1. digital portfolio - wordpress.com...2016/06/01 · jordan lim: n9138307 – amb330 digital...

AMB330–DigitalPortfolio

DigitalAuditandPlanningPortfolio

ActiveLifeFitnessEvertonHills

JordanLim–n9138307

Tutor:AlexBuckby

JordanLim:N9138307–AMB330DigitalPortfolio 2

MODULE1: Introduction–Active Life Fitness (formerly known as Healthworks) Everton Hills is a health and

well-being club that operates in the north side of Brisbane. The family owned

businessprovidestheirconsumerswithauniqueopportunitycomparedtoanumber

of theirdirectcompetitors.Throughout thisaudit, theirentiredigitalpresencewill

be analysed followedwith a number of recommendations for improvement. Their

selected target audience will be overviewed along with their needs and desires.

Followed by a number of consumer insights and overall justification of the

recommendationsprovidedthroughout.


MODULE2: DigitalAudit–AnalysingActive Life’s entiredigital presencewas conducted through theuseof a

DigitalAudittable.Itintroducescriteriaandthenobservationsweremadeparticular

toActiveLife’sperformanceandratedonascalefrom1to10.

Client: ActiveLifeFitnessEvertonHills Date:2.4.16

Criteria Examplesorobservations Rating1to10

Broadvisionofhowdigitalmediacantransformthecompany

The Digital media that Active Life utilizes aids in developing their brandawareness with the ever-increasing population using the internet or socialmediatosearchforaproductorservice(Teo,T.S.2001).Aleadingpositioningstrategyistodevelopasenseofcommunityandbelongingnesswithinthegymwith the other members and staff. By being able to connect with othermembers through social media channels it encourages the sense ofcommunity.Theuseofdigitalmedia,particularly,socialmediaallowsforthemembers toconnect,engage,encourageand inspireeachother into livingahealthier lifestyle througha friendlier andnon-confrontational environment.However,increasingtheirbrandawarenessthroughotherdigitalchannelswillhelpinreachingfurtherintotheselectedtargetmarketsofboththe‘MummyMarket’andYoungadults.

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Integrationofmarketing,IMCanddigitalstrategy

ActiveLifeFitness isnot consistentwith their structuredmarketingand IMCobjectives. The company currently employs more traditional channels likeletterbox dropswithin a 5km radius of the gym, aswell as snippets in localschool newsletters. These methods are currently reaching a portion of theselected market as parents; commonly the mothers will read the schoolnewsletters. However, a broader range can be reached through differentdigital channels. A well maintained blog, which can encourage a ‘healthierlifestyle’bysharinghealthy recipes,quickworkouts,etc.The introductionofanInstagramaccountwhichbothwillsuccessfullyreachthetargetaudienceasboththeyoungadultsand‘MummyMarket’areusingsocialmediamoreandmore.

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Digitalstrategy

Active Life’s current digital strategy is to create a sense of community andbelongingnesswithinthegym,withmembersbeingabletoconnectandsharetheir progress and success. Their current Facebook serves as a means ofcommunicationwiththeircurrentmembers,alsoasasenseofwhatthegymisabout to the newmembers. The Digital strategy currently used shows thatthey’repositioningtheirmessagestowardstheprimarytargetaudienceoftheMummy Market. Well positioned, however, lacking a large reach of themarketshownbytheFacebookData.Themostpopularpostswereidentifiedasrelevantvideos,sharedvideos,linksandrelatablephotos.Thisinformationwillbeconsideredwhenfurtherdevelopingdigitalstrategiesinordertoreachparticularbusinessobjectives.

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Strategicallyconsistent,company-createdbrandmessages

Active Life has a fairly strong consistencywithin their digital presence, theirFacebookpoststargettowardsthegym’sidentifiedtargetaudience.Thepostson the page range from inspirational quotes, members progress, andreminders for sessions. Which correlates to the company’s objective ofcreatingafriendlycommunitywithinthegym.Wherethecontentprovidedonthe website is more information based with gym opening hours, servicesoffered and contact details. The information structured for the websiteprovides an overview of the gym for new consumers looking at comparingwith the competition based on the range of services and prices offered.Wherethesocialmediaismoretargetedtowardscurrentmemberswhowishto keepup todatewith the gym’s special offersor time changes.However,withthemessagesprovided,theylackconsistencywiththestyleguideofthewebsitetotheFacebookpage.

