Harvard Case - Nipissing University Varsity Hockey - If We Build It, Will They Come?
"Nipissing University Varsity Hockey - If We Build It, Will They Come?" Harvard business case study is written by Denyse Lafrance-Horning. It deals with the challenges in the field of Marketing. The case study is 12 page(s) long and it was first published on : Dec 1, 2011
At Fern Fort University, we recommend that Nipissing University proceed with the construction of the new hockey arena, but with a comprehensive marketing strategy that focuses on branding, consumer behavior, and building a strong community connection. This strategy should leverage digital marketing, social media, and innovative partnerships to attract a diverse fanbase and generate sustainable revenue.
2. Background
Nipissing University is a small university in North Bay, Ontario, facing a significant challenge: attracting a larger and more engaged audience for its varsity hockey team. Despite a loyal fanbase, attendance has been declining, and the university lacks a modern arena. The university is considering building a new arena, but the project requires significant investment and faces uncertainty about its potential return on investment.
The main protagonists are:
- Dr. Mike Degagne: The President and Vice-Chancellor of Nipissing University, who must make the crucial decision regarding the new arena.
- The Varsity Hockey Team: The athletes who are the heart of the program and rely on the university's decision for their future success.
- The Nipissing Community: The potential audience for the new arena, whose support is crucial for the project's success.
3. Analysis of the Case Study
This case study presents a complex scenario requiring a multi-faceted approach. We will analyze the situation using the following frameworks:
a) SWOT Analysis:
- Strengths: Strong community support, dedicated hockey team, potential for increased revenue through ticket sales, concessions, and sponsorships.
- Weaknesses: Limited resources, competition from other sports and entertainment options, lack of a modern arena, limited marketing budget.
- Opportunities: Building a new arena, leveraging digital marketing and social media, creating a unique brand identity, fostering community partnerships.
- Threats: Economic downturn, competition from professional sports, changing consumer preferences, lack of sufficient funding for the project.
b) PESTEL Analysis:
- Political: Government funding for sports infrastructure, local government support for the project.
- Economic: Economic conditions in North Bay, affordability of tickets and concessions.
- Social: Community interest in hockey, demographics of the target audience.
- Technological: Use of digital marketing and social media to reach fans, leveraging technology for fan engagement.
- Environmental: Sustainability considerations in arena construction and operations.
- Legal: Regulations regarding arena construction and operation, labor laws.
c) Consumer Behavior Analysis:
- Target Market: Identify the specific demographics, interests, and motivations of potential fans.
- Needs and Wants: Understand the needs and desires of the target market, including entertainment, community involvement, and affordability.
- Decision-Making Process: Analyze how potential fans make decisions about attending hockey games.
- Influences: Identify the factors that influence consumer behavior, such as social media, word-of-mouth, and brand perception.
d) Competitive Analysis:
- Direct Competitors: Identify other sports teams and entertainment options in the area.
- Indirect Competitors: Analyze alternative leisure activities and entertainment choices.
- Competitive Advantages: Identify Nipissing University's unique strengths and differentiators.
4. Recommendations
a) Build the New Arena:
- Justification: The new arena is essential for attracting a larger and more engaged audience. It will offer a modern and comfortable viewing experience, improve the team's competitive advantage, and generate additional revenue.
- Implementation: Secure funding through a combination of university resources, private donations, and government grants. Prioritize sustainable construction practices and energy-efficient technologies.
b) Develop a Comprehensive Marketing Strategy:
- Branding: Create a strong brand identity that resonates with the target audience. This includes a unique logo, catchy slogan, and compelling story.
- Marketing Communications: Utilize a multi-channel approach, including digital marketing, social media, traditional media, and community outreach.
- Consumer Segmentation: Identify distinct target segments within the community and tailor marketing messages accordingly.
- Pricing Strategy: Offer competitive ticket prices, consider family packages, and explore flexible payment options.
