for good food and

drinks to enjoy

Constantly looking to

find areas to hang out

with friends in

Behavioural Medium to high usage

Brand loyal

Frequent users

Low to medium usage

Semi-brand loyal; parents

decide on brands

Occasional users

Low to medium usage

Not brand loyal

50

iv) Positioning

Planet Bowl is positioned in the amusement and recreation, and restaurant industries

as a fun, affordable, and exciting entertainment center for family and friends to enjoy

bowling, arcade games, and delicious foods together at a cheap cost

v) Marketing objectives

To increase brand loyalty by 15% over the next fiscal year.

o Focus marketing efforts on bringing back previous customers.

o Create loyalty programs and incentives for customers to return.

o Interact with customers over social media accounts.

To increase birthday party and event bookings by 20% in the next fiscal year.

o Shift focus on creating a need for customers to have their events/parties at

Planet Bowl.

o Heavily market online and in-store, that Planet Bowl holds the best parties

and events for people of all ages, needs and wants.

Increase the amount of customers that bowl at Planet Bowl to also dine in the

restaurant to at least 75%.

o Provide coupons to bowlers for restaurant meals.

o Advertise the restaurant near the bowling alleys. This includes posters, on

the walls and seats, advertisements on the computer/T.V. screens, menus at

the tables etc.

o Appeal to kids so that they will request their parents/guardians to eat at the

restaurant. This can be done by having fake cartoon figures seated at

restaurant some tables, giving children small toys with their meals or offering

a specific kids menu.

51

vi) Promotion strategies

a) Advertising

Planet Bowl’s Facebook page (see figure 11 in Appendix):lxxxiii

o Constant posts about company, updates, and events.

o Links to company website.

o Phone number and address is posted on page.

o Lots of photos of events, location, and customers.

o Many customer reviews – mostly good reviews.

Planet Bowl’s Twitter Page (see figure 12 in Appendix):lxxxiv

o Constant tweets on events.

o Links to company website.

o Phone number and address posted on description box.

o Lots of photos and videos have been shared that include events, prices and

customers.

Planet Bowl’s Official Website (see figure 13 in Appendix):lxxxv

o Has lots of information on parties and event bookings.

o Has links to social media sites.

o Has information on all of the things Planet Bowl has to offer.

o Lists prices and hours of operation.

52

b) Sales Promotion

Customers receive two free bowling passes if they provide their email on the Planet

Bowl website.(see figure 14 in Appendix) lxxxvi

o This builds incentives for new customers to try out the location and come to

Planet Bowl.

o This increases chances of returning customers. If the customer has never

provided their email, they will now and Planet Bowl will be able to contact

them every once in a while to remind them to come in.

o By doing this, Planet Bowl is able to get the attention of many customers.

Prices for a lane per hour is much cheaper before 6pm, than the prices for a lane per

hour after 6pm; no matter the day of the week. (see figure 15 in Appendix)

There is a page for Planet Bowl on Groupon, but there are no deals currently. (see

figure 16 in Appendix)

c) Public Relations

There are many websites that have reviews on Planet Bowl. Some of these websites

include Facebook, Yelp, Google, and Yellow Pages. (see figures 17-20 in

Appendix)

d) Selling

There are no web or online sales for Planet Bowl.

Planet Bowl offers a variety of experiences such as bowling, arcade games, a

ProShop inside the location, a restaurant, rooms for events and birthday parties,

and league opportunities.lxxxvii

Selling is done by promotions, advertisements, social media and customer loyalty /

word-of-mouth.

53

vii) Product / service quality strategies

Planet Bowl ensures they have top quality products and services.

Planet Bowl offers a wide range of services and activities.

Planet Bowl ensures their food and drinks are fresh and authentic for each individual

customer.lxxxviii

viii) Pricing strategies

Discounted rates: bowling before 6pm at Planet Bowl is much cheaper than

bowling after 6pm on any day. (see figure 21 in Appendix)

Bundle Pricing: Planet Bowl offers packages for group bookings and birthday

parties. These include meals, and a party room.

ix) Distribution strategies

Planet Bowl has one location on 5555 Eglinton Avenue West. lxxxix

All of the services and activities are located inside this location. These services and

activities include:

o Bowling – shoe and lane rental

o Arcade room games

o Event and party rooms and bookings

o Leagues

o Orbit Café restaurant

o ProShop (in-location bowling merchandise shopping)

o Locker rental

xc

55

Competitor: Playdium

i) Sales

Revenue numbers are unavailable to the public.

ii) Market Share

Market share numbers are unavailable.

56

iii) Target Market

Playdium specifically targets two segments. The first one is children 6-13 years of age. The

second segment is younger adults 14-18 years of age.

Segmentation Children Young Adults

Demographics Ages: 6-13 years of age


Income: Parents (Middle to

high income)

Family Status: Live at home,

single

Education: Elementary

school

Ages: 14-18 years of age

Gender Male or Female

Income: 0-10,000

Family status: Live at home,

single, relationship

Education: High school

Geographics Suburban or Urban Suburban or Urban

Psychographics Competitive and outgoing

Enjoys sports, video games

and recreational activities

with friends

Financially dependent on

their parents

Social and out going

Wants to fit in and be

accepted

Enjoys going on dates and

spending time with friends

Technologically savvy

Behavioural Somewhat brand loyal

depending on the parents

preferences and the quality

and pricing offered


Frequent users

Brand loyal to cost effective

entertainment services that

provide different activates to

do


Semi-regular users

57

iv) Positioning

Playdium is positioned in the entertainment services industry that provides physical, interactive

and virtual entertainment indoors and outdoors allowing children to have a fun and enjoyable

time all while being in safe environment.


To increase booking for birthdays and events by 10% over the next fiscal year

o Playdium offers a wide range of different products, services and prices offered for

group bookings.xci

o Provides a separate space available for corporate meetings as well as caters

food to them.

o Playdium needs to focus on promoting that their venue can cater to any type of

event.

Increase gift card sales by 5% over the next fiscal year

o Focus on the benefits of purchasing a gift card such as a pricing incentive. An

example would be purchase a $50 gift card and receive a $10 play card.

To Increase brand awareness by 10% over the next fiscal year

o Focusing their efforts on their specific target market and what their current buying

trends are.

o Provide certain promotions for different times of the day. Afternoon from 12pm-

4pm will have lower prices for play cards.

o Update current arcade games

o Continue to promote Playdium products and services on social media

58

vi) Promotional Strategies

a) Advertising

Playdium Website

Explains the different games and attractions offered, the pricing, food and drinks offered,

photos, about the company and group and birthday bookings.xcii

For pricing, it specifically goes into detail of the different pricing for indoor and outdoor

activities as well as their current promotions.xciii

Provides details on the rides, attractions and stimulators that are offered.

Group and birthday bookings go into specific detail on the different prices, services and

products offered for each package.

Playdium Facebook page

Constantly posting pictures of events at Playdium.xciv

Clearly displays the reviews that customers have about Playdium.xcv

The page also offers the hours of operation and the amount of likes it has.xcvi

Customers are able to post pictures and write about their experience at Playdium or any

questions they may have. (see figure 22 in Appendix)

Playdium Twitter page (see figure 23 in Appendix)

Constantly updating the twitter pagexcvii

Retweeting what customers are posting about Playdium

Playdium answers any questions or concerns customers may have

Playdium also advertises for people visiting the Toronto/Mississauga area as the ultimate place

to play.

59

b) Sales promotion

Each play card contains bonus credits

Play cards also provide information into which would be the best value.

Playdium also provides a family package for play cards

There are two weekly specials including Wednesdays and Saturdays 4 hours of

unlimited play from 3pm to close for $25.xcviii

For outdoor entertainment, there are two weekly specials. Tuesdays and Thursdaysxcix

o Go-Karts $2.22/LAP

o Mini-Golf $2/ROUND

o Water Wars $2/BUCKET

o Bungee Trampoline $6

o Rock Climbing $4

Playdium focuses on providing promotions throughout the week

Playdium provides promotional packages and specials for group booking and birthday

events (see figure 24 in Appendix)

c) Public Relations

Reviews about Playdium are available online through their Facebook page and on

google.

Playdium has a high review rating which shows customers feedback.

d) Selling

Playdium has top rated employees with first rate training that can provide exceptional

customer service to its customers.

For booking a private event, there is corporate account executives that can be

contacted.

For booking a birthday event, there is a group event account executive that can be

contacted as well.

There are numerous job positions at Playdium.

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vii) Product services quality and strategies

Playdium offers a wide range of services for their target market. Playdium ensures that

there is something for everyone to do.

Playdium offers indoor and outdoor entertainment and that separates them from other

competitors.

Playdium offers promotions and bonus credits.

Playdium offers special pricing and packages for group events and birthday bookings.

Playdium has a concession stand that offers a wide variety of food.

Playdium also provides a bar and lounge available on weekends that allows customers

to enjoy themselves while having an alcoholic beverage.

Playdium also offers tickets for certain arcade games that allow customers to redeem a

prize.

Playdium is open later on weekends which allows customers more time to enjoy

themselves.


Bundle Pricing

o Playdium offers packages for group and birthday books. These packages contain

a private room, meals being offered to each individual person and play cards.

(see figure 25 in Appendix)

Cost Leadership Strategy

o Playdium stands out from other competitors because they offer numerous

products for people to enjoy.

o Playdium employees are highly trained and they offer outstanding customer

service.

o Playdium also offers promotions available through the week as well as bonus

credits available with each play card of purchase.

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x) Distribution

Playdium has one location located on 99 Rathburn Street West in Mississauga.c

Playdium has more than 200 high tech attractions, rides and stimulators.ci These

include:

o Video games

o Redemption games

o Go-Karting

o Mini-Golf

o Baseball dome

o Water wars

o Bumper cars

Playdium also has a second smaller location that offers videogames and redemption

games for people to enjoy. Playscape is located on 4300 Steeles Ave E in Markham.

Playdium also offers their concession theatre style snack bar which offers a variety of

food and drinks.

Playdium also offers a lounge that is only open on weekends which offers food as well

as alcohol.

cii

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4. MACROENVIRONMENT SITUATION

Demographic Environment

Mississauga Population:

6th largest city in Canada with a population of 713,443 that grew 5.9% to 752,000 since

2011. ciii

o With the Mississauga population increasing, this opens up plenty of opportunity

for increased business in this suburban city.

o The projected increase for Streetsville over the next 20 years is only 700 people.

The increase in customer traffic will come from Mississauga and nearby growing

suburban cities.

civ

High population in males age 15-19 is standing at 8.0% and females ages 15 – 19 are

standing at 7.1%cv

o Males are more competitive in nature and bowling can be a very competitive

sport by appealing to the large male demographic this will lead to more male

visiting bowling alleys.

Females and males aged 45-49 has a high population in Mississauga.

o Males 8.7% and females 8.8% cvi

o Mature adults are generally more loyal to brands and since they are in the

beginning stages of retirement they have more free time to spend.

High interest in women who would go with friends or their children.

o By appealing to mothers with young children’s bowling alleys will increase in

sales since mothers are more likely to take their children out to bowl.

Median age for bowlers is 36 years old. cvii

o Since the average age of bowlers tend to be older adults, bowling alleys should

take advantage of this and markets to the older adults.

o At the same time they should invest in appealing to the younger generation that

will one day soon fill in the gaps of the older age groups once they pass away.

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Income:

Average household in Mississauga is $95,052 cviii

The median income is over $76,000cix

Growing trend today is consumers’ living standards in smaller households.

o Number of occupants per household is declining due to younger people

choosing to delay having children and embark on a single-person household,

away from their extended families. cx

A steady rise in disposable income offers households more opportunities to try various

entertainment centres.

o ‘Double income, no kids’ is a marketing term that is defined as those with extra

leisure and income to spend on luxuries and personal activities. With increases in

disposable income and a decline in household occupants, this demographic is

growing and is a prime audience for entertainment facilities.

At the same time household debt is rising, limiting people’s choice of entertainment as

they focus a greater portion of their take-home pay on necessary expenses.cxi

Rapid growth in population in single-person homes or smaller households leads to a 1.2

billion house increase by 2020. cxii

o The rapid increase of people being able to purchases new houses impacts traffic

in major city spots where entertainment facilities would be located.

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Education/Lifestyle:

59.4% of the population has some postsecondary education cxiii

o People with post-secondary education are more likely to have a higher paying job

which leads to a greater disposable income for recreational activities.

People with more time, such as the senior demographic join leagues to stay active and

make friends.

60% of residents are comfortably living in the fields of studied after post-secondary

schooling and also graduated with high grades. cxiv

Bowling is a lifetime sport because even people with major disabilities can still take part

in the game.

o A portion of the population who live with either physical or mental disability are

able to participate and live active lives.

o Bowling is an activity which allows people with limitations to still partake in the

game and enjoy it.

Bowling is an enjoyable recreational activity with a fun, nostalgic atmosphere, which

decreases stress by allowing people to escape the anxiety in their life.

Bowling is an opportunity for some demographics to maintain an active lifestyle by

partaking in an activity that is not too strenuous on the body, but still results in a healthy

workout.

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Economic Environment

Unemployment rate affects consumer entertainment choices

o Unemployment rose from 8.3% to 8.7% from 2001-2011 cxv

With the increasing rate of unemployment, ones who are laid off, possibly

with families, have to allocate their disposable income carefully.

However, at this point, the increase is very slight and the unemployment

rate is manageable.

o Youth unemployment rose to 18.1% in 2012 cxvi

The youth target market for entertainment centres is a prime audience

and those who do not have a part-time job during school will be less

inclined to spend more evenings at recreational facilities with friends,

which costs money.

Once again, the increase is not very drastic and the unemployment rate is

at an expected level.

o Overall, major changes in the unemployment rate will significantly affect bowling

centre revenues in a negative way, but at this point, this economic trend is steady

in Ontario.

Stimulating the economy through employment

o If there is a demand for bowling, then there is an increased need for the

employer to hire new staff to satisfy the needs of the consumer, thus, creating

more job opportunities.cxvii

o Having workers in the community with a reliable source of income is important

because these people are able to go out and spend money, which then

stimulates the economy.

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Interest rates affect consumer type of purchases

o If interest rates are low, consumers could focus their efforts on large investments

such as a house. When consumers make larger purchases, especially first-time

buyers with little disposable income, entertainment expenses take a secondary

role in a household budget.

o Canadian interest rates are low, but could see a rise over the next several

years.cxviii However, as long as interest rates remain low, large purchases, such

as investments on a house or condo is very common.

o The young adult demographic in their late 20’s or early 30’s, possibly newly

married, is a segment with a smaller disposable income, quite a bit of debt, but

would be willing to take advantage of low interest rates on a mortgage. With all

these critical expenses, that couple’s take-home income will be devoted to major

expenses, which tends to leave less opportunity for recreational purchases.

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Technological Environment

Synthetic material for bowling alley surfaces

o Greater production and availability of synthetic wood surface material has

changed bowling alley flooring.cxix

o This cost-effective option is resulting in an increase of synthetic surfaces for

bowling alleys.cxx

o These new synthetic surfaces, designed to look like wood, increase the amount

of strikes and overall scoring.cxxi

o The texture of the material makes sliding and general movement easier.cxxii

o Maintenance and insurance costs of synthetic material are generally lower than

wood surfacing.cxxiii

o Synthetic surfaces consistently look like new lanes, even over a period of

time.cxxiv

o Many bowling equipment manufacturers and contractors offer glow-in-the-dark

lane finishes, which adds another option for bowling alleys.cxxv

o Synthetic surfacing has become a rapidly growing, common trend over the past

decade, separating the modern bowling alleys from the “old school” centres.

o Synthetic surfaces are customer friendly because they improve bowlers’ self-

esteem (more strikes) and the games are more enjoyable when players are

scoring more points.

o Also, synthetic materials allow for innovative designs, the most popular being

glow-in-the-dark alleys, which interests recreational bowlers looking for an

exciting atmosphere.

