Sports Marketing

Anaheim Ducks

The overall objective, cultivating from a marketing standpoint and expressed by the Ducks’ fan development management, is to generate participation of the children associated within the S.C.O.R.E program to the Future Ducks Rinks Program.  It has been expected that the marketing objectives listed below will create substantial improvement in activity at the Ducks’ Rinks.

  • The marketing objectives described for the S.C.O.R.E. program are to generate the children’s interest in the sport of hockey. The objectives established are to increase participation within the S.C.O.R.E. program by 60% or 40,000 students (twenty to twenty-five additional schools), improve the overall interest and involvement of students in hockey and the Anaheim Ducks, and to compel 10% or 2,500 kids to participate in the Future Rinks Programs.
  • The industry shows that the Ducks compete throughout all of Southern California, expanding from Los Angeles to San Diego.  The target market, which are children/students (grades four through six) are presented with a vast amount of alternative sports. Thus, it is imperative to create innovative programs that will capture the children’s interest and support of the sport over competing sport’s programs.
  • The target market and the research responses from the survey conducted indicated that children support the overall participation in hockey, especially outside of school. The parents also support local and after school activities for their child in respect to convenience and availability.
  • The proposal to the Ducks would be to include three key programs in order to realize their overall objective and substantiate S.C.O.R.E. and Ducks hockey.
  • First, the general expansion of the S.C.O.R.E. program to the fifth and sixth grade would involve roller hockey to help with the ultimate goal, progression to ice hockey.
  • Second, the implementation of the after school program will continually increase and appease the children’s’ desire to continue playing hockey.
  • Lastly, the “Summer S.C.O.R.E.” program would offer two separate, month-long sessions during the summer with potential for growth in the coming years. This would keep the children’s interest during the off-season.

The marketing plan has been extrapolated from survey data presented to students currently in the S.C.O.R.E program, as well as their parents. Through observation of the S.C.O.R.E. program during class hours and the enthusiasm expressed by students that participate; we believe that these marketing objectives will create a positive influence for hockey, and within a reasonable amount of time, increase participation and attendance at the Ducks’ Future Rinks facilities.

Table of Contents

Objectives………………………………………………………………………………………………………………………. 3

Industry/Market Research …………………………………………………………………………………………….. 6

Industry Analysis…………………………………………………………………………………………………… 7

Market Analysis ……………………………………………………………………………………………………. 9

Target Market …………………………………………………………………………………………………….. 11

Evaluation of Proposal ………………………………………………………………………………………………… 13

Expansion of S.C.O.R.E. Program ………………………………………………………………………… 13

“Summer S.C.O.R.E.” Program……………………………………………………………………………… 14

After School Hockey Program ……………………………………………………………………………… 15

Marketing and the Budget ……………………………………………………………………………………. 16

Implementation and Monitoring ……………………………………………………………………………. 19

Conclusions………………………………………………………………………………………………………………….. 20

Reference List …………………………………………………………………………………………………………….. 21

Appendix A ………………………………………………………………………………………………………………… 22

Appendix B …………………………………………………………………………………………………………………. 23

Objectives

Corporate/Organizational Objectives

After the sale of the Mighty Ducks of Anaheim to the Samuelis in 2005, the organization looked to shed its Disney image and build its own brand.  The following objectives depict the Ducks’ commitments to all stakeholders of the company:

  • Continual improvement of its product.
    • The Ducks organization and its hockey operations personnel have committed to work extremely hard in procuring elite talent, as well as foster growth within its minor league affiliations, to provide the NHL, Ducks organization, fans, and its community with a winning franchise.
    • The Ducks aim to increase its efforts in presenting its fans with the ultimate hockey experience.
      • Current strategies include: Promotions, concessions, loyalty programs, entertainment packages (Wild Wing, Wild Wingers Kids Club), and even assist the novice fan in understanding the game of hockey (Hockey 101) (Anaheim Ducks, 2009).
      • The Ducks strive for the continual building and maintaining of lasting community relationships.
        • The community includes Orange County, but extends to other parts of California such as Los Angeles and San Diego.  Their outreach includes programs such as The Rinks and S.C.O.R.E.  An abundance of contributions take effect through community partnerships (Special Olympics) and the Anaheim Ducks Foundation.

