Company

Nike Tennis Marketing Proposal

Presented by Rodrigo Amaral & Liz Prince 12.3.13

NIke Proposal by Rodrigo Amaral & Liz Prince

TABLE OF CONTENTS
Executive Summary! Products and Services ! Situational Analysis ! Analysis of Target Market! Strategies and Tactics! Implementation, Control and Evaluation ! Works Cited! 3 5 7 12 17 24 27

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Executive Summary
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Nike, Inc. is the leading and most recognizable global sport retailer and they

have penetrated nearly every protable sport market absent the tennis equipment market. This tennis equipment market holds promise and is a huge untapped resource upon which Nike has the opportunity to capitalize. Our plan for Nike is for them to with a smaller target market within the tennis industry to test the waters in 2014; the target market for the purpose of this marketing proposal will be limited to the youth tennis market - up to kids eighteen years of age. If the test market proves protable in 2014, then Nike will have the option to open this idea to a much broader market including adult tennis acionados and college athletes. " With customization and focus upon personalization in todays society, this mar-

keting plan proposes Nike to take advantage of their NIKEiD technology and apply that to the tennis racquet market; with the proven success of NIKEiD in the shoe market, this could be an extremely productive endeavor for Nike. Applying NIKEiD to tennis racquets will di#erentiate itself from any other tennis retailer by providing a customized product made for the consumer by the consumer. " The slogan Let the You Shine Through will be implemented throughout the

promotional campaign in 2014. The plan includes three main goals for Nike: (1) market penetration of the tennis equipment market, (2) increase brand awareness of NIKEiD and, more specically, the NIKEiD tennis racquet option, and, in turn, (3) increase profNIKEiD Proposal Amaral & Prince !3

its in the Nike tennis sector of its business by thirty percent within two years of the product being released into the market. These outlined goals will be accomplished by promotion, promotion, everywhere promotion. The marketing plan proposes to take advantage of Nikes advertising by mainly promoting NIKEiD in 2014; basically, everywhere Nike is NIKEiD will also be. More specically, January through December of 2014 will be devoted to the promotion of the market penetration of the tennis racquet market. One television advertisement will be released in January featuring NIKEiD (using Serena Williams as the promoter for the tennis market aspect). Following that release, print advertisements, web advertisements, and email blasts will be utilized to the fullest. With print ads, billboards will be erected in the top 20 tennis cities in the U.S. and further signage will be constructed at several youth camps and tournaments across the U.S. Additionally, print ads will be taken out in several sporting magazines including ESPN, Sports Illustrated, and SI Kids. The normal website advertisements will be utilized to further promote brand awareness along with several email blasts sent to current Nike customers.

Introduction/ Background " Nikes mission seeks to bring inspiration and innovation to every athlete in the

world. Nike, Inc. is the worlds leading innovator of athletic footwear, apparel, and equipment. They have broken into the athletic market by providing athletic apparel to
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meet the needs of all athletes. The company started when two track and eld competitors agreed on the need to create a lighter and more e#ective running shoe in Oregon. Today, the company has spanned across the globe, is represented in several countries over the world, yet still sticks by the same mission upon which it was founded. President and CEO Mark Parker said, At Nike, Inc. we run a complete offense, and its based on a core commitment to innovation. Thats how we stay opportunistic, serve the athlete, reward our shareholders, and continue to lead our industry. (Nike, Inc.). Nikes mission sounds great, but they have failed to stay true to their purpose by failing to meet the needs of tennis players throughout the years. Products and Services ! Over the years, Nike has expanded its company from solely running footwear to

apparel and equipment for nearly every mainstream sport: soccer, basketball, football, and golf. In each of these sports, Nike not only o#ers top-of-the-line apparel but also equipment. However, Nike has fallen short in meeting the needs of the tennis athletes by failing to create racquets and any other equipment in the tennis market. Nike has created several a$liate brands including one named Nike Golf, which markets golf equipment, apparel, balls, footwear, bags and accessories worldwide. " In 2013, Nikes revenue was up 8% to 25.3 billion dollars. (Nike, Inc.). Obvi-