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Interactive bowling scoring systems

o Since computerized systems have entered the industry, popularity has grown

due to the convenience factor of automatic scoring.cxxvi

o In the past several years, the focus is on the interactive ability of the scoring

system.cxxvii

o Some features of new, innovative scoring consoles:cxxviii

LCD touchscreen capabilities

Embedded camera for pictures

Video intercom

Access to Facebook and other social networks

Ability to order food from the console

Mirrors design features of tablets

Ability to view in-depth individual statistics

o The goal of these features is to increase convenience and the interactive

experience for customers comfortable around technology.

o With the increased popularity and familiarity with tablet/smartphone technology

and social network sharing sites, new bowling scoring consoles provide users

with features that they use regularly.

Constantly improving kitchen technology

o Many bowling alleys have a snack bar or have combined their facilities with a

restaurant to offer meet consumer demand for more services.cxxix

o New kitchen machinery allows for increased productivity and often more variety

of food offered at the entertainment centre.cxxx

o This trend is more prevalent today, now that bowling alleys include other

recreational activities in their facility (arcades, billiards, and especially a

restaurant or snack bar).

o While this is an indirect technological trend, it still impacts a vital part of most

bowling alleys.

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Changes in communication promotion options

o As mentioned previously, the emergence of social media and other

telecommunication services has allowed promotional campaigns to expand its

reach.

o Also, with email and instant/direct messaging, promotional campaigns can be

more individualized to each unique customer.

o These technological changes have impacted all industries significantly, (not just

family entertainment centres) and bowling alleys use these channels to increase

brand awareness and build customer loyalty.

Sound and lighting systems

o Improvements in sound and lighting systems over the past decade have created

differences among bowling alleys.cxxxi

o There are different atmospheres that can be created with innovative lighting and

sound systems which results in unique bowling alley set-ups or themes.cxxxii

o Also, these systems create more of a party atmosphere, which causes people to

hold celebrations like birthdays or corporate events at bowling alleys.

o Essentially, inclusion of new sound and lighting systems have allowed bowling

alleys to expand their services and hold a greater number of group events.

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Political Environment

Minimum wage increases

o Minimum wage increases that have occurred over the past year affect bowling

facility owners who employ workers for minimum wage.cxxxiii

o It also affects income of other employees who expect a pay raise if there are

minimum wage workers at the bowling centre who received a pay increase.

Food policies and taxes

o In certain areas in North America, there are regulations on “junk” food available

in vending machines.cxxxiv

o This affects the snacks that bowling alleys will offer in their vending machines or

at their snack bar.

o Certain pop drinks labeled “addictive” are being taxed in areas of North

America.cxxxv

o The bottom line is that political regulations, with an emphasis on healthy

products at locations open to young children, impact the decisions bowling alleys

make with regards to food and beverages offered.

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Alcohol regulations

o Liquor licenses are needed in order to offer alcohol in the facility.cxxxvi

o Stringent laws on the legal blood alcohol limit have moved companies offering

liquor to become more attentive to their customers’ drinking situation while at the

bar.cxxxvii

o There has been an increased media focus on preventing drinking and driving.

o Influential associations use social media and other telecommunication forms to

emphasize the responsibility of companies to ensure that their customers are in

accordance with the new alcohol limit laws.

o While offering a liquor bar at the bowling alley meets a valuable need of the

young adult and parent markets, these legal requirements make it essential for

owners to train servers to be aware of and prevent dangerous situations.

Facility cleanliness and safety hazards

o Washrooms, tables, party rooms and other areas must meet certain

standards.cxxxviii

o Air quality and temperature must also meet necessary requirements.cxxxix

o Any equipment in a bowling alley must be child-friendly or there must be some

policy in place to keep children protected from any safety hazards in or around

the facility.

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Socio-cultural and Natural Environment

Emphasis on socially responsible and environmentally friendly organizations

o A major trend in recent years is consumers’ views toward socially responsible

companies compared to legal-abiding organizations which may not always act

ethically.cxl

o Companies which are involved in the community have a more attractive brand

image than ones who are solely focused on legal responsibilities.

o Bowling alleys can do this by hosting charity events within the local community.

o This engenders respect among families with middle to high incomes who are not

price sensitive. They value entertainment centres that differentiate themselves by

their socially responsible activities.

Social acceptance of video games and other home entertainment devices

o The increased usage of video/online gaming has resulted in fewer trips to

entertainment centres, such as bowling alleys.cxli

o Virtual bowling by means of video game consoles has become more popular

among younger children who would prefer to play bowling at home on their TV as

opposed to going to the actual alley.cxlii

o The emergence of electronic devices has provided families with more convenient

ways of enjoying recreational time together at home.

o Bowling centres and other entertainment facilities have to provide greater

incentives for families to leave the house and enjoy recreation at an

entertainment centre.

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Leisure time is put towards TV and social media

o Canadians watch 30 hours of TV in a week, which is more than 1/3 of a person’s

leisure time if this individual works full-time and sleeps approximately 6 hours

every night.cxliii

o Younger demographics in Canada spend almost as much time on the internet as

they do watching TV. However, these activities are done simultaneously as

studies show that individuals normally browse the web while watching

television.cxliii

o This large amount of time allotted towards internet and TV usage leave little time

for recreational activities as a family.

o TV, social media and any electronic devices are threats to family entertainment

centres like bowling alleys because they steal a significant portion of the target

market’s time.

Increased focus on employment

o A common trend in Canada has been the increase in double income families as

well as the tendency to work more evenings and weekends throughout the

year.cxliii

o Entertainment centres (like bowling alleys) used to be extremely popular on

weekends for families. However, that trend is changing now that parents are

working on the weekends or evenings more often.

cxliv

This graph implies that a reduction in leisure time per person in Canada results in less

family time (due to work or other responsibilities) which limits opportunities to go to

family entertainment centres, such as bowling alleys.

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Consumer trend towards “staycations” instead of vacations

o Only 7% of Canadians mentioned that they would still travel overseas.cxliii

o 55% of Canadians remain in their home province for vacations and 26% would

travel to another province, while the other 30% would go across the border to the

United States.cxliii

o Vacation deterrents for Canadians include the high price of gas,

accommodations and airfares.cxliii

o This trend causes families to search for entertainment activities for the families

closer to home. For example, if a family decides to leave their suburban home

and spend a night in Toronto, they might look for a bowling alley or family facility

to spend the evening together.

Increased demand for “team building”, extra-curricular corporate events

o Employers understand the importance of a cohesive team and there has been

increased research on how team building exercises increases trust and familiarity

with a group of employees, thus improving performance.cxlv

o As a result, there have been more corporate events at entertainment centres,

restaurants and other recreational facilities over the last decade.cxlvi

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5. SWOT ANALYSIS

Strengths

● Tony has a strong relationship with returning customers which leads to increased loyalty

among Streetsville Bowl’s target market.cxlvii Tony’s dynamic personality makes him

approachable and professional.

● High customer satisfaction and retention of customers.

● Free shoe rentals promotion gives Streetsville bowl a competitive edge in terms of

pricing incentives.cxlviii

● High quality service and products (friendly staff and quality bowling products).

● The Streetsville bowl facility includes a party room, where they offer birthday parties and

corporate event services.cxlix Party room has Disney characters to appeal to children and

for a more enjoyable atmosphere while corporate events is hosted in a more

professional setting that appeals to adults.

● Streetsville Bowl offers different leagues for various age groups (youth, adult, and senior

leagues).cl These leagues teach bowling skills, leadership, confidence and teamwork

among the various age groups. Couches and teammates form a strong bond where they

are unlikely to transfer to other bowling facilities.

● Streetsville bowl has a pool table and an arcade to provide a variety of entertainment for

its customers.

● Streetsville Bowl is financially stable, overall sales increased by 5% in 2013, 25% in

2014 and revenue is expected to increase by 30-35% in 2015.cli

● Streetsville Bowl is located in a high traffic area along Queen Street. Streetsville citizens

recognize Streetsville Bowl as part of the community (high brand recognition).

● Streetsville Bowl is socially responsible by hosting charity events throughout the year,

which results in goodwill among loyal customers.clii

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Weaknesses

Streetsville Bowl does not have e-commerce available to consumers. With technology

and the Internet rapidly growing, this could lead to a lack of reach to certain customers.

Streetsville Bowl offers only 12 bowling lanes, while some larger facilities have 48-60

lanes. Facilities with more lanes can generate more traffic. Streetsville Bowl only offers

availability to 12 or less parties. Once the 12 lanes are full, customers are forced to play

elsewhere.cliii

Streetsville Bowl’s website is not mobile friendly. Hence, it is difficult to follow the site

with a phone or tablet. This is a big problem because nowadays many consumers are

relying more and more on portable technology. Streetsville Bowl’s lack of mobile website

shows consumers that it is not advancing with technology.

Streetsville Bowl’s website is not as visually appealing as its Mississauga competitors.

Streetsville Bowl’s website is bland, and it does not flow. This can result in high bounce

rates, low ratio of pages per visit, and short average times on the site.

Streetsville Bowl is not available on many social media outlets. The lack of involvement

on social media sites creates a divide between Streetsville Bowl and consumers that

often use these websites. Streetsville Bowl is now competing with entertainment centres

that interact with customers and engage those using social media outlets.

Streetsville Bowl’s Facebook page is very weak with minimal posts and information.cliv

This again, can lead to a communication gap between Streetsville Bowl and

technologically advanced customers.

77

Streetsville Bowl’s scoring system is not as interactive or advanced as other bowling

centre’s systems.clv This can result in customers choosing another bowling alley over

Streetsville Bowl and a decline in loyalty towards Streetsville Bowl.

Streetsville Bowl has only a small variety of snack and drink options.clvi This increases

customers’ needs to go other places to eat or drink resulting in less revenue for

Streetsville Bowl and less play time from customers at Streetsville Bowl.

Streetsville Bowl does not offer special promotions or small group discounts to

customers. This can influence customer disappointment and customer loyalty to

companies that do offer promotions.

Streetsville Bowl does not hold events, or themed nights; meanwhile many competitors

have special events at their location often. This can again, decrease customer loyalty.

Streetsville Bowl has limited promoting and advertising campaigns.clvii Promotions and

advertisements help a company raise awareness, build loyalty, and reach larger

audiences/targets. Streetsville Bowl is lacking in these goals.

In the summer, Streetsville Bowl closes at different times between 7pm and 9pm.

Customers who want to bowl and hang out after 7pm in the summer are forced to go to

other entertainment centers for recreation.clviii

78

Opportunities

● The advancing age of the older population provides an opportunity for additional bowling

league services for a demographic group with more available time for leisure activities.clix

● There is a growing number of the teenage/young adult demographic group, which offers

a substantial, well-defined target audience who are actively searching for entertainment

centres to enjoy at their leisure.clx

● Increases in disposable income per capita over the last several years (especially for the

baby boomer generation) result in more opportunities for families and other

demographics to take advantage of recreational activities.clxi There is a relationship

between increases in disposable income and the tendency to impulse buy products

which are not necessary purchases, such as entertainment services.

● There is an education trend in Canada, where more years, on average, are dedicated

towards post-secondary education.clxii There is a positive causal relationship between

more post-secondary education and higher income.clxiii Therefore, more post-secondary

education translates into better quality job wages, which leads to more disposable

income to devote towards recreational activities.

● Bowling is a sport compatible to all age groups, from 3 years old, throughout one’s

lifetime.clxiv 5 pin bowling offers lighter bowling balls which makes it easier for all ages to

participate. This point shows that bowling alleys, and by extension, family entertainment

centres can target a variety of specific demographic audiences because these

recreational activities are friendly to all ages, even those with disabilities.

● A greater variety of synthetic flooring for bowling alleys allows facilities to consider

alternative surfaces which are customer-friendly and create a more exciting, higher

scoring atmosphere.clxv

● The increasing advancement of interactive scoring system technology has added value

to the customer experience at bowling alleys because players are able to become more

involved in the game, meeting their specific preferences.clxvi

79

● The improvement of machinery in the kitchen has resulted in increased productivity and

variety when providing consumers with snacks or meals at a family entertainment

facility.clxvii Making use of certain kitchen machinery designed for entertainment facilities

and restaurants can improve productivity to meet the various consumer preferences.

● Increased participation on social media sites, email and instant messaging provides

companies with unique and creative ways to reach a wider audience with promotional

material.clxviii Also, the variety of online communication methods allow for personalized

promotional messages, which create an environment where consumers develop an

individual relationship with the brand.

● Continued creation of new, innovative sound and lighting systems provides family

entertainment centres with different possibilities to enhance their products and

services.clxix Advancements in sound and lighting systems allow for more diversity

among these facilities, which has enabled some to position themselves in a niche

market, attracting a specific target segment.

● Consumer preference towards ethically responsible and environmentally friendly

organizations provide companies with an opportunity to appeal to a significant target

group of environmental/ethical enthusiasts.clxx An organization can make this possible by

ensuring that their business’ practices are in line with socially acceptable standards and

that the company is acting as an industry leader in environmentally friendly and ethically

responsible initiatives.

● An increase in household debt along with the increase in travel prices is deterring a

group of consumers from travelling overseas for vacations, but rather taking local trips

for leisure activities.clxxi This trend is a threat to some industries like tropical all-inclusive

resorts, while this macro-environment point provides an opportunity for local family

entertainment centres as prime locations to spend some recreational time during a

“staycation”.

80

Threats

● Other bowling alleys offer themed events that have live DJ’s, glow-in-the-dark night, and

flashing lasers that would target to younger demographics.

● Bowling participation has decreased in the past several years along with league

registrations.xxx

● League bowling used to bring in about 70% of profits for bowling alleys and now it only

generates about 40% of the overall profit for bowling alleys.clxxii

● Social acceptance of video games and other home entertainment devices has resulted

in fewer trips to entertainment centres.

● Leisure time is being devoted towards TV watching and internet browsing which steals

time away family outings to entertainment centres.

● With an increase in double income families and the cultural acceptance of working

evenings and weekends has resulted in less leisure time to spend together as a family.ix

● Rise of gas prices increase the appeal of home entertainment alternatives or facilities in

close vicinity of a group of consumers who prefer to enjoy local recreation, instead of

commuting to enjoy leisure activities.cxliii

● While disposable income is generally rising, household debt is increasing as well. This

force counters the income rise and impulse spending, moving customers to dedicate

earned money towards important needs as opposed to frivolous entertainment

services.cxliii

● With labor costs increasing due to minimum wage increases, it is more difficult for

bowling alleys to compensate their employees.

● Competitors such as movie theaters are offering better discounts such as half priced

tickets on Tuesdays.

● Serving liquor in a bowling alley can cost a lot of money to keep up to date with liquor

licenses and regulations.

● Bowling alleys need to focus on hiring employees with smart serves which can be

difficult to find employees that meet those certifications.

● Restaurants around bowling alleys are a threat to the snack bar being offered at bowling

alleys. People may eat at these restaurants before or after they bowl, taking away from

the possible profits for the bowling alleys.

● The average Canadian has less than $10,000 in available emergency funds which

means they have limited disposable incomes.clxxiii

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6. ISSUE ANALYSIS

1. Bowling participation rates have decreased in the past several years

Bowling is considered more of a traditional entertainment option.

Different entertainment options such as De Code Adventures are gaining popularity due

to its modern concepts that challenge the norm. These entertainment options are new,

exciting and offer a refreshing strategic element behind them.

League registrations along with general bowling sales have slowly declined over the last

several years.

This negative trend in bowling participation significantly impacts the most important and

substantial aspect of Streetsville Bowl’s business.