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Degreeofcompanyinvolvementindigitalandsocialmedia

There is a medium level of involvement from the Active Life team on thedigital channels. The company is seen to responding to consumers on theirFacebook page through the reviews and answering any queries asked quitequicklythroughthemessages.Whiletheystillplaceresources intothemoretraditionalmarketingchannels through letterboxdropsandnewsletterads–more attention couldbe focusedon their digital channels.Withposts beingmadeonaverageevery2-3days,somemoreposts,whichofferan incentiveformemberstoengageandparticipateindiscussionwouldbemoreeffective.

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Digitaltoolsandsocialusedbythecompany

- Facebook- Website

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Frequencyofuseofdigitalandsocialmediatools

ActiveLife is currentlyupdating theirSocialMediaaccountsquite irregularlywith posts being made every 2-3 days ranging from healthy recipes,motivationalquotes,membersprogressandupdatesfromthetrainers.Asthisis the only channel that allows for consumer engagement, it posts quiteirregularly and doesn’t strongly encourage member participation ordiscussion.

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Examplesofcontentshared

Active Life currently uses their social media channels as a means ofcommunicating with their current members and posting content that istargeted towards their primary target market. Their website is positionedtowardsreachingnewmembersconsideringtojointhegymwithinformationandservicesallhighlighted.

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Strategicuserengagement

Thedigital activity is quitewell targeted towards the ‘MummyMarket’whoareinterestedininvolvinginasenseofcommunitywiththeothermembersatthegym.Thismethodreachespeopleinanon-confrontationalmanner,whichcanalso interactwithothermembers in thesub targetaudienceofyoungeradultswhospendalargemajorityoffreetimeonsocialmedia.

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Measurementofdigitalperformance

Facebook provides data that can be assessed and evaluated based on thepostsandreachofparticularposts.ThisallowsforActiveLifetoevaluatewhattimeofdaymighthaveahigherreachwiththetargetaudience,whattopicstheyaremoreinterestedinandwhichtopicstheyaremorevocalabout.

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*Where0indicatesalackofachievementand10representsoptimumachievement.


MODULE3: TargetAudienceAnalysisandProductandCompetitionOverview–Active Life currently has selected the ‘Mummy Market’ as their primary target

market specifically mothers aged 25-40 with young children. Their secondary

audience has been identified as young adults aged 17-25 looking to stay fit and

healthy(OliviaBrusasco,personalcommunication,March3rd,2016).

ThePrimarytargetaudience (Pickton,D.,&Broderick,A.2001)hasbeen identified

and the services offered as Active Life Everton Hills compliments their particular

needsanddesires.Fromfurtheranalysing thetargetaudiencetheycanbe filtered

into further market segmentations. Particularly separated into demographic,

geographic,psychographic andbehavioural variables (Frank,R. E.,Massy,W. F.,&

Wind,Y.1972).

The audience has been further researched with Roy Morgan data and particular

characteristicshavebeenidentifiedintotheirleadingpurchaseintentions.Thedata

outlinedthatwomenaged25-34are26.3timesmorelikely(RoyMorganData,2016)

tothinkofthenumberofcaloriesinthefoodtheyeatandwomenaged35-49are27

timesmore likely.Thisshowsthat thewomen interviewed in thedemographicare

quite health conscious to the meals they’re eating, which suggests that they’re

interestedinbeinghealthy.AnotherfactorshowedthatWomenaged25-34are63

timesmore likely todoanyathleticactivitiesandwomenaged35-49are60times

more likely (RoyMorganData, 2016).With such a highnumber of thepopulation

showsthatamajorityofthepopulationarehealthconsciousandalreadyparticipate

in athletic activities. These factors show that the population interviewed is

interestedinlivingahealthylifestyleifnotalreadylivingone.

However,over65%oftheaudienceagreedthatthey’dliketobeabletoloseweight

(RoyMorganData, 2016) and a similar portion agreed that thereweren’t enough

hours in the day. Where Active Life offer 55+ classes a week and offer 24-hour

services–appealingtothetargetmarket’scurrentrequirements.


FurtheranalysisoftheRoyMorgandata,itisshownthatthemothersinterviewed,in

theagegroupof25-34theywere41timesmorelikelytohavechildrenagedunder5

yearsold.Whereinthesamedataset,theolderthedemographicandtheyounger

werelesslikely.Thisshowsthatofthetargetedaudiencethereisahighpercentage

with younger children who would benefit from the $1 per visit crèche (Olivia

Brusasco,personalcommunication,March3rd,2016).