ously, Nike isnt hurting for business or in dire need of increasing revenue, but if Nike were to simply apply the principles it has already put into place into the tennis market,
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it could easily increase its revenue and reach an entirely new market. Currently, Nike does not o#er any tennis equipment, only apparel. Were proposing Nike to apply a marketing strategy it has already put into place with its shoes to creating and marketing tennis racquets. We propose Nike o#er what no other tennis racquet producer make: a personalized racquet experience, by applying the NIKEiD concept to the creation of tennis racquets. This would allow tennis enthusiasts to create the exact product they would like to have representing their own style and personality. This concept would not only reach tennis acionados, but it would also be marketable to the novice. The NikeiD has soared while being applied to running shoes and will do the same while being applied to sporting equipment as well. This concept promotes the inclusion of diversity which Nike stands for; Gina Warren, the VP of Global Diversity and Inclusion, stated, Diversity and inclusion is fundamental to Nikes performance. Its what makes us better. Its what makes us smarter. It helps our business grow and helps us connect with consumers. (Nike, Inc.). This concept has the promise of reaching new youngsters picking up the game of tennis for the rst time, and later professional and collegiate athletes who wish to add their air and artistic side to their game. This concept presents the possibility of unlimited options of future contracts with professional athletes, as well as adding tennis contracts with college and university athletic teams whom are already sponsored by Nike. However, for now and the focus of this market-

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ing plan, we will only be focusing on the target market of youth from the preschool ages through high school aged children. Situational Analysis Economic Climate According to the 2012 edition of the State of the Industry report, released by the Tennis Industry Association (TIA), tennis in the U.S. is a $5.57 billion business, which represents a 3% increase in the total tennis economy from 2011. The report also presents a 4% increase in overall tennis participation, to 28 million players, which is the highest participation level since 2009 (TIA p. 2). With the numbers up, 2012 represented a great year for the tennis industry, which is a great factor for Nike to join the tennis racquet manufacture business for youth. Legal environment There are not any legal issues related to technology placed upon the creation of the racquets, and since Nike has already created the NIKEiD idea, there is not any issue related to patent or trademark infringement. The only current requirements existent in the industry related to youth tennis are that the courts should be smaller than a normal court and they have to play with low pressure balls, and smaller racquets appropriate to their size and level. Demographics

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With the implementation of the 10 and Under Tennis/Youth Tennis Initiative by USTA, TIA (Tennis Industry Association) have been monitoring to track its progress. According to TIA, the total number of youth tennis players across the USA is 3.7 million. Also, according to USTA, nearly 1,300 new tennis facilities this year have registered as qualied 10 and Under Tennis providers. More than 3,000 tennis courts have been lined or constructed this year to meet youth tennis specications. More than 3,300 registered Kids Tennis Clubs and 10 and Under Play Days, and that number is expected to increase as the partnership between Nickelodeon's Worldwide Day of Play and the USTA progresses, including key promotions by Nickelodeons TV stars (TIA p. 9). Besides that, the number of frequent tennis players, those who play at least 21 times a year, rose to 5.31 million in 2012, representing a 10% growth compared to 2011. This growth is important for the industry as this frequent players account for more than 70% of all expenditures in tennis, including buying equipment, paying for lessons and court time, and playing league tennis and more (TIA p. 4). Demand Trends Besides the other trends mentioned earlier, according to TIA, there was a positive growth in youth tennis equipment wholesale in 2012, with 38% growth in red, orange, and green tennis ball shipments (important for youth tennis play) and 5% growth in youth racquet shipments; pointing to the popularity of the demand for something other than the plain Jane sporting equipment (TIA p. 8). The sporting consumer now

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wishes to show his/her individuality and artistic expression through sport by wearing apparel and using equipment which shows that individuality. Product Life Cycle Retail industries can experience various stages in the product life cycle. The sporting goods industry can be characterized by dialectical materialism, as stores converge into similar entities. Nike has numerous di#erent products that they sell. Products can be categorized into sports equipment, athletic apparel, and athletic footwear. The product life cycle (PLC) for each of these product categories has reached maturity. The PLC for individual products can vary signicantly, and each of these products will have a unique PLC curve. Traditional items are in the maturity stages, while fad items are in the growth stages of their product life cycle. These fad items will go through their product life cycle signicantly faster than traditional items. Sporting goods inuenced by technological advances will also cycle much faster than traditional items. Athletic apparel and footwear products are primarily in the maturity stages, with the exception of trendy items. The current product presented to launch, may seem to be categorized as a fad item, but since it is equipment, and not apparel, it will maintain a longer product life than the normal fad products. Technological Trends Technology allows for increased feeling in how a racquet plays and, as a result, kids and their parents are demanding those choices. Hunter Hines, Dunlops eastern

