Management

of Port Lincoln
Leisure Centre

MARKETING
PLAN
EXECUTIVE
SUMMARY
The purpose of this Marketing Plan is to The strategies outlined in this Marketing Plan have been
identified based on the YMCA’s Mission and positioning
present the direction for the sales and statement, its alignment with the City of Port Lincoln’s
marketing activities during the initial 5 vision, research and consultation with staff and the local
community.
years for the Port Lincoln Leisure Centre.
The strategies within the Marketing Plan
The Marketing Plan provides a foundation to support
will focus on:
communication activities for the Business Plan, programs
and services, growth initiatives and positioning of the
» Providing a holistic approach to wellness and fitness
facilities at the Port Lincoln Leisure Centre.
through a variety of facility amenities (Pools, Aquatic
Programs, Allied Health, Disability, Rehabilitation and
The plan utilises all elements of the marketing mix to
Wellness Programs)
address the objectives below and ensures the community
» Fostering a focus on member and program retention at
is provided with programs and services to suit the
the facility
community’s needs and that these programs and services
» Delivering a real value proposition with our membership
are communicated effectively and professionally to
structure
generate awareness.
» Planning unique ideas for the community, ready for
activation
The Port Lincoln Leisure Centre currently consists of:
» A real focus on customer service training, our centre
tour and sales processes
• 6 lane, 25 metre lap swimming pool
» Actively promoting programs and services in the
• Learners and rehabilitation pool
community all year
• Water slide and splash pool
» Measuring the effectiveness of marketing and reporting
• Spa pool
actionable results
• Sauna
» Programming; aquatics, health & fitness, children's
• Office accommodation
programs, community engagement and specialised
• Commercial kiosk & lounge area
Youth and Seniors programs
• Plant room, change rooms and toilets
• First aid room
• Storage areas
• Spectator areas
• 4 stadium courts
• 2 squash courts
• Gymasium
• Party room
• Passenger lift to stadium
• Outdoor playground

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INDUSTRY
PROFILE
The Future of Australian Sport 2013 report, developed for
the Sports Commission identifies six megatrends which
will shape the future of Sport in Australia. Outcomes most
relevant to sport and recreation facility management and
programming include:
• Increasing participation rates in individual sport and
fitness activities (aerobic, running, going to the gym),
decreased organised sport participation due to busy
and time-fragmented lifestyles.
• Increased awareness and participation in adventure and
alternative sports
• Government and community recognition of the benefits
of sport in reducing obesity and chronic disease
• Increasing need to adapt participation opportunities to
an ageing and more diverse demographic
• Increased formal governance will increase organised
sport cost
Physical activity and active lifestyles are one of the most
significant investments for individual and community health.
Let’s work to create a healthier, happier community
There is evidence to suggest that participation rates in
physical activity in Australia are declining, with older adults,
indigenous communities and those with disabilities being
the least active. Evidence suggests substantial benefit from
even small increments in physical activity on quality of life
and well-being.
GYMS AND FITNESS CENTRES IN AUSTRALIA
As reported by the IBIS World Industry Report; Gyms and
Fitness Centres in Australia (2015), the structure of the
health and wellness industry has changed considerably
over 5 years, with substantial growth in 24-hour and
budget franchises.
Market saturation is expected to play a major part
in a slight industry decline over the next five years.
Consumers have abundant choices, including full-
service gyms, women-only gyms, and budget 24-hour
gyms. Membership uptake is expected to fall as most
consumer markets have already been tapped due to niche
gyms catering to all pockets of the population. Further
substitution from full-service gyms to cheaper 24-hour
gyms is expected. An ageing population more habituated
to the gym environment will continue to drive demand for
full-service gyms. Overall, industry revenue is forecast to fall
by a compound annual 0.5% over the next five years, to be
worth $1.28 billion in 2019-20.
PARTICIPATION
Key findings of the 2010 ERASS study included:
• The top three physical activities in 2010, in terms of
total participation, were walking, aerobics/fitness and
swimming
• On a national level during 2010, 2.28 million people
(13% of population) participated in swimming (both
organised and non-organised). This was the third most
popular activity after walking (35.9%) and aerobics/
fitness (23.5%).
• On a gender basis, females had a slightly higher
participation rate in swimming (13.9%) than males
(12.1%)
• In South Australia, the total participation rate in
swimming was slightly lower than the national rate with
132,900 people (10.1%) and males (8.7%) was lower
than the national rate.
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COMMUNITY
PROFILE
Understanding the demographics of the Port Lincoln Leisure Centre catchment area is
a key element of our community engagement approach to understanding local need
and demand.
CATCHMENT AREA
Typically we define a primary catchment of 3-5km. However, to account for Port Lincoln's regional location, a primary
catchment was defined as a 20 minute drive time (15km radius) and the extended catchment defined as a 60 minute drive
time (50km radius).