From looking at the census data for Everton Hills it was evident that 48% of the

populationareacouplewithchildren(AustralianBureauofStatistics,2011).Aswell

as 48%of thepopulationalsoowns theirhomewithamortgagewith89%having

their repayments less than 30% of their household income (Australian Bureau of

Statistics, 2011). This data allows for assumption that the ‘Mummy Market’ in

EvertonHillshasquiteahighlevelofdisposableincomeallowingforthepossibility

to spendmoneyongymmemberships.Withquiteahigh socio-economic standing

(Alder,N. E.,&Ostrove, J.M. 1999), this allows for the currentpopulation to live

comfortablyandspendsomemoneyontheirhealthandwellbeing.

Further analysing the health and wellbeing centres in the local area, Active Life’s

directandindirectcompetitorswerecomparedtothecompaniesofferingofproduct

andservices(Billing,J.1980).

The direct competition of the gymwas identified as four similar businesses, Club

Coops located in Carseldine, Albany Creek leisure centre, mum and bubba

bootiecampandTheGaphealth&racquet.Thisclubswereidentifiedastheyoffer

similarservicestotheirmembersandareall locatedwithina10kradiusofEverton

Hills. This is appealing to the consumers and therefore they need to develop a

uniqueoffering to their customers to remaincompetitive (Farrell,A.M.,&Lee,N.

2015).

As these locations offer a similar service with a wide range of facilities and

particularly childminding serviceswhich is appealing to the samedemographic of

the ‘MummyMarket’. This iswhyActive Life Fitnesshas introduceda competitive

rate for their crèche offerings of $1 per visit per child (Olivia Brusasco, personal

communication,March3rd,2016).


Theindirectcompetitionhasbeenidentifiedasanygymslocatedina10kmradiusto

Active Life. They’ve been identified as Club Arana Health & Fitness, Snap Fitness,

JettsGymandGritCulture.Theselocationsdon’tposeasmuchthreatasthedirect

competitorsbecausetheydon’tofferallthesameservices.However,theselocations

arestillathreatmoretothesecondarytargetaudienceastheyoungerdemographic

willprimarilycomparelocationsbasedonprice(Jones,M.J.,&Zufryden,F.S.1982).

MODULE4: ConsumerInsights–

1. Mothers find it hard tomotivate themselves to get to the gymwithout an

encouraging factor. Friends are goodmotivators, as you don’t want to let

themdownbynotshowingup.

This consumer insight was developed through the selected target audience’s

psychographic values and behaviours and what they deem to be important.

Aforementioned, the audience find that there isn’t enough time in the day for

exercise.ThisiswhyActiveLifeoffersservices,whichwouldappealdirectly,suchas,

24-hour studios and cheap rates for childminding services. Also relating toActive

Life’spositioningstrategyofafriendlyenvironment.

2. Motherswithabusylifewilloftenstruggletofindthetimeandresourcesto

gettoagymandwillputotherspersonaldesiresaheadoftheirown.

This second consumer insightwas developed again through analysis of the target

audience.WhereActiveLiferespondstronglytothiswheretheyofferanumberof

differentactivities foranumberofdifferentpeople.Beingawellnesscentre there

wouldbearangeofactivitiesthatcouldbeenjoyedbythewholefamily.


MODULE5: JustificationofRecommendations–

From analysing Active Life Fitness’ current digital presence there are some areas

noted for potential improvement. By increasing their digital presence and

consistencyitwillaidinimprovingtheirbrandawarenesswithbothtargetmarkets.

AssocialmediaandInternetuseisthehighestithaseverbeen(Lenhart,A.,Zickuhr,

K., Smith, A., & Purcell, K. 2010). This is the easiest and most effective way in

reaching the target demographic. With the introduction of other social media

accounts such as a dedicated Instagram account will be another method of

communicatingwiththecurrentmembersandintroducenewmemberstothegym.

Having an Instagram account that offers special deals or competitions, which the

followerscanparticipatein(e.g.TagafriendforyourchancetowinafreePTsession

together,Tagafriendforyourchancetowina1-monthfreetrialofthegym.Special

deals for current members introducing newmembers to the gym, etc.). This will

increase brand awareness through word-of-mouth by incentives (Fisk, G. 1986).