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region sales manager, recommends, Parents and players should pick the most advanced racquet that the child is comfortable with. If a child continues to play with a racquet that is not suited to their development level, it can hamper their progress (Oswald, 2010). The current excitement is with reference to the sales potential inherent in the USTA QuickStart and ITF Play and Stay initiatives the change of rules for the under-10 players and need for new, color-coded equipment that promotes the game in a much more child-friendly manner. However, when the discussion moves from that niche of the junior market, you cant help but hear the pride in the product as manufacturers discuss how they have introduced tour-level technologies in shorter, lighter junior performance models that mirror the sticks of tennis heroes (Oswald, 2010). Recognizing the business imperative to maximize lifetime customer value, manufacturers are bringing increasing attention and focus on enticing players who will shortly be making adult decisions and spending their own money on tennis equipment. Since racquets are most often the most expensive part of the game, there is serious competition among manufacturers to o#er the best choice for the market (Oswald, 2010). Competitor Analysis In the tennis racquet manufacturing business, the competition is intense and the manufacturers are focusing on the placement of tour-level technologies in junior racNIKEiD Proposal ! Amaral & Prince 10

quets models. The main players in the business include Babolat, Head, Wilson, Dunlop, Prince, Gamma, Volkl, and Pacic. Babolat added two new racquets to the performance line: the AeroPro Drive Junior (100 sq. in. head, 26 in., 8.6 oz. unstrung), featuring the same technology as played with by Nadal and Caroline Wozniacki, and Pure Drive Roddick Junior (100 sq. in., 26 in., 8.8 oz. unstrung) (Oswald, 2010). Head introduced the YouTek Speed Jr. (102 sq. in., 26-1/5 in., 9.2 oz. strung) which is a shorter, lighter version of the racquet Novak Djokovic uses with the patented d30 technology and Teon grommets. Another option is the Microgel Prestige Junior 26+, with its microgel/graphite frame (102 sq. in., 26-1/4 in., 9.5 oz. strung) (Oswald, 2010). Wilsons current performance models, both using the tour BLX technology with basalt bers enhancing the frames, are the Pro 26 BLX (100 sq. in., 26 in., 8.8 oz. strung) and Six.One 26 BLX (100 sq. in., 26 in., 8.9 oz. strung), a lighter, shorter version of Roger Federers stick (Oswald, 2010). Dunlop has introduced the HM6 carbon-framed Biomimetic 300 26 (95 sq. in., 26 in., 9.7 oz. strung) modeled on Fernando Verdascos racquet as a complement to its new adult line. Adding to the racquets allure is a textured skin, a feature Dunlop says is not just cosmetic, but reduces drag in a way that can be measured by the ear when listening to this racquet swing compared to other frames (Oswald, 2010).
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SWOT Analysis
Strengths
Unique & High-Quality Products Innovative Design & Technology Market Leader in the Sport Retail Industry Strong Sponsorships Already Exist Established History Marketing Advantage with an Already-Existing Base Distribution Prociency/Experience Opportunities USTA Quick Start Initiative & Youth Tennis Growth New Youth Tennis Sponsorships NIKEiD Application to Racquets & Other Future Equipment Capitalization of Online Sales & Kiosks Advertising Campaigns Encompassing all of NIKEiD Threats Competitors & Their Brand Fad or Fashion Trends Copy of Intellectual Property (NIKEiD) Losing Awareness of Consumer Preferences Overexposure Reliance on Retail Stores Sweatshop Reputation Nike is Not Known for Tennis Racquets