Adapting to cope with this industry trend will ensure that the company effectively

repositions their business to outlast competitors struggling with the same industry issue.

2. Social acceptance of video games and other home entertainment devices has

resulted in fewer trips to entertainment centres.

Increased amount of leisure time is being devoted to TV watching and internet browsing

which steals time away from family outings to entertainment centres.

As a result, people are getting use to a sedentary lifestyle as many prefer to enjoy some

form of home entertainment instead of spending an evening with friends and family.

Video gaming has become a viable home entertainment alternative that provides

associates with the opportunity to socialize together (online gaming) without visiting

entertainment centres and spending additional money.

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3. Maintaining relevance and interest among target audiences.

Maintaining relevance among existing customers is essential for bowling alleys since this

entertainment option is losing interest from the general public.

A limited number of special events and themed nights leaves customers with little variety

and does not instill loyalty to the brand.

Other local alleys hold competitive advantages because of various special

events/themed nights they hold throughout the year.

Different themed nights result in greater customer interaction as well as enthusiasm and

are an effective way to attract clients on an evening that is normally slow.

4. There is minimal brand awareness and a lack of strong customer relationships

through social media platforms.

Minimal social media presence limits the number of touch points, and by extension,

positive brand experiences, that customers can have with the company.

Social media platforms allow customers to provide feedback on their brand experiences,

which gives the company valuable insight into consumer perceptions.

Customer loyalty is strengthened when they are able to interact with the brand through

various social media platforms.

Social media platforms allow for another opportunity to share promotions and discounts

with customers.

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7. RECOMMENDED ONE-YEAR OBJECTIVES

a) Financial Objectives and Rationale

Objective: To increase annual revenue growth by 5% between May 2016 and May 2017.

Rationale:

Streetsville Bowl experienced tremendous revenue increases in 2014 (25%) and 2015

(35%). Therefore, it is reasonable to aim for an increase in annual revenue growth by

5% within one year of implementing the recommendations in this marketing plan.

Revenue growth is the foundation for all the other objectives listed in this section.

o While strategies and tactics accomplish alternative goals such as improving

customer engagement or brand awareness, any of these objectives are useless if

they do not contribute in some way to an increase in revenue.

Even with the outstanding revenue increases over the past several years, this objective

is attainable because there are areas where Streetsville Bowl can both strengthen

customer loyalty and gain new customers, leading to additional opportunities for revenue

growth.

Objective: To increase promotional campaign budget by 20% over the 2016 year.

Rationale:

An increase in the promotional budget will provide a larger advertising scope to reach a

greater number of people outside the locality of Streetsville Bowl.

Additional focus on sales promotion and advertising will result in greater brand

awareness, which translates into supplementary revenue streams.

Using this broader media mix will create more touch points between customers and the

brand, which provides more opportunities for people to think about Streetsville Bowl

(occupying share of mind).

It is also important that the increased funds spent on advertising and sales promotion

are used shrewdly to specifically target the “families with young children (4-14)” segment

and minimize waste coverage.

o Goals under marketing objectives in section 7b) will cover the qualitative aspects

of promotion so that the additional advertising budget is used efficiently to reach

profitable customers.

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Objective: To increase group bookings by 10% by May of 2017.

Rationale:

Group bookings provide Streetsville Bowl with excellent opportunity for revenue growth

with the constant demands for birthday parties, corporate events and other group

recreational gatherings.

By focusing attention on obtaining more group bookings, this will increase overall

revenue while strengthening customer loyalty.

Objective: To maintain current client base by increasing repeat purchases by 10% by

December 2016.

Rationale:

By increasing repeat purchases, Streetsville Bowl will move customers from casual

users to possibly loyal advocates of the brand.

A significant amount of revenue comes from Streetsville Bowl’s loyal customer base, so

focusing on maintaining and building relationships with those existing customers will

sustain the company’s revenue figures.

By using promotions or other incentives for customers to return, several, initial positive

experiences with the brand could turn these people into lifelong advocates, to join others

who have played at Streetsville Bowl for years, even decades.

The focus on repeat purchases and incentives for customers to return will generate

positive word of mouth as a greater amount of loyal customers are being added to

Streetsville Bowl.

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Objective: To increase sales and revenue from new trial customers by 10% over the year of

2016.

Rationale:

To maximize profitability among Streetsville Bowl’s target audience, a greater focus is

needed to reach families with young children aged 4-14 in the area who have never

visited (or heard of) Streetsville Bowl before.

Due to customer defects (people leaving for competitors or alternative entertainment

options) each year, it is necessary to replenish consumer activity by attracting new

families to the bowling alley.

While the hope is that secondary audiences are also attracted to the alley, Streetsville

Bowl’s positioning resonates best with their specific target audience (families with young

children aged 4-14).

o Therefore, new customers who fit that demographic as well as the

psychographics and behaviours discussed in earlier sections, provide Streetsville

Bowl with the best opportunity for loyal users.

o As a result, the goal is for the increase in new trial customers to come from

Streetsville Bowl’s target audience.

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b) Overall marketing objectives and rationale

Objective: To increase brand awareness by 20% by December 2016.

Rationale:

Streetsville Bowl will increase brand awareness by forming partnerships with local stores.

The increase in social media interaction will be used as the company becomes mobile

friendly and uses Facebook and Twitter daily to interact with customers.

Objective: To increase market share by 5% by the end of December 2016.

Rationale:

By increasing brand awareness, Streetsville Bowl can work towards increasing market

share as well.

By using promotions, customer incentives, social media, and customer repeat

purchases, Streetsville Bowl can increase market share.

Increasing market share will increase revenues and brand loyalty.

Objective: To strengthen brand loyalty through an increased frequency of existing customer

visits by 3 per year.

Rationale:

Brand loyalty can be gained by influencing repeat purchases, loyalty programs, and

customized customer promotions.

Developing brand loyalty will naturally increase both revenue and market share.

Since there is lots of direct and indirect competition, Streetsville Bowl already relies

heavily on customers who are loyal regulars.

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Objective: Improve online brand awareness by increasing the amount of social media platforms

by 2 by May 2017.

Rationale:

A wider range of social media platforms creates more opportunities for customers to

interact with a brand.

Through multiple social mediums, Streetsville Bowl could move customers up the value

chain and increase loyalty to the brand.

Objective: To increase online customer engagement by posting 3-4 times per week on each

social media platform in 2016, starting May.

Rationale:

Streetsville Bowl needs to focus on posting relevant content on each social media

platform several times per week to retain audience interest.

Posting regularly keeps customers engaged, and improves brand awareness through

increased “shares” from viewers.

Consistent post frequency across all social media platforms will cause Streetsville Bowl

to retain more share of mind in consumers’ thoughts when considering entertainment

options.

Consistent posts on social media networks keeps customer updated on new events and

special promotions offered at Streetsville Bowl in the near future.

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Objective: Increase the amount of Facebook followers by 500 users by May 2017.

Rationale:

The greater number of followers will result in an increased number of comments and

interaction between the brand and customers through a social media platform, which

build loyalty.

This is possible by integrating all platforms and in-store advertising. This means that all

promotion, whether on-line or in-store will provide users with links to all social media

platforms.

Using discount incentives (like Facebook page and receive 10% off next purchase, etc.)

in order to increase Facebook followers will result in a significant increase.

Objective: Increase customer involvement on social media so that 35% of followers like/share

each post and 5% of consumers comment on each post.

Rationale:

Interacting with customers through social media is a great way to understand their view

of the company’s promotions and accept any feedback.

Interacting with customers through social media is an excellent opportunity to have a

conversation with them and address any issues, even though they are not at the

location.

This objective is possible if Streetsville Bowl posts regularly (3 times a week) and the

posts involve customer feedback and encourage comments (posts could also be a

contest requiring a comment to answer the question pose.

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8. RECOMMENDED ONE YEAR MARKETING OBJECTIVES AND STRATEGIES

a) Target Market

Objectives and Rationale

1. To specifically target middle-income families with young children between the

ages of 4 and 14 as the primary audience segment.

To increase the number of families (with young children 4-14) who visit Streetsville

Bowl by 5% by May 2017.

o Families are a substantial target market within the Mississauga area.

o Streetsville Bowl can continue to adjust services which specifically meet this

target segment’s needs and preferences.

o Relevant target market in the sense that this is a key segment who visits

entertainment centres often.

o It is prudent that Streetsville Bowl use a variety of sales promotion and

advertising techniques to grow their customer base, specifically those who fit

within the company’s key target audience.

o To deal with customer (family) defects each year, marketing tactics with the

purpose of attracting new customers will be included alongside recommendations

which focus on strengthening loyalty.

2. To focus on targeting corporate clients aged 25-55 as part of group business

events as a secondary target audience.

To increase the number of repeat corporate clients who visit Streetsville Bowl by 5%

by May 2017.

o Streetsville Bowl has experienced additional corporate event bookings over the

last several years.

o There is an increasing industry demand from corporate offices for entertainment

centres to hold events.

The macro environment scan earlier in the report (section 4) discussed

how an increased number of team-building/extra-curricular corporate

events present an opportunity for entertainment centres in the GTA.

o Targeting this segment also opens the way for Streetsville Bowl to reach families

by means of a parent who visited the centre as part of a corporate event initially.

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Strategies and Rationale

1. Utilize sales promotion strategies to specifically target families with young

children (ages 4-14).

o Sales promotions (ex. Promotional events, coupons, premiums, etc.) directed

specifically to Streetsville Bowl’s primary target market will provide that customer

segment with incentives to visit.

o Offering specific promotions will also build loyalty by motivating repeat or more

frequent visits among this segment.

o These promotions could include discounts on the hourly rate per lane.

2. Encourage brand loyalty from corporate clients through specific in-store

promotions geared to them and their families.

o When corporate events are being held at Streetsville Bowl, in-store promotions

should be specifically geared to that audience.

o The goal is to convert first time corporate users into additional personal visits by

bringing their family to Streetsville Bowl next time.

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b) Positioning


1. To position Streetsville Bowl as the entertainment centre with decades of

experience in creating a family-friendly atmosphere where young children enjoy a

variety of activities in a safe, clean environment, and their parents have even more

fun, while creating beautiful family memories.

o By positioning themselves as a family-oriented bowling alley, the company is

bringing their operations into harmony with Streetsville Bowl’s main, substantial

target market.

o This statement establishes a clear desired position as the alley which provides

unique benefits to parents as well as their young children.

The unique benefits for parents focus on the retro, “classic” atmosphere

created by the physical layout to make adults feel like kids again.

Along with the physical layout which provides a safe, clean environment

for all young ones, the staff takes a personal interest in each customer

and takes into consideration the needs of younger children.

2. To position Streetsville Bowl as the “go-to team building” centre for all corporate

events.

o The macro environment scan earlier in the report (section 4) discussed how an

increased number of team-building/extra-curricular corporate events present an

opportunity for entertainment centres in the GTA.

o The best way to take full advantage of this opportunity is to ensure customers

perceive Streetsville Bowl as an excellent facility for team building corporate

events.

o This “go-to team building” statement does not overshadow Streetsville Bowl’s

main positioning statement for families because:

Streetsville Bowl’s overarching positioning statement is the original one

which involves a family-friendly atmosphere.

When simply considering group events (birthday parties, social

gatherings, corporate events), the objective is to focus on the corporate

client market by positioning the alley as a “go-to team building” centre for

businesses.

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1. Ensure that the in-store layout, pictures, decorations, as well as outdoor signage

prove that Streetsville Bowl is a family-friendly bowling alley.

o Streetsville Bowl’s target audience (families with young children) should perceive

that this alley is geared to their market when they experience the signage and

decoration outside and inside the facility.

o Adapting the physical layout and visuals to cater to the target audience’s needs

and preferences is an excellent way to establish a strong positioning in that

customer segment’s mind.

2. Use all of Streetsville Bowl’s media channels to emphasize the alley’s experience

with holding corporate events.

o Businesses will be more willing to book corporate events at Streetsville Bowl if it

is made clear to them that this alley has experience holding a variety of these

type of events.

o When businesses search up Streetsville Bowl whether it is through the website,

social media, or other channels, those companies should have a clear perception

of Streetsville Bowl’s ability to hold an entertaining corporate event.

o As a result, managing and updating social content to highlight these strengths is

a key strategy for Streetsville Bowl to meet the second positioning objective

discussed previously.

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c) Product


1. To strengthen brand name recognition and share of mind by 10% over the 2016

year.

o Share of mind is the position Streetsville Bowl holds in a customer’s mind when

considering family entertainment centres in the area.

o Strengthening brand name recognition and share of mind is essential to

generating increased customer traffic as well as translating first-time users into

repeat visitors.

o While brand recognition and share of mind seem to be qualitative data, it is

quantifiable through specific survey questions which ask customers to compare

certain companies but also focus groups (could be substituted with in-person

surveys) through responses to brand names.

Therefore, strengthening these areas by 10% is a measurable objective

which requires converting qualitative analysis into quantifiable data.

Section 11 explains further how the following

strategies/recommendations can be monitored/evaluated and that this

process is not as difficult as expected.

2. To provide customers with a tangible product to complement the experience they

shared at Streetsville Bowl.

o Streetsville Bowl offers a service which provides families with great experiences,

but those memories are enhanced if they have the opportunity to take home

certain items.

o Souvenirs or other products provide a tangible reminder for customers of the

experiences they enjoyed at Streetsville Bowl.

o Overall benefits from this objective include:

Strengthened brand loyalty as share of mind increases (the amount of

times the customer thinks of Streetsville Bowl when considering

entertainment centres).

Increased brand awareness as the company’s name and logo on

products is distributed throughout its customer base to complement

Streetsville Bowl’s services.

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1. Increase the use of Streetsville Bowl’s brand name and logo throughout the

facility by putting it on all products in 2016.

o This strategy relates to the initial objective in this product section by connecting

the brand with this industry (bowling and recreation centres) to control share of

mind among Streetsville Bowl’s target audience.

o Finding new ways to expand the use of Streetsville Bowl’s brand name and logo

throughout its operations will increase the amount of times customers think of

the brand.

o This increased share of mind translates into repeat visits which builds loyal

customer relationships.

2. Introduce the ability for customers to purchase souvenir products at Streetsville

Bowl in 2016.

o Offering products for purchase is an effective way to meet the second objective

in this section to provide a tangible item to complement the services offered at

Streetsville Bowl.

o Applying this strategy helps achieve the first objective/strategy of this section

which involves increasing distribution of Streetsville Bowl’s brand name and

logo.

A variety of products for purchase at Streetsville Bowl provides the

company more opportunity to spread their brand name and logo on these

items.

o Products (ex. souvenirs) are a reminder of the entertaining experience enjoyed

by the consumer, which will move them to return if they have that constant

reminder, in terms of that product.

o This strategy works well with the target audience because young children are

most attracted to toys or products (anything tangible).

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d) Pricing


1. To expand Streetsville Bowl’s target audience (families with young children aged

4-14) through use of a pricing incentive/promotion which specifically applies to this

market segment.

o Pricing promotions (whether it is a discount, premiums, coupons, etc.) not only

increase frequency of existing customer visits, but also provide new users with

an incentive to try this entertainment centre over others.

o Building incentives to generate new customers from Streetsville Bowl’s target

audience makes up for families who defect to other alleys.

o Applying these promotions specifically to this target segment generates new

customers who have a greater possibility to become loyal advocates since

Streetsville Bowl is positioned to best satisfy this audience’s needs and

preferences.

2. To fill 15% additional lanes during “off hours” by effectively matching pricing of

games with amount of traffic at different times throughout the day and week.

o A standard price for a game (depending on the time per game) over the course

of a season lacks adaptability.

o Since different times and days of the week receive less traffic than others,

incentives are needed to attract customers to visit the facility during those “off

hours”.

o Various pricing strategies are used to take advantage of customer traffic

patterns and in the “strategies and rationale” portion of this section, more detail

will be provided as to how Streetsville Bowl can apply this objective.

