MARKETING PLANS, NOT JUST FOR PROFITS ANYMORE:
HOW A YOUTH NOT -FOR-PROFIT ORGANIZATION CAN BENEFIT FROM A
MARKETING PLAN
by

Linda Herman

PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF
THE REQUIREMENTS FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION

UNIVERSITY OF NORTHERN BRITISH COLUMBIA
March 2011
© Linda Herman, 20 11

UNIVERSITY of NORTHER
BRITISH COLUMBIA

UBRARY

Prince George, B.C.

ABSTRACT
Prince George Youth Soccer Association ("PGYSA") is a not-for-profit association
lacking a marketing plan. The motivation for this project was to develop a marketing plan
for PGYSA, thus increasing membership, volunteers and sponsorship by 10% within two
years.

The significance of increasing membership and sponsorship is to maintain the

affordability of the programming. Volunteers will be required to coach the additional teams
created from the increased membership.

Effective communication between PGYSA, its

members and sponsors will allow for the maximum flow of information leading to long term
partnerships.
A Literature Review was performed to gain knowledge of existing marketing plans.
Methodology included surveying PGYSA sponsors and membership, and collecting
secondary data from School District 57 and PGYSA. Analysis of the research revealed that
organizations need a marketing plan, whether for profit or not. The information from the
surveys identifi ed new media as the vehicle to increase membership, sponsorship and
volunteers.

(ii)

-----·--·--------·-·--

Table of Contents
ABSTRACT ..... .. .... ... .. ... .. ... .. .. .. .... ... ...... ... .. .. ... .. ........ .... ...... ....... ......... ........... ........... .... ..... ... .... .... .. ........ .. ii

TABLE OF CONTENTS ......... ..... .... ............ ...... .... ........ .. ... ....... ............ ............. ... ... .. .... ......... .. ... ...... ..... .... ... ... iii/iv
LIST OF TABLES ... .. .. ..... ... ..... ....... ...... .... ....... .............. .. ............ ........... .... ... ......... ... .. ................ ........ .... .. ... ...... .... v
ACKNOWLEDGEMENT ........ ..... ...... ........ ........ ..... .......... .... ... .. ....... ... ......... .................... .... ..... .... ..... ............. .. .. ..vi
INTRODUCTION .... ... .. ... .... ...... ..... ..... .. ..... .. ....... ......... .. .. .... ..... .... .. .... ............. .. ................ ......... .. ........ .. .. 1
Rationale for PGYSA Requiring a Marketing Plan .... ...... .. .. ...... ........ .... .. ...... ......... .. .. .. .............. ............. 1
PGYSA Programs ... ..... ... .. .......... .. .... ... ... .. ... ............ .... ... .... ....... ... .... .. .. ...... ..... .. ....... ....... .. .. ... ..... .. ....... .... 2
Description of PGYSA ... ... .. ...... .. ... ... .... ...... .... ........ ... .... ...... .... .... ........ ..... .... ..... ........... ...... .. .... .. .. ....... ... . 3
Situational Analysis ........ .. .... ... .. ..... ......... .. ..... ..... ..... ..... ... ... ... .... .. ..... .. .. ...... ....... ... .... ....... ..... .. ... .... .... .... 5
Value Provided to the Community .. .. .. .. .. .... .. ..... .. ....... .... ...... .... ... .. .............. .. ... ......... ..... .. ..... .. .... .... .. .... 9
LITERATURE REVIEW ... ... ..... .. ... ... .. .... ... .... ...... ... ... .. .. .. ... .. .. .... ..... .... ...... .... ... ....... .. ...... ..... ..... .. ... ... ..... ... 12
Importance of Marketing Plan for Not-For-Profit Organizations .. .. .. .... .. .... .... .... .. ........ .. ........ .. ........ .. . 12
Stakeholder Relationship M anagement.. ...... .. ....... .. .. ... .. ..... .. .. ............. .... ... .. ... .. .... ... ... .. .. ..... .. .......... .. 12
Stakeholder Th eory ........... ..... ....... .. ......... .... ..... .. ..... .... ......... .. .... ... ..... ........ .. ... ..... ... .. ...... .... ...... ..... ..... 14
Relation shi p M arketi ng ... ....... ............. ........... .. ..... ... .... ....... ... ... .... ...... ..... ....... ....... .......... .. .... ..... .... ..... 15
Cause Relat ed and Social Re spon si bility M arketing ... .. ... .. ...... .. .... ......... .. ...... .... .... .. ........ .. .. .. ...... ...... . 16
Th e 4 P's of M ark et ing .. ...... .. .. ........ .......... .... .. .... ...... .... .. .... .... .. .. .. .. .. .... .. ...... .. .. .. .. .... .. ........ ... ... .. ......... 17
Pu bli c Relat io ns ...... ..... .. ....... .... .. .... .... .. ....... .... .. ... ........ ..... .. ..... .. ... ... .. ........... .... .. .. .... .. .. .... ... .... .. .. ... ..... 19
Sponso rshi p .. ... ....... ... .. ..... ........... ..... ... ... .. .... .... ....... .... ...... .. ... ... ..... .... .. ... .. ..... ... ..... ....... ........ ...... .... ..... 19
Commun icat ions Channe l- New Med ia .... .. .. .. ... .. ....... .. .. .. .. .... ...... ..... ... ...... ... ......... ...... .. .. ....... .. .. .. .. .. . 20
Summ ary of Literature Revi ew .. ......... .......... .......... ...... ......... .... ..... ..... ......... ...... .... ... ..... ..... .. ..... ..... ..... 22
STRATEGIC A NALYSIS ... ..... ... ... .... ......... ..... .......... ... ...... ............... .... ......... ... ...... .. .. ... ... ........ ..... ... .... .... .. 23
TOWS (Th rea t s, Oppo rtu ni t ies, W ea kn esses and Strength s) ANALYSIS .. .. .. ........ .. .. .............. .. .. ........ .. 23
METHODOLOGY OF DATA COLLECTION ... ........ .. .. .. .. .... ... ... .. ... ... ............ .. .... .. ...... ... .... ..... .. ......... .. .. ... .. 24
Particip ants .. ... .. ... .... ....... .. ...... ... .... ... .. ....... ...... ................ .... .. .. ........ .. ...... ... .. ... ...... ..... ... ... ... .. ... ..... .. ... . 25
M ate ri als .. ... .. .... .. .. .... ... .. ........ .... .. ... .... ....... ........ ... .. .... ... ... ... .. ... .. ... .. ...... .. .... ... ..... .. ... .. .... .... .... .. .... .. ..... 25