Weaknesses

Analysis of Target Market Macro and Micro View According to TIA, Tennis retailers and manufacturers saw marginal increases in the sale and distribution of equipment. For specialty retailers, the dollar value of racquets sold increased 1% over 2011 and the number of units sold increased 2%. Manufacturers saw a 2.3% increase in wholesale ball shipments, a 1% increase in racquet shipments, and a 1% decrease in string shipments over 2011 (TIA p. 2). Youth tennis equipment, however, did show solid growth for manufacturers. Red, orange, and green tennis balls continued to gain, up 38% in units, while youth
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racquet unit shipments were up 10%. Moving into 2013, youth equipment and participation data will be key indicators of the success of the 10 and Under Tennis initiative (TIA p. 8). In 2012, the TIA conducted its annual Dealer Trends Study to see what is impacting tennis retailers throughout the country. With respect to 10 and Under Tennis, two-thirds saw a signicant spike in consumer interest in 2012 vs. 2011, and nearly two-thirds expect future interest in 10 and Under Tennis to be genuine and gain traction in the next 6 to 12 months (TIA p. 8). Segmenting, Targeting, and Positioning According to Armstrong Kotler, there are four major factors that inuence consumer buyer behavior: cultural, social, personal, and psychological. Although many of these factors cannot be inuenced by the marketers, they can be useful in identifying interested buyers and in shaping product and appeals to serve consumer needs better (Kotler, 1994). Culture is the most basic determinant of a persons wants and behavior. It includes the basic values, perceptions, preferences, and behaviors that a person learns from family (Kotler, 1994). Social factors also inuence a buyers behaviors. A persons reference groups has strong e#ect on the consumers product and brand choices. Personal characteristics also inuence the buying decision. The consumer lifestyle of acting and interacting in
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the world also inuences consumer purchasing decisions. Additionally, psychological factors a#ect the consumer buying behavior: it is inuenced by motivation, perceptions, beliefs and attitudes (Kotler, 1994). The following are factors inuencing the behavior of youth tennis buyers: (1) branding, (2) advertising, (3) price, (4) product quality, and (5) status. Branding can be one of the main factors as to why young people buy a certain product; they believe in a certain brand because their parents or friends use it. Or they build an image that this brand provides them the most satisfaction level to make them look attractive. This factor is also encompassed in the status inuence; having a cool racquet makes a youth remain attractive in the eyes of other competitors and peers (Kotler, 1994). " Advertising is an element that is used to convince the consumer, via informal

message, to buy the product. Advertising can be an excellent tool to catch the youth market; if used in the correct way, this form of inuence can lead youth to switch from a current brand and try the new brand. As the dissertation focus of attention is youth particularly with the working class, still some are conscious about the a#ordable price with good quality of product (since the product is most likely being purchased by the youths parents). Additionally, this young generation is concern about the quality of the product - they are not going to be satised with a generic, non-vetted product (Kotler, 1994).

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Market Size Key for the tennis economy are frequent players, who account for more than 70% of total expenditures in this sport. In 2012, frequent players grew by 10% to 5.31 million. The industrys goal of 10 million frequent players by 2020 would have an estimated economic impact of $3.9 billion on the tennis industry. Overall tennis participation grew in 2012, too, up 4% from 2011 to 28.04 million players. There also was solid growth in youth tennis participation, up 13% among 6- to 11-year-olds; this can be linked to the USTAs and industrys e#orts to grow youth tennis through the 10 and Under Tennis initiative. In addition, PlayTennis.com launched in 2012 as the key portal to get more people on the pathway to becoming tennis players and ultimately, frequent players. Market Research With my experience as a tennis instructor and by teaching tennis to children from 3 to 13 years of age, I can testify on how important the quality and the look a tennis racquet must have to attract the attention of the child. Sometimes when a child does not bring a racquet to the tennis lesson and have to borrow one from the tennis shop, I usually bring one or two di#erent models for them to choose. With the NIKEiD tennis racquet, the child will be able to personalize his/her racquet with the colors they want, making the game more enjoyable and interesting for them.

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According to Ellen Booth Church, color and shape are ways children observe and categorize what they see. These very recognizable characteristics encourage children to dene and organize the diverse world around them. Color is one of the rst ways your preschooler makes distinctions among things she sees; color words are some of the rst words she uses to describe these things. You have probably heard the pride in your child's voice as she names the colors of the balloons at the store checkout, or her delight when she realizes that a banana and pear are di#erent shades of yellow. These are all perfect examples of how children (and adults) use color as a means for dening and organizing the world (Church). Sport Marketing Objectives ! By presenting and implementing the idea of NIKEiD to apply to the tennis rac-

quet market, Nike seeks to meet three main goals: (1) market penetration of the tennis equipment market, (2) increase brand awareness of NIKEiD and, more specically, the NIKEiD tennis racquet option, and, in turn, (3) increase prots in the Nike tennis sector of its business by thirty percent within two years of the product being released into the market. With the release of this new idea/product, Nike also expects to meet several secondary goals within this two year period: (1) increase its sponsorship at tennis events - become a midlevel sponsor at at least one major tennis tournament in the