Primary Catchment Extended Catchment

20 Minute Drive Time 60 Minute Drive Time

Projected 2017 Population 15,805 20,249

# of Households 5,928 7,569

# of Families with children 1,690 2,058

# of kids under 14 3,164 3,926

POPULATION • Based on a ABS survey in 2010 on weekly expenditure,

• Higher proportion of people under the age of 14 (20.5%)
compared with regional SA (18.9%) and South Australia
(17.9%)
• The largest age bracket is 45-64; over the next 10
years, those over the age of 45 will increase from 41%
to 47%.
• There are over 1,000 people in the catchment area who
require assistance, which is slightly lower than regional
and state averages
• The population of Port Lincoln is expected to grow to
16,131 by 2026 (modest 0.5% growth rate)
the average household in Port Lincoln spends the
following each week:
» $2.03 on Health & Fitness Studio Charges
» $1.28 on Sport Lessons
» $0.03 on Squash Court Hire
• Based on ABS 2009, Children’s Participation in Cultural
and Leisure Activities only 17%-24% of all children in
Australia participate in swim lessons

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INDUSTRY &
COMMUNITY
PROFILE OUTCOMES
• The importance and benefits associated with active
living will continue to gain awareness, driving demand
for overall facility usage. Offering aquatics, gym,
stadiums and squash courts in one facility will support
the creation of a community hub, create a strong point
of difference amongst competitor gyms, and will drive
utilisation by a broad cross-section of the community.
• There are strong youth numbers, with 700-1000 kids
within the extended catchment area which statistically
will participate in swimming lessons. Opportunity also
exists to introduce swim lesson enrolments to other
sports (stadium/squash) and supervised gym access.
• Contributing to holistic community benefit and
addressing current and increased future need, strong
opportunity to offer older adult programming and
potential tailored membership type.
20 MINUTE DRIVE TIME FROM PORT LINCOLN
COMPETITOR GYMS IN PORT LINCOLN
Let’s work to create a healthier, happier community
• The identified catchment will have slightly increased
price sensitivities compared to state averages. To
address cost barriers, the YMCA will offer aggressive
concession discounts for casual admissions, visit
passes and memberships. In addition, full access
memberships (access to aquatics, gym, stadium
and squash) will be comparable to current gym-only
competitors.
• The full-service, multi-amenity model, must be
leveraged to develop strategic alliances with allied
health organisations, organisations catering to those
with disabilities, government funding health initiatives
and medical (prescribed) fitness.
• Opportunity to increase court sport participation based
upon increased hosting capacity, and leveraging staff
resources and experience to support smaller sporting
organisations.
60 MINUTE DRIVE TIME FROM PORT LINCOLN
SCHOOLS IN PORT LINCOLN
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MARKET AND
COMPETITOR ANALYSIS
A marketing and competitor review 24FIT GYM
Address: 19-21 Napoleon Street, Port Lincoln
was undertaken to summarise potential Activities: Group fitness, boxing, circuit
competition from aquatic and health and and functional fitness
Distance from Possible Site: 3.6 km
fitness facilities in the main catchment (approximately 7 minutes by car)
area. Overall, 6 facilities incorporating
aquatics and/or health and fitness were CROSSFIT PORT LINCOLN
Address: 17 Edinburgh Street, Port Lincoln
identified. Activities: Crossfit, crossfit teens,
personal training, yoga
Operational Hours: 6am to 7pm Monday- Friday,
Health & Fitness Centres 8am to 9am Saturday, closed Sunday
Distance from Possible Site: 3.3 km
ANYTIME FITNESS (approximately 6 minutes by car)
Address: 78 Tasman Terrace, Port Lincoln
Activities: Primarily a gym offering 24-hour access with Aquatics
cardio, weights and functional training
Distance from Site: 4 km (approximately NATSWIM
8 minutes by car) Address: Cardiff Road, Port Lincoln
Activities: Private swim lesson school
MAISHA FITNESS Distance from Possible Site: 3.1 km
Address: 45-47 Mortlock Terrace, Port Lincoln (approximately 6 minutes by car)
Activities: Personal training, gym, group fitness, boot
camp and naturopathic services
Operational Hours: 6am to 8pm Monday- Friday,
9am to 1pm Saturday, 9am to 12pm Sunday
Distance from Possible Site: 3.3 km
(approximately 6 minutes by car)
 