Marketing Objectives

The overall objective, cultivating from a marketing standpoint and expressed by Ducks’ fan development management, is to generate activity of the children associated within S.C.O.R.E. to the Future Ducks Rinks Program.  At the outset, no concrete numbers have been established, but it has been expected that the marketing objectives listed below will create substantial improvement in activity at the Ducks’ four Rinks facilities.  The marketing objectives, also, suggests an overall improvement of the S.C.O.R.E program itself.

  • Increase participation within the S.C.O.R.E. program by 60% (# of students).
    • Direction – The initiative is to have kids be able to look forward to hockey regardless of what grade they are in.  Since the S.C.O.R.E. program currently accommodates only fourth graders, the goal is to continue the kids’ progression and interest in the sport of hockey by advancing the levels at which they learn as they get older.
    • Number – There are currently xx,xxx students who participate in the S.C.O.R.E. program every year (75% being fourth graders).  Team Bears would like to increase this number by 60% to xx,xxx students.  A correlation resulting in a twenty to twenty-five increase of participating schools (public and private) from their current figure of thirty-five.
    • Time Frame – The goal would be to realize this program expansion in ten months or by fall 2010.  It would take two to three years to realize the participation figures.
  • Improve the overall interest and involvement of students regarding hockey and programs associated with the Anaheim Ducks.
    • Direction – In order for students to be involved in hockey beyond the school year, a proposal of after school and summer programs would be established.  This would keep students active after school as well as during the summer.  It would also improve their skills and knowledge about hockey preparing them for the next level (in conjunction with S.C.O.R.E. program expansion).
    • Number – For the after school initiative, twenty to forty kids participating would create an ideal situation, thus the target would be to have a number between that range.  As for the summer program (“Summer S.C.O.R.E.”), the target would be to have between seventy-five and eighty participants per session.
    • Time Frame – Since the season has started, a time table of eighteen months (11/2 years) would suffice for the summer program making the launch in June 2011.  The time span for implementing the after school initiative would be about ten months for launching in the fall of 2010.  This allows enough time for the logistics of each program to be set, as well as create a marketing campaign for each program.
  • Compel 10% (approximately x,xxx) of S.C.O.R.E program participants to partake in the Future Ducks Rinks Program.
    • As stated above, no concrete number was provided in describing success for the proposed programs to be viable. However, approximately 10% of the established participants would substantially increase Rinks activity.  It would take six to eight years using the proposal below to establish the 10% transfer goal.

Program Objectives

  • Substantiate awareness of the S.C.O.R.E program; building prospective participants.
    • This can be done within the current districts by expanding the program, as well as surrounding communities.  This is crucial to re-stimulate the urge to play hockey rather then alternative sports. The expansion will cover successive grades following grade four.  This program offering and its characteristics are further described below.
    • Provide more programs that will drive awareness and participation into the Rinks program.
      • Strategic research will help gain knowledge of the needs and wants of prospective S.C.O.R.E. participants. These programs will help to bridge the gap for those that want to play hockey after their year in the S.C.O.R.E. program; creating newfound participants and a faithful fan base.
      • Continually improve the incentive based programs provided to participating members.
        • Reward those that attend S.C.O.R.E. affiliated programs. Innovative incentives will award those students that participate and achieve academic greatness while aligning themselves with Ducks’ affiliated programs. The benefits will be awarded during participation at the Rinks, Honda Center, or affiliated schools.

Industry/Market Research

This section describes the market and industry as it relates to the Anaheim Ducks’ Fan Development department.  For instance, the elaborateness of the markets and the industry are not as distinctive as it is for an overall market and industry evaluation.  Furthermore, the research helps to provide insight into an area where the Anaheim Ducks have completed no formal inquiries regarding their S.C.O.R.E program.

Industry Analysis

Although professional hockey is considered a major sport in the United States, it trails, amongst other professional sports, in the significance of spectators as well as participants.  This distinct feature illuminates the competitive nature of the sports industry all across the U.S., but especially within the southern California region.  The key competitive forces, as it relates to fan development, will be further described below.