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1. Starting May 2016, offer a pricing discount specifically for families (parents with

teenage children or younger) once a week.

o A discount on game prices is a common, effective strategy to motivate a specific

market to take advantage of this deal.

o Once a week establishes a routine for this audience, with plenty of opportunities

to receive this discount while encouraging an increased frequency of visits.

o Due to external threats (discussed in macro environment scan in section 4)

surrounding alternative home entertainment, certain strategically used discounts

are needed to motivate this target market to choose Streetsville Bowl over other

recreational options.

2. Starting May 2016, use two pricing variations to account for customer traffic

patterns during the day.

o Pricing variations are used to build interest in bowling during “off hours” at

certain times throughout the week.

o Streetsville Bowl uses this strategy on a seasonal basis and the same pattern

applies when considering “prime times” and “off hours” during the week.

o Other competitors, such as Planet Bowl utilize this strategy during the week.

o It is essential to try to fill lanes during “off hours” and a slight drop in price is a

common, effective strategy used in the industry.

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e) Distribution


1. To create new touch points between customers and the brand by providing one

additional avenue for customers to book lanes for group events in 2016.

o Additional distribution channels add convenience for customers who can use

various methods for booking, depending on their circumstances.

o Additional distribution channels appeals to a wider audience and provides a

competitive advantage over other alleys who have one or a limited number of

ways to book a group event.

2. To improve customer traffic during the summer evenings by moving the closing

times 2 hours later on weekends in 2016.

o Understandably, the summer time is the off-season for bowling, however,

summer evenings are still a prime period for recreational activities.

o By moving the closing times 2 hours later on weekends during the summer,

Streetsville Bowl has an opportunity to build stronger relationships with

customers who visit during the winter months.

o When a new atmosphere is created throughout the alley in the summer, the

increased traffic from interested customers will outweigh the expenses from

leaving the facility open for an extra two hours.

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1. Create the ability to book group events online, through the Streetsville Bowl

website.

o Streetsville Bowl offers the ability to book group events in-store and over the

phone.

o However, by adding the ability to book online, customers are provided with a

more convenient booking experience.

o The customer will book through the Streetsville Bowl website and the request

will be sent directly to Tony Bonora’s business email for processing.

o This strategy allows Streetsville Bowl to keep pace with Classic Bowl which

offers this service, while adding this feature which is not available among other

local alleys.

2. Offer special summer services (food/drink options) to attract families who are

looking for recreational activities during this time.

o Special summer services will have to be offered to attract families during these

evenings to provide this audience with a different atmosphere than the one they

experience in the winter months.

o These could include special food/drink options (such as ice-cream, sundaes) as

well as friendly tournaments with different themes.

o Applying this strategy opens up new revenue possibilities at an off-season time.

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f) Selling


1. To increase food sales at the snack counter and bar by 10% in 2016.

o This area of Streetsville Bowl’s business is an important complement to sales in

the bowling and gaming section of the company.

For ex. there are tendencies for customers to stay longer (possibly

purchase another game) if they purchase a meal.

o Customers are more likely to visit the snack counter with their friends as

opposed to by themselves.

2. To gain more corporate clients for business events to be hosted at Streetsville

Bowl.

o To increase revenue from business events to cope with decline in bowling

participation.

o To retain current clients and motivate them to return with their family.

3. To continue combining promotional offers with current restaurants to expand

reach to potential clientele.

o Cross promotion would benefit because the existing restaurants would promote

your business.

o Allow new customers to be exposed to your business.

o People that don’t know about bowling would be interested in going.

4. To strengthen customer advocacy through 2016.

o Customer advocacy will ensure that clients continue returning to Streetsville

Bowl as opposed to visiting competitors.

o Increased customer advocacy will result in additional positive recommendations

through word of mouth and online reviews.

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1. Upgrade their food menu to prevent consumers from bringing their own meals.

o Update their menus with visual photos of food.

o Ensure that employees communicate with customers to inform them on what

types of snacks are popular.

2. Increasing scope of business events at Streetsville Bowl through networking.

o Clientele can refer Streetsville to different business contacts.

o Corporate clients would be moved to bring their families by means of special

promotions.

o Profitable bundle deals that include drinks, food and games depending on how

many people they bring.

3. To continue combining promotional offers with current restaurants to expand to

potential clientele.

o Partnership allows Streetsville to promote their different themed nights to the

consumers, personally inviting them.

o For example, couples could be offered a coupon that could be used the same

night to get a dinner and game night at a recreational centre.

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g) Service


1. To add one customized employee service program to better meet the needs of

families with young children in 2016.

o Additional services offered by employees that specifically attends to families

with young children will strengthen the relationships with this target audience.

o Focusing on customizing services for this demographic reinforces Streetsville

Bowl’s positioning as a family oriented bowling alley with elite customer service.

o Young children normally need additional employee assistance compared with

other demographics in order to succeed during their first few bowling visits.

2. To double the frequency of visits of existing customers who fit the target

segment (families with young children, ages 4-14) by offering a specialized

service for this demographic over the 2016 year.

o Similar to the previous point, additional services that primarily benefit families

with young children will attract this audience and build stronger relationships as

well as reinforce the company’s brand positioning.

3. To maintain and continue to build a strong brand identity as a customer-focused

company by emphasizing more interactive service during birthday parties.

o Birthday parties usually cause stress on the limited parental supervision

available.

o A staff member could take some pressure off the supervisors by helping to

manage all the children during the party.

o This increased focus on customer service in this specific area will make the

group feel special, which always results in a positive experience.

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1. Create a brief techniques tutorial for employees to teach young children and

other “first-timers” the basics of bowling.

o The children’s age group would be approx. 7+ (generally children under 7 are

not worried about bowling the ball the proper way).

o This short tutorial from an employee would provide children who have never

bowled before with some direction and pointers while playing.

o Promoting this tutorial on Streetsville Bowl’s website and social media platforms

will create a competitive advantage as similar tutorials are not advertised by

local alleys.

o While this would require extra responsibilities on the part of the staff, these

tutorials could also save an employee time by preventing certain children from

misusing the equipment and possibly causing damage to the alley if they are

playing unattended.

2. Offer a tournament for families with children under the age of 14 to provide this

target segment with an opportunity to visit the bowling alley more often.

o This additional service will strengthen the relationships with this core group of

customers because it will result in increased alley visits.

o This is a new, refreshing service which adds a different perspective for families

who are used to bowling with each other.

o While it is a tournament, the atmosphere with this demographic is meant to be a

fun, relaxing opportunity to connect with other families at the alley.

o This tournament will be offered once a month on Saturdays, which at the least,

would move repeat customers to visit several additional times a year to enjoy

this special occasion.

3. Dedicate one staff member to oversee the birthday event or hire someone to

specifically handle birthday parties and other special, large group events.

o Having one of the staff members aid the parent(s) in charge on a constant basis

will provide those supervisors with an excellent experience who will surely

appreciate the help.

o This may not apply to all birthday events as some groups prefer more

independence. However, the option will be well-received by many.

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h) Advertising


1. To create 1 additional piece of outdoor signage as well as 3 indoor (entrance)

pieces over the 2016 year.

o Outdoor signage raises interest among passerby and draws attention to the

brand.

o Intriguing, creative signage establishes a brand personality/identity in the minds

of consumers.

o When entering Streetsville Bowl, creating signage to place on the walls leading

downstairs will reduce the feeling of intimidation felt by some first-time

customers. Indoor signage placed on those walls will create a vibrant, positive

atmosphere, especially for newcomers.

o There is a need to increase visibility of the bowling alley within the plaza among

the surrounding stores.

2. Establish a strong online presence to create a two way communication with

customers.

o Adds multiple touch points where customers can interact with the brand on a

digital level.

o Opens up opportunities to understand customer insights through feedback

online.

o An online presence allows for increased customer engagement due to the

willingness to discuss topics or the company itself with followers online.

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1. To effectively engage consumers upon entry of Streetsville Bowl through use of

previous customers’ positive experiences.

o Pictures of past customer experiences having fun will build anticipation for

people entering the alley.

o Seeing pictures as customers walk downstairs will create a positive, fun

atmosphere and put to rest any hesitation from first-time users who may be

nervous having to go downstairs for a bowling alley.

2. Upgrade eye-appeal and relevance of the outdoor poster advertisement on glass

window and door entrance.

o Digitally-lit signage could be applied to the glass window for added visibility.

o Even if digital signage is not used, an additional design on the door and glass

window beside it would positively differentiate Streetsville Bowl from Cagney’s.

o Overhead title signage is brilliant and intriguing, but the two posters become

hidden due to their inability to truly stand out.

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i) Sales Promotion


1. To strengthen loyalty and keep customers coming back through social media and

loyalty programs.

o A loyalty program will ensure that customers will keep coming back in order to

take advantage of the program.

o Various sales promotions offered will build word of mouth recommendations and

increase frequency of visits, thus strengthening loyalty.

2. To offer customers promotions through social media and e-mail.

o Customers will be constantly up to date on promotions through social media

platforms.

o Promotions offered on social media will create more awareness on the brand and

increase followers, comments and shares on these platforms.

o Customers will be notified with e-mails to take advantage of a promotion that is

currently happening and this will have a call to action.

3. To increase brand awareness among customers within the area through sales

promotion efforts with other companies at the plaza location.

o Combining resources with other companies in the plaza improves brand

awareness and creates a stronger message as two organizations share their

resources to achieve mutual benefits.

o There is a vast market of plaza shoppers who fit the target audience but may not

know enough information to consider visiting Streetsville Bowl with the family.

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1. Create more social media platforms and update current ones.

o Create more social media platforms such as twitter.

o Update current platforms and keep up certain trends.

o Consistently post promotions that will increase sales and traffic.

2. Use customer relationship strategies in order to gain more knowledge on current

customer base.

o A loyalty program will be more efficient and will create customer satisfaction as

well as a strong relationship between the Streetsville Bowl brand and the

customer.

o Collecting customer data allows Streetsville Bowl to be educated on the current

demographics of their current customers.

3. Promote to customers through different outlets.

o Drives customer retention and loyalty.

o E-mails can be sent out about promotions, discounts, coupon or sales.

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j) Public Relations


1. To increase awareness of Streetsville Bowl by corporate social responsibility

through community events and charitable contributions.

o Build a positive brand image by participating in local events and showing

customers that Steelville Bowl cares about the community.


1. Focus on a charity campaign that’s close to the heart of Streetsville Bowl.

o Partner up with a charity and host events to raise money for that participator

charity. Use “word of mouth” and social media to promote new and existing

customers to attend events and help support the community.

o Take a look at what Classic Bowl is doing with their public relations strategies

and analyze what makes their charity events very successful, this may include:

providing customers with an incentive, effective use of social media, word of

mouth advertising and building a connections with customers that forms a

relationship.

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k) Research and Development


1. To stay up to date with technology advancements in the bowling industry.

o This will help Streetsville Bowl understand technological changes that might

impact their business in a positive or negative manner and adapt accordingly.

o This would also be beneficial for the company to assess further technological

changes in other entertainment industries (such as De Code Adventures)

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1. Read news online and discuss with staff about the technology and entertainment

trends emerging.

o It is important for Streetsville Bowl to look beyond their business and discuses

trends that would impact the entertainment industry. These insights will provide

opportunities for Streetsville Bowl to better serve their customers and staff

members.

2. Research the cost of personalized items along with how it would be implemented

and promoted to customers.

o This would give consumers extra value and an incentive to return or try

Streetsville Bowl’s service.

o Feedback on products offered, and how service was provided and executed will

provide insight and opportunity to change/modify current actions to better serve

their customers.

o Personalized items make the customer feel attached to the experience they

had. Customers who receive an item to take home are more likely to return than

to try a new bowling alley.

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l) Consumer Research


1. To perform research on what consumers would change about Streetsville Bowl in

the year of 2016.

o This will provide insight on what consumers are really looking for.

o This data can be used to make changes in order to please consumers, which will

widen the amount of consumers that come into Streetsville Bowl.

2. To initiate research on industry trends and consumer buying habits in 2016.

o This way, Streetsville Bowl has a clear understanding of what is happening in the

industry, with competitors and consumers.

o Streetsville Bowl ill also gain understanding on what to do in the future and how

to shift themselves to follow these trends.


1. Create a survey that all customers have to fill out when they go to Streetsville

Bowl.

o Write a survey targeted towards the customers asking about the services offered

at Streetsville Bowl and about what can be changed.

o The customers should fill out these surveys as they are paying for their lanes.

They can be given incentives to complete them honestly.

o Using the answers for the surveys, Streetsville Bowl can take note of the

recommendations and use them to better the location.

2. Perform secondary research that is relevant to Streetsville Bowl.

o Streetsville Bowl should use resources to collect information on current industry

trends and direct and indirect competitors.

o This research will help Streetsville Bowl understand what their customers want,

and on how to reach their target market.

o This data will also teach Streetsville Bowl about their competitors and what

opportunities and threats each company has.

o Streetsville Bowl can use this data to gain more market share by improving their

services and location.

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9. Recommended One Year Action Plan

The following one year action plan outlines 15 recommendations which will effectively meet the

objectives and strategies outlined in sections 7 and 8. The focus of these recommendations

involves better understanding of Streetsville Bowl’s target audience, which are families with

young children between the ages of 4 and 14. By collecting information and comprehending

common behaviours among the target audience, Streetsville Bowl is in a better position to

strengthen relationships with this customer base as well as attract new visitors who fit in this

demographic within the Mississauga area.

A number of these recommendations can be implemented as early as April or May of 2016,

while others will be initiated at other times throughout 2016 to space out (pulse) new tactics.

Implementation of these recommendations will result in stronger customer relationships,

especially converting first-time users into frequent visitors. This is possible because these

tactics will increase the amount of data collected from each customer, which will provide

Streetsville Bowl with common patterns that the company can take advantage of to increase

loyalty. Some of these recommendations also help with expanding the company’s customer

base by building brand awareness among members of the target audience living in the area

who have not visited Streetsville Bowl.

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1. Launch “Streetsville Bowl’s Sweet Sunday’s” promotion to increase family engagement

on weekends.

Explanation

This promotion will be a 15% off pricing incentive (percentage is taken off of the final

cost before tax) for parents with teenage children or younger.

There will be arcade contests for both parents and children. Highest scores at the end of

the day receive bowling discounts for a later date.

This recommendation focuses on the key issue of maintaining relevance among key

target audiences, which in this case is families with young children (4-14 years old).

This recommendation focuses on achieving the objective of reinforcing Streetsville

Bowl’s positioning as a family-oriented, cost-effective entertainment facility.

Implementation

During April, 2016, this new promotional event should be advertised throughout

Streetsville Bowl’s current media outlets.

Local newspapers, Streetsville Bowl’s website and all its social media platforms should

provide weekly reminders explaining and building anticipation for this new event.

One piece of outdoor signage should be designed to promote this weekly occasion.

One piece of indoor signage (poster/banner) should be placed inside the facility as

customers walk downstairs so they are made aware of this event.

Essentially, all efforts should be made to reach all existing customers and build

anticipation for this weekly occasion.

Sweet Sundays will begin May 8, 2016 and run every Sunday from that point onward.

See Exhibit 1 for an example of a poster for this promotion.

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2. Design and place new signage posters inside and outside the location, which brings to

life the enjoyable times experienced by customers at Streetsville Bowl.

Explanation

When customers enter the building, they have to walk downstairs to arrive at the alley.

This is an excellent opportunity to help build anticipation and strengthen Streetsville

Bowl’s positioning as a fun, easygoing entertainment facility to add to their competitive

advantages as a brand.