EFM HEALTH CLUB
Address: 35 Stamford Terrace, Port Lincoln
Activities: Weight loss, health club, gym
and personal training
Operational Hours: 6am to 8pm Monday- Friday,
7am to 10am Saturday, closed Sunday
Distance from Possible Site: 1.7 km
(approximately 3 minutes by car)

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PORT LINCOLN
LEISURE CENTRE AND
COUNCIL BRANDING
RECOGNITION
The YMCA recognises and understands the importance of PARTNERSHIP RELATIONS
these community assets to the City of Port Lincoln and in The YMCA Marketing & Communications Manager will
doing so, will ensure that the facility is marketed in the best undertake to meet with the appropriate Officers within the
possible way to achieve the Council’s objectives. Council to ensure all branding objectives are met. Further
to this, the local YMCA Manager and staff, will be required
The YMCA is committed to working in partnership with to regularly review local marketing and branding to ensure
the Council and co-branding will be an integral part of this partner’s branding guidelines are being followed.
partnership.

To complement the City of Port Lincoln Communications

Strategy the YMCA will develop a Partner Branding Strategy,
to ensure our contract partners are recognised as the proud
owners of the facility and that we are working in partnership to
produce the best community outcomes.

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TARGET
MARKETS
The Port Lincoln area target markets have been defined
in our full-service approach and having access to a variety
of recreation amenities, (Pools, Aquatic Programs, Gym &
Group Fitness, Allied Health, Disability, Rehabilitation and
Wellness Programs)
• Families/Youth: The YMCA aligned to managing
facilities with a variety of recreation amenities (i.e. full
service) and is well positioned to satisfy family recreation
needs – ‘something for everyone’. Aquatic spaces, in
particular, both recreational swimming and lessons are
highly valued by families
• Atypical Fitness User: Those who dislike, are
uncomfortable and are generally turned off by the
stereotypes of traditional low-cost gym providers.
These users may not fit with the culture and ‘image’
of some low-cost gyms, are potentially intimidated
by those who attend low-cost gyms, or are looking
for a more ‘hands-on’ approach to wellness, and are
potentially ‘deconditioned’, facing barriers to gym and
physical activity participation
• Older Adults (60Y+): A demographic with exponential
growth and greatest discretionary income spend. The
growth of this target is in part due to an increased
awareness and acceptance of the benefits of physical
activity in overall wellness and preventive health. Older
adults generally appreciate the ‘full service’ approach: a)
Let’s work to create a healthier, happier community
Access to structured or semi-structured programming,
b) Access to an ‘expert’ to answer questions, get them
started, and keep them on track, c) pool access (low
impact exercise), d) opportunities for socialisation
• People living with a disability: In Australia, over 4
million people live with some form of disability. That’s
1 in 5 people. As part of our current Community
Strengthening programs, we work closely with disability
service providers to provide support and care in the
community. The NDIS is a transformational change
in Australia individuals living with a disability and their
carers. This presents the opportunity for expanding our
impact on the community and a pathway for achieving
our Mission of Healthy and happy communities – a truly
inclusive vision
• Partnerships: With a variety of recreation amenities,
charity status, and an environment welcoming to all,
the YMCA is extremely well positioned to leverage
partnerships. Examples of potential partnerships
include allied health organisations, organisations
catering to those with disabilities, government funding
community health initiatives, medical ‘prescribed’ fitness
(preventative health), and business’ interested in a
corporate gym membership employee benefit suitable
to a wide variety of employees
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OBJECTIVES
& STRATEGIES
Our marketing strategy is based around the promotion of a
full service operating model and community driven focus.
Hand in hand with this strategy, we must be efficient with
our marketing budget and source creative channels to
efficiently reach our identified target markets. All marketing
strategies are guided by the 2 primary objectives of sales
and retention.
MEMBERSHIP STRUCTURE
• Develop dedicated membership types and
corresponding programming for specific age groups.
Specific examples include introducing a seniors and
youth membership, with supporting dedicated targeted
marketing campaigns
• Leverage the larger overheads associated with a full
service operating model and pool by creating a family
membership. Specific examples include strong price
discounting for kids and youth, not only encouraging
participation of these age groups but also assisting in
the development of a point of difference for the ‘family’
target market
FEE & CHARGES STRATEGY
• Prioritise community participation over membership
sales, by introducing a variety of means of consumption
and commitment. Specific examples include introducing
visit passes which offer a discount over casual
admission and have generous expiry dates, and
consolidate admission types to encourage full facility
access (versus gym only admission)
Let’s work to create a healthier, happier community
• Offer a choice and flexibility in payment options,
providing fair and transparent direct debit arrangements
along with payment in advance options
MARKETING CAMPAIGNS & COLLATERAL
• Ensure marketing materials design, language and
imagery are representative of our local community.
Specific examples include using culturally diverse
imagery and having key collateral available in alternative
languages
• Transition away from traditional marketing channels to
increase efficiency of reaching defined target markets.
Specific examples include significant increases in
expenditure in online and social media advertising to
