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The name of the marketing plan is Community Based Fundraising. Multiple generations of contributors and potential fans will be targeted using different advertisement techniques, including traditional promotions and social media posts. Older fans will be targeted with advertisements focusing on community pride, while social media engagement and promotions will be used to attract a younger audience. The Athletics Departments Marketing team, in cooperation with crucial athletes and athletics staff, will conduct the marketing plan.
Marketing Plan
Goals
The main goal of this marketing plan is to generate outside funds for the college athletics program. This will be achieved primarily through presenting the college athletics program in its entirety as part of the broader local community. After that, the athletics program can connect its new fanbase to revenue-generating elements.
Policies
The goals can be effectively reached through the implementation of policies that include a large-scale social media campaign. Firstly, promotional material, focusing on the college branding and unique team attributes, must be generated. This includes logos, symbols, and catchphrases. Social media data can be used to identify community members with an interest in sports.
The Audience
The plan will be presented to potential contributors and other interested parties, such as the school board, alumni networks, and possible local investors and collaborators. Additionally, the plan will be presented to key members of the program, including athletes, to keep all the participants informed.
The Plan
Older community members can be targeted with advertisements about pride in their community, focusing on the emotional response sports fans may have when supporting a team they like. Younger potential fans, particularly Millennials and Generation Z, can be targeted with advertisements focusing on the particular athletes and players that the school program has. The school’s official media campaign should be paired with personal content created and posted to the feeds of the athletics department’s most prominent athletes and players. This may help attract a younger audience by presenting relatable representatives from the athletics program.
Once the community is aware of the athletic program and a fanbase has been created, fundraising can begin. Crowdfunding can be used, with rewards for individuals who contribute specific amounts, such as the ability to participate in meet-and-greets with the players and discounts on merchandise. Athletics events can be streamed on online platforms, which, together with an advertising affiliate, can generate revenue.
Other Plans’ Critique and Comparison
The University of Vermont football program’s marketing plan focuses on combining communication with alumni and local media and hosting events, particularly for alumni to acquire donations. The plan links increased attendance of football games to donations, thereby all marketing material focuses on getting fans to attend games (“The University of Vermont football marketing plan”, n.d.). In contrast to the plan outlined in the first section, UVM Football’s plan evolves a more catch-all strategy of events, press releases, and PR letters. This sort of strategy may lack focus and does not ensure that fans will feel the need to donate.
The second marketing plan is from the Winona State University Department of Intercollegiate Athletics. This plan aims to expand the brand and marketing for WSU Athletics as it seems that the program had little prior marketing (The Winona State University Department, n.d.). It is a three-part strategy, aimed at increasing student engagement, connecting with the alumni network, and promoting more community awareness of the athletics program. However, compared to the plan from the first section, WSU Athletics’s strategy is haphazard and does not have a strong end goal beyond increasing general awareness.
Lastly, the marketing plan for the Ohio State Buckeyes. It focuses on integrating the athletic body into the general student body. The goal is to increase student engagement with college athletics by creating a personal connection between the student body and the players (“A higher purpose”, n.d.). Additionally, the plan calls for special mentoring programs for student-athletes to increase the number of student-athletes in honors programs. This plan is well structured and builds up to a clear goal; however, it is time-intensive and may take a year or more to pay off.
References
A higher purpose. (n.d.). 2020. Web.
The University of Vermont football marketing plan. (n.d.). 2020. Web.
The Winona State University Department of Intercollegiate Athletics. (n.d.). Athletic department strategic plan 2015-2020. Web.
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