Three posters should be placed throughout the empty wall space as customers walk

down the stairs.

Two pictures will show a bowling experience being enjoyed by the target audience

(families with young children). Another poster could identify an upcoming promotion such

as the Sweet Sunday’s event.

One outdoor signage poster explaining a certain promotion (could be the same poster as

the one inside or a different one) should also be designed. This poster should be placed

underneath the Streetsville Bowl sign to the left of the entrance.

Implementation

In April, 2016, several pictures of customers enjoying their time at Streetsville Bowl will

be selected to be used for these signage posters.

o When taking pictures of customers, individuals must sign a form acknowledging

that their photo may appear on the entrance wall of the alley.

Also in April, it will be decided which promotion will be highlighted on one of the signage

posters.

Based on the rough designs and the amount of empty wall space, appropriate sizes for

the poster pictures will be chosen.

In May, a rough design for the promotion, along with the selected customer pictures will

be brought to a custom signage/banner company, which will construct a poster picture in

the appropriate sizes for the space.

Between late June and early July, these signage pictures will be placed in the location

which was prepared for them during the planning stages.

See Exhibit 2 for an example of an indoor signage poster.

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returning clients.

Explanation

A customer relationship management system collects valuable purchase information

during each transaction with customers.

This information is stored in a database which is analyzed to develop purchase patterns

among similar target segments.

Information collected includes, but is not limited to:

o Recency (collection of dates a customer visited the alley, highlighting the most

recent date)

o Frequency (amount of game time purchased each visit, along with an average;

how many people are part of the group each visit)

o Monetary (amount of money spent each visit, along with an average)

o Email address to receive promotions and discounts (optional)

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Implementation

In regards to implementing this CRM strategy, there are two directions which could be

pursued:

o Using a Microsoft Excel spreadsheet or Microsoft Access document to create a

basic CRM system to store this information.

o Purchasing a basic plan from Insightly, a CRM vendor designed for small

businesses. Insightly offers a $12/month plan which allows a business to store

customer data, send mass emails to customers and receive advanced reports

based on the information collected during a specific period. (Insightly, 2015)

During April, 2016, one of the two CRM strategies will be selected.

Core customers will be entered into the database and from that point on, all other

customers will be added to the list.

After understanding the patterns of Streetsville Bowl segments, it is important to take

specific action:

o It’s important to provide special promotions for profitable consumer segments to

reward them for their loyalty.

o After RFM analysis, Streetsville Bowl will be able to determine customers who

have not visited recently

An email campaign can be initiated, letting them know that we miss them

and then provide a discount coupon as an incentive to return.

See recommendation 7 as this will coordinate with the direct marketing

tactics.

o These actions are not meant to bombard the customer, but carefully planned,

occasional emails can move certain clients to action.

See Exhibit 3 for an example of a CRM system on an Excel spreadsheet.

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4. Introduce a loyalty program to strengthen customer loyalty and increase repeat

purchases.

Explanation

Offer a loyalty program which collects stamps for every time a customer bowls.

When the customer signs up for the stamp card, they would be required to give their

name, address, age and e-mail address.

The information gathered will give Streetsville Bowl information about each customer’s

demographics, buying behaviour and how often they bowl.

Implementation

Customers will receive a stamp card and get a stamp every time they bowl, when they

reach 12 stamps, the user will receive a free bowling game.

From the information collected, Streetsville Bowl can e-mail customers about

promotions.

This loyalty program can be created in April and be carried out starting May 2016.

See Exhibit 4 for an example of the customer’s rewards card for the loyalty

program.

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5. Work with restaurants in the Streetsville area for cross-promotional purposes.

Explanation

Using cross promotion is beneficial to both Streetsville Bowl and the restaurant.

This will bring in new customers who may have not been to Streetsville Bowl.

This is also a low cost for advertising for both Streetsville Bowl and the restaurants and

will increase revenue and traffic.

Implementation

Partner up with local restaurants in the Streetsville area.

o Example: Cagneys Steakhouse and Wine Bar which is right next door to

Streetsville Bowl.

In the restaurant, they can offer a flyer promoting Streetsville Bowl to customers who

dine at the location.

In Streetsville Bowl, the company can offer a free appetizer coupon for a group of 4 or

more people that bowl.

This will help increase brand awareness for Streetsville Bowl.

This cross promotion can begin in May, and a representative of Streetsville Bowl will visit

local restaurants and create a written agreement with the owners of the restaurants. This

cross promotion will have time range of three months from June 2016- August 2016.

See Exhibit 5 and 6 for examples of promotional handouts involving Cagneys and

Streetsville Bowl.

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Explanation

Streetsville Bowl can offer products such as key chains, shot glasses, t-shirts, sweaters,

hats, mugs and picture frames.

Streetsville Bowl can also offer special bowling items such as shoes and bowling balls.

There will also be toys for children.

Implementation

The products will be offered where the snack bar is and there will be room available to

sell these products.

Action shots and videos will also be available for purchase in the gift shop.

This will help Streetsville Bowl build their personal brand.

Streetsville Bowl will need to design a layout as to where to place the items and the plan

can be created in April 2016.

Create merchandise production and design plan to implement new gift shop products for

September 2016.

Since Streetsville Bowl is going to use part of the snack bar area to sell these gift shop

products, they will need to create a simple plan of how it will be laid out.

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7. Use direct email marketing to send promotional messages to customers in order to

increase communicational efforts and relationship building.

Explanation

Use a CRM database and ask customers if they’d like to sign up and receive email

notifications.

Create personalized messages using the customer’s name in the heading.

Encourage customers to like social media pages to receive a discount.

Every email should have a call to action (i.e. a specific date and time of when the

promotion ends).

Implementation

Personalized emails should address one of the following objectives:

o To increase repeat purchase

o To cross sell/ upsell

o To increase loyalty usage

o To attain win-back customers.

Unaddressed email marketing can be utilized during holiday seasons.

This should be done throughout the year.

See Exhibit 7 for an example of a direct marketing campaign, involving an email

sent to a specific customer on a holiday.

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8. Provide customers with the option to give feedback through surveys, which would

allow Streetsville Bowl to better understand their customers and make improvements.

Explanation

Customers will be given an incentive to fill out the survey.

Receipt paper provides customers with a link to a web page where they can fill in the

survey and then receive a percentage off their next purchase.

Emails can be sent out asking for customer feedback.

Encourage customers to leave suggestion/feedback comments on social media.

In-store surveys should be given to customers as they leave with incentives to fill them

out (10% off next purchase).

Implementation

In-store surveys should be provided all year long.

Emails should be sent out at various times throughout the year.

Feedback/suggestions on social media should be encouraged all year.

See Exhibit 8 for an example of a survey for customers.

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9. Provide in-store promotional materials to audiences enjoying a party or event at

Streetsville Bowl.

Explanation

Streetsville Bowl can promote to customers who are already at the location in various

ways.

Coupons can be customized to fit the occasion.

o Birthday coupons can be placed in loop bags for children’s birthday parties.

o Family coupons can be given during family get-togethers.

o Corporate clients can receive discounts to bring their family members.

o Corporate clients can also receive teambuilding coupons for their next business

event.

Implementation

Date of expiry must be printed on the coupon in order to increase traffic.

Special promotions can be used daily. For example, having a 2 for 1 food special in-

store.

Coupons will be customized.

See Exhibit 9 for an example of a promotional card placed in birthday loot bags.

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Explanation:

Change some formatting and fix some grammatical errors.

Improve appeal and layout in order to attract more customers.

Make the website mobile friendly, as many consumers now live off of their

personal devices (cell phone, iPad, tablet).

A good website will market to customers and if the website is more engaging,

and attractive, it will influence customers to want to come to Streetsville Bowl.

Implementation:

Hire a digital marketing specialist to work on the website. Streetsville Bowl can

get professional help, and the specialist will know exactly how to make the

website appealing, engaging, and influential.

o Example: Candev has much experience revising and updating small

businesses’ webpages while adding an engaging touch.

This should take about one month and the new, mobile-friendly website could be

launched in the first week of May.

See Exhibit 10 for a portfolio of a web design company who is

recommended to be used for upgrading Streetsville Bowl’s website.

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11. Create additional social media accounts, while increasing posting activity on Facebook

in order to raise brand awareness.

Explanation

Create a Twitter and Instagram account and post on Facebook more often.

There should be at least 3-4 posts per week. The posts should include pictures,

videos, company information, promotions, and updates.

This will improve brand awareness and customer loyalty.

Having different social media accounts that are updated often will keep the

company in the consumers’ minds.

Implementation

Posts should be interactive, and engaging to the views, which will influence them

to want to come to Streetsville Bowl.

The constant posts and new social media accounts should start running as soon

as possible, as it only takes a few minutes to make an account, and a few

seconds to post updates.

Streetsville Bowl should hire a digital marketing specialist to create accounts on

the two new social media platforms, and to continue to update them.

As mentioned above, the specialist will know exactly what kind of content should

be posted and how. They will be able to post constantly, and engage followers.

The new social media platforms should be ready in mid-April.

See Exhibit 11 for examples of possible basic designs for Streetsville

Bowl’s social media pages (specifically Instagram and Twitter).

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Explanation

Streetsville Bowl should have themed nights for specific ages.

This results in refreshing, innovative entertainment that customers will look forward to.

Themes could be based on current events, trends, and things that will interest certain

segments.

Implementation

The themed nights should start in April and could initially be once a month.

Streetsville Bowl can advertise for the themed nights on the three different online

platforms, creating events and getting followers excited for it.

See Exhibit 12 for an example of a poster/promotion for a themed night.

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13. Initiate complimentary brief bowling lessons as an interactive way for beginners to

learn basic bowling techniques.

Explanation

Streetsville Bowl could offer brief 5-10 minute classes during the slow/calm time periods

during the week.

Lesson will start in May and run the whole year.

No reservations necessary.

Have a friendly instructor that makes the game fun and easy to understand, making the

consumer feel comfortable.

Implementation

This quick seminar will offer young kids an interactive learning environment and teach

them how to bowl correctly.

The interaction between the instructor and student would make the student want to

continue coming to Streetsville Bowl.

The seminars will build trust between parents and the Streetsville Bowl staff.

Encourages first-time bowlers to work on their bowling techniques and spend more time

at Streetsville Bowl.

See Exhibit 13 for an example of a poster promoting Streetsville Bowl’s brief

bowling lessons.

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Explanation

Brand awareness will increase if Streetsville Bowl hosted an annual charity events and

volunteered their business time for a specific cause.

Streetsville Bowl could advertise in magazines, newspapers, online, social media

platforms.

Employees can keep his customers up to date by posting on all of our social media

platforms and websites about the special days.

Implementation

Focus on choosing a charity relevant to the target audience.

This is different from the charity events held at Streetsville Bowl because those are

organized by the charity.

This recommendation involves hosting an event sponsoring a charity of Streetsville

Bowl’s choice and then raising money for that cause.

Having a fundraiser would result in more exposure from leading non-profit charities

because they will promote Streetsville Bowl on their website.

This could also result in local news channel coverage and social media buzz, which will

help with building the company’s brand image and recognition.

The local community would continue to support Streetsville Bowl since profits will be

going to a good cause.

See Exhibit 14 for an example of a promotional graphic displaying Streetsville

Bowl’s annual charity event.

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Explanation

Advertise the different pricing for bowling on their home page website and social media

pages.

Tony should look at previous statements in order to determine what times were the

busiest and which were calmer.

Based on that information, he could put change the prices, making lanes cheaper during

quiet times, and same or slightly higher price during busy time periods.

This will increase the chances of generating more revenue.

Implementation

Analyze what their competition are doing such as Classic Bowl’s Bet the Clock special

that happens in the morning.

For example, during the weekdays (except Fridays): morning 11am – 5pm $22/hr. and

evening 5pm – closing $27/hr.

Therefore this tactic will increase traffic during slower hours.

Gives customers an incentive to come during quiet times (which will be cheaper).

See Exhibit 15 for an example of a promotion for different pricing discounts

during off hours throughout the week.

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Recommendation Schedule

Dark blue indicates the start of the recommendation.

Light blue represents the months where this recommendation is active.

Recommendations Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17

1) Sunday's family promotion

2) New Signage

3) CRM system

4) Loyalty Program

5) Restaurant cross-promotion

6) Streetsville Bowl gift shop

7) Direct email marketing

8) Customer surveys

9) Party/event discount promotions

10) Website upgrade

11) Social media presence

12) Themed nights

13) Brief staff bowling lessons

14) Charity fundraising event

15) Hourly price variations

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10. PROPOSED ONE YEAR MARKETING BUDGET

1. Launch “Streetsville Bowl’s Sweet Sunday’s” promotion to increase family engagement

on weekends.

Items Involved Estimated Costs Yearly

Additional advertisements for this event $500

Discounts/prizes for arcade contest winners $80/month = $1,500

Any additional in-store decoration (misc.) $100

Total $2,100



Items Involved Estimated Yearly Costs

Fee for designer to produce the picture in a

poster format (3 signage posters) and setup

$1,200 x 3 = $3,600


returning clients.


Microsoft Excel/Access document $0

“Insightly” CRM vendor $12/month = $144


purchases.


Stamp Card (approx. 2,000) $500

Free hour of bowling $3,500

Total $4,000

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Streetsville Bowl and the restaurants. Items Involved Estimated Yearly Costs

Discount coupons/flyers to provide the

restaurant to give to customers

$2,500

6. Launch Streetsville Bowl’s gift shop with branded products for customers. Items Involved Estimated Yearly Costs

Construct space for the gift shop area $5,000

Fee for manufacturer to produce gift shop

items

$200/month = $2,400

Total $7,400


increase communicational efforts and relationship building. Items Involved Estimated Yearly Costs

System to personalize emails $8/month = $96


allow Streetsville Bowl to better understand their customers and make improvements. Items Involved Estimated Yearly Costs

Receipt paper (additional for the survey) $3.33/month = $40

Creating a web page on Streetsville Bowl’s

site to host the survey

$20

Total $60

9. Provide in-store promotional materials to audiences enjoying a party or event at

Streetsville Bowl. Items Involved Estimated Yearly Costs

Additional in-store promotional discounts $40/month = $480

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10. Upgrade the website to make it look more appealing to customers. Items Involved Estimated Yearly Costs

Digital marketing specialist to change website

design

$350 for one month; $60 for every

maintenance/update check (every 6 months)

Total $470


in order to raise brand awareness. Items Involved Estimated Yearly Costs

Digital marketing specialist to create and

maintain social media mix

$250/month = $3,000

12. Offer themed nights at Streetsville Bowl to increase customer base. Items Involved Estimated Yearly Costs

In-store decoration material $250/themed night = $3,000


learn basic bowling techniques. *No additional costs corresponding to this recommendation. The only “expense” is the time an

employee must set aside for groups which need a 5-10 minute lesson.