Competition

There are two broad competitive forces creating fan development dilemmas for the Anaheim Ducks.  The two are other professional sports and amateur sports.  The competition arises in the context of attracting the youth to their respective sport and to their respective programs.  Sports organizations (professional or amateur) set objectives to foster growth and participation (loyalty) in a fan base, while improving overall interest in the sport.

Professional Sports

The Anaheim Ducks will be competing with all major sports organizations within southern California.  Geographically the boundaries are set from Los Angeles County all the way down to San Diego County.  The extension of the market configures this wide range because the Ducks currently service schools (S.C.O.R.E.) from Los Angeles to San Diego and all the locations in between (Anaheim Ducks S.C.O.R.E., 2009).  Therefore, the Anaheim Ducks are competing with football (Chargers), baseball (Dodgers, Angels, and Padres), soccer (Galaxy), and other major sports.

The competition arises because of the importance to attract the youth in having sustainable fan bases and viewership.  All of these major sports have programs constructed to attract the youth.  The programs are set up to provided strategic alliances in support of education, as well as education or building interest of the sport and the team itself.  For instance, locally the Angels have a reading club to support educational initiatives, and have summer camps for baseball instruction in their stadium (RBI Clinics).  Also, they have partnered with the Boy’s and Girl’s of Orange County to offer summer programs (RBI League) (Los Angeles Angels of Anaheim, 2009).  Another key factor is the popularity of each sport, as the next section featuring amateur sports will demonstrate.

Amateur Sports

Amateur sports often acts as an extension to the popularity of major sports such as football, basketball, and baseball, but can permeate through extreme sports.  For instance, since MMA’s (UFC brand-in particular) explosion, the sport’s viewership, loyalty, and participation has increased in stride with the popularity of the sport.  Since major events and growth of the sport has acute ties to California, training facilities have and will continue to attract the youth to participate and follow the sport.  Another category of extreme sports are biking, rollerblading, skateboarding, and surfing.  Southern California’s optimal conditions, allows extreme sports to compete directly with initiatives set forth by professional organizations.  The youth in this region have been captivated by surfing and other extreme sports.  Since these kids have been participating in these sports from such a young age; they are more averse to streamlined sports.  The popularity and adverse factors of amateur sports provide ample competition to any Ducks initiatives.

Note: A segment of privatized instruction through camps or training facilities, those not associated with professional or amateur organizations, is another competitor to the Anaheim Ducks.  Therefore, the organization must utilize its brand and product to sell their service as a more appealing option to kids and their parents.

The Anaheim Ducks must develop an offering that is substantially unique to the youth of southern California.  Though the programs recommended in this report may seem overly common, there are subtleties that will expand potential interest in the S.C.O.R.E program, as well as garner activity in the Rinks program.  The strategy calls for taking the introduction of hockey to the next level by creating a process directing participation to the Rinks programs.  The other program strives to act as a support and reinforcement technique to maintain interest in the sport and affiliation (loyalty) to the Ducks.  This creative aspect is needed because based on the competitive forces; the popularity of hockey has been dwindling in the overall sports industry (Friedman, 2000).

Market Analysis

As aforementioned, hockey faces extreme challenges just within its industry, especially in southern California.  These challenges are extended to capturing the youth market of southern California; again, for a sport starting to revitalize its overall position in the industry. For instance, within the realm of professional hockey there are two major entities spanning the greater Los Angeles market; the Los Angeles Kings and the Anaheim Ducks.  The proliferation of sports in southern California spans throughout other major sports, such as professional and amateur baseball, football, soccer, and extreme sports.  The sport operates in a billion dollar industry (Forbes, 2006), and the Ducks’ fan development department hopes to sustain and build upon their share of the market.  As of 2008, there are approximately 6.3 million K-12 students in the state of California. The majority of those students located in southern California (Education Data Partnership, 2008).  The potential to increase productivity of the S.C.O.R.E. program is vast, but will take time to build a regional image of the sport and the Ducks itself.

