Background of the purpose for this presentation
This main purpose of this presentation is based on two facts:
Healthy employees are more productive as compared to chronically ill employees;
Marketing is essential component to maintain growth as well as market penetration
Basic market need means reduction of corporate costs as well as increases in employee efficiency that can be achieved by conducting long-term wellness programs (Wheelen and Hunger 2017)
The Mission Statement of Bounce Fitness is to serve the community with quality, unique, comprehensive as well as distinctive health programs and services (van Buuren et al. 2014). In addition, the employee team of Bounce Fitness will be expanded who will provide preventive services to bring improvement in the quality of life among the participants. This can be done by providing health and fitness services by utilizing the state of art equipment as well as practices. Therefore, the programs will show the needs of the members and that should be financially viable for all the stakeholders.
The Vision Statement of Bounce Fitness is to become premier provider of wellness integrated services. Bounce Fitness will conduct comprehensive programs and services to empower the employee culture and creative acquisition of resource use (Smith 2013).
Increased usage of fitness facilities on behalf of individuals
Incorporating fitness memberships within the basket of benefits and that is added to the total compensation package (Phillips and Moutinho 2014)
- To generate 10% yearly increase in sales
- To sustain in the current marketplace and be recognized as premier long-term wellness program provider (Peppard and Ward 2016)
- To increase market penetration for every quarter
- To decrease customer acquisition costs by 4% on every 2 quarters
- To lower the cost of service delivery by 1% a quarter (Latif et al. 2013)
- To hold customer spending as a percentage of sales and at a steady rate
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PEST Analysis |
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Political factors |
Legislation |
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Political power |
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Regulation |
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Economic factors |
Inflation |
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Tax |
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Interest rates |
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Growth |
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Social factors |
High standard of living |
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Attitudes towards work |
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Demographics change |
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Technology factors |
Research |
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Improvement to process |
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Inventions |
There are main competitors for Bounce Fitness and these are:
Community fitness programs as well as school facilities aims at appealing to lower-income families and student who desire to have proper access to fitness facilities (Jeston and Nelis 2014)
Forever Fit Gym services mainly targets individuals who are dedicated and motivated to workout 5-7 times per week (Hill, Jones and Schilling 2014).
Better bodies; targets casual fitness seekers who do not work out with a high intensity but still desire the status as well as recognition.
The above competitors of Bounce Fitness have already captured the large demographics especially in Australian market. In addition, the advertisement campaign conducted by Bounce Fitness may face threats while promoting the wellness strategy for facilitating personalized health programs as well as enhancing the volume of sales as a whole (Haines 2016).
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Strengths |
Weakness |
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Trained and experienced staff members Detailed health wellness program Results-oriented approach for attracting and maintaining customers (Gordon 2013) |
Cost of attracting a large corporate client High cost associated with customized and personal service Inability to work on high volume business model |
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Opportunities |
Threats |
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Participation within a growing market Ability to leverage future quantitative analysis as it supports the contention in the long run Large increase in clients |
Lack of immunity to an economic slowdown Intense competition from large and established competitors Change in society where individuals starts to take responsibility for client maintenance (Ericksen, Berke and Dixon 2017) |
- Raising productivity
- Marketing services to companies as well as individuals
- Lowering overall costs
- Recruitment of talented staff members
- Dedicated as well as hardworking founders (Ellinger and Ellinger 2014)
- Signing up a sufficient member of medium-sized companies
- Continuing to drive down the cost that is associated with serving a customer
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Cost |
Benefit |
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Cost for new staff members Brochure Advertisement $ 1000 |
Bounce Fitness will get goodwill in this market as well as raise their income This company can survive in the competitor market |
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Cost of the employee training that is main need for Bounce Fitness and it will cost around $3000 |
Bounce Fitness could get more experienced as well as talented employees who will provide better services to the customers and attract the potential customers. |
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Main Activities |
1st week |
2nd week |
3rd week |
4th week |
5th week |
6th week |
7th week |
8th week |
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Advertisement |
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New Staff Members |
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Brochure |
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Induction for new staff members |
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Review of the plan |
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Feedback |
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Advertising |
Start Date |
End Date |
Budget |
Manager |
Department |
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Advertising Campaign Number 1 |
1/8/2017 |
30/8/2017 |
$6,000 |
General Manager in Marketing |
Marketing |
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Advertising Campaign number 2 |
1/12/2017 |
25/12/2017 |
$8,000 |
General Manager in Marketing |
Marketing |
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Other |
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Total Advertising Budget |
$14,000 |
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Public Relations |
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Pamphlet completion |
22/8/2017 |
30/8/2017 |
$1,600 |
General Manager in Marketing |
Marketing |
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Other |
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Total PR Budget |
$1,600 |
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Direct Marketing |
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Marketing Plan Completion |
22/8/2017 |
30/8/2017 |
$0 |
General Manager in Marketing |
Marketing |
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Other |
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Total Direct Marketing Budget |
$0 |
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Web Development |
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Marketing Plan Completion |
1/8/2017 |
30/8/2017 |
$8,200 |
General Manager in Marketing |
Marketing |
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Other |
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Total Web Development Budget |
$8,200 |
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Other |
$0 |
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Total Other Budget |
$0 |
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Total |
$33,600 |
The General Manager will share the responsibility of all the marketing activities with the Centre Managers as and when needed (Chari et al. 2014).