ProceduresN alidi ty .. .. ... .. .... ....... .. .. ..... ... .. ... ..... ....... ... ..... ........ ..... ...... .... ... ...... ....... ...... ... ... ...... .... ..... ... 26
Sco pe and Lim it at ions ......... .. .... ..... .... ..... .. .... ...................... .. ..... .. ... .... .... .... ...... ... .. ... ........ .... ... .. ... .. ..... 27
RESU LTS ..... ... ... ..... .... .... .. .. .... ....... ...... ....... .... .. .......... ....... ..... ...... ...... ....... ..... .... ....... .. .... .. ... ...... .. ........ .. 28
Qua ntita ti ve A nalysi s of Survey Data .... .. .... .... ... .. ... ....... .. .. ....... ... .. .. ... .... ........ .. ... .... ...... .. ... ... .. .. ..... .. .. . 28
(iii )

Qualitative Analysis of Surveys .... ................... .......... .. ....... .................................................................. 31
Membership ......................................................................................................................................... 31
Sponsors ............................................................................................................................................... 31
Quantitative Analysis of Enrolment Data ............................................ .... .... .. .................................. ..... 32
ANALYSIS and DISCUSSION .............. ...... ...................... ............... ........... ................................. .......... ... 32
RECOMMENDATIONS .......................... ................................................................................................. 35
Product .... .. ....... ........ .. .. ... ...... ............................................................. ......... ........ ............ ..................... 35
Price ... ...... ..... ..... ...... ....... .... ... .... ........ ....................................................... .... .. .......... ..... .. ..................... 36
Financial Analysis ..... .. ... .... ........ .. .. ... .... ....... ............. .... .. ...... ..... .. .... .... .. .... ....... ... ...... ..... ................ ... .. . 36
Place ....... ... ......... .............. .... ...................................... ....... ........ ..... ....... ........ ......... ..... .... ..................... 39
Promotion ............... ............ ...... ..... ... ............... .... .. .... .... ........ ................ .. .............. .... .... .. ..... .... ....... ... . 39
CONCLUSION ....... .. ....... ..... ....... .... ...... ..... ........ .... .. .... ........ .. .... ... .... ... .. ...... ... ... ................... .. ....... ... .. .. .. 45
Bibliography .. .. ... ..... ... ..... ... .. ............................... ........ ... ....... ........... ..... ............. ......... ... .............. .... .... 46
Appendix 1 Survey-Membership of PGYSA ....................................................................................... ... 50
Appendix 2 Survey-Sponsors of PGYSA ............................................................................................... 51
Appendix 3 Relationship between Que stions 7 and 8 of Membership Survey ................................... 52
Appendix 4 Relationship between Questions 3 and 5 of Sponsor Survey .... .. ........ .. .. .. ....................... 53
Appendix 5 School District 57 Enrolment as compared to PGYSA Enrolment.. .................................. 54
Appendix 6 Pro Forma Income Statement.. .. ...... .......... ....................................................................... 55
Appendix 7 Time lines and Proposed Budget Portion of Marketing Plan ........................... ...... .......... 56
Appendix 7 Continued .... ... ..................................................... ................................ ....... ............. ....... ... 57
Appendix 7 Continued ............... ........................................ .. ... .. .. ... .... .. ........ .. ......... ....... ........ ... ....... ..... 58
Appendix 7 Continued .. ...................................... ...... .... .... ........... .... ... .. .... ...... ................................ ...... 59
Appendix 8

