Week 8 Written Assignment

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The University of Nairobi *

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CA205

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Marketing

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Nov 24, 2024

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docx

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1 Week 8 Written Assignment Student’s Name Institutional Affiliation

2 Section One: Problem Statement An Overview of the Case Study Since 1989, the Atlantic Waterfowl Celebration (AWC), a Canadian non-profit organization headquartered in Sackville, New Brunswick, has been in operation. Its primary objective has been to raise awareness and promote the region's vast wetland ecosystems and animal species ( Leblanc, 2021) . The AWC has developed into an organization that skillfully integrates environmental education, outdoor exploration, art, and culture into a three-day annual festival. The "Problem Statement" of this document presents the AWC case study, furnishes contextual details regarding the organization, and delivers an exhaustive narrative of the difficulties it encountered in 1994 ( Brim, 2019) . This information will form the basis of your analysis and recommendations. By capturing the attention of participants, this occasion has become an integral and vibrant component of the local culture. Contextual Information Regarding the Company The AWC was passionately founded in 1988, soon after the Sackville Waterfowl Park opened. The AWC, founded by forward-thinking founders, planned an annual waterfowl event. It attracted people from across the world to enjoy Sackville's natural beauty. The AWC's conservation aims have been guided by the Board of Directors, which includes members from a variety of non-profit organizations, government agencies, and passionate conservationists. Each of the AWC festival's amazing events makes guests feel something. The festival features the Duck Decoy Auction, Carving and Taxidermy Competition/Exhibition, Trade Show, relaxing tours, the thrilling Duck Calling Competition, and informative environmental activities. The

3 AWC has a varied and loyal audience, making it the region's premier environmental and cultural event. An overview of the problematic situation As in any epic tale, the voyage of the AWC was not devoid of obstacles and difficulties. 1994 is a tumultuous year in the annals of the AWC, marked by a significant decline in attendance and financial challenges that overshadowed previous prosperous years. Multiple adverse influences coalesced in order to give rise to this issue Poor Marketing and Advertising: The AWC made the strategic decision in 1994 to reduce the scale of its advertising endeavors and streamline its overall marketing approach. Due to the implementation of this austerity measure, the organization experienced a substantial decline in attendance at its events. The example materials underscore the critical importance of allocating funds and employing effective marketing strategies for event promotion. Responses to Ticket Price Increases The adverse consequences stemming from the AWC's unilateral decision to raise ticket prices without informing the entire board are evident. The abrupt increases in prices elicited a strong negative response from attendees, which ultimately led to a substantial reduction in ticket sales. This strategic decision underscored the importance of meticulous planning and stakeholder engagement in pricing strategies. Competition and Adaptation In 1994, the AWC encountered significant rivalry, primarily due to the simultaneous Acadian Homecoming celebration. Unfortunately, the AWC was unable to adapt to the shifting

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4 competitive landscape or resolve scheduling conflicts, both of which significantly contributed to the decline in attendance. Unpredictability of the Weather While not explicitly referenced in the case materials, the decline in attendance can be attributed to the unpredictability of weather conditions. The potential impact of inclement weather on outdoor pursuits emphasizes the importance of preparing secondary strategies. Apart from challenges related to attendance, the organization encountered an unforeseen financial deficit exceeding $13,000 in 1994, which engendered concerns regarding its long-term sustainability. As it preps for the 1995 iteration of its renowned championship, the AWC finds itself at a critical juncture. Rapid action is required for the organization to regain community support and resolve the root causes of its problems. Case studies shed light on specific issues, including marketing deficiencies, pricing dilemmas, setbacks caused by competition, and the necessity for structural modifications. The predicament faced by the AWC is a compelling subject that merits thorough analysis. It is essential to delve into the intricacies of its challenges in order to identify viable strategies for its revival. Section Two: Literature Review This comprehensive literature analysis underscores the importance of effective marketing, pricing strategies, adaptability, and structural changes for the success of the AWC. It draws from a wide range of research sources to aid in the comprehension of the organization's challenges.