Mission and Vision Statement
The main purpose of the communication plan is to serve the community with quality as well as comprehensive and unique health service programs (Cassidy 2016)
The main objective of the advertising campaign is to position Bounce Fitness as one of the most effective physical service provider based on wellness examination, health assessment as well as fitness centre in areas such as Sydney, Melbourne and Brisbane;
- To generate 10% increase in sales volume as well as increase in the market penetration at every quarter (Basadur, Gelade and Basadur 2014)
- Bounce Fitness aims at becoming long-term wellness provider to the people who lives in Brisbane, Sydney and Melbourne
- To accomplish lower cost per unit of service delivery
- To decrease customer acquisition cost
- Holding the percentage of sales at steady rate
- Any change request can be adjusted to the final plan according to recent needs and expectations of the customers (Austin and Pinkleton 2015)
- Change should suffice according to laws and regulations.
- Meeting legal as well as ethical requirements in the areas of Bounce Fitness
- The advertisement objective is to abide by the anti-discrimination legislation as well as privacy law that are the basic requirements for a fitness brand (Arvidsson, Holmström and Lyytinen 2014)
- Promotes equal opportunity to its members
- The profile of the client at Bounce Fitness takes into accounts mostly employees and regular clients where the CAGR of corporate employees are 35% and regular clients are 15%.
- Information is needed about the targeted audience that include lifestyle, demographics, attitudes as well as existing product usage by the customers (Arena et al. 2015)
- After implementing the campaign, it is important for the management of Bounce Fitness to collect feedback from the existing clients on matters relating to any improvement for further generating profits (Armstrong and Taylor 2014)
- Spread advertisement message to the targeted audience
Reference List
Arena, R., Guazzi, M., Lianov, L., Whitsel, L., Berra, K., Lavie, C.J., Kaminsky, L., Williams, M., Hivert, M.F., Cherie Franklin, N. and Myers, J., 2015. Healthy lifestyle interventions to combat noncommunicable disease—a novel nonhierarchical connectivity model for key stakeholders: a policy statement from the American Heart Association, European Society of Cardiology, European Association for Cardiovascular Prevention and Rehabilitation, and American College of Preventive Medicine. European heart journal, 36(31), pp.2097-2109.
Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Arvidsson, V., Holmström, J. and Lyytinen, K., 2014. Information systems use as strategy practice: A multi-dimensional view of strategic information system implementation and use. The Journal of Strategic Information Systems, 23(1), pp.45-61.
Austin, E.W. and Pinkleton, B.E., 2015. Strategic public relations management: Planning and managing effective communication campaigns (Vol. 10). Routledge.
Basadur, M., Gelade, G. and Basadur, T., 2014. Creative problem-solving process styles, cognitive work demands, and organizational adaptability. The Journal of Applied Behavioral Science, 50(1), pp.80-115.
Cassidy, A., 2016. A practical guide to information systems strategic planning. CRC press.
Chari, S., Katsikeas, C.S., Balabanis, G. and Robson, M.J., 2014. Emergent marketing strategies and performance: The effects of market uncertainty and strategic feedback systems. British Journal of Management, 25(2), pp.145-165.
Ellinger, A.E. and Ellinger, A.D., 2014. Leveraging human resource development expertise to improve supply chain managers’ skills and competencies. European Journal of Training and Development, 38(1/2), pp.118-135.
Ericksen, N.J., Berke, P.R. and Dixon, J.E., 2017. Plan-making for sustainability: The New Zealand experience. Taylor & Francis.
Gordon, G.L., 2013. Strategic planning for local government. ICMA Publishing.
Haines, S., 2016. The systems thinking approach to strategic planning and management. CRC Press.
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Jeston, J. and Nelis, J., 2014. Business process management. Routledge.
Latif, B., Gohar, F.R., Hussain, A. and Kashif, M.M., 2013. Barriers to Effective Strategic Planning. Stud, 1(2), pp.16-21.
Peppard, J. and Ward, J., 2016. The strategic management of information systems: Building a digital strategy. John Wiley & Sons.
Phillips, P. and Moutinho, L., 2014. Critical review of strategic planning research in hospitality and tourism. Annals of Tourism Research, 48, pp.96-120.
Smith, R.D., 2013. Strategic planning for public relations. Routledge.
van Buuren, A., Driessen, P., Teisman, G. and van Rijswick, M., 2014. Toward legitimate governance strategies for climate adaptation in the Netherlands: combining insights from a legal, planning, and network perspective. Regional Environmental Change, 14(3), pp.1021-1033.
Wheelen, T.L. and Hunger, J.D., 2017. Strategic management and business policy. pearson.
Wolf, C. and Floyd, S.W., 2017. Strategic planning research: Toward a theory-driven agenda. Journal of Management, 43(6), pp.1754-1788.
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