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United States and one major event overseas; and (2) sign two additional top 30 tennis professional players to Nike contracts. " All of the set goals for this marketing plan are well within reach for Nike due to

the fact that Nike is the only tennis equipment seller that o#ers the personalization of the product. With todays focus on personalization of everything, the NIKEid for racquets should be an instant success; today you see the booming of personalized cell phones, license plates, shoes, etc. Sporting equipment should be the next level allowing the consumer to set themselves apart from their competitors and peers.

Strategies and Tactics Strategies ! Our overall approach to accomplishing our objectives involves a large in-print campaign promoting the entire NIKEiD personalization of products with a huge promotional focus and attachment to major endorsers. With the release of this new idea/ product, Nike expects to meet its outlined goals within a one year period by specically (1) increasing its sponsorship at tennis events - become the main sponsor at at least one of the four major junior tennis tournaments; 2) become the main sponsor of at least ten of the top twenty-ve youth tennis camps; and (3) sign one additional top 30 tennis professional player to a Nike contract. This advertising campaign will include posters in large advertising areas, advertisements in tennis and other sporting magazines,
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signage and sponsorships at the above-mentioned tennis camps and tournaments, and kiosks in large sporting goods stores. The advertising campaign, as detailed in the Gantt Chart below, will release advertisements in correlation with the dates of the Nickelodeon Free Play Days, the USTA junior tournaments, and sponsored youth tennis camps. The rst advertisement will actually be a television advertisement released in January. The ad will focus on promoting NIKEiD in general, but will include the tennis component. " The focus of the NIKEiD campaign will be one of personalization, not just focus-

ing upon the product but capitalizing on the fact the product is made by the consumer for the consumer. Endorsers, such as Serena Williams, will be used to show the individualism which can come through during the participation in sport. According to the Tennis Industry Associations (TIA) 2013 report, nearly everything related to the tennis market is up this year: equipment sales, participation, the tennis economy, sponsorship revenue, and the participation rates for minorities. Our advertising and promotional campaign will seek to take advantage of this rise in the tennis economy and speak to those consumers who are currently involved in the tennis market. The TIA also included that new colored balls (ROG balls) have spiked in sales for youth, which is additionally promising for our customized racquet in turning away from the norm or status quo. (TIA p. 8).

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"

In order to break into the new market of tennis equipment, the marketing strat-

egy will focus on utilizing traditional marketing strategies to di#erentiate the product from all other tennis racquet brands. All print ads will focus on the uniqueness of the racquet and the quality of such; it is personally made to order, rather than being 1 of millions, it is one of a kind. A memorable slogan will be used to promote the campaign: Make it Your Own or Let the You Shine Through. There will not be a real issue with brand management - Nike has already established itself as one of the largest and most successful sporting companies in the world. Since theyve broken into other sporting equipment markets, the brand will already be assumed to be reputable. It will be up to Nike to continue to produce the desired results: a quality product demanded by the consumer.

Tactics
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Product As stated above, the overall goal of the following tactics will be to promote the

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hell out of NIKEiD. The focus will be a full blown campaign promoting NIKEiD as a whole with an individualized focus on the tennis racquet product in certain advertisements (see the Promotions section and the Gantt Chart for further detailed information regarding the specics of the advertising campaign). We will gear attention towards our product by using the current Nike sponsored tennis professionals - especially Serena Williams. The advertising campaign will focus on the personalized aspect of the product and di#erentiate it from the mass market products, which will give it a higher value in the customers mind because our racquet is not something you can just go and pick up at any store; the racquet is customized for each individual customer. Through this product, we are not just selling a racquet but the customers likeness in their racquet.
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Price In the junior market for tennis racquets, the racquets come in di#erent sizes and