5 Utilizing a compilation of research, the Atlantic Waterfowl Celebration (AWC) case study comprehensively identifies and resolves the organization's challenges. A substantial amount of research was conducted in advance of the written assignments in Units 3 and 6, which examined the obstacles and potential solutions faced by the AWC. By synthesizing the research that was undertaken in previous assignments and incorporating new sources, this literature review offers a comprehensive evaluation. Ineffective advertising and marketing strategies include: Research indicates that the 1994 decision by the AWC to reduce promotional efforts had far- reaching consequences. The consequences of this decision underscored the importance of allocating a sufficient budget for event promotion and implementing a solid marketing strategy. The research of Javed et al., (2022) emphasizes the importance of effective marketing strategies. An analysis revealed that the utilization of a more affordable poster and a more straightforward marketing strategy resulted in an adverse effect on both the visibility and attendance of the event. The findings underscore the significance of implementing a comprehensive and adequately funded marketing strategy to enhance event visibility, entice sponsors and attendees, and increase event awareness. Moreover, the research conducted by McCABE (1998) regarding tourism and identity in Sackville, New Brunswick, illustrates the significance of marketing in advancing the cultural and natural attributes of a region. This illustrates the potential influence that successful marketing strategies can have on the identity and tourism of a particular region. By applying this comprehension to the AWC's marketing endeavors, the festival's unique allure can be promoted. Unsuccessful Pricing Approach

6 The hasty resolution to increase ticket prices in 1994, without adequate input from the board, resulted in adverse consequences for both ticket sales and visitor responses. This issues with pricing strategy emphasizes the importance of visitor surveys and data analysis in the formulation of an equitable pricing scheme. The information gleaned from visitor surveys regarding permissible price points may enable you to align your pricing structure with the expectations of your clientele. The importance of comprehending the correlation between price and consumer perceptions is underscored by Hecht (2016) in his research comparing debt and equity financing. Pricing decisions can significantly impact the financial success and customer satisfaction of an organization. When neither competition nor adaptation are present The 1994 Acadian Homecoming tested the AWC's flexibility. Nkambule (2020) observed that total asset turnover, debt to equity ratio, and return on assets effect share return, stressing the necessity to adjust to competition. Revenue and attendance depend on adaptation and avoiding direct competition. Robinson's (2020) worldwide financial statement analysis research underlines firms' need to adapt to shifting financial environments. AWC's adaptability to its competitive environment might secure financial success. Challenges pertaining to structure Dissolution of committees and lack of collaboration have hindered the AWC's ability to proactively address challenges. Mazzarol, Reboud, and Soutar (2009)'s research on strategic planning in growth-oriented small businesses is insightful. This shows how collaborative practices, stakeholder participation in decision-making, and committee restructuring can improve organizational performance.

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7 In conclusion, the literature review uses finance, marketing, and strategic planning sources to explain the AWC's challenges. The case analysis will continue with actionable recommendations and a plan to address the issues raised here. Section Three: Case Elements Marketing and advertising that is ineffective A 1994 decision could have caused the AWC's marketing and promotion issues. Due to financial restrictions, the company cut advertising and simplified its marketing approach. This decision had a domino effect, reducing event presence and attendance. A cheaper poster was a major change in the company's marketing strategy. This strategy change hurt the AWC's exposure and appeal. In 1994, a more aggressive direct mail campaign targeted past funders and attendees. The goal was to boost corporate sponsorships and attendance, but it failed. Corporate sponsorships were few, bringing in just $6,000 more than last year. These issues showed the need of a competent marketing plan and sufficient funding for event promotion. Analysis: AWC's 1994 marketing and advertising failure was due to a departure from standard marketing methods and a simpler, less comprehensive approach. Budgetary constraints affected the organization's event appearance, attendance, and corporate sponsorships. A substantial and well-funded marketing strategy is needed to promote the AWC and attract sponsors and guests. The institution should focus early and aggressively on digital marketing and relationships with local firms and organizations to address this primary cause. Ineffective Pricing Strategy