Social and Cultural Factors

Research has shown that affluent families are the primary spectators and participants of hockey related activities.  Along with wealth being a major determinant for hockey affiliated people, race strongly dichotomizes whites and minorities (Appendix A).  As indicated from the MRI report, a major threat involves hockey’s realized market as rich, white folk (2008).  This leaves out most minorities, where in southern California minorities comprise of almost 50% of the population and are financially unstable.  While it is currently a threat for hockey and the Ducks, it can be transformed into an opportunity.  An opportunity where creating awareness of the sport and its openness to all people while bridging the economic gap can have positive affects in drawing in minority spectators and participants.

Lifestyle and cultural factors involves the type of sports the target population participates in.  As aforementioned, popularity, especially in a saturated sports market, has a negative impact for hockey consumers.  Many southern Californians’ will more than likely participate in an extreme sport because of their lifestyle and cultural upbringing.  This idea is most influential in the Hispanic communities where soccer is a major leisurely activity.  Thus, cultural factors such as early exposure and upbringing act as a threat to the Ducks’ and their overall hockey initiatives.

Target Market

Based on historical data, and that 75% of participating students are in the fourth grade (grades three through six at 25%) (Anaheim Ducks S.C.O.R.E.); the overall target market are children or students in the fourth, fifth, and sixth grades.

Target Market Responses

In an effort to gain a better understanding of the target market, a survey was conducted of two participating schools within the S.C.O.R.E. program (Fairmont, Friends Christian).  Although the sample size was low (forty-six completed surveys), it was extensive enough to gain valuable insight regarding the children’s behaviors, as well as the parents (Appendix B).

Children

There were three distinct general responses regarding the children’s insight into the S.C.O.R.E. program and hockey (and related activities).   First, the students find the association with the Anaheim Ducks the biggest attraction to the program.  They cited, approximately 80% of the time that they loved the prizes, fun atmosphere, playing hockey, competition, and trip to the Honda center.  Secondly, in regards to hockey and its related activities (ice skating, rollerblading) the students cited, between 40% and 65% of the time, that they would be interested in playing hockey outside of the program and enjoyed playing on either rollerblades or ice skates.  Particularly, they favored trying to play hockey on ice (approximately 52% of the time).  Lastly, and probably most important, students alluded that they were unable to further participate in hockey because of other sports (≈ 50%).  Furthermore, the results showed that “nowhere to play” and “not sufficient equipment” as key determinants to not continuing further participation in hockey.

Parents

The reasoning for inquiring a parent’s response were due to their de facto position as decision maker in any activity their child participates in.  The inquiry exposed key information that fined tuned the proposals.  As expected, parents confirmed their children’s involvement with other sports, especially in major sports with greater popularity (football, basketball, baseball).  However, they were inclined to allow their children to play hockey if a rink was close to their home (60%), but about 50% did not know where their local rinks were.  The most significant finding suggests that parent’s, approximately 50%, are interested in having their children participate in hockey related activities outside the program, particularly after-school.  They felt good about the idea and reiterated that if their child wanted to play; they would be inclined to let their child participate. However, they cited schoolwork as the major determinant if there was enough time to let their child participate.  Lastly, parents felt comfortable (74%) allowing their children participate, at least, once or twice a week.  As suggested by the research, both for the children and parents, money and location provides the most noteworthy obstacles for the Ducks organization to overcome.  Ultimately, it is as important to convince the parents as it is the children to participate in Ducks’ related programs.

Evaluation of Proposal

This proposal does not include an evaluation of the legal aspects concerning the physical education portion of the S.C.O.R.E. program.  However, to safe guard against legal action all the initiatives will include a waiver not holding the Anaheim Ducks responsible for personal injury.  As per the fan development department, the legal ramifications were to be excluded from this report.

Expansion of the S.C.O.R.E. Program

The expansion would further expose the sport of hockey to kids, schools, and parents.  This correlates to expanding the Ducks brand to the friends and family of kids in the program; therefore, growing profits of the company when parents buy Ducks merchandise, tickets, and other items the children desire.  The children in the current school locations, the two cited above, were observed on October sixth at Los Osos Elementary School in Ladera Ranch. The third graders watched, anticipating the coming school year so they can be in the S.C.O.R.E. program and play street hockey. The fifth graders, which were passing during the fourth grader’s participation that afternoon, seemed to be dejected because they were no longer involved in the program.  Watching these children has led us to believe that the program must be expanded.