14. Hold an annual charity event at the location in order to build brand awareness. Items Involved Estimated Yearly Costs

Decorations $250

Food/Drinks $300

Total $550


influence customers to come to Streetsville Bowl. Items Involved Estimated Yearly Costs

Revenue lost from lanes purchased at

reduced prices during slow hours

$200/month = $2,400

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Budget Overview

Recommendation 1 – Sweet

Sundays

$2,100 7%

Recommendation 2 – Signage $675 2%

Recommendation 3 – CRM

System

$144 0.5%

Recommendation 4 – Loyalty

Program

$4,000 13%

Recommendation 5 – Cross

Promotion

$2,500 8%

Recommendation 6 – Gift Shop $7,400 24%

Recommendation 7 – Direct

Email Marketing

$3500 12%

Recommendation 8 – Customer

Surveys

$60 0.2%

Recommendation 9 – In-store

Event Promotions

$480 2%

Recommendation 10 – Upgrade

Website

$470 2%

Recommendation 11 – Social

Media Update

$3,000 10%

Recommendation 12 – Themed

Nights

$3,000 10%

Recommendation 13 – Seminars $0 0%

Recommendation 14 – Charity

Events

$550 2%

Recommendation 15 – Day price

changes

$2,400 8%

Total $30,279 100%

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11. MARKETING CONTROLS

1. Launch “Streetsville Bowl’s Sweet Sundays” promotion to increase family engagement

on weekends.

a) Relating Recommendations to Issues and Objectives

The “Sweet Sundays” recommendation applies to multiple key issues from section 6,

which include:

o Dealing with the increased competition from home-based entertainment

alternatives (video games).

o This recommendation encourages increased visits from families on the weekend

through discounted incentives and special contests/activities.

o Maintaining relevance and interest among target audiences.

o This recommendation focuses on Streetsville Bowl’s key target audience which

are families with young children between the ages of 4-14.

The “Sweet Sundays” recommendation directly applies to multiple key objectives from

section 7, which include:

o To maintain current client base by increasing repeat purchase by 10% by

December 2016.

o To increase sales and revenue from new trial customers by 15% over the year of

2016.

This recommendation both improves new customer conversion along with increasing

repeat purchases because this discount moves the target segment up the ladder of

brand involvement.

o Families fitting this target audience who visit Streetsville Bowl a few times a year

may be motivated to come more often due to this promotional strategy.

o Families fitting this target audience who are first-time bowlers may choose

Streetsville Bowl over other competitors because of this special event, which

beats many local value propositions.

o To increase promotional campaign budget by 20% over the 2016 year.

o This event will force additional effort towards promotion in order to build

anticipation for this occasion and reach the entire target audience in the area.

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b) Methods to Monitor and Evaluate Recommendations

Compare customer traffic (number of lanes used) during “Sweet Sundays” promotional

events with the amount of lanes purchased on Sundays prior to this occasion.

To determine the return on investment of this recommendation, calculate the following:

o Take the number of lanes purchased during a normal Sunday and add the

revenue earned from all extra lanes purchased during a “Sweet Sundays” event.

o After calculating that number, subtract the amount of revenue lost on discounted

prices during a “Sweet Sundays” event.

o Take that number and subtract the amount of additional funds dedicated to

advertising.

o This will provide a general estimate of the return on investment by subtracting all

the additional costs of setting up this event from the amount of revenue gained

as a result of this promotion.

Track the number of new customers who visit Streetsville Bowl on Sundays to

comprehend brand awareness/reach increases in harmony with the recommendation’s

objectives.

o While there may be other factors resulting in new customers at Streetsville Bowl,

the main reason for new traffic on Sundays would be the implementation of this

recommendation.

o Compare the percentage of new customers on Sundays (over the course of a

month, or several months) to the percentage of new customers on weekdays.

Include a separate comparison between the percentages of new

customers on Sundays vs. Saturdays.

o These comparisons aid in measuring the effectiveness of this recommendation in

terms of brand awareness.

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This signage recommendation addresses the last key issue in section 6, in regards to

building brand awareness and strengthening customer relationships.

o The outdoor signage tactics will improve visibility of the alley’s location.

o The indoor signage actions will build initial connections with customers as they

walk through the entrance and see pictures portraying enjoyable experiences at

Streetsville Bowl.

o This recommendation’s overarching goal is to develop a clear brand positioning

in the minds of consumers, reinforcing the enjoyable memories made at this

family-oriented entertainment centre.

This signage recommendation attempts to fulfill the following objectives from section 7.

o To increase brand awareness by 20% by December 2016.

Implementing this signage recommendation increases visibility, thus

attempting to improve brand awareness among consumers visiting this

Streetsville plaza.

o To increase annual revenue growth by 5% by December 2016.

The result of focusing on building brand awareness results in an increase

of new customers, which translates into revenue growth from new

streams.

The strategies that best apply to this signage recommendation come from the

“Advertising” area in section 8.

o Upgrading the eye-appeal and relevance of the outdoor posters.

The specific tactics of this recommendation focus on using creative

designs and a relevant call to action to improve brand awareness among

the local community.

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Monitoring this tactic involves converting qualitative analysis into quantifiable statistics:

o Inputting one or two questions into the customer survey (see recommendation 8)

regarding the signage (inside and outside) will provide insight on customer

perceptions of the new posters.

For example: On a scale of 1-5, how eye-catching are Streetsville Bowl’s

outdoor posters compared to other signs throughout the plaza?

(1 – hardly noticed Streetsville Bowl’s outdoor posters; 5 – stands out

among the other posters around the plaza)

o Keep track of customer compliments on signage (both new and existing)

This might seem like a tedious monitoring tool, but this will provide a

basic understanding of how each group of customers is impacted by the

change (especially in the case of existing, loyal customers)

The following calculation provides an indication of brand awareness

increases due to the signage changes discussed in this recommendation:

The number of compliments from new customers on signage

divided by the total number of first-time visitors (over a specific

period of time such as one month).

o As discussed in section 9 under recommendation 2, a call to action (phone

number of website/social media address) should be included on the poster.

The call to action must include an extension or some alternate link that

varies from the company’s regular contact information.

This ensures that it is easier to measure the number of users who took

action after seeing the outdoor poster.

Take the number of users who took the required action on the poster and

divide it by the total advertising costs for this recommendation.

For example, if the call to action focuses on advanced group bookings, an

extension to the phone number will provide a clear number of users who

took action based on the outdoor poster.

As a result, it is possible to track the group bookings made by

those who took action based on Streetsville Bowl’s signage.

The revenue generated from that segment of customers consists

of the revenue growth due to implementation of the new signage.

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returning clients.


This CRM recommendation addresses the following key issues from section 6:

o Strengthening customer relationships, which is part of the 4th key issue and is

most relevant to this recommendation because a CRM strategy is implemented

to strengthen brand loyalty.

o Maintaining relevance and interest among target audiences is also covered by

applying this recommendation because a CRM strategy allows a company to

better segment its customer groups and effectively market to profitable

demographics.

This CRM recommendation applies to the following objectives discussed in section 7:


December 2016.

o To increase brand loyalty by 25% in the year of 2016.

o This strategy focuses primarily on better understanding the existing customer

base and using that information to build as well as maintain this core group.

The strategies surrounding the CRM recommendation focus on gaining valuable insights

into consumer habits and behaviour by collecting data during transactions.

o This is especially significant when understanding Streetsville Bowl’s main target

audience (families with young children between the ages of 4-14) so that

adjustments can be made based on the data received.

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Section 9 discussed how this recommendation would be implemented, highlighting

specific actions to take for both loyal and lost customers.

Loyal customers and the promotional reward campaign:

o Calculate the percentage of customers who open the email vs. the total number

of individuals who received the email.

o Calculate the number of customers who redeem this promotion compared to the

total number of individuals who received the email.

o Compare the redemption percentages of similar future campaigns with the initial

one.

o Include links in the email promoting Streetsville Bowl’s social media platforms

and website pages with relevant information pertaining to that target group.

o Monitor the percentage of customers who clicked on the link vs. the total number

of individuals who read (opened) the email.

Lost customers and the win-back promotional campaign:

o Calculate the percentage of customers who open the email vs. the total number

of individuals who received the email.

o Similar to the other campaign, calculate the number of customers who redeem

this promotion compared to the total number of individuals who received the

email.

o Compare the redemption percentages of similar future campaigns with the initial

one.

o Include links in the email promoting Streetsville Bowl’s social media platforms

and website pages with relevant information pertaining to that target group.

o Monitor the percentage of customers who clicked on the link vs. the total number

of individuals who read (opened) the email.

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purchases.


This loyalty program recommendation addresses the last key issue in section 6, in

regards to strengthening customer relationships.

o By creating a loyalty program, this will strengthen brand loyalty and create

multiple customer repeat purchases.

o This loyalty program will also create a relationship with customers.

This loyalty program recommendation follows the objective from section 7.

o To strengthen brand loyalty through an increased frequency of existing

customers visits by 3 per year.

o Implementing this recommendation ensures that Streetsville Bowl is gaining

brand loyalty and at the same time increasing both revenue and market share.

o This loyalty program will also ensure that new customers can take advantage of

this program and become repeat purchasers. While old customers can become

loyal regulars.

This loyalty program follows the strategies for the “Sales Promotion” area in Section 8.

o The strategies focus specifically on strengthening loyalty and keep customers

coming back through various social media platforms and loyalty programs.


Loyalty program that collects stamps every time customers bowl.

o Keep track of the amount of stamp cards that are given out each day and

compare it to the amount of traffic that day.

o Keep track of the amount of free bowls that are given when the stamp card is full

compared to the amount of cards given out on a weekly basis.

o Compare amount of customers who use stamp card and those who don’t by

monitoring traffic of each day.

o Use an excel file to calculate how many stamps were given out in a day, how

many cards were given out and how many free bowls were received.

o Monitor customers’ feedback by asking in person how they feel about the stamp

card and keep track on an excel file.

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Streetsville Bowl and the restaurants.


Working with restaurants in Streetsville to create deals and promotions address the key

issue in Section 6 in regards to bowling participation rates has decreased.

o By working with restaurants in the area of Streetsville, this will create more

options for customers to eat their dinner/lunch and then participate in bowling in

order to take advantage of any promotions and deals.

o By restaurants promoting Streetsville Bowl, this will also increase the

participation trend in bowling.

This recommendation applies to the following objectives in section 7:

o Increase annual revenue growth by 5% between May 2016 and May 2017.

o Increase promotional campaign budget by 20% over the 2016 year.

o To increase sales and revenues from new trail customers by 10% over the year

of 2016.

Work with restaurants in Streetsville to create deals and promotions addresses the

strategies for the “Sales Promotion” area in Section 8.

o Working with restaurants in the same area can drive customer retention and

loyalty through promotions and coupons.

o Also by tracking promotional efforts, it will be easier to focus on how each

promotion is working and how effective it is.


Compare customer traffic on days that promotions/coupons are used vs the amount of

people who bowl.

Calculate the number of customers who redeem the promotion compared to the total

number of customers who received the promotion or coupon.

Monitor the sales that are received from each promotion and coupon by using an excel

file.

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Offering Streetsville Bowl products at a gift shop address the key issue in Section 6

regarding developing brand awareness.

o A product line extension through a gift shop will appeal to Streetsville Bowls

target market.

o Having different varieties of products can also increase brand awareness and

brand loyalty.

This recommendation applies to the following objectives in section 7:


o To increase sales and revenues from new trail customers by 10% over the year

of 2016.

Offering Streetsville Bowl products at a gift shop addresses the strategies for the

“Product” area in Section 8.

o Extending new product offerings can appeal to both the family target market by

selling toys for children. It can also appeal to leagues by offering special items

such as bowling balls and bags.

o Offering action shots or videos in the gift shops where customers can browse or

purchase their picture differentiate Streetsville Bowl from other competitors and

can increase brand awareness.


Monitor the amount of items sold each day by keeping track of inventory reports.

Monitor the amount of people who come and browse the gift shop.

Compare traffic of amount of people who came bowling each specific day vs the amount

of people who purchased an item.

Compare each day the amount of items purchased and look for trends by using an excel

chart.

Monitor customer feedback about the items being sold.

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increase communicational efforts and relationship building.


This relates to the issue of a decrease in bowling participation in the past several years

in section 6.

Direct email marketing will meet the following objectives in section 7:

o To maintain current client base by increasing repeat purchases by 10% by

December 2016.

o To increase online customer engagement by posting 3-4 times per week on each


Using direct email marketing to increase customer relationship addresses the strategies

“sales promotion” in section 8.

o Email promotions will go directly to target market, which may increase customer

retention and loyalty.

o Direct email can be a one-step or two-step process to integrate other aspects

such as social media involvement.

o By tracking the response rate of emails sent, Streetsville Bowl will know which

promotion gets the best response and where to focus.


Test different email promotions on sample of target market (taken from CRM database)

o Evaluate how many people opened the email.

o Look at the bounce rate and delivery rate

o Track how many people clicked to redeem offer

o Compare how many people actually redeemed offer in-store verse the number of

people who clicked to redeem.

Implement most successful email promotion from sample test.

o Measure click-through rate

o Evaluate list growth rate

o Look at the bounce rate and delivery rate

o Track how many people clicked to redeem offer

o Compare how many people actually redeemed offer in-store verse the number of

people who clicked to redeem.

143


allow Streetsville Bowl to better understand their customers and make improvements.


This recommendation relates to maintaining relevance and interest among target

audience in section 6

This recommendation tires into the following objectives in section 7:

o To maintain current client base by increasing repeat purchase by 10%

o To strengthen brand loyalty through an increased frequency of existing customer

visits

o To increase customer involvement on social media

A feedback survey relates to the “consumer research” in section 8.

o To perform research on what consumers would change about Streetsville Bowl in

the year 2016.

o To initiate research on industry trends and consumer buying habits in 2016

Survey results will allow Streetsville Bowl to better accommodate their clients and

improve their experience.


In-store surveys

o Evaluate how many people filled out surveys

o Document positive, negative and neutral results

o Document age, gender and preferences from data received.

Emails Surveys

o Same as pervious

o Evaluate how many people the email was sent to, compared to the number of

people who completed it.

Feedback/suggestions on social media

o Document positive, negative and neutral results

o Track which social media platform gets the most feedback

144

9. Use parties and events to promote in-store in order to maintain target market.


Section 6 of the report discusses the key issue of maintaining relevance and interest

among target audience in section 6

This recommendation tires into the following objectives in section 7:

o To maintain current client base by increasing repeat purchase by 10%


visits

o To increase customer involvement on social media

The following relates to section 8 objectives:

o To maintain and continue to build a strong brand identity as a customer-focused

company by emphasizing more interactive service during birthday parties.

o To specifically target middle-income families with young children between the

ages of 4 and 14 as the primary audience segment.

o To focus on targeting corporate clients aged 25-55 as part of group business

events as a secondary target audience.

o Encourage brand loyalty from corporate clients through specific in-store

promotions geared to them and their families.


Coupons

o Track the number of coupons distributed compared to the number of coupons

redeemed by customers

Special promotion

o Evaluate which special promotion gets the most returning customers.

145



This recommendation addresses the key issue from section 6 about developing brand

awareness and strengthening customer relationships through social media platforms.

o Making the website more appealing would keep customers interested in viewing

more pages and staying on the site longer, thus decreasing the bounce rate.

o Once the website looks better and is more engaging, it would increase the brand

awareness among consumers.

o If the website is more appealing, customers are more likely to share it with family

and friends, which again, increases brand awareness.

o An interactive and engaging website would also build customer relationships with

Streetsville Bowl.

o Since the customers will spend more time on an improved website, they will learn

more and gain more knowledge on Streetsville Bowl and would want to share

that information with others.

This recommendation applies to the following objectives discussed in section 7:

o To increase brand awareness by 20% by December 2016


2016.

o As mentioned above with the issues, improving the website and making it more

appealing will help increase brand awareness.

o Typically, when people now-a-days want to go somewhere that they haven’t

been before, they like to do some quick research online.

This research is done on social media, review websites, and company’s

official website.

If Streetsville Bowl’s website is more appealing and interactive, new

customers are more likely to want to visit as opposed to if the website

was bland, the new customers would be more likely to skip it and go to

competitors.

146


Streetsville Bowl should monitor their website’s traffic and other data.

o Streetsville Bowl can use Google Analytics to collect all the data and then they

need to analyze that data to separate new customers from loyal customers.

o Also, Streetsville Bowl should analyze specific data like bounce rate, average

time per page, number of pages viewed, etc. to determine what needs to be

improved.