8 Root Cause Analysis: In 1994, the AWC's pricing policy of unilaterally increasing ticket prices without broad board input resulted in a fall in ticket sales and unpleasant visitor reactions. The organization raised the price of a three-day pass from $14 to $25 and the price of a day pass from $7 to $10, removing the ability to buy individual event tickets. Attendees who saw the AWC as a high-quality event were outraged by the sudden price rise. The price decision was made by the executive committee with minimal involvement from the whole board, highlighting a lack of agreement in strategic decision-making. Analysis The main problem of the AWC's unsuccessful pricing strategy in 1994 may be linked to a unilateral decision to hike ticket prices without full board participation. This executive committee-influenced action offended prospective festival goers and had a direct effect on attendance and income. To solve this underlying issue, the AWC should undertake visitor surveys to define acceptable price points, ensuring that the pricing structure corresponds to visitor expectations. A data-driven strategy like this may increase attendance without sacrificing money. Pricing choices must engage a broader variety of stakeholders in order to achieve agreement and promote fairness. In the absence of adaptation and competition Root Cause Analysis: The 1994 AWC faced stiff competition from the Acadian Homecoming, but it failed to address scheduling issues or adapt to the situation. Acadian Homecoming drew crowds, distracting from the AWC. Attendance dropped due to this inability to adapt. The AWC's 1994 inability to adapt and compete was due to schedule issues and the competitive environment. The AWC should review regional tournament scheduling to fix this issue. Consider

9 partnering with local events that share the AWC's goals to avoid direct competition. Diversifying AWC programs may reduce competition and attract new participants. These solutions meet event planning flexibility and cooperation needs. Difficulties with Structure Root Cause Analysis: The AWC's committee disintegration and lack of teamwork have hindered its crisis response. By early 1994, few committees met regularly, resulting in poor coordination and cooperation. The AWC's structural issues stem from committee breakup and a lack of cooperation, which hindered crisis response. The AWC should update the committee structure, encourage cooperation, and include more stakeholders in decision-making to address this problem. This enhances organizational efficiency, decision-making, and coordination. Open and inclusive decision-making is stressed in root cause analysis. The 1994 AWC problems stemmed from marketing, advertising, pricing strategy, flexibility, and organizational structure. These key difficulties must be addressed to generate viable answers and proposals in the paper's later portions. Section Four: Recommended Action Plan Effective Marketing and Advertising Strategy Alternative 1 - Create a thorough marketing strategy is the recommended solution. Justification: Implementing Alternative 1, which entails building a thorough and well-funded marketing strategy, is the suggested answer for tackling the AWC's marketing and advertising issues. This is the greatest option since it targets the fundamental reason of bad marketing and

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10 advertising by offering a methodical strategy to increasing the organization's exposure and attractiveness. In-Depth Action Plan: Set aside money for marketing efforts: Determine a designated marketing budget that takes into account both conventional and digital marketing platforms. Determine the relevance of each channel and the estimated return on investment (ROI). Create a detailed marketing strategy: Make a clear marketing strategy including your marketing goals, target audience, message, and timing. If relevant, the strategy should include identify the roles and duties of the marketing staff. Engage in social media and digital marketing campaigns: Invest in digital marketing to take advantage of internet platforms' reach. Create your online presence with an easy-to-use website, active social media accounts, and interesting content. Improve your online presence by using search engine optimization (SEO) tactics. Form alliances with local companies and organizations: Determine whether local companies, environmental organizations, and community groups support the AWC's purpose and values. Propose collaborations that will increase mutual visibility. Co-branded events, cross-promotions, and joint advertising campaigns are examples of collaborative marketing initiatives. Pricing Policy

11 Alternative 2 is recommended: conducting visitor surveys and data analysis. Justification: Alternative 2 is the suggested method for resolving the AWC's pricing strategy difficulties, which entails conducting visitor surveys to determine their willingness to pay and developing a price plan that matches with visitor expectations. This is the greatest option since it tackles the underlying reason of unsuccessful pricing approaches, which is a lack of agreement and data-driven decision-making. In-Depth Action Plan: Visitor surveys to determine acceptable price points Develop and disseminate survey instruments to prospective and past attendees. Acquire data pertaining to attendees' evaluations of the occasion, their allocated funds for attendance, and their standards for equitable pricing. Utilize a blend of online surveys, in-person interviews, and focus groups to amass a variety of viewpoints. Assess survey findings and adjust pricing accordingly Hiring or collaborating with a data analysis team is necessary to process the survey results. Price segmentation and propensity to pay are identified. Price levels should be adjusted to accurately represent these categories in light of the provided data. Ensure that price decisions are founded upon empirical evidence and astute judgment. Implement tier-based pricing Develop a tiered pricing structure comprising various access levels or programs. Family programs, early bird discounts, and VIP experiences should be considered. By employing marketing strategies, these levels can be promoted to a larger audience.

12 Competition and Adaptation Alternative 1: Prevent scheduling conflicts is the suggested course of action. Rationale: The suggested approach for addressing the adaptability and competition issues of the AWC is Alternative 1. This involves conducting a comprehensive analysis of regional events and their timetables in order to mitigate the occurrence of direct confrontations. This is the optimal course of action as it addresses the fundamental cause of the lack of flexibility and competition, which is the incapability to manage schedule issues. Comprehensive Plan of Action Perform an exhaustive analysis of regional events and timetables Establish a collective tasked with researching and documenting the timetables of additional regional gatherings, particularly those that might intersect with the AWC. This investigation ought to span several decades so that recurring disputes can be uncovered. In order to mitigate direct competition, establish partnerships with other regional gatherings Commence dialogues with the coordinators of simultaneous events. Attempt to arrange opportunities for collaboration, such as staggered scheduling, in order to enable attendees to attend both events. Additionally, collaborative marketing and cross-promotion may be examined. Enhance the range of services offered by the AWC Develop supplementary event offers in order to augment the existing program. Incorporating seminars, educational activities, or themed experiences into the AWC could serve to differentiate

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13 it from other gatherings. Verify that the diversification strategy aligns with the mission and core values of the AWC. Modifications to the Framework One potential solution is to revitalize the committee system, which is suggested as Alternative 1. Rationale: The proposed course of action to address the structural challenges faced by the AWC is to execute Alternative 1, which centers on revitalizing the committee system. This is the optimal course of action as it addresses the fundamental source of organizational deficiencies and a dearth of effective collaboration. A comprehensive course of action Revitalize the structure of the committee through regular meetings and cooperative efforts Reestablish subgroups or committees of the AWC with clearly defined objectives and responsibilities. Ensure that committee members from diverse backgrounds actively participate and contribute by organizing frequent meetings. Enhance the participation of stakeholders in the decision-making process by Expand the participation of stakeholders in the decision-making process beyond the Executive Committee. Invite community leaders and representatives from local non-profit organizations and government agencies. Their expertise and counsel could potentially assist you in making more informed choices. Stakeholders should be informed of revised purposes and visions in order to gain their support

14 If modifications are necessary to the purpose and vision of the AWC, accurately and openly inform all stakeholders of these changes. Engage them in discussions and solicit their consent. This ensures that the course of action taken by the organization aligns with the shared vision of its supporters. By implementing this specific course of action, the AWC can effectively address its challenges by improving its marketing, pricing, flexibility, and overall organizational performance. The purpose of this strategic plan is to steer the AWC in the direction of sustained prosperity and rehabilitation. Section Five – Case Solution Importance of the Case Study: The Atlantic Waterfowl Celebration (AWC) case study is a fascinating and varied example of the issues that nonprofit organizations confront in today's corporate environment. This case has significant significance and importance to the greater corporate environment since it addresses concerns of poor marketing, price strategy, adaptability, and structural obstacles. Highlighting the Topics Covered 1. Ineffective Marketing and Advertising: The AWC's marketing and advertising struggles underline the need of effective promotion in recruiting sponsors, participants, and stakeholders. In today's commercial environment, when competition is tough and attention spans are short, the ability to create and implement an effective marketing strategy is critical. The case demonstrates that NGOs, like for-profit businesses, must use inventive marketing methods to retain awareness, attract funding, and fulfill their purposes.

15 2. Ineffective price Strategy: The AWC's price problems highlight the significance of pricing strategies in the nonprofit sector. The rapid price hikes, implemented without much board engagement or public input, resulted in major attendance and income decreases. This highlights the need of organizations incorporating data-driven decision- making, including stakeholders, and carefully planning their price structures. The instance demonstrates that pricing strategy is not limited to for-profit firms and may have a substantial influence on the viability of a charity. 3. Adaptation and Rivalry: The AWC's difficulty in adjusting to changing competitive environments and resolving scheduling issues with concurrent events demonstrates the importance of NGOs being nimble and adaptable. Organizations, whether charity or for- profit, must be able to adapt proactively to new difficulties in a continuously changing business landscape. The instance demonstrates how effective adaptation and cooperation with rivals may lead to long-term development and success. 4. Structural issues: The AWC's structural issues, such as committee fragmentation and centralization of decision-making, highlight the need of good organizational structure and teamwork. A lack of collaboration hampered the organization's ability to react to difficulties proactively. This serves as a reminder that, like successful corporations, successful organizations need a strong organizational structure that fosters cooperation, transparency, and effective decision-making. Importance and Relevance in the Business World The AWC case study is important to the business sector for various reasons

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16 Corporate nonprofits have business concerns. Be effective, sell your goal, and adapt. The case questions whether NGOs can rely only on their missions and emphasizes robust business activities. Intersectional insights AWC challenges teach industry-wide. Good marketing, pricing, adaptability, and structure please nonprofits. Understanding and using these ideas may help for- profit firms compete. Charities need sustainability to thrive. Sustainability is essential for all businesses. To succeed long-term, AWC will confront basic difficulties and make strategic changes. For long-term success, businesses across industries aim for this. teamwork and competition: The AWC's scheduling and competitiveness concerns show charity and for-profit teams may benefit from teamwork. Collaboration may benefit both parties in today's interconnected economy. The Atlantic Waterfowl Celebration case study finishes with business lessons. It proves that corporations have shared problems and may transfer effective solutions. The AWC case study addresses bad marketing, price strategy, adaptability, and structural hurdles to help enterprises thrive in the present business climate. Conclusion Finally, the case study of the Atlantic Waterfowl Celebration (AWC) offers insight on the issues that charitable organizations and the greater commercial sector confront. It emphasizes the need of successful marketing, judicious pricing, flexibility, and a strong organizational structure. The lessons learned from this case study are relevant to all entities navigating the difficulties of today's business world, stressing the universal principles of long-term success and sustainability.

17 The AWC's route to recovery and long-term influence is a useful lesson for all organizations, regardless of purpose or industry.

18 References AlQershi, N. (2021). Strategic thinking, strategic planning, strategic innovation and the performance of SMEs: The mediating role of human capital. Management Science Letters, 11(3), 1003-1012. Brim, B. C. (2019). What should the US Army do to meet future recruiting requirements? (Doctoral dissertation, Fort Leavenworth, KS: US Army Command and General Staff College). Daniele, G., & Giommoni, T. (2020). Corruption under austerity. Available at SSRN 3522522. Isle, M. B., Freudenberg, B., & Sarker, T. (2018). Is the literacy of small business owners important for cash flow management?: The experts' perspective. Journal of the Australasian Tax Teachers Association, 13(1), 31-67. Javed, A., Ikwu, R., Burnap, P., Giommoni, L., & Williams, M. L. (2022). Disrupting drive-by download networks on Twitter. Social Network Analysis and Mining Leblanc, M. L. (2021). Eelgrass (Zostera marina) ecosystems in eastern Canada and their importance to migratory waterfowl . McGill University (Canada). Malhotra, N. K., Nunan, D., & Birks, D. F. (2020). Marketing Research. Pearson UK. Mazzarol, T., Reboud, S., & Soutar, G. N. (2009). Strategic planning in growth-oriented small firms. International Journal of Entrepreneurial Behavior & Research, 15(4), 320-345. McCABE, H. (1998). Contesting home: tourism, memory, and identity in Sackville, New Brunswick. Canadian Geographer/Le Géographe Canadien, 42(3), 231-245.

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19 Nkambule, B. I. (2020). Knowledge Management application in township schools: A case study of Emalahleni Circuit 1, 2 and 3 (Doctoral dissertation). Puyt, R. W., Lie, F. B., & Wilderom, C. P. (2023). The origins of SWOT analysis. Long Range Planning, 56(3), 102304. Robinson, T. R. (2020). International financial statement analysis. John Wiley & Sons. Santoro, G., Messeni-Petruzzelli, A., & Del Giudice, M. (2021). Searching for resilience: the impact of employee-level and entrepreneur-level resilience on firm performance in small family firms. Small Business Economics, 57, 455-471. Wahlen, J. M., Baginski, S. P., & Bradshaw, M. (2022). Financial reporting, financial statement analysis and valuation. Cengage learning.

Week 8 Written Assignment

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