enable specific target segmentation
• Develop marketing campaigns which specifically market
to Active Adults (older adults) and Youth Memberships,
through the highly targeted marketing channels available
• Transistion away from short term price discounting and
promote the 'always on' price promotions (20% off
concession and 20% off when joining with a friend)
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OBJECTIVES
& STRATEGIES
VIBRANT COMMUNITY HUB
• Encourage the creation of a ‘community’ by hosting
several community events per year which promote both
the facility and the outdoor space
• Refresh website design to a modern look, improve
functionality and integrate social media to encourage
community communication
• Encourage increased utilisation by leveraging full service
model and multi-amenity facility with cross promotion (ie
discounted swimming lessons for members)
• Offer both structured and unstructured stadium and
squash court programming to encourage greater
utilisation (ie open to all not just in organised sport)
STRATEGIC PARTNERSHIPS
• Promote specifically to local sporting organisations to
encourage team training and recovery sessions
• Activley promote to local schools for aquatic programs
• Organisational readiness for key programs (Swimming
Lessons) for the NDIS world. Promotion of this service
and registration on the NDIS provider register
• Research and approach potential strategic alliances in
the older adult wellness market in relation to partnering
and building Active Adults program
• Established a broad mix of sports utilisation in stadium
by developing healthy relationships with existing
stadium user groups and assisting smaller user groups
with administration and coordination
Let’s work to create a healthier, happier community
MEMBER COMMUNICATION
• Direct email marketing to our membership database,
regarding cross-selling opportunities, facility updates,
upcoming changes, and events, etc
SALES PROCESS
• Adopt a customer-centric strategy, including
transparency and simplification of the offer and sign-up
process
• Online sales and customer tools. Examples include
introducing online visit pass and membership sales,
swim lesson sign-up and availability checking, and
account detail updating
CUSTOMER CENTRIC
The YMCA adopts a customer-centric approach to
marketing, customer experience, and sales experiences:
• We are dedicated to fostering a culture which puts the
customer first and continually asks the question: ‘Is this
what the customer wants?’
• We review and align the 4 P’s (Product, Place, Price,
Promotion) with a customer-centric lens
• We are commited to a deeper level of customer
engagement, exploring what our customers want and
what they perceive to be value
• We design the ‘experience’ with the customer in
mind. Reduce clutter, simplify information, create
transparency, and empower the frontline to make
customer friendly common-sense decisions
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MARKETING
CHANNELS
We are passionate advocates of an active,
engaged lifestyle. Together, with our
partners, we enable communities to enrich
their lives for a stronger future. Together,
we provide quality and accessible services
to bring out the best in people, families
and communities.
Channels to Leverage
SOCIAL MEDIA
We encourage sharing and active participation with
our audience. We will create relevant and meaningful
audience interactions through Facebook, Instagram &
Twitter. Audiences no longer want to be passive observers;
they want to have input and express themselves, share
their experiences with friends and be influencers in their
sphere.
Brand reputation isn’t an algorithm: We are moving from
robotic SEO optimisation that matches with the latest
Google algorithm to ranking by engagement and favourable
mentions. Third party shared content across validated
media platforms.
DIGITAL MEDIA
With an updated digital and website strategy including;
landing page redesign, improvement of layout and
functionality; our online presence will see continued growth
and engagement. Important and popular information
will be easy to find with a call to action on every page.
Currently, our website receives on average 2730 active
sessions per month with 48% being new users coming to
the site for the first time.
BRAND
Brand strength contributes to 60-80% of overall sales and
has the benefit of contributing considerably to long term
growth. YMCA’s high-ranking brand equity, coupled with
influential brand management will provide great impact for
improving market share.
Let’s work to create a healthier, happier community
ON SITE INTERACTION
Consumers want a deep relationship, rather than a
transactional relationship. Our dedicated servicing team
is an integral part of our plan. When considering products
and services, consumers read online reviews and compare
prices however, personal interactions make a more lasting
impact. Latest trends show that by 2020, 80% of all
transactions will still happen in a physical location. We want
meaningful ongoing relationships with our customers.
B2B (BUSINESS 2 BUSINESS)
A shared economy drives greater opportunities. Sharing
resources within communities is a growing trend; think
about transportation and how a company like Uber
disrupted the market so readily. Working together with
other local businesses will help to build strong communities
by sustaining vibrant centres, linking neighbours in a web
of economic and social relationships while contributing to
local causes.
Aspire – we regard innovation as critical
Choose – We chose to invest sufficient resources for
initiatives to win
Discover – We have a multiple lens insight approach to
differentiated business markets
Evolve – We create new business models and diversify
profit streams with new customer groups
Accelerate – We beat the competition with our cross
functional project culture
Extend – We win by capitalising on external networks
with collaboration
Mobilize – We are a learning and adaptive organisation
with a supportive people culture
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CAMPAIGN SCHEDULE
DEC JAN FEB MAR APR MAY JUN JUL AUG LEAD