S.C.O.R.E.’s progression will be as followed: fourth graders will remain involved in street hockey; fifth and sixth graders will participate in roller hockey (rollerblades). The progression to fifth as well as to sixth grade will further involve the children in the sport of hockey and continually build interest in the sport. The S.C.O.R.E. academic curriculum in the fifth and sixth grades will remain the same but reflect their appropriate grade (expand into science or mathematics).  This participation in roller hockey will work to further the natural progression from playing on foot to the final skill of playing on ice.  This initiative directly aligns itself with the Ducks underlining goal of transferring S.C.O.R.E. participants to the Future Rinks program.  It does so, as described in the culminating program called “Summer S.C.O.R.E.”

Summer S.C.O.R.E. Program

The “Summer S.C.O.R.E.” acts as a program extension bringing a full-circle effect to the overall S.C.O.R.E. program and achieving the marketing goals.  The logistics of the summer program are as followed: it will be offered in two sessions to the children involved with S.C.O.R.E. (option of expanding to older children and young adults). An optimal figure for each session would be eighty to one-hundred kids. The first beginning the twenty-first of June ending the twentieth of July, giving families the day after the fourth of July off for family leisure.  The second session begins the twenty-second of July and ends on the twentieth of August. This allows families an option to choose a session more suitable to their summer schedules.

The summer program will take place weekly (Monday – Friday) for two hours.  During these sessions, lessons pertaining to hockey will be provided, especially in the first hour, including skill competitions. The second hour includes daily games set up between the teams, acting as a league.  This system will take place after a full week of instruction regarding skating, safety, and other hockey related principles.  During the last week, a playoff system would occur culminating in a championship game (The Rinks Anaheim Ice, 2009).  The following describes the equipment provided by the summer program: standard hockey skates, basic protective gear (including helmet and body pads), and standard hockey materials such as sticks and pucks.

After School Hockey Program

To continually increase interest with the Ducks and hockey, the proposal offers a free after school street hockey program. The kids can continue with the progression of their hockey skills and general interest in the game by playing freely after school.  This program will also include a tutor with a teacher on campus for the students to have the ability to get help with their studies, alleviating the parent’s concern of too much schoolwork to do. This teacher will be chosen weekly from a rotation set up at the respective school.  The Ducks street team can also render services, such as supervision after school; if the school was unable to have someone monitor the hockey being played.

The after school option will be offered twice a week from the hours of two thirty p.m. to four p.m.  The program will utilize equipment provided by the Ducks for the original S.C.O.R.E. Street Hockey program.  The program will be passed along to the respective school, P.T.A, and Health boards to be voted on.  Implementation will only take place with respect to the parents confirming their consent to the program.  Within the parameters of this being passed, an end-of-the-year assembly will be conducted to recognize the student’s participation in the After School Hockey program.  “Wild-Wing” will participate in the assembly or respective party to have fun with the children.

Marketing and the Budget

There is a substantial amount of marketing that must occur to realize any of the marketing goals.  The most obvious involves Ducks’ representatives to utilize its networks and fan development sales force to directly sell the S.C.O.R.E. program to prospective schools.  This action includes selling the summer program as a way to involve children in hockey year round.  Although personal selling will revolve around expanding the number of schools; henceforth enlarging the number of students’ involved in S.C.O.R.E, direct marketing such as letters, brochures, and flyers will attempt to increase awareness and enrollment into the summer program.  Traditional advertising will be used to increase awareness of the “Summer S.C.O.R.E.” program. In-game bulletins along with tables set up in strategic locations in the stadium will provide more information and an opportunity to sign-up.  The affect could also lead to children asking why their school is not involved with the S.C.O.R.E. program.

The Ducks’ website and its S.C.O.R.E. sub-page will advertise S.C.O.R.E., along with the after school hockey program, and the summer camp creating more opportunities for information and enrollment into its programs.  Since money, location, time value and opportunity costs provide substantial obstacles for people participating in these programs, advertisements and other materials would be dedicated to reflect the Ducks’ commitment to subsidize most of the cost (more often a free service) of each strategy, as well as enlighten consumers of the partnerships they have with the Rinks, providing an optimal location suitable to their family.  In other words, establishing the presence of the Rinks facilities are essential because about half the parents do not know where the nearest Rinks are.