Doingthiswillalsohelpstrengthenthecurrentpositioningofcreatingacommunity

asthepeoplethatintroducethemtothegymwillmostlikelytraintogether.

Another improvement would be to create a dedicated blog formembers to read

during their free time. Posting on a consistent and a regular basis (i.e. New post

everyThursday)abouthealthyrecipes,workoutspeoplecanasktheirtrainersmore

about,etc.Ifawell-writtenandstructuredblogissetup,consistentwiththecurrent

styleguideusedonthewebsite. Itmayencouragememberstosharecertainposts

thattheycanrelatetoorareinterestedin.AstheFacebookinsightsshowthatLinks

and Shared videos have some of the highest reach and engagement. There is

potentialfortheblogtobeusedamarketingtool.

AnintroductionofaFitnessAppspecifictothegymwouldhelpincreatingasenseof

community.Beingabletoaddandcomparewithyourfriends,earningtrophiesand

credits. E.g. Credits earned for number of times ‘checked-in’ to the gym on

Facebook,whichcanbespentatthecaféforexample.Thiswillallowformembersto

spreadawarenessthroughtheirpersonalFacebook.Alsoallowingtocompetewith


otherfriendswhohavetheappwithchallengeslikei.e.Numberofvisits,weightlost,

km’swalked, etc. This will create a friendly competition between othermembers

andgenerateastrongerword-of-mouthbranding.

Lastly, Active Life Fitness shouldmaintain consistency through all digital channels

withthesamestyleguide.Thiswillallowforeasybrandrecognition(Porter,S.S.,&

Claycomb,C.1997)withinthetargetmarket.Havingarecognisablebrandimagewill

makeforeasierandefficientconsumerretention(Rust,R.T.,&Zahorik,A.J.1993).

If these recommendations are followed it will aid in helping increase Active Life’s

currentbrandawarenesswithinthetarget‘MummyMarket’asademographic,over

48%agreethatInternetisthemostusefulmediaforHealth,WellbeingandFitness

(RoyMorganData, 2016). Itwill beworthwhile for the company to increase their

resourceexpenditureintoimprovingtheirdigitalpresenceandchannelefficiency,as

itisameasureableformofadvertising.Ifthesefactorsaretakenintoconsideration

theywillalsohelpandcorrelatewiththecurrentconsumerinsightsaboutthetarget

audience.


References

Adler,N.E.,&Ostrove,J.M.(1999).SocioeconomicStatusandHealth:WhatWe

Know and What We Don't.Annals of the New York Academy of

Sciences,896(1),3-15.

Australian Bureau of Statistics. (2011). Basic community profile: Everton Hills

(Statistical Division). Retrieved from

http://www.censusdata.abs.gov.au/census_services/getproduct/census/201

1/quickstat/SSC30593?opendocument&navpos=220

Billing,J.(1980).DirectVersusIndirectCompetition.

Farrell,A.M.,&Lee,N. (2015).UniqueSellingProposition.WileyEncyclopaedia

ofManagement,1-1.

Fisk, G. (1986) "Word ofMouth Advertising."JMR, Journal ofMarketing Research

(pre-1986).

Frank,R.E., Massy,W.F., &Wind,Y. (1972).Market segmentation. Englewood

Cliffs,NJ:PrenticeHall.

Jones,J.M., & Zufryden,F.S. (1982). An Approach for Assessing Demographic

and Price Influences on Brand Purchase Behaviour.Journal of

Marketing,46(1).

Lenhart,A., Zickuhr,K., Smith,A., & Purcell,K. (2010).Social Media & Mobile

InternetUseAmongTeensandYoungAdults.Millennials.

Roy Morgan Data, Run 09.03.16, 2016. Retrieved from

https://blackboard.qut.edu.au/webapps/blackboard/content/listContent.

jsp?course_id=_123272_1&content_id=_6158975_1

Pickton,D., & Broderick,A. (2001).Integrated marketing communications.

Harlow:FinancialTimesPrenticeHall.

Porter,S.S.,&Claycomb,C.(1997).Theinfluenceofbrandrecognitiononretail

storeimage.JournalofProduct&BrandManagement,6(6),373-387.

Rust,R.T., & Zahorik,A.J. (1993). Customer satisfaction, customer retention,

andmarketshare.JournalofRetailing,69(2).

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1. digital portfolio - wordpress.com...2016/06/01 · jordan lim: n9138307 – amb330 digital...

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