Pre-opening public relations campaign

» Media Release – Local and Adelaide
» Establish local media contacts X X
» Media walk through on site
» Private hosted media event

Design all resource and marketing assets

» Print
» Digital X X
» Social

Design website and associated content X X X

Establish Social Media Channels
» Facebook
» Instagram X
» Twitter

Opening Launch Party Promotion

» Local Radio
» Letterbox Drop
» Community Poster Campaign X X X X
» Social Media
» Outdoor Banners
» Newspaper Advertising

Visit local schools to promote swimming lessons

and recreational swimming X X X X X
Promotional material in local medical centres &
therapists
» Older Adult fitness
X X

Term 1 School Holiday Programs

» Local Radio
» Letterbox Drop
» Community Poster Campaign X X X
» Social Media
» Outdoor Banners
» Newspaper Advertising

Vacswim Program Development & Promotion X X

New Member Campaign
» Local Radio
» Letterbox Drop
» Community Poster Campaign X X X X
» Social Media
» Outdoor Banners
» Newspaper Advertising

Aqua aerobics Program Development & Promotion X X

Autumn Membership Campaign
» Local Radio
» Letterbox Drop
» Community Poster Campaign X X
» Social Media
» Outdoor Banners
» Newspaper advertising

Systems, infrastructure and processes review X X X X X X X

Strategic Partnerships
» Explore local partners for promotion opportunities –
outdoor summer cinema
X X X

Community Engagement Event X

Monthly member digital newsletter X X X X X X
Promotional material in local medical centres
& therapists X X X
» Allied health services

Map the Customer Journey – What it is and what it

should be
X

Let’s work to create a healthier, happier community | 11

YMCA SOUTH AUSTRALIA
Level 10, 44 Waymouth Street,
Adelaide SA 5000
P: (08) 8200 2500

www.sa.ymca.org.au