Streetsville Bowl should take note on how often the website gets improved, and how

long it takes each time in order to evaluate the return on investment.

o If the website gets changed every six months, and it is obvious that page views

decrease, and bounce rates increase towards the six months mark; it would be

better to improve website more often.

o Similarly, if the website’s analytics are constant while the website is

improved/changed every three months, then it is better to continue following this

pattern.

A quick survey could be done on the website asking viewers 2-3 questions on how they

feel about the website.

o Questions could include:

Do you find this website engaging, interactive, and/or appealing?

Did you find what you were looking for?

Does this website influence you in visiting Streetsville Bowl?

147


in order to raise brand awareness.


This recommendation addresses the key issue from section 6 about developing brand

awareness and strengthening customer relationships through social media platforms.

o This recommendation is solely based on boosting Streetsville Bowl’s social

media platforms.

o As the issue states, customer relationships and brand awareness can be built

through social media.

o Streetsville Bowl has a minimal social media presence. Streetsville Bowl should

constantly be posting on social media platforms and increase the number of

social media platforms that they are available on, in order to increase brand

awareness through various touchpoints.

o Customer relationships can be developed through various social media outlets

and the constant communication between customers and Streetsville Bowl from

the posts on social media.


o Improve online brand awareness by increasing the amount of social media

platforms by 2 by May 2017.

o To increase online customer engagement by posting 3-4 times per week on each


o Increase the amount of Facebook followers by 500 users by May 2017.

o Increase customer involvement on social media so that 35% of followers

like/share each post and 5% of consumers comment on each post.

o There are several objectives that relate to this recommendation. Evidently,

Streetsville Bowl has a lot of work to do in terms of their social media platforms.

o Streetsville Bowl should make an account on Twitter and Instagram, as they are

in the lead of social media platforms.

o Streetsville Bowl should be making effective, content-filled posts constantly on

the various social media platforms in order to increase customer engagement

and brand awareness.

148


There are some simple methods to monitor and evaluate Streetsville Bowl’s online

presence.

o Viewing certain data such as:

Number of followers.

Number of unfollowers, new followers vs. old followers

There are several free apps for all different social media platforms

to find out this information.

Number of likes, shares, retweets, and comments.

Number of posts.

Number of mentions.

Who has mentioned Streetsville Bowl or used their handle, what

have they said/posted, how did viewers react?

How many times have customers set their location at Streetsville Bowl.

Number of Streetsville Bowl handle tags.

o Streetsville Bowl should be reading and evaluating every single comment on

each social media platform. The comments will help them understand many

things similar to what consumers think and what they expect.

o All of this data can be viewed and collected freely, online on the social media

websites by searching up Streetsville Bowl’s name or handle, or by using certain

apps.

149



This recommendation addresses the key issue from section 6 about maintaining

relevance and interest among target audiences.

o Offering themed nights at Streetsville Bowl would in a sense, offer low-user and

high-user customers a variety.

o Offering certain theme nights will build interest and excitement within customers

that are interested in those specific themes.

o Each themed night needs to be targeted towards a certain segment in order to

reach maximum relevancy. When this target market hears about the theme night,

they will encourage their friends to join, which will increase customer base.


o To increase annual revenue growth by 5% between May 2016 and May 2017.


visits by 3 per year.

o Occasional theme nights would increase the annual revenue, as there will be

new and existing customers visiting more often.

o Theme nights would also increase brand loyalty. Customers that visit once or

twice a year are more likely to visit more often when there theme nights

available.

o Theme nights are limited, yet they are an opportunity for customers to socialize

and have fun. Therefore customers are more likely to visit theme nights

whenever possible.

150


Revenue should be kept track of during theme nights in order to provide data on whether

or not theme nights are increasing annual revenue.

Number of people who visit theme nights and how long they stay should be taken into

consideration through the Streetsville Bowl system.

Number of games played by each customer should be counted on each themed night.

Customers’ loyalty can be measured through CRM strategies.

o When customer shows their loyalty card, number of visits can be determined

right away and should be taken note of.

o Using CRM strategies, demographics can be measured in order to determine

target markets for future theme nights.

Annual revenue can be measured through Streetsville Bowl’s accounting books.

151


learn basic bowling techniques.




o Customers – specifically families, would feel comfortable and would want to visit

again.

o During the calm parts in the day, introducing the complimentary bowling lessons

would encourage new players to come spend their afternoons with Streetsville

Bowl.

o The bowling seminars would encourage families to spend more time during each

visit at Streetsville Bowl.

o Gives Streetsville Bowl a competitive advantage, increasing relevancy in

customers’ lives.

o This bowling seminar is a fun, exciting, and spontaneous perk to family’s visits.



December 2016.


o This recommendation will connect Streetsville Bowl employees with their

customers in order to strengthen the customer loyalty.

o Retains new customers and make them loyal in order to continue visiting

Streetsville Bowl with their friends and family.

o Once families are learning from employees, they are more likely to trust the staff

at Streetsville Bowl, influencing them to visit often.

152


Survey parents on how they feel about the brief bowling seminars.

o Review the positive responses to gain understanding on what exactly the families

enjoy.

o Review the negative feedback and then work around how Streetsville Bowl could

perfect the lessons in order to provide a positive learning experience.

o Surveys should be quick and to the point, so that more customers are willing to

complete them.

Certain numbers should be taken into account and reported.

o These number include:

Number of customers that took the brief bowling sessions.

Number of customers that refused the brief bowling sessions.

Hours spent at Streetsville Bowl and number of games played by each

set of customers.

Loyalty of customers that attended the brief bowling sessions, as well as

the loyalty of customers that refused the brief bowling sessions.

Demographics of customers that attended the sessions versus

demographics of customers that refused the sessions.

All these numbers can be noted when customers are paying, and when

they are leaving. Also, CRM strategies (ex. Loyalty cards) can determine

some numbers.

Post and promote tutorials on Streetsville Bowl website and social media platforms

o Monitor the reach and frequency of the advertisements

Record where these tutorials have been posted.

Record who has viewed the tutorials and then how many viewers have

commented, liked, and shared the tutorials

These numbers can be monitored and recorded using certain

apps and the social media website’s numbers.

o Using these tutorials as a method of evaluation will help monitor and evaluate the

demand for seminars and lessons on bowling, after hours and on a broad range

of consumers.

153





o This encourages the community to interact with Streetsville Bowl and get more

exposure and increase our image appeal.

o The benefits from this would be that Streetsville Bowl would be featured on

several different websites that would drive in more corporate clients who see the

charitable contributions.

o It enables Streetsville Bowl to stand out from the rest of their competitors

o This shows customers that Streetsville Bowl gives back to the community, which

gives Streetsville Bowl a good reputation in customers’ minds.

o Word of mouth among regular customers will get new and existing customers to

attend/support these events.

o The charity events at Streetsville Bowl will keep Streetsville Bowl relevant while

increasing brand awareness as it shows that Streetsville Bowl is involved in

current affairs.


o To increase annual revenue growth by 5% by December 2016.

o To increase group bookings by 10% over the year of 2016.


2016.


o Having the charity events at Streetsville Bowl will directly impact all of these

objectives.

o As mentioned above, holding charity events at Streetsville Bowl will increase

brand awareness and revenue.

This recommendations relates back to section 8:

o Increase customer base and bring in more traffic.

o To increase awareness through community events and charitable contributions.

154


Take advantage of public relation strategies and analyze what makes each charity event

successful.

o Providing incentives, effective social media and building connections would

benefit this.

Recording how many customers attend the charity events.

Taking not of whether or not there is an increase/decrease in customers that visit and

revenue after a charity event.

Researching online on Streetsville Bowl’s brand awareness after a charity event.

Reading reviews online of the charity event and of Streetsville Bowl after the charity

event.

155




This recommendation addresses the key issue from section 6 about bowling

participation rates having decreased in the past several years

o Offering different pricing based off of the different times in the day would

encourage more families to come and take advantage of the discounts.

o Offering this promotion during the weekend would generate the most buzz

because that’s when most home owners are off from work and looking for a way

to enjoy their night.

o Reflecting off of what their competitions have done, Streetsville Bowl could set up

their discount hours using a similar concept, in order to compete.

o For example: offering a cheaper payment in the morning to give customers more

of an incentive to visit Streetsville Bowl.


o To increase market share by 5% by the end of December 2016.


December 2016.


o Introducing different pricing methods will ensure Streetsville could effectively

reposition themselves.

o Offering different pricing that is significantly cheaper during certain times will

endure customer loyalty.

o Offering the mix of pricing will increase market share as more customers will feel

inclined to visit Streetsville Bowl as opposed to competitors.

156


Measure the traffic that comes in at different timings by hours, and by day.

o Evaluate the difference in number of customers between the mornings,

afternoons, and evenings per the different days of the week based on their

discount periods.

Using the system that Streetsville Bowl has to see how many customers visit, how much

they spend, the time they visit, how long they stay, and how many games they play.

Using Streetsville Bowl’s charging system to determine a change in visitation/customers

on certain days and certain hours.

o Notice whether or not more customers visit on typical quiet times/days.

157

12. EXHIBITS

1. Sweet Sundays Poster

clxxiv

158

2. Signage Indoor Wall Poster

clxxv

159

3. CRM System Preview

160

4. Loyalty Program Customer Card

clxxvi

161

5. Cross Promotion Handouts (in Streetsville Bowl, advertising Cagneys)

clxxvii

162

6. Cross Promotion Handouts (in Cagneys, advertising Streetsville Bowl)

clxxviii

163

7. Direct Email Marketing Example

clxxix

164

8. Customer Survey

Streetsville Bowl In-store Survey - Sample

1. Rate your experience at Streetsville Bowl (please circle one answer)

o Excellent, can’t wait to come back again!

o Okay, not great and not bad

o Poor, I’m out of here!

2. How helpful were our employees to you? (please circle one answer)

o Very helpful

o Neutral, I didn’t ask for help

o Very unhelpful

3. What was your main activity at Streetsville Bowl today? (please circle one answer)

o Bowling with family/friends

o League participation

o Arcade games

o Food/drink bar

o Charity event

o Birthday party

o Cooperate event

o Other (please specify)

o

4. Please provide comments/suggestions in the space below.

165

9. Promotional card in a birthday loot bag

166

10. Website Upgrade (Portfolio of a web design company who works with small

businesses)

clxxx

167

11. New Social Media Platforms Recommended for Streetsville Bowl

clxxxi

clxxxii

168

12. Themed Night Example

clxxxiii

169

13. Bowling Lessons Advertisement

clxxxiv

170

14. Charity Event Poster

clxxxv

171

15. Poster Advertising Pricing Discounts Based on Time of Day

clxxxvi

172

13. APPENDIX

Figure 1

clxxxvii

Figure 2

clxxxviii

173

Figure 3

clxxxix

Figure 4

cxc

174

Figure 5

cxci

Figure 6

cxcii

175

Figure 7

cxciii

176

Figure 8

cxciv

Figure 9

cxcv

177

Figure 10

cxcvi

Figure 11

cxcvii

178

Figure 12

cxcviii

Figure 13

cxcix

179

Figure 14

cc

Figure 15

cci

180

Figure 16

ccii

Figure 17

cciii

181

Figure 18

cciv

Figure 19

ccv

182

Figure 20

ccvi

183

Figure 21

ccvii

184

Figure 22

ccviii

Figure 23

ccix

185

Figure 24

ccx

186

Figure 25

ccxi

187

i Profiles in Innovation: Bowling for Dollars. (March 1992). Retrieved from: http://search.proquest.com.library.sheridanc.on.ca/abiglobal/docview/219245448/B2ACF1919A6642E1PQ/1?accountid=3455

ii About Streetsville Bowl. (2015). Retrieved from: http://streetsvillebowl.com/about/

iii Is Bowling In Its Final Frames, or Will It Roll On?. (May 10, 2015). Retrieved from: http://www.usatoday.com/story/money/business/2015/05/10/bowling-final-frames-roll/27070351/

iviv Contact Streetsville Bowl. (2014). Retrieved from: http://streetsvillebowl.com/contact/

v Classic Bowl. (n.d.). Retrieved from: http: //www.classicbowl.com/index.php

vi Brunswick Zone. (2015). Retrieved from:

http://www.bowlbrunswick.com/about-us/824/1

vii Planet Bowl. (2015). Retrieved from: http://planetbowl.ca/

viii Streetsville Bowl FAQs. (2014). Retrieved from:

http://streetsvillebowl.com/about/f-a-q-s/

ix Statistics Canada. (2015). Retrieved from: http://www.statcan.gc.ca/daily-quotidien/150713/dq150713b-eng.htm

x Canadian Tenpin Federation. (2015). Retrieved from: http://gotenpinbowling.ca/EN/membership-stats-history/

xi What’s up with bowling? (2010). Retrieved from: https://www.whitehutchinson.com/news/lenews/2010_october/article103.shtml

xii Statistics Canada. (2015). Retrieved from: http://www5.statcan.gc.ca/cansim/a26

xiii Chron. (2015). Retrieved from: http://smallbusiness.chron.com/industry-analysis-family-entertainment-centers-44077.html

xiv Murrey. (2015). http://www.murreybowling.com/blog/2015/04/

xv The Alley and Rooms. (2014). Received from: http://streetsvillebowl.com/about/the-alley-and-rooms/

xvi Bowling Alley. (2015). https://www.planning.org/pas/at60/report110.htm

xvii Rainbow Lane Family Fun. (2015). http://rainbowlanesclayton.com/

xviii The Alley and Rooms. (2014). Received from: http://streetsvillebowl.com/about/the-alley-and-rooms/

xix Top 10 Reasons to Join a Bowling League.(2014). Retrieved from: http://palacebowling.com/top-10-reasons-to-join/

xx The 10 Best Bowling Alleys in Los Angeles. (2014). http://www.timeout.com/los-angeles/things-to-do/the-10-best-bowling-alleys-in-los-angeles

xxi Top 10 Reasons to Join a Bowling League. (2014). Retrieved from: http://palacebowling.com/top-10-reasons-to-join/

xxii What Is Needed to Open a Bowling Alley? (2015). Retrieved from: http://smallbusiness.chron.com/needed-open-bowling-alley-20188.html

188

xxiii Ibid xxiv Ibid

xxv Top 10 Reasons to Join a Bowling League. (2014). Retrieved from: http://palacebowling.com/top-10-reasons-to-join/

xxvi Health Benefits of Bowling. (2015). Retrieved from : http://bowlcanada.ca/all-about-bowling/health-benefits-of-bowling/

xxvii What happened to bowling? (2013). Retrieved from: https://www.whitehutchinson.com/leisure/articles/whats-happening-to-bowling.shtml

xxviii Streetsville Bowl Parties-Events. (2015). Retrieved from: https://streetsvillebowl.com/parties-events/

xxix Streetsville Bowl FAQS. (2015). Retrieved from: https://streetsvillebowl.com/streetsville-bowl-f-a-q-s/

xxx Streetsville Bowl Owner. (October 2015). Retrieved from: Tony Bonora, Streetsville Bowl Owner, in an interview with him.