Promotional strategies are the most crucial aspect of the program, advertising, and potential traffic to the Rinks facilities.  The current S.C.O.R.E. program will utilize its affiliation with partners to continue providing packages that will help students with their education and building loyalty to the Ducks organization.  These packages will reflect the students’ grade in the program.  More importantly, as the students progress into the latter stages of S.C.O.R.E., advertising with incentives to participate in one of the summer camp sessions would be essential.  For example, the promotional packages would provide exciting materials such as jerseys, skating passes, and more, but prizes earned during skill games in the summer camp will offer even more opportunities to participate in activities at the Honda Center, i.e. skills competition on the ice during intermission, meeting players after the game, and other substantial gifts such as signed jerseys and sticks.

Another attracting promotion is affiliated with winning a summer camp’s championship.  The winning teams during the camps will be invited by Wild Wing to a game and will be recognized for their achievement throughout the night.  They will be provided the opportunity to meet the team and get autographs, while receiving other free giveaways.  Promotions such as these would entice the children to participate in the summer camp.  This would capitalize on the children’s need for prizes and experiencing something fun.  Parents would not have to worry about substantial costs and provide a worthwhile experience to their children.

According to Shank, sports organizations typically deal with two types of budgetary tasks; procurement of resources and the allocation of those resources (2009).  This section assimilates both types of budgetary tasks.  The budget involves three categories for the proposal.  The expansion would utilize $xx,000 of the $xx,000 allocated by the Ducks organization.  The expansion into the fifth and sixth grades do not call for substantial funds, but do require $xx,000 to $ xx,000 in procuring additional safety equipment (knee pads, elbow pads) and more of the equipment currently being used. The rest of the $xx,000 to $xx,000 would be implemented into the “Summer S.C.O.R.E.” program because it requires substantial funds to secure the appropriate instructors for such a camp, especially for two sessions.  More importantly, the viability of this expansion and camp requires the Ducks to capitalize on their partnerships with hockey equipment providers.  This allows for the subsidization of equipment to reduce cost to the Ducks, and the cost of equipment to participants in roller blade hockey and the summer camps (roller blades, on ice pads, helmets – not ice-skates because rinks provide re-usable ice skates).  Any remaining money would be allocated to marketing and various administrative costs.

More personnel is needed to make this proposal a reality, for instance one area would be a slightly larger sales force (S.C.O.R.E. representatives), and the expansion of the Street Team.  The last $xx,xxx will be put forth into a replacement fund for the After School Hockey program.  This will help supply the schools with additional hockey equipment or school related materials.

Note: The cost will be $200 to participate in the summer camp for each month.  This will help offset some of costs related to starting a new program.  It may not procure enough funds to cover all the costs, but with the help of their partners the Ducks can work out an agreement to secure payment for the remaining costs (costs – equipment and ice time).  Also, implementation of other Rinks curriculums (skating and hockey lessons) will reduce the need to hire someone to construct the program.

Implementation and Monitoring

As per Shank, it is important to implement and control strategic practices to successfully initiate a prospective marketing strategy (2009).  This section highlights those strategic practices.  The fan development department, especially those within the S.C.O.R.E program, will be responsible for relations in procuring additional schools, more funds from their partnerships, providing the marketing materials, and monitoring the success of each program.  Various personnel in the department (assistants, salespersons, Street Team) will be responsible for their respective areas of the program.  In partnerships with the schools, it is imperative that the volunteers (teachers) helping run the S.C.O.R.E. program continue with the fifth and sixth grade expansion.  Extra volunteers are also necessary for the After School Hockey program, but this is safe-guarded with the expansion of the Street Team.

Although an integral part of the summer camp proposal is the responsibility of the S.C.O.R.E program, the logistics and personnel required to implement the “Summer S.C.O.R.E.” initiative will fall upon management running the Future Rinks program.  The time-line for implementing these programs were introduced in the marketing objectives, where expansion of S.C.O.R.E. and the After School Hockey program would be introduced in the fall of 2010 while “Summer S.C.O.R.E.” would be up-and-running by the summer of 2011.