prices vary according to di#erent brands. The sizes are: 19, 21, 23, 25, and 26 inches and the prices vary depending on the model. A 19 and a 21racquet can be found in the market from $10 to $25, a 23 racquet can be found from $15 to $35, a 25 racquet can be found from $15 to $90, and a 26 racquet can be found for up to $115 (Junior racquets). The higher price racquets are usually the ones that imitates the model of top
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tennis players such as Novak Djokovic from Head, Rafael Nadal from Babolat, and Roger Federer from Wilson. With the NIKEiD racquet, the prices will follow the same concept for NIKEiD used for running shoes. Because of the customization concept, prices will tend to be higher than the average product. Nike will be rst entering the tennis junior market with one model for each racquet size, which a design will be set and kids will be able to pick their own colors. A 19 and 21 racquet will be sold for $20, a 23 racquet will be sold for $30, a 25 racquet will be sold for $50, and a 26 racquet will be sold for $70. The cost to manufacture a tennis racquet vary from the materials and models used for di#erent racquets. Usually, the cost is 1/3 of the selling price. With that in mind, the goal is to sell 250,000 racquets in the U.S. in the rst year.
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Place The main marketplace for the NIKEiD racquet will be via Nikes website; how-

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ever, in the major sporting goods stores, kiosks will be placed in the stores for customers to place their NIKEiD orders. The kiosks will be limited to certain major stores (like Modells, Dicks Sporting Goods, Sports Authority, and Nike retail stores). In an e#ort to keep our product at a certain perceived value level, our product will not be available for order at any mass discount stores, such as Walmart, Kmart, or Roses. If, in the future, there is a need to place ordering kiosks in an upper scale store like Target,

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negotiations will commence; however, that is not the plan of our proposed marketplace in order to keep our brand image of exclusivity of the product. " In order to further personalize the sport consumer experience, once the order is

placed (either online or at the in-store kiosks) the consumer will be given an immediate tracking website (similar to the Dominos Pizza order tracker), which shows where their racquet is in the production and shipping process. Additionally, to further focus on the originality of the product, each customer will be shipped a rubber Nike wrist bracelet with their racquets individualized number on it, which will coordinate with the color of the personalized racquet.

Promotion ! Since our product will not be available for purchase in stores, the promotion por-

tion of this campaign will be the biggest, and most important, part of ensuring the successfulness of this product. Therefore, our plan does not just include a few ads, but it
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will encompass a full-blown campaign which will take advantage of as many facets of advertising as possible. Our promotional campaign will take advantage of the awareness that is already out there of the Nike brand name by not just promoting our tennis racquet but promoting the socks o# of the NIKEiD portion of the company. " In-print advertisements will be everywhere: in sport magazines (such as ESPN,

Sports Illustrated, and SI for Kids), on billboards (in the 20 leading tennis cities in America), website advertisements, email blasts to current Nike subscribers, etc. NIKEiD will also be sponsoring youth tennis camps and tournaments; everywhere you see Nike, you will see NIKEiD. These print advertisements will be released on dates in conjunction with the tennis camp and tournament sponsorships; however, website and social media advertisements will be released and continue to inundate the web throughout the 2014 campaign. The campaign will be one which focuses on the individualization of the product and the higher position and value that the product holds over others in its market. With todays focus on personalization of cell phones, vanity plates, purses, etc., NIKEiD will seek to take advantage of the importance the consumer places on this customization of products. The promotional campaign will use everyday people telling their story through the product in the advertisements, and it will also use current Nike endorsers who have managed to individualize their image through the sport (such as Serena Williams). The campaign will mostly use print and web-based advertising, however, one television commercial will be released in January of 2014 to kick o# the
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campaign. The advertisements will show the endorsers likeness in a light which initiates the buy now instinct in the consumer.

Implementation, Control and Evaluation

Implementation Execution % Our marketing plan for NIKEiD tennis racquets for juniors will have an initial timeframe of 1 year, starting in January 2014. % Starting in January, around 100 NikeiD tennis racquet personnel experts will become part of a promotions team and they are going to set up Nike kiosks on Nickelodeons Free Tennis Play Days and USTA junior tournaments across the country. At the kiosks we are going to provide about 20 di#erent demo racquets for kids to try. The kids will have the chance to see our cool designs and pick their favorite colors. % By the end of the year we expect to attend around 250 junior events which will be the key for exposure of our product and boost sales. Project Calendar (Gantt Chart) and Planning Critical Path Method % Identify key tasks % Bring di#erent racquet designs with di#erent colors for exposure and demonstration for kids during tournaments and Play Days. % Distribution of a program that will ultimate lead kids and parents to our website to pick the colors of their future racquets. % Sequence From January 1. 2014 through December 31, 2014. Advertisement will begin 2 months prior each sections visits Promotions and sponsorships will be held at USTA junior tournaments and Nickelodeon Kids Play Days. Our promotions team will visit tournaments and Nickelodeon Play Days across the country to demonstrate our product and distribute programs and giveaways to lead kids and their parents to the NIKEiD website and ultimately lead to a sale of the racquet. A control and evaluation checkpoint will be held on each quarter of the year. Advertisements will continue after the visits Final evaluation will be conducted at years end.
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% These promotional strategies are planned to run the entire year of 2014.

% USTA Sections & Plan (Sections)

January - USTA junior tournaments and Play Days in Section 11 February - USTA junior tournaments and Play Days in Section 12 March - USTA junior tournaments and Play Days in Sections 1 & 8 April - USTA junior tournaments and Play Days in Section 5 May - USTA junior tournaments and Play Days in Sections 3 & 4 June - USTA junior tournaments and Play Days in Section 2 July - USTA junior tournaments and Play Days in Sections 6 August - USTA junior tournaments and Play Days in Sec. 15 & 16 September - USTA junior tournaments and Play Days in Sec. 7&17 October - USTA junior tournaments and Play Days in Sec. 9 & 10 November - USTA junior tournaments and Play Days in Sec. 13 December - USTA junior tournaments and Play Days in Sec. 14

Control

Feedback % Our organization will gather feedback through several di#erent types of administration of surveys. Our organization will administer customer feedback surveys through several di#erent methods and mediums including: 1. written surveys at youth tennis camps, 2. email blasts sent to databases of tennis camp attendees and NIKEiD purchasers,
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3. online surveys through pop-ups via NIKEiDs website, and 4. online surveys available at the in-store NIKEiD kiosks. % Increased response rates will be sought by sending several personalized email blasts and o#ering inducements to complete the surveys (such as instant 10% o# your Nike purchase or a chance to win a $100 Nike gift card). Evaluation % Since our main issue of evaluation will be increased sales/revenue, our evaluation periods will be after every quarter. Our organization will be evaluating several di#erent aspects of the NIKEiD campaign to determine their e#ectiveness. Each aspect of the marketing campaign will endure regular monthly monitoring on the revenue side of evaluation to determine if each type of marketing is (1) being e#ective and (2) if not, whether or not it needs to be tweaked or discontinued. % The following specic areas will be evaluated to determine the products e#ectiveness: 1. Total NIKEiD sales (broken into the di#erent products for comparison and di#erent venues of purchase), 2. Number of sales of the racquets in relation to dates of sponsored camps/tournaments and specic advertisement releases, and 3. The total number of NIKEiD website hits from di#erent sponsored events and email blasts.

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Works Cited Church, E. B. (n.d.). Why Colors and Shapes Matter. Retrieved from Scholastic: <http://www.scholastic.com/browse/article.jsp?id=3746476> Junior racquets. (n.d.). Retrieved from Tennis Warehouse: <http://www.tennis-warehouse.com/JrRacquets.html> Kotler, A. (1994). Buying Behavior Of Youth Towards Cosmetic Products Marketing Essay. Retrieved from UKessays.com: <http://www.ukessays.com/essays/marketing/buying-behavior-of-youth-towards-cosmeti c-products-marketing-essay.php> NIKE, Inc. (N.p., n.d.). Diversity and Inclusion. Retrieved from <http://nikeinc.com/pages/diversity-inclusion> NIKE, Inc. (N.p., n.d.). Revenue Performance. Retrieved from <http://investors.nikeinc.com/files/doc_financials/AnnualReports/2013/index.html#select _financials> Oswald, K. (2010, November). Junior Class. Retrieved from Racquet Sports Industry Magazine: <http://www.tennisindustrymag.com/articles/2010/11/20_junior_class.html> Sections. (n.d.). Retrieved from USTA.com: <http://www.usta.com/About-USTA/Organization/Sections/Sections/> TIA Tennis Industry Association (2013). State of the Industry Report. Retrieved from <http://tennisindustry.org>

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