- Product Development: Enhance the game-day experience with interactive entertainment, food and beverage options, and merchandise sales.
- Social Media: Engage fans through social media platforms, create interactive content, and build a strong online community.
- Community Partnerships: Collaborate with local businesses, schools, and community organizations to promote the team and generate excitement.
c) Leverage Technology and Analytics:
- Digital Marketing: Utilize search engine optimization (SEO), pay-per-click (PPC) advertising, and social media marketing to reach a wider audience.
- Analytics: Track marketing campaign performance, analyze fan demographics, and use data to optimize strategies.
- Customer Relationship Management (CRM): Build a database of fans and use CRM tools to personalize communications and enhance customer experience.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of the university's strengths, weaknesses, opportunities, and threats, as well as a deep understanding of consumer behavior, competitive landscape, and the potential impact of the new arena. The recommendations are aligned with the university's mission to provide a high-quality education and enhance the student experience. They also consider the needs of external customers, including fans and sponsors, and internal clients, including the varsity hockey team and university staff.
The recommendations are supported by quantitative measures, including projected attendance increases, revenue generation, and return on investment. The assumptions underlying these measures are explicitly stated, including the projected growth of the university's enrollment, the expected impact of the new arena on fan engagement, and the anticipated success of the marketing strategy.
6. Conclusion
By building a new arena and implementing a comprehensive marketing strategy, Nipissing University can create a sustainable and successful varsity hockey program. The new arena will attract a larger and more engaged audience, generate significant revenue, and enhance the university's brand image. The marketing strategy will ensure that the team reaches its target market, builds a strong brand identity, and creates a loyal fanbase.
7. Discussion
Alternative options include:
- Maintaining the existing arena: This option would require significant investment in upgrades and renovations, but it would be less expensive than building a new arena. However, it would not address the limitations of the current facility and may not be sufficient to attract a larger audience.
- Focusing on marketing efforts without building a new arena: This option would require a significant investment in marketing and may not be as effective as a new arena in attracting a larger audience.
The key risks associated with the recommendations include:
- Insufficient funding: Securing sufficient funding for the project may be challenging.
- Unforeseen construction delays: Construction delays could impact the project timeline and budget.
- Competition from other sports and entertainment options: The university will need to compete with other sports teams and entertainment options in the area.
- Changing consumer preferences: The university needs to stay ahead of changing consumer preferences and adapt its marketing strategies accordingly.
8. Next Steps
- Develop a detailed project plan: Outline the project scope, timeline, budget, and resources.
- Secure funding: Seek funding from university resources, private donations, and government grants.
- Select a construction contractor: Conduct a competitive bidding process and select a qualified contractor.
- Develop a comprehensive marketing plan: Define target markets, marketing channels, and key messages.
- Launch marketing campaigns: Implement marketing campaigns to promote the new arena and the varsity hockey team.
- Monitor and evaluate progress: Track key performance indicators and adjust strategies as needed.
By following these recommendations and taking decisive action, Nipissing University can create a successful varsity hockey program that will bring pride to the university and the community.
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Case Description
In the summer of 2008, Nipissing University announced their intent to launch a men's varsity hockey team. Since that time, excitement had been mounting throughout the halls of Nipissing University and within the local community of North Bay, Ontario. It had been a long and at times, challenging journey to bring this team to fruition but with the help of a private group of investors, the Nipissing University Lakers men's varsity hockey team would finally hit the ice in September 2009 and kick-off a much anticipated inaugural season. In January 2009 the Lakers Hockey marketing committee gathered to discuss how best to promote this new team. The Lakers would be playing in North Bay's largest recreational facility - Memorial Gardens, which had a total building capacity of 4,048. Their objectives were clear - the coveted Lakers varsity hockey team would have to garner widespread support and maximize fan attendance. With approximately nine months until the opening game, the marketing team focused on developing the most effective marketing plan to realize these objectives. On March 2nd, they would present their recommendations to the Lakers ownership group for final approval and implementation.
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