The monitoring aspect will be measured in the success of meeting our marketing goals.  Therefore, the additional sales teams would have to record the number of schools and their number of students associated with the S.C.O.R.E. program.  This would be classified as an activity ratio (Shank, 2009).  Ratio analysis would continue to assess the remaining marketing objectives.  The second quantitative objective would be realized and recorded by the amount of sign-ups or participants in the “Summer S.C.O.R.E.” program.  The after school program’s success will be predicated on figures being reported by the volunteers.  These results would illustrate the effectiveness of the marketing strategies being implemented.

Conclusions

The most integral part of the marketing plan has been the extrapolation of ideas from the survey data collected.  Using this insight, taking into account related external factors, presented Team Bears the opportunity to shape its proposal to their target market.  Notably, along with students being the target customer, it was important to consider the thoughts of parents because they act as the overall decision maker concerning their children’s activities.  Through observation of the S.C.O.R.E. program during program hours and the enthusiasm expressed by students that participate; Team Bears believes that these marketing objectives of the expansion of S.C.O.R.E., “Summer S.C.O.R.E.,” and After School Hockey will create a positive influence for hockey, and within a reasonable amount of time, increase participation and the attendance of Ducks’ Future Rinks facilities.  Team Bears suggests that the Anaheim Ducks Fan Development department consider these strategies and implement them in the recommended timeline to observe their optimal results.

Reference List

Anaheim Ducks. (2009). Ducks history. Retrieved from http://ducks.nhl.com/club/page.htm?id=44150

Anaheim Ducks S.C.O.R.E. (2009). About S.C.O.R.E. Retrieved from http://www.ducksscore.com/aboutscore.html

Education Data Partnership. (2008). Comparing California. Retrieved from http://www.ed-data.k12.ca.us/Articles/article.asp?title=California%20comparison

Forbes. (2006). NHL team valuations. Retrieved from http://www.forbes.com/lists/2006/31/biz_06nhl_NHL-Team-Valuations_Revenue.html

Friedman, W. (2000). Hockey comeback tied to engaging it’s core audience. Advertising Age, 71 (9). Retrieved from http://web.ebscohost.com.lib-proxy.fullerton.edu/ehost/detail?vid=1&hid=102&sid=116cc962-22fa-4860-b488-1c87a2fa8dd4%40sessionmgr111&bdata=JmxvZ2lucGFnZT1Mb2dpbi5hc3Amc2l0ZT1laG9zdC1saXZlJnNjb3BlPXNpdGU%3d#db=aph&AN=2841524

Los Angeles Angels of Anaheim. (2009). Community programs. Retrieved from http://losangeles.angels.mlb.com/ana/community/ana_community_programs.jsp#youth

Mediamark Reporter. (2008). Sports – How often engaged In
hockey, participated in last 12 months
. Retrieved from http://ureporter.mriplusonline.com/selectdemo.asp

Shank, M.D. (2009). Sports marketing: A strategic perspective. Upper Saddle River, NJ: Pearson Prentice Hall.

The Rinks Anaheim Ice. (2009). 2009-10 Fall/winter youth hockey. Retrieved from http://www.anaheimice.com/AnaheimIce.aspx?page=YouthHockey.aspx

Appendix A

Fall 2008 Product: Leisure/Sports
Sports – How Often Engaged In
Hockey Participated in last 12 months
Adults
Total ‘000 Proj ‘000 Pct Across Pct Down Index
Total 223672 2502 1.1 100 100
HHI150,000+ 22601 318 1.4 12.7 126
HHI$75,000-$149,999 60271 1041 1.7 41.6 154
HHI$60,000-$74,999 * 24590 232 0.9 9.3 84
HHI$50,000-$59,999 * 19110 214 1.1 8.6 100
HHI$40,000-$49,999 * 20909 182 0.9 7.3 78
HHI$30,000-$39,999 * 22797 182 0.8 7.3 71
HHI$20,000-$29,999 * 22199 90 0.4 3.6 36
HHI<$20,000 * 31197 242 0.8 9.7 69
Race: White 171775 2228 1.3 89.1 116
Race: Black/African American * 25755 154 0.6 6.2 53
Race: American Indian or Alaska Native * 2039 32 1.6 1.3 142
Race: Asian * 5624 10 0.2 0.4 16
Race: Other * 21441 148 0.7 5.9 62
Race: White only 169581 2201 1.3 88 116
Race: Black/African American only * 25093 138 0.6 5.5 49
Race: Other Race: /Multiple Classifications * 28998 163 0.6 6.5 50
Spanish spoken in home (most often or other) * 32270 258 0.8 10.3 71