xxxi Manta. (n.d.). Brunswick Bowl. Retrieved from: http://www.manta.com/ic/mt6npbr/ca/brunswick-corporation

xxxii Manta. (n.d.). Classic Bowl. Retrieved from: http://www.manta.com/ic/mt67lr6/ca/classic-bowl-limited

xxxiii Manta. (n.d.). Planet Bowl. Retrieved from: http://www.manta.com/ic/mt6lcd5/ca/planet-bowl-inc

xxxiv Manta. (n.d.). Streetsville Bowl. Retrieved from: http://www.manta.com/ic/mt6s2g4/ca/streetsville-bowl-inc

xxxv Manta. (n.d.). Centre Bowl. Retrieved from: http://www.manta.com/ic/mt6fnn9/ca/centre-bowl

xxxvi Facebook. (2015). Retrieved from: https://www.facebook.com/Streetsville-Bowl-184311688317433/timeline/

xxxvii Bowling Alley. (2015). http://www.referenceforbusiness.com/business-plans/Business-Plans-Volume-07/Bowling-Alley.html

xxxviii Streetsville Bowl. (2014). Retrieved from: http://streetsvillebowl.com/

xxxix Bowling Alley. (2015) http://www.referenceforbusiness.com/business-plans/Business-Plans-Volume-07/Bowling-Alley.html

xl Streetsville Bowl. (2014). Retrieved from: http://streetsvillebowl.com/rates-times/

xli Owner of Streetsville Bowl. (October 2015). Retrieved from: Tony, the owner of Streetsville Bowl told us this himself.

xlii Streetsville Bowl. (2014). Retrieved from: http://streetsvillebowl.com/fundraising/

xliii Bowling Alley. (2015). http://www.referenceforbusiness.com/business-plans/Business-Plans-Volume-07/Bowling-Alley.html

xliv Bowling Alley Marketing Plan. (2015). http://www.mplans.com/bowling_alley_marketing_plan/situation_analysis_fc.php

xlv Ibid

xlvi Ibid

189

xlvii Bowling Alleys. (2015). https://www.planning.org/pas/at60/report110.htm

xlviii Streetsville Bowl. (2015). http://streetsvillebowl.com/fundraising/

xlix Ibid

l Ibid

li Streetsville Bowl. (2014). Retrieved from: http://streetsvillebowl.com/

lii Ibid

liii Ibid

liv Facebook Planet Bowl. (2015). Retrieved from: https://www.facebook.com/PlanetBowl.ca

lv Planet Bowl Info. (2015). Retrieved from: https://www.facebook.com/PlanetBowl.ca

lvi Planet Bowl Home. (2015). Retrieved from: http://planetbowl.ca/

lvii Planet Bowl Orbit Café. (2015). Retrieved from: http://planetbowl.ca/orbit-cafe

lviii Groupon Planet Bowl. (2015). Retrieved from: https://www.groupon.com/biz/toronto/planet-bowl-1

lix Playdium About Us.(2015).Retrieved from: http://www.playdium.com/index.php

lx Ibid lxi Ibid lxii Ibid lxiii Ibid

lxiv Classic bowl. (2015). Retrieved from http://www.classicbowl.com/winter-fall-leagues.php

lxv Ibid

lxvi Ibid

lxvii Classic Bowl: About Us. (2015). Retrieved from:

http://www.classicbowl.com/about-us.php.

lxviii Ibid

lxix YouTube: Classic Bowl Mississauga. (2015). Retrieved from: https://www.youtube.com/user/ClassicBowl1

lxx Facebook: Classic Bowl Mississauga. (2015). Retrieved from: https://www.facebook.com/Classic-Bowl-Mississauga-104336846031/?fref=ts

lxxi Twitter: @ClassicBowl. (2015). Retrieved from: https://twitter.com/classicbowl

lxxii Classic Bowl Home. (2015). Retrieved from: http://www.classicbowl.com/index.php

lxxiii Classic Bowl Rates and Hours. (2015). Retrieved from: http://www.classicbowl.com/rates.php

lxxiv Classic Bowl Fundraisers. (2015). Retrieved from: http://www.classicbowl.com/fundraisers.php

lxxv Classic Bowl Shop. (2015). Retrieved from http://www.classicbowl.com/shop.php

lxxvi Classic Bowl Packages. (2015). Retrieved from: http://www.classicbowl.com/packages.php

lxxvii Classic Bowl Home. (2015). Retrieved from: http://www.classicbowl.com/index.php

190

lxxviii Classic Bowl Rates and Hours. (2015). Retrieved from:

http://www.classicbowl.com/rates.php

lxxixClassic Bowl Packages. Retrieved (2015), from http://www.classicbowl.com/packages.php

lxxx Ibid

lxxxi Classic Bowl Home. (2015). Retrieved from: http://www.classicbowl.com/index.php

lxxxii Manta. (2015). Retrieved from:

http://www.manta.com/ic/mt6lcd5/ca/planet-bowl-inc

lxxxiii Facebook Planet Bowl. (2015). Retrieved from https://www.facebook.com/PlanetBowl.ca

lxxxiv Twitter Planet Bowl. (2015). Retrieved from https://twitter.com/planet_bowl

lxxxv Ibid

lxxxvi Ibid

lxxxvii Planet Bowl Home. (2015). Retrieved from http://planetbowl.ca/

lxxxviii Ibid

lxxxix Planet Bowl Info. (2015). Retrieved from https://www.facebook.com/PlanetBowl.ca

xc Google Planet Bowl. (2015). Retrieved from https://www.google.ca/search?sclient/

xci Playdium Birthday Bookings. (2015). Retrieved from: http://www.playdium.com/group_birthdays.php

xcii Playdium About Us.(2015).Retrieved from: http://www.playdium.com/index.php

xciii Playdium Pricing. (2015). Retrieved from : http://www.playdium.com/pricing_portal.php

xciv Playdium Facebook page.(2015).Retrieved from: https://www.facebook.com/Playdium/?fref=ts

xcvIbid xcvi Ibid

xcvii Ibid

xcviii Ibid xcix Ibid

c Ibid

ci Playdium Games and Attractions. (2015). Retrieved from: http://www.playdium.com/games_portal.php

cii Google Playdium. (2015). Retrieved from https://www.google.ca/search?sclient/

ciii Population, Demographics & Housing. (2015). Retrieved from: http://www7.mississauga.ca/documents/business/2014/Population_Demographics_&_Housing.pdf

civ Ibid

cv Ibid

cvi Ibid

191

cviicvii Hansell & Associates, Inc. Report (2015). Retrieved from: http://www.sandyhansell.com/

cviii Population, Demographics & Housing. (2015). Retrieved from: http://www7.mississauga.ca/documents/business/2014/Population_Demographics_&_Housing.pdf

cix Ibid

cx Emerging Focus: Smaller Households Rise in Emerging Market Economies. (2012).

http://www.portal.euromonitor.com.library.sheridanc.on.ca/portal/analysis/tab

cxi Ibid

cxii Emerging Focus: Smaller Households Rise in Emerging Market Economies. (2012).

http://www.portal.euromonitor.com.library.sheridanc.on.ca/portal/analysis/tab

cxiii Hansell & Associates, Inc. Report (2015). Retrieved from: http://www.sandyhansell.com/

cxiv Ibid

cxv New report says income gap growing in Mississauga. (2013). http://www.mississauga.com/news-story/4136197-new-report-says-income-gap-growing-in-mississauga/

cxvi Ibid

cxvii Small business have big impact on economy: Harper. (2015). http://www.torontosun.com/news/canada/2010/10/17/15723086.html

cxviii Financial Post. (2015). Retrieved from: http://business.financialpost.com/personal-

finance/mortgages-real-estate/canadas-mortgage-wars-hit-new-low-as-fixed-rate-dips-to-1-49

cxix Epic Bowling. (2011). Retrieved from: http://www.asgbowl.com/blog/bid/67578/Technology-is-Always-Rapidly-Changing-Even-in-the-Bowling-Industry

cxx Murrey International. (2015). Retrieved from: http://www.murreybowling.com/Murrey_Bowling/Synthetic_Bowling_Lanes.html

cxxi Epic Bowling. (2011). Retrieved from: http://www.asgbowl.com/blog/bid/67578/Technology-is-Always-Rapidly-Changing-Even-in-the-Bowling-Industry

cxxii Ibid

cxxiii Murrey International. (2015). Retrieved from: http://www.murreybowling.com/Murrey_Bowling/Synthetic_Bowling_Lanes.html

cxxiv Ibid

cxxv Ibid

cxxvi Epic Bowling. (2011). Retrieved from: http://www.asgbowl.com/blog/bid/67578/Technology-is-Always-Rapidly-Changing-Even-in-the-Bowling-Industry

cxxvii QubicaAMF. (2015). Retrieved from: http://www.qubicaamf.com/en-US/Products/Scoring-and-Center-Management/Bowler-Consoles

cxxviii Ibid

192

cxxix Epic Bowling. (2011). Retrieved from: http://www.asgbowl.com/blog/bid/67578/Technology-is-Always-Rapidly-Changing-Even-in-the-Bowling-Industry

cxxx Ibid

cxxxi Ibid

cxxxii Ibid

cxxxiii BPAA. (2015). Retrieved from: http://bpaa.com/bpaa/legislation/bgaf

cxxxiv Ibid

cxxxv Ibid

cxxxvi Ibid

cxxxvii Ibid

cxxxviii Justice Laws Website. (2015). Retrieved from: http://laws.justice.gc.ca/eng/regulations/sor-86-304/page-37.html

cxxxix Ibid

cxl Epic Bowling. (2011). Retrieved from: http://www.asgbowl.com/blog/bid/67578/Technology-is-Always-Rapidly-Changing-Even-in-the-Bowling-Industry

cxli Chron. (2015). Retrieved from: http://smallbusiness.chron.com/industry-analysis-family-entertainment-centers-44077.html

cxlii Chron. (2015). Retrieved from: http://smallbusiness.chron.com/industry-analysis-family-entertainment-centers-44077.html

cxliii Consumer Lifestyles in Canada. (2015). Retrieved from: http://www.portal.euromonitor.com.library.sheridanc.on.ca/portal/analysis/tab

cxliv Industry Performance. (2015). Retrieved from: http://clients1.ibisworld.com.library.sheridanc.on.ca/reports/ca/industry/currentperformance.aspx?entid=1657

cxlv Ibid cxlvi Ibid cxlvii Streetsville Bowl Owner. (October 2015). Retrieved from: Tony Bonora, Streetsville Bowl

Owner, in an interview with him. cxlviii Streetsville Bowl. (2014). Retrieved from: http://streetsvillebowl.com/rates-times/ cxlix Ibid cl Ibid cli Streetsville Bowl Owner. (October 2015). Retrieved from: Tony Bonora, Streetsville Bowl

Owner, in an interview with him.

clii Streetsville Bowl. (2015). http://streetsvillebowl.com/fundraising/

cliii Streetsville Bowl. (2014). Retrieved from: http://streetsvillebowl.com/rates-times/

cliv Facebook. (2015). Retrieved from: https://www.facebook.com/Streetsville-Bowl-

184311688317433/timeline/

clv Streetsville Bowl. (2014). Retrieved from: http://streetsvillebowl.com/rates-times/ clvi Ibid clvii Ibid clviii Ibid

193

clix Consumer Lifestyles in Canada (2015). Retrieved from: http://www.portal.euromonitor.com.library.sheridanc.on.ca/portal/analysis/tab

clx Ibid

clxi Ibid

clxii Ibid

clxiii Ibid

clxiv Chron. (2015). Retrieved from: http://smallbusiness.chron.com/industry-analysis-family-entertainment-centers-44077.html

clxv Epic Bowling. (2011). Retrieved from: http://www.asgbowl.com/blog/bid/67578/Technology-is-Always-Rapidly-Changing-Even-in-the-Bowling-Industry

clxvi Ibid

clxvii Ibid

clxviii Ibid

clxix Ibid

clxx Industry Performance. (2015). Retrieved from: http://clients1.ibisworld.com.library.sheridanc.on.ca/reports/ca/industry/currentperformance.aspx?entid=1657

clxxi Ibid

clxxii Job Threats to the Bowling Industry. (2015).Retrieved from: http://www.echonews.com.au/news/26207-job-threats-to-bowling-industry/687466/

clxxiii Global News. (2015). Money-saving tips for surviving the recession or any financial emergency. Retrieved from: http://globalnews.ca/news/2196714/money-saving-tips-for-surviving-the-recession-or-any-financial-emergency/

clxxiv Facebook. (2015). Retrieved from: https://www.facebook.com/Streetsville-Bowl-

184311688317433/timeline/ clxxv Ibid clxxvi Bowling stamp card pack. (2016). Retrieved from Zazzle:

http://www.zazzle.ca/bowling_striate_stamp_card_pack_of_standard_business_cards-240151252815916805

clxxvii Cagneys. (2016). Retrieved from http://www.cagneys.ca/gallery/ clxxviii Streetsville Bowl. (2016). Retrieved from Mississaugazette:

http://www.mississaugagazette.com/streetsville-bowl clxxix Mother’s Day Champagne Brunch. (2016). Wild Life Lodge and Winery. Retrieved 10

March 2016, from http://wildlifelodgeandwinery.com/event/mothers-day-champagne-brunch/ clxxx Candev Services. (2016). Retrieved from http://www.candevservices.com/

clxxxi Streetsville Bowl. (2016). Retrieved from https://www.instagram.com/streetsvillebowl/

clxxxii Streetsville Bowl. (2016). Retrieved from https://twitter.com/StreetsvBowl

clxxxiii Neon Lights. (2016). Retrieved from https://www.youtube.com/watch?v=Q1io41EaC4A

194

clxxxiv Bowling Center New Orleans. (2016). Retrieved from http://www.bowlingcenter-new-

orleans.de/en/bowling/wochenprogramm/02schueler-und-studentenbowling.php

clxxxv Free Vector. (2016). Retrieved from http://all-free-download.com/free-

vector/download/free_vector_hand_print_made_olympic_logo_569043.html

clxxxvi Bowling Pin Clocks. (2016). Retrieved from http://www.zazzle.ca/bowling+pin+clocks

clxxxvii Facebook. (2015). Retrieved from: https://www.facebook.com/Streetsville-Bowl-

184311688317433/timeline/

clxxxviii Streetsville Bowl. (2014). Retrieved from: http://streetsvillebowl.com/

clxxxix Yelp. (2015). Retrieved from: http://www.yelp.ca/biz/streetsville-bowl-mississauga

cxc Yellow Pages. (2015). Retrieved from: http://www.yellowpages.ca/bus/Ontario/Mississauga/Streetsville-Bowl/2677982.html

cxci Google. (2015). Retrieved from: https://www.google.ca/webhp?sourceid=chrome-instant&ion=1&espv=2&ie=UTF-8#q=streetsvillebowl%20reviews&lrd=0x882b41c79d1d087b:0x4b150716c187886f,1

cxcii Ibid

cxciii Ibid

cxciv Ibid

cxcv Ibid

cxcvi Classic Bowl Rates and Hours. (2015). Retrieved from: http://www.classicbowl.com/rates.php

cxcvii Planet Bowl Home. (2015). Retrieved from http://planetbowl.ca/

cxcviii Planet Bowl Home. (2015). Retrieved from http://planetbowl.ca/

cxcix Ibid

cc Ibid

cci Planet Bowl Info. (2015). Retrieved from: https://www.facebook.com/PlanetBowl.ca

ccii Groupon Planet Bowl. (2015). Retrieved from: https://www.groupon.com/biz/toronto/planet-bowl-1

cciii Facebook Planet Bowl. (2015). Retrieved from https://www.facebook.com/PlanetBowl.ca

cciv Yelp Planet Bowl. (2015). Retrieved from http://www.yelp.ca/biz/planet-bowl-etobicoke

ccv Google Planet Bowl. (2015). Retrieved from https://www.google.ca/search?sclient/

ccvi Yellow Pages Planet Bowl. (2015). Retrieved from http://www.yellowpages.ca/bus/Ontario/Etobicoke/Planet-Bowl/2468686.html

ccvii Planet Bowl Info. (2015). Retrieved from: https://www.facebook.com/PlanetBowl.ca

ccviii Playdium Twitter page. (2015). Retrieved from: https://twitter.com/playdium

ccix Playdium About Us.(2015).Retrieved from: http://www.playdium.com/index.php

ccx Playdium Games and Attractions. (2015). Retrieved from:

http://www.playdium.com/games_portal.php