Balanced Scorecard ............................................... .... ....... ... .... ............................ ..... ... ... 60

Appendix 8 Continued ...... .................................................................. ...... ..... .............. ......................... 61
Appendix 9 PGYSA Logo ................................................................... ..... ................................ ... .. .. ..... .. 62

(iv)

---------

LIST OF TABLES
Table 1

Comparison of Large Not-for-profit Organizations with Small Not
For Profit Organizations and PGYSA

7

Table 2

Top 10 organized sports of 5- to 14-year-olds in 2005

9

Table 3

Percentage of Revenue Sources- Core Not-for-profit Organizations

13

Table 4

Summary of Membership Survey Responses

29

Table 5

Summary of Sponsorship Survey Responses

30

Table 6

Break Even Analysis

37

Table 7

Promotion Activities

41-42

Table 8

Action Plan

43

(v)

ACKNOWLEDGEMENT
I dedicate my thesis to my husband, Mike, who not only tolerated but fully supported me
throughout this process, his patience and understanding helped me through some long days. I
absolutely couldn't have done it with him. My love and thanks also to my daughters, Lorilee
and Olivia, whose Starbucks runs made studying easier and to my sister Diane who is the
best cheerleader ever!
Thank you to my advisor Xin Ge and committee member Rick Tallman for your guidance
and helping me keep the project focused.
I am grateful to PGYSA, particularly Paula, James, Richard, April and Anita for allowing me
the time to pursue this dream and for offering encouragement.
Last, I would like to thank my MBA colleagues for your support throughout this program . In
particular I appreciate Aureliusz for our synergistic working relationship and for keeping me
laughing.

(vi)

INTRODUCTION
Rationale for PGYSA Requiring a Marketing Plan
A marketing plan incorporating the elements of sponsorship, social responsibility,
communication and fiscal responsibility is required for PGYSA. The primary focus of this
paper is on the outdoor program, which provides almost 60% of the revenue for the
organization.
The goal of designing a marketing plan is to increase membership by 10% and to
increase sponsorship by 10% . Volunteers are primarily parents of the players; therefore
increasing membership by 10% should lead to a corresponding increase of volunteers.
Increasing membership, sponso rship and volunteers will allow for the sustainability of
program fees at current rates, keeping soccer affordable for families, while maintaining
quality programming.
The research question I endeavoured to answer is "Why does Prince George Youth

Soccer Association need a marketing plan?"
Sub-problems exp lored and addressed by the research performed include:
•

How can spo nsors hip be increased by I 0% ?

•

How can membership be increased by 10% ?

•

How can volunteers be increased by 10%

It is my intenti on to achi eve the goal of increasing membership, volunteers and

sponso rship by LO% within two years by increas ing the public awareness of PGYSA within
the community.

1

PGYSA Programs
PGYSA currently structures programs to provide appropriate levels for both the age
and ability of the athletes. The outdoor program has three levels. The "House League" is
open to all players aged 3 - 18 years who want to play at a recreational level. "Selects" is for
athletes aged 13- 18 years and is designed for players who want to train and play games at a
competitive level. "Future Stars" (formerly called Development) is for players aged 9 - 12
years who desire additional and more rigorous training than they would receive in the House
League. Selects and Future Stars run April through September, while the outdoor house
program runs May, June and September. In July and August PGYSA offers Summer Camps
for developing players who want to continue to participate in soccer activities. The regular
outdoor house program does not run in the summer in response to a membership survey in
2009 where the majority of respondents indicated they did not want structured league play in
the summer months. There have been between 2,700 and 3,200 players registered in outdoor
soccer over each of the past three years.
November through March is the indoor season. This is a training program, not a
game league and there are three levels offered for indoor training. "Indoor Development
Academy" is for players who want to continue playing throughout the winter and receive
training to help develop their technical abilities. Coaches at the Development Academy have
a minimum of Community Child Coaching certification or have committed to obtaining it
within the current year.

The training is held at the PGYSA downtown indoor facility.

"Showcase Academy" is for competