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Table of Contents

Table of Contents .................................................................................................................................... 1 Executive Summary ................................................................................................................................ 3 Introduction ............................................................................................................................................. 5 1.1. 1.2. 1.3. 2. Purpose.................................................................................................................................... 5 Background ............................................................................................................................. 5 Overview ................................................................................................................................. 5

Situational analysis ......................................................................................................................... 7 2.1. External Analysis .................................................................................................................... 7 Political and legal factors ................................................................................................ 7 Economy Factors............................................................................................................. 9 Socio-cultural Factors ................................................................................................... 10

2.1.1. 2.1.2. 2.1.3.

Figure 1: Proportion of population aged 65 years and over .......................................................... 11 2.2. Internal Analysis ................................................................................................................... 13

Figure 3: Internal analysis of the Eyes Wide Open in the Porters Five Forces model ................ 14 2.3. 2.4. Competitor analysis .............................................................................................................. 15 Buyer analysis ....................................................................................................................... 15

Table 1: The eyes wide open segmentation base .......................................................................... 16 2.5. Trend analysis ....................................................................................................................... 17

Figure 5: Volunteering Rates: States and Territory ...................................................................... 17 2.6. SWOT analysis ..................................................................................................................... 18 Strengths ....................................................................................................................... 18 Weakness ...................................................................................................................... 19 Opportunity ................................................................................................................... 19 Threats........................................................................................................................... 19

2.6.1. 2.6.2. 2.6.3. 2.6.4. 3. 4.

Marketing objectives ..................................................................................................................... 20 Strategies and tactics ..................................................................................................................... 22 1

4.1. 4.2. 4.3. 4.4. 4.5. 5.

Advertisement ....................................................................................................................... 22 Public relation ....................................................................................................................... 23 Pricing ................................................................................................................................... 23 Event ..................................................................................................................................... 24 Online marketing .................................................................................................................. 27 Financial Budget ....................................................................................................................... 29

Table 2: 12 months Financial Budget and Promotional Schedule* .............................................. 29 6. Monitoring and Control ................................................................................................................ 31 Table 2: Key Performance Indicator Evaluation ........................................................................... 31 6.1 Key Success Factors ................................................................................................................. 32 7. Contingency plan ......................................................................................................................... 35

References ............................................................................................................................................. 36 Appendices............................................................................................................................................ 39 Appendix 1 .................................................................................................................................... 39 Appendix 2 .................................................................................................................................... 39 Appendix 3 .................................................................................................................................... 40 Appendix 4 .................................................................................................................................... 41

Executive Summary
The company needs to analyze both external and internal factors in order to know the currents situation of the market as well the current condition of the company itself. The external factor that the company really needs to consider is economic factors especially economic growth in Australia,

legal factors such as the law that the company should look at which link to its business, government warning travel related to swine flu and terrorism. Also, the socio-cultural factors which includes population growth in Australia and increasing in ageing population, and the trend in Australia volunteering. In term internal analysis, the company can use Porters five forces model to identify the internal problems, opportunities and threats it faces in the current
environment. The company does not have to worries much about competition within the

industry because its non-profit organization. The company has to use buyer analysis in order to find the right target market within the industry. From the buyer analysis, it found three groups that might be a potential target for the company; those are humanitarian, students and adults. But the primary target audience for Eyes Wide Open is humanitarian. Trend analysis can be use in order to find out what is the Australia social trend in term of voluntary. Lastly, SWOT analysis can help the company to have the basis for further decision making in terms of developing marketing objectives and strategies for either capitalising on current strengths and opportunities, reducing the effect of possible threats and improving any perceived weaknesses. The chosen strategies that EWO can use advertisement, public relation, organise an event and online marketing. Advertisement can be placed in the in flight magazine since it is suitable for the target market lifestyle that likes to travel. Advertisement can be placed in Tiger Tales and Qantas magazine as each has up to 1,000,000 circulation every issue. Advertising encourages EWO to be creative in order to attract and reta8in its target market. Networking and good relationship with media can help to expand EWO name among the
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target market. Public relations include media release or media coverage done by the reporter or journalist. Examples of media coverage are through The Age newspaper in Travel section and Vacation and Travel magazine. Events can be defined as any entertainment occasion performed in front of a live audience which presents a unique picture of how a product or service can be promoted with different media networks (Erikson, 1999). Event marketing can also serve as public relations and awareness tools. Using event such as Chadstone Shopping Centre VIP nights, EWO can gain a massive amount of exposure to a wide, vast cross section of the community. The purpose of the event is to promote the humanitarian tour to Cambodia and increase peoples awareness about the humanitarian aspects. EWO should also expand their sales of merchandise online and improvise the current websites with more interactivity. The given AU$100,000 budget will be allocated for advertising (AU$49,554), promotion in Chadstone shopping centre (AU$12,703), updated website (AU$10,000), merchandise ordered (AU$5,000), travel conduction expense (AU$6,743), monitoring and control (AU$6,000) and 10%in contingency cost (AU$10,000). A greater detail on budget allocation will be provided inside the plan. Evaluation method to measure the effectiveness of the plan to reach objectives will be vary from conducting interviews after publication released in magazines and brochures to gain the percentage of reader who actually remember seeing the ads and can recall the brand product, the number of participants each year, numbers of item sold and the revenue each year, tracking the number of visits in the website, as well as the number of mailing list each quarter. EWO also has to have a contingency plan in case things go wrong. WHO reported that there is a human case of influenza avian flu and road accidents in Cambodia. Therefore, EWO will have to provide a travel and health insurance to all participants.

Introduction
1.1. Purpose
The purpose of this plan is to propose a marketing plan for the non profit organisation, Eyes Wide Open (EWO) and its humanitarian program. This report will conduct a situation analysis that covers the internal and external environmental factors. These factors have direct impact on the marketing strategy and it will help EWO to identify the appropriate target market to focus on. In addition, this plan will identify several marketing objectives that EWO must achieve within specific time frame and there are few strategies and tactics to accomplish these marketing objectives.

1.2.

Background
EWO is a humanitarian not for profit organisation that is based in Melbourne. EWO

enables participants to contribute and participate in their humanitarian project throughout Australasia such Cambodia and Australias Northern Territory (Eyes Wide Open, 2009). Its slogan See The World, Make A Difference is a key aspect that encourage others to strive to help those who need help in developing countries and third world countries. Rotary International is the main sponsor for EWO and usually participants will get the chance to spend around 2 weeks in each trip to any countries for humanitarian purposes (Eyes Wide Open, 2009). This will allow EWO to concentrate on the marketing plan to attract more participants to sign up and join the trips.

1.3.

Overview
Rotary International is the largest humanitarian non profit organisation that has 1.2

million members in 33,000 clubs all over the world (Rotary International, 2009). Eyes Wide Open is one of the 33,000 clubs under Rotary International and Rotary International function

as providing humanitarian service such as improving the health condition, encourage peace and eliminate Polio in the countries affected (Rotary International, 2009). Some people might not know Eyes Wide Open but they would recognise Rotary International since it is the largest humanitarian club in the world. Participants that sign up with Eyes Wide Open can participate with Rotary International projects that allow them to contribute as much as they can through their ability and time. Eyes Wide Open can expand their club as it is financially supported by Rotary International. The name of Eyes Wide Open has represented what this club can do to help others. The trip organise by Eyes Wide Open will be a new way of travelling and spending the holiday.

2.
2.1.

Situational analysis
External Analysis
There are four main remote environmental forces impacting on the planning unit

including, political-legal, economic, and socio-cultural factors. These are driving forces of change or uncontrollable variables. The purpose of this review is to contemplate the future as well as determine the opportunities and threats that each external environment factor is likely to create over the period of strategic plan (Reed, 2007).

2.1.1. Political and legal factors


In recent decades, the perception of politics and the role and functions of government has changed tremendously. These changes and the corresponding new realities in government and political processes demand careful analysis. The purpose is to increase the understanding of current developments in political environment, to better define the role and functions of the government as well as to draw up strategies for increasing government effectiveness. In Australia, the relationship between non-profits and government has been characterized by dependency where non-profits rely upon public funds (Lyons, 1997). Part of this has been the advent of new institutional economics as an ideological driver behind competition and contractualism between organizations from different sectors (Steane, 2001). Such arrangements reinforce the expectation of non-profit boards to develop skills of a strategic nature in their relationship with government (Muetzelfedt, 1998), as well as ensuring that they are effective in the way they implement their affairs. There are some laws that the EWO should look at carefully. Industry Commission's (1995) recommendations on the charitable sector and the present parliamentary investigation into charities (2000) provide the context for change and scrutiny of director behavior in Australia. The expectation is that non-profit boards should comply with boards in other
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sectors. Another Australian law that might affect on the company is The Corporate Law Economic Reform Programs (CLERP). It provides an overriding perspective for the practice of boards, albeit largely for the corporate sector. This reform package presents non-profit organisations with new expectations on board performance similar to the corporate sector. The CLERP reforms (Treasury Department, 1998, p. 60) characterise any board within a shareholder (or outsider) approach to corporate control that is specifically focused on efficiency and wealth maximisation. This process is in contrast to a stakeholder (or insider) approach where organisations seek alignment between the various interests of community stakeholders (Price Waterhouse, 1997). This area indicates a fundamental divergence from the governance in non-profit boards. Recently, the Australian government really concerns about human swine flu (H1N1 flu). On 29 April 2009, the WHO raised the level of the influenza outbreak from phase 4 to phase 5 (of 6). The change to a higher phase of pandemic alert means there is human-tohuman spread in two countries in one WHO region. Cases have been confirmed by the WHO in Mexico, the United States, Canada, Argentina, Austria, Belgium, Brazil, Chile, China, Colombia, Costa Rica, Cuba, Denmark, Ecuador, El Salvador, Finland, France, Germany, Greece, Guatemala, Honduras, Hong Kong, Iceland, India, Ireland, Israel, Italy, Japan, Kuwait, Malaysia, the Netherlands, New Zealand, Norway, Panama, Peru, Philippines, Poland, Portugal, Republic of Korea, Russia, Spain, Sweden, Switzerland, Thailand, Turkey and the United Kingdom. Outbreaks may occur in other countries (World Health Organisation, 2009). Travellers may be asked to declare their state of health at international airports prior to travel. Some countries have also adopted quarantine measures for those exhibiting flu-like symptoms or for travellers who have recently visited a country with confirmed cases of the virus. A number of Australians have been temporarily quarantined

overseas. Volunteers should follow the instructions of local border control, law enforcement or health authorities.

Moreover, the government advices to travelers to take vaccination against seasonal influenza two weeks prior to travel, although the degree of protection against H1N1 Influenza 09 is not clear. These issues can affects on the company as they will do the voluntary activities overseas which is in Cambodia. Furthermore, Australian government gives some warning travel to some countries. As terrorism is a threat throughout the world. Attacks can happen without warning any time and in any place in the world. Statements by international terrorist groups have called for attacks against Western interest in various regions around the world. The government continues to receive reports that terrorists are planning attacks, including against places frequented by foreigners. In many cases the purpose of terrorist attacks is to create panic, hinder normal social, political and economic activities, and disrupt everyday life. Terrorists may attack official or civilian targets depending on their particular objectives at the time. Terrorist attacks have targeted and killed many innocent people, including Australians, in countries throughout the world. Terrorist operations could range from kidnappings, hijackings, bombings, suicide operations or other acts of violence, such as drive-by assassinations. Terrorist groups have also demonstrated a capacity to pursue other types of operations against Western interests including attacks against maritime targets. Therefore, the company needs to consider the kind of places known to be terrorist targets and the level of security provided.

2.1.2. Economy Factors


In terms of general economic trends in Australia, Australia has recorded 17 successive years of economic growth since 1992 averaging 3.3 per cent a year. It has been one of the
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most stable and productive periods of Australias modern history, and places Australia in the top level of developed countries in terms of sustained rates of growth. Australia is forecast to grow again at 2.75 per cent in 2008-09 which is above the average growth rate members of the Organisation of Economic Cooperation and Development (OECD) of 2.2 per cent. Furthermore, Australia ranks first in the Asia-Pacific region for labour, agricultural and industrial productivity per person employed, according to the IMD World Competitiveness Yearbook. The 2006 OECD Economic Survey noted that living standards in Australia surpass those of all Group of Eight countries except the United States. Furthermore, Australia interest rates fell from a 12-year high of 7.25 percent to 7.0 percent, the first reduction in close to seven years (AFP, 2008), in addition to the unemployment rate remaining very low at only 4.1%, down from 4.3% (ABS, 2008). The figures show the underlying fundamentals of the Australian economy remain strong. This provides a positive outlook for EWO to expand the domestic market as it would mean that Australians have more disposable income to spend on non essential, recreational service such as travelling, specially for charity while travel overseas

2.1.3. Socio-cultural Factors


This review combines three elements that are concerned with people and behaviour: demographics, sociological factors and culture. According to Australian Bureau of Statistics (ABS) (2009), from around 21 million people in 2006, Australias population is projected to grow between 30.9 million and 42.5 million in 2056 and between 33.7 million and 62.2 million in 2101. For EWO this equates to more potential customers and increased viability in the domestic market.

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Figure 1: Proportion of population aged 65 years and over


A ctual P rojected (S eries A ) P rojected (S eries B) P rojected (S eries C )

% 30 25 20 15 10 5

1971 1991 2011 2031 2051 2071 2091 As at 30 June


(Source: Australian Social Trends, 2009)

Figure 1 states that Australian population ageing is inevitable. An ageing population will challenge community standards and practices. The Australian government sees an ageing population as a national asset. Based on the Australian Institute of Family Studies, people aged over 55 contribute $74 billion dollars per year in unpaid care and voluntary work. With appropriate opportunities and greater flexibility, this is set to increase in coming decade (National Seniors Productive Ageing Centre, 2007). Furthermore, important to community attitudes to ageing will be to effectively harness the life experiences and accumulated intellectual capital of older Australians There will always remain a role for traditional volunteering, however, it is important to recognise that the older Australians of tomorrow will have a different sense of their potential contribution to community. Volunteering will also assume a new importance because of the reduced workforce, bringing with it a new recognition of the efforts and generosity of volunteers, many of whom are older people. This is shows that baby-boomers generation can be a potential target market for the company

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Moreover, Figure 2 shows that the trend in Australia volunteering is increase. Based on Australian Bureau Statistics (2008), the proportion of the population who volunteered at least once in a 12 month period increased from 24% in 1995 to 32% in 2000 and 35% in 2006. This increase occurred for both men and women across most age groups. In 2006, 5.2 million people aged 18 years and over participated in voluntary work at least once in the previous 12 months. Of these, 3.1 million (21% of the population aged 18 years and over) were volunteers who worked at least once per fortnight for one or more organizations. Figure 2: Australia Social Trend- Volunteering rates

(Source: ABS Voluntary Work survive , 2006)

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2.2.

Internal Analysis
Through the Porter Five Forces Model (Porter, 1980), EWO can clearly identify the

internal problems, opportunities and threats it faces in the current environment. In Porter's work, analyzing an industry in terms of the five competitive forces would help the firm identify its strengths and weaknesses relative to the actual state of competition. Porter's main argument to support this is that if the firm knows the effect of each competitive force, it can take defensive or offensive actions in order to place itself in a suitable position against the pressure exerted by these five forces. Although the first consideration for a firm is to place itself against the competitive forces in a "defendable" position, Porter thinks that firms can affect the competitive forces by their own actions. This view of competition holds that not only the existing firms in the industry are actual or potential competitors. Additional competitors may arise from what Porter calls "extended rivalry"-customers, suppliers, substitutes, and potential new entrants (Ormanidhi & Stringa, 2008).

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Figure 3: Internal analysis of the Eyes Wide Open in the Porters Five Forces model
Threat of New Entrants Being an already saturated market, new entrants do not pose a large threat to Eyes Wide Open as the company is non-profit organization. This means that the threat of new entrants is low

Bargaining Powers of Suppliers The suppliers in the non-profit organization is travel agents and the government The process of attracting resources (travel agents) can be a particularly complex issue when incompatible interests converge It can be assumed that bargaining powers of suppliers for the company is quite strong

Competitive Rivalry within Industry There are many competitors within the industry that offers a different kinds of voluntary activities such as 2World Tour, Global Vision International, Intrepid Charity Challenge, Human Tours, ect. It can be assumes that the competition to attract the target market within the industry is high or strong

Bargaining Powers of Buyers Buyer power is increase marginally by the proportion of the population who volunteered at least once in a 12 month period increased from 24% in 1995 to 32% in 2000 and 35% in 2006. This shows the company a strong bargaining power of buyers

Threat of Substitutes There are many types of voluntary activities in Australian such as fundraising, preparing and serving food, teaching and coaching or refereeing. People sometimes prefer to donate her or his money to non-profit organizations rather than involve in voluntary activities The company needs to consider this factor as the competitor might provides a unique service. Overall, the threat of substitutes for travel is strong

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2.3.

Competitor analysis
According to Rouach and Santi (2001), competitor analysis can be defined as the

collection, processing and storage of information and its dissemination to people at all levels of the organisation in order to help shape the organisations future and its protect it against current competitive threats. There are many competitors within the industry such as 2World Tour, Global Vision International, Intrepid Charity Challenge, Human Tours. However, they not compete each others because they are non-profit organizations. Therefore, the company does not have to worries much about competition within the industry

2.4. Buyer analysis


Segmentation can be defined as the subdividing of a market into distinct subsets of customers, where any subset may conceivably be selected as a target market to be reached with a distinct marketing mix (Dibb, Simkin, Pride & Ferrell, 1991) whereas targeting refers to analysing, evaluating and prioritizing the market segments deemed most profitable to pursue. Duncan (2005) stated that an important part of segmenting is specifying the characteristics that successfully predict who will be in the groups. Furthermore, segmenting is done to provide a marketer with targeting options. The consumers of EWO service is volunteers. Consumers are segmented based on behaviour, which can be used to highlight the benefits sought by those using EWO service (Keown & Casey, 1994). In addition, consumers are profiled using two other common characteristics: demographics and psychographics factors (Duncan, 2005). Thus, EWO will be targeting three groups of consumers, those are humanitarian, students, and adults interested in meaningful travel experiences. Students in age between 18 to 30 years old increase their awareness about others society through voluntary activities as it mentioned before that in 2006, 21% of Australian population aged 18 years and over volunteered at least once a fortnight. When the income is
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increase, adults likely to spend their money non essential, recreational service such as travelling while do voluntary activities. This group can use the service depends on their income. On the other hands, the humanitarian group will use the service based on psychographic and behavior segmentation. They tend to see what kind of voluntary activities that the organization offers and match those activities based on their life style. Humanitarian can be describes as a person who has a high awareness of others environment, caring, open, adventures and friendly. From the buyer analysis, it identifies the primary target market for EWO is Humanitarian as they put more awareness and intention to spend their time for voluntary.

Table 1: The eyes wide open segmentation base


Segmentation base Demographics Age Gender Education level Generation Income 19-30 Male and Female Tertiary and above Generation X and Y Middle and above 18-30 Male and Female Tertiary and above Generation X and Y Low and middle 21-40 Male and Female Tertiary and above Generation X and Y Middle and above Humanitarians University Students Adult

Psychographic Personality Lifestyle Open, Adventurous, Caring about other society and friendly Caring, Outgoing, friendly Knowledgably Adventurous, Outgoing, like to travels

Behavioural Awareness status Medium to High Medium to High Low to Medium

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2.4. Trend analysis


Figure 5: Volunteering Rates: States and Territory

(Source: ABS Voluntary Work Survey, 2006)

The figure 5 shows that in 1995 to 2006 volunteering rates in each state of Australia increased. ACT volunteering rate went up from 31% in 1995 to 39% in 2006. Moreover, Around one in five people in the ACT in 2006 were regular volunteers with women (24%) slightly more likely to volunteer than men (20%). 2nd highest rate of regular volunteering out of all the states/territories for women, and the highest rate for men. Figure 6: Type of organisation by sex: regular volunteers aged 18 and over in 2006

Source: ABS 2006 Voluntary Work Survey 17

The most common activities performed by regular volunteers were fundraising, preparing and serving food, teaching and coaching or refereeing. Among regular volunteers, over half of women (55%) and just under half of men (49%) regularly participated in fundraising and sales activities. While preparing and serving food was a more common activity among regular female volunteers (48%) than regular male volunteers (29%). Around half (48%) of all regular male volunteers coached, judged or refereed compared with around one-fifth (21%) of regular female volunteers. Men were also more than twice as likely as women to regularly participate in repairing, maintenance and gardening activities (35% and 15% respectively). Of regular volunteers, 6% volunteered for emergency and community safety activities and just under 7% volunteered for activities involving environmental protection.

2.5. SWOT analysis


SWOT is a way to analyse the environment, allowing for the segregation of the environment into internal strengths, weaknesses, external opportunities and threats as well as positive and negative environments (Duarte et al, 2006). This analysis will be used as the basis for further decision making in terms of developing marketing objectives and strategies for either capitalising on current strengths and opportunities, reducing the effect of possible threats and improving any perceived weaknesses.

2.5.1. Strengths
More group member join the organisation as more Australian do voluntary activities Strong organisational vision which is provide compelling and authentic humanitarianbased travel experiences to Rotary International projects that educate and inspire participants to contribute to solutions towards a better world through Rotary The organisation has an extensive experience in the developing countries
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2.5.2. Weakness
Many competitors offers a different types of voluntary activities Low brand awareness and low brand equity Limited resources and cashflows People tend to donate their money rather involve in voluntary activities

2.5.3. Opportunity
Youth involvement and interests in movements such as makes poverty history Growing trends towards volunteers-based and humanitarian holiday Demand for boutique travel Australian ageing population which means more retirement, more time to spend on vacation The competition in the non-profit industry is low

2.5.4. Threats
Competitors able to offer a similar tours and use a cheaper price as buying power Less disposable income as economic downsizing expectation for 2009 and 2010 High aviation price and loadings

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3.

Marketing objectives
To increase awareness among Eyes Wide Open target market amongst 19-30 years old by 30% within 6months. EWO structure is not as big as Rotary International as it is newly established. It needs participants to operate hence it is important to increase their awareness of EWO. Humanitarians or people who like to involve in this charity work might have low to medium and medium to high awareness of non profit organisations but there are 33,000 clubs that they can choose from. Low to medium awareness usually those who are still new in humanitarian. The reason for the age range is because they are mature adults that can help to take care of other participants.

To increase participation rate of the target market between 20-40 years old by 40% within 12 months. EWO is a new established organisation thus it needs to organise various activities that can attract participants to sign up. The main aspects of the trip are participants can spend their holiday in a new travelling experience and have the opportunity to meet and learn with new people from different culture. Participation rate can lead to increase in brand equity of EWO which is the intangible features that participants gain when sign up with EWO (Yasin, Noor & Mohamad, 2007). The brand equity for EWO can be the feelings of contributing and helping others that needed help. Rotary International brand image can affect the participation rate as more people would want to be related to a global humanitarian organisation. Rotary International can help to advertise EWO in its website.

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To increase the sales of merchandise from Eyes Wide Open in the market between 18-35 years old by 45% within 6 months Those who stayed in developing countries such as Cambodia do not have fixed income to support them and their family. By helping them to sell the merchandise made from them especially the young mother in Cambodia, it can help them as the proceeds from the sales will be donate it to them. Everyone can buy the merchandise as it is cheap in price and it can be a souvenir or presents. By buying the merchandise, they also contribute for improving the developing countries welfare and show their support

To increase mailing list by 25% and Eyes Wide Open websites visitation by 30% within 6 months By keeping others updated with the current events or trips by EWO it can help to increase the number of participation rate. They can pre-plan their holiday in advance if they know the upcoming events. This can encourage word of mouth among the families or friends of mailing lists recipients. EWO is the main source for those who want to know more about the organisation which include background, committee and contact details. The website can also be use as part of marketing tools to promote the organisation. The benefits of using websites are can use various tools of interactive such as video, audio or flash presentation of EWO, it is available 24 hours 7 days a week, can be updated easily and can be access anytime.

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4.
4.1.

Strategies and tactics


Advertisement
EWO brand name is important to be recognise by others. The best way is via

advertisement. Advertisement can be done through internal and external mediums. Internal medium can be within the EWO or Rotary International organisation. External medium of advertisements comprises of television, radio, cinema advertising and print media that include magazine and newspaper (Belch, Belch, Kerr & Powell, 2009). External medium of advertisement can cover majority of people which can lead to an increase of awareness between the humanitarian and others. Based on the marketing objective, it would want to increase awareness among EWO target market amongst 19-30 years old by 30% within 6 months which can be achieved through extensive advertisements. The lifestyle of humanitarians is they like to travel so it is possible to insert advertisement in the airlines magazine of Qantas and the low cost carriers such as Tiger Airways. Qantas in flight magazine is called Qantas magazine while Tiger Airways is called the Tiger Tale. Qantas magazine is published monthly whereas Tiger Tales published bimonthly and these magazines would publish the attractions and upcoming events in different country (Advertising, 2009). The reason for choosing Qantas magazine and Tiger Tale is because each has 2,000,000 and 1,000,000 reader per issue (Media Kit, 2009). Qantas advertising cost is expensive so it is sufficient to use third page while advertisement in Tiger Tales will be in colour, full page size of advertisement. In the 3 months of advertisement, it is a must to provide information about the trip and include the website link so that target markets can easily have access to the information that they want. By putting advertisement in the magazine, it will help to increase the visitation number of Eyes Wide Open website.
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This strategy should be conducted based on pulse schedule (the advertisement were shown in certain times in the year). The most appropriate time for Eyes Wide Open to put their advertisements in these magazines are 3 months before the trip which is in August. This is a good strategy to introduce and for brand recall of Eyes Wide Open to all targets markets especially the humanitarian.

4.2.

Public relation
Next strategy involves public relation that requires good relationship with the media

such as reporters or journalists. EWO can invite reporters to join EWO trip to experience new ambiance of travelling and understand what does EWO all about. The media has the power and ability to convince others to join but at the same time can discourage others depending on the media release done by reporters (Belch et al., 2009). Example of reporter that EWO can invite is the reporter from Travel section of The Age or Vacations and Travel magazine to experience firsthand. Reviews from media can create awareness among target market and can increase the participation rate to join the trip. The advantages of using public relation are it has the credibility and truthful as it is written by the media, low cost to attract them, can reach the target market and it help to build EWO brand image (Belch et al., 2009).

4.3.

Pricing
Pricing is important as it can affect target markets purchasing behaviour and post

purchase behaviour. They would want value for money service and try to reduce post purchase dissonance where they feel they are not satisfied with the service after purchasing it (Avlonitis & Indounas, 2006). STA travel agent or lastminute.com.au can be a travel agent for Eyes Wide Open as both offers a great deal of ticket flight which includes insurance and tax fees (STA, 2009). Low cost carriers such as Jet Star and Tiger Airways do not have direct flight to Cambodia so
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Eyes Wide Open. The pricing for the trip is an estimation gain from the research conducted. The price might differ depending on the travelling season. Roughly, the trip will cost $1,500 per person excluding food and beverage. Purpose Air travel ticket Description Return ticket to Phnom Penh, Cambodia Duration 15th 26th August 2009 Budget $ 920 per person via Cathay Pacific or Malaysia Airlines through lastminute.com.au or STA travel Accommodation At St 23 - $5 per night 15th-26th August 2009 Transportation 2 passenger vans and 1 4WD - $625 for 1 vehicle Miscellaneous expenses Operating expenses, insurance, Eyes Wide Open merchandise Total $1,500 per person $ 400 15th -26th August 2009 $ 125 per person $ 55 per person for 11 nights

4.4.

Event
Most non-profit organisations, particularly those in the social change or social change

sectors, rely heavily on donated resources to cover various costs such as the capital needs and operating expenditure (Higgin & Lauzon, 2002). One of the popular forms of fund raising is through a special event of marketing. Events can be defined as any entertainment occasion performed in front of a live audience which presents a unique picture of how a product or service can be promoted with different media networks (Erickson, 1999). Event marketing provides organisations with a way to focus on distinct target markets that other mass media marketing vehicles failed to reach (Higgins & Lauzon, 2002). Moreover, event marketing can
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serve as public relations and awareness tools. Usually, in the preparation of an event, as well as the participation in the event, personal networks are enhanced and a sense of community engendered (Higgin & Lauzon, 2002). Non-profit organisations serve to connect citizens and organisations within a community and successful events can facilitate a celebratory function, promote the social cohesion and the inclusion of everyone in the community such as the volunteers, staffs and participants, and bring together a cross-section of the community on behalf of an important community purpose (Higgin & Lauzon, 2002). Event marketing allowed the client or brand to step up and engage in the power of conversation with their target audience (Events Industry Alliance, 2008). As for the clients, event marketing allows them to be exposed to various advertisements directly and is able to get the full experience about the particular product or service. Therefore, the client will be able to generate the trust and become knowledgeable about the products or services, thus, will either participate with the events or buy the products. Using event such as the Chadstone shopping centre VIP nights, EWO can gain a massive amount of exposure to a wide, vast cross section of the community (Gottliebsen, 2006). Chadstone Shopping Centre is a two level super-regional shopping centre located approximately 13 km south-east of Melbournes central business district (Rider Levett Bucknall, n.d.). The Chadstone Shopping Centre VIP nights will be held every twice a year that involves all stores within the complex (Chadstone Shopping Centre, 2008). This is an ideal place for the service; that is the Cambodia tour package to be introduced to the public as a lot of people are represented extensively. It is also an event that everybody is waiting for and this will definitely attract a lot of customers. By renting a space to set up a promotional stall at the shopping centre may need a larger portion of budget than expected, but the
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opportunity of greater sales and attracting people to join the tour should outweigh the costs involved. Also, the main purpose of the event is to promote the humanitarian tour to Cambodia and increase peoples awareness (first marketing objective) about the humanitarian aspects, thus a mini exhibition to introduce Cambodia, its people, their economy, education level and many more will be held at the event. This will let the people know; where their contribution will be going into and if they are joining the tour, they will know where exactly the place they are going to. Moreover, at the event, member of staff and volunteers of EWO will distribute brochures that consist of information regarding the tour package services that EWO offered. The staffs and volunteers who wear the EWO t-shirt will also carry a sandwich board with them in order to promote and advertise EWO. The board will contain colourful graphics and information regarding EWO and the services it offered. This can helps in attracting the people and is a creative way to advertise a product or service. Also, they will be available to answer questions and enquiry regarding the tour. Local handicrafts such as Cambodia post card, silk pencil-box, silk bags, clay mugs, and bamboo key chains that are made by the Cambodia people will be sell at the event and all the profit will be use for the tour. For each purchase of merchandise, EWO will include a thank you note in order to show the appreciation for those who is willing to help and shows their support to the non-profit organisation and also the humanitarian tour. This is the benefits of hosting an event where the interactive face-to-face communication will take place as all advertising and marketing seeks to communicate appropriate messages to customers and prospects. The event will be held in Chadstone Shopping Centre for duration of time of two weeks starting on the 15th of March until 21st of March 2009 and the next event will be on the

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24th of May until 30th of May 2009. The VIP night sales will be in the middle of the week that is on the 18th of May 2009 and 27th of May 2009.

4.5.

Online marketing
Nowadays, internet shopping is becoming an accepted way in which to purchase

various types of goods and services (Donthu, 1999, as cited in, Huang, Schrak & Dubinsky, n. d.). In 2001, online sales were $48.3 billion, representing an annual growth rate of 45.9 per cent (Shim et. al., 2001, as cited in, Huang, Schrak & Dubinsky, n. d.). Previous studies indicate that, convenience is the major reason for internet shopping. Consumers also can purchase products that are not sold in their local market (Huang, Schrak & Dubinsky, n. d.). The importance of internet marketing in increasing for retailers and also companys because of the cross-geographical markets potential and retail opportunities (Dunthu, 1999; Lynch, 2001, as cited in, Huang, Schrak & Dubinsky, n. d.). Because of the increasing popularity of internet marketing, EWO should consider to expand their sales of merchandise online and improvise the current websites with more interactivity as interactivity of a website offers benefits such as facilitated communications, customisation of presented information and entertainment for the customer. Examples of interactivity are the three-dimensional virtual tours and online representative to answer questions and enquiry regarding EWO and the tour. Factors dependent upon Web site interactivity such as the three-dimensional virtual experiences will make the consumer visit the site, purchase online and explore more about the particular product (Fiore, Kim & Lee, 2005). The websites will be updated every twice a year that is in January and July 2009 so that every information regarding EWO is up to date and the visitors of the website will know the progress of EWO and its programmes.

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Examples of merchandise that can be sold online are; Cambodia post card, silk pencil box, silk bags, clay mugs and bamboo key chains. All the merchandise is made in Cambodia itself since it is a labour-intensive country (GoCambodia.com, n.d.) which makes the cost of production lower. The merchandise products to be sell both at the Chadstone events and online will be ordered every twice a year that is in January and July 2009. The reason is because EWO will have to keep up with the trend and always monitor the market for online shopping where customers will prefer to have a current trend of products and by re-stocking the merchandise every twice a year, the stock will not be outdated. Also, each purchase of merchandise will be included with the thank you note as a compliment slips in order to thank everyone that are willing to get involved directly or indirectly.

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5. Financial Budget
Below is the summary of 12 months promotional schedule and estimated budget for EWO operations.

Table 2: 12 months Financial Budget and Promotional Schedule*


Activities Advertisements in 1 Qantas airways magazine Tiger Tale 2 Promotion at Chadstone Shopping Centre 3 Updated Website for online shopping 4 5 6 7 Merchandise products ordered Travel conduction expenses Monitoring and control cost Contingency costs (10%) 3 months 3 months Twice a year 1 May 09 1 July 09 15- 21 March 09 and 24-30 May 09 Jan 09 and July 09 Jan 09 and July 09 July 09 June 09 and Dec 09 Jan 09 Dec 09 27,120 22,434 12,703 Duration Execution Date Budget (AU$)

Twice a year Twice a year Twice a year Twice a year 12 months

10,000 5,000 6,743 6,000 10,000 100,000

Total
*(some figures are estimated)

The advertisement will be a third page advertising in Qantas airways magazine with three insertions. The cost will be AU$27, 120, as cost per insertion is AU$9,040 (Adapted from QMedia, 2009. Refer to appendix 1). For Tiger Tale magazine, it will be a three times placement of full page advertising. The cost per insertion is AU$7,478, thus the total cost is AU$22,434 (Adapted from Tiger Tales Media Kit, 2009. Refer to appendix 2).

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The total cost for promotion in Chadstone Shopping mall is estimated to be AU$12,703. This cost includes AU$4,800 to lease a space to set up a promotional stall for two weeks (J. Marziano personal communication, May 25, 2009), the salary of five promotional staffs, for AU$5,000 and also, the cost of printed brochures to be distributed in the total of two weeks event would be AU$2,244 for 10,000 units (Kangaprint, 2008. Refer to appendix 3). Additionally, the cost of thank you note as a compliment slips for each purchase of merchandise is AU$659 (Kangaprint, 2008. Refer to appendix 4). Updated website was set as an immediate objective as it can be performed rather quickly by hiring a professional web designer. This projected figure of AU$10,000 includes maintenance and the development of a database, hence the relatively high expenditure. Cost of supplying all the merchandise for fund racing is estimated to be AU$5,000. When conducting this program, there must be pre departure briefing for participants. This is in order for them to understand the situation during the travel, and cooperate each other to reduce unexpected incidence. Also it might be necessary to train the leader of the tour. All this training and briefing costs are put under travel conduction expenses and is predicted to be AU$5,446. Furthermore, 10% of the total budget, which is AU$10,000, will be allocated as contingency cost, in case some unpredictable costs occurs. At last, the remaining AU$5,000 will be allocated for monitoring and controlling cost.

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6.

Monitoring and Control


Table 2: Key Performance Indicator Evaluation
Objective Key Performance Indicator (KPI) Primary survey data collected by EWO or a third party marketing agency Primary survey data collected by EWO Number of items sold and revenue compared to previous year Number of customer mailing list and number of website hits compared from previous year Date to be completed and frequency of KPI 1 July 2009 Yearly 31 December 2009 Yearly 1 Jan 2010 and 1 July 2010 Half yearly 1 Jan 2010, 1 May 2010, 1 Sept 2010 Quarterly

Increase awareness of EWO

Increase EWO participation rate

Increase sales of merchandise

Increase mailing list and website visitation

The table above details the various key performance indicators that will be used to determine whether objectives have been achieved. To determine brand awareness, EWO may adopt Stratch Readership Study conducted by the company Roper ASW by measuring what ads readers of magazine have seen and read (Coffman, 2002). This study based on interviews conducted within one to three weeks after publication released. By doing so, it deliver the percentage of reader who actually remember seeing the ads and percentage of reader who can recall the organisations name. This has been accounted for in the financial budget under monitoring and control. Participation rate will be identified from EWO internal records on numbers of people join this program. If the number expanding from previous year, it indicates that the participation rate is increasing. These two surveys are to be conducted every year.
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Sales targets will be relatively easy to measure as these are collected half yearly by several data agencies including EWO itself (organisations half yearly and annual report). These sales revenue figures shall be compared to past performance do determine the effectiveness of strategies and tactics. Moreover, Website visitation and the increase of a mailing list (consumer database) are very cost-effective and easily measured. Evaluation can be through tracking the number of visitors that visited the website. The queries and suggestions (feedback) from new visitors may be added into the database. Hence, increase the mailing list. Since visitors suggestions and feedback may improve EWO services, this evaluation is to be conducted quarterly.

6.1 Key Success Factors


Fundraising Even though a nonprofit organization's primary mission isn't profit-based, it still needs to acquire financial resources in order to survive. EWO is an initiative of the Melbourne South Rotary Club and it receives funding from various Rotary Clubs. This financial support by Rotary Clubs is the strength of EWO that can be its key success factor. Additionally, According to Rees (2009) there are several key components of success of non profit organisation which are: A good mailing list (customers database) The list used to mail people is essential. Such mail must go to the right people and reach the desired target market. If it doesnt, no matter how good the offer is, it will not be ignored. Thus, even EWO have sufficient budget, it is not recommended to just buy a zipcode list from the affluent section of town for mail list. People must care about the cause and be willing to respond through the mail in order to be good candidates for your direct mail appeal. The creation of the database will also assist in compiling a detailed overview of current trends and possible market opportunities.
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The offers The service offered must be appealing as it plays a large part in the overall success. Appealing offers must be easy to understand, tangible, and realistic. Looking at the organisations name Eyes Wide Open, it offers philanthropic travel for participants to develop ties to their favorite destinations and look for ways to give back to the communities they visit, introduces open-hearted travelers to local residents and helps them understand the challenges of the people in the places they visit. This unique offer is its ability to gain public attention.

The timing When the offer goes into the target audience plays a large part in the success of the service offer appeal. In this case, offering the service will be best during holiday season when people normally seek for entertainment. Also consider about what else EWO has going in the mail, like special event invitations or newsletters and what else is happening in the community.

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7.

Contingency plan
The major risk of failure in the proposed strategies and tactics is that the tour group

will face problems such as road accident and health problems in Cambodia. In Cambodia, any possible situations can occur. Therefore, EWO will have to have a contingency plan to back up their plan in case anything happened. In Cambodia, travelling especially at night on the road can be dangerous due to the poor road conditions, vehicle maintenance, wandering livestock and the risk of crimes (Australian Department of Foreign Affairs and Trade, 2009). Therefore, every single person who is joining the trip will have to provide themselves with a health insurance. Thus, EWO will help in organizing the procedure of the insurance on the behalf of the participants. Also, The World Health Organization (WHO) has confirmed that there are human cases of avian influenza in Cambodia (Australian Department of Foreign Affairs and Trade, 2009). If the avian influenza virus mutates to a form where efficient human-tohuman transmission occurs, it may spread quickly (Australian Department of Foreign Affairs and Trade, 2009). Australians intending to travel to Cambodia for shorter periods are at much lower risk of infection but should discuss the risk of avian influenza with their doctor as part of their routine pre-travel health checks (Australian Department of Foreign Affairs and Trade, 2009). Therefore, EWO will have to take a precautionary measure by making sure that all the participants have access to the influenza antiviral medicine with the advice from the medical practitioner. Also, EWO will have to organize comprehensive travel insurance for all the participants and check what circumstances and activities that are not covered by the policy. The cost of the insurance will be included in the tour package. The approximately cost for the contingency plan is AUD$10,000.

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Appendices
Appendix 1

Appendix 2

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