Appendix B

California State Fullerton Research Project: Anaheim Ducks S.C.O.R.E.

Kids Questions

1.  Do you like winning prizes?

  • 4% were neutral (3)
  • 17% liked it (4)
  • 79% really liked it (5)

2.  How would you like the idea of playing hockey outside of school time?

  • 13% disliked (2)
  • 19% neutral (3)
  • 21% liked it (4)
  • 40% really liked it (5)
  • 3% blank

3.  Have you ever tried ice-skating or rollerblading?

  • 90% said YES
  • 8% said NO
  • 2% blank

3a. How do you feel about

  • Rollerblading
    • 4% really scary
    • 2% scary
    • 17% were neutral (3)
    • 27.3% said fun (4)
    • 63.6% said really fun (5)
    • 4% blank
  • Ice-Skating
    • 8% really scary
    • 0% scary
    • 10% were neutral (3)
    • 15% said fun (4)
    • 64% said really fun (5)

4.  What do you like most about hockey?

  • Passing(9.1%), fun/exercise(9.1%), scoring(36.4%), defense(18.2%), competing(9.1%), shooting(9.1%), playing(9.1%)

Appendix B (Continued)

5.  Why do you not playing hockey?

  • 17% do not know how to play (a)
  • 19% said it is boring (b)
  • 19% said they do not have equipment to play (c)
  • 19% said there was nowhere to play (d)

6.  Are you not able to play hockey because you play other sports?

  • 48% said YES (a)
  • 29% said NO (b)
  • 19% said other (c)
  • 4% blank

7.  What is your favorite part of the S.C.O.R.E. program?

  • Playing at Honda center, seems fun, competition, it is fun, prizes/ducks bucks, practicing, winning, playing, competing, the test

8.  Would you like to try playing hockey on…?

  • 42%% said rollerblades (a)
  • 54% said ice-skates (b)
  • 4% blank

Parents Questions

1.  My child has too much schoolwork to be involved in after school recreational activities.

  • 23% strongly disagreed (1)
  • 8% disagreed (2)
  • 40% were neutral (3)
  • 13% agreed (4)
  • 6% Strongly Agreed (5)
  • 10% blank

2.  Would you allow your child to play hockey if there was a facility close to your residence?

  • 60% said YES (a)
  • 30% said NO (b)
  • 4% said they’d be willing to drive X miles (c)
  • 13% blank

Appendix B (Continued)

3.  Are you children involved in any after school programs?  If so, what programs?

  • Tutor/basketball, swimming, football/baseball/dance, hockey, singing/tutoring, horseback riding/art, cheerleading, basketball/football

4.  How flexible is transportation for your child/children to extracurricular activities?

  • 2% said very un-flexible (1)
  • 21% said un-flexible (2)
  • 31% were neutral (3)
  • 29% said flexible (4)
  • 6% very flexible (5)
  • 10% blank

5.  Would you be interested in involving your child in hockey activities on the weekends and after school?

  • 50% said YES (a)
  • 33% said NO (b)
  • 6% said (c)
  • 10% blank

6.  How do you feel about after school/weekend hockey practice or activities?

  • Too busy with school, good, if it’s not too early in the morning, good, good, depend if child wants to do it, as long as there is no cheer/homework, okay

7.  Do you know where the closest hockey rink is in your area?

  • 44% said YES (a)
  • 44% said NO (b)
  • 12% blank

8.  How many days a week would you allow your child to participate in hockey activities?

  • 30% said once a week (1)
  • 44% said twice a week (2)
  • 13% said three times a week (3)
  • 6% said four times a week (4)
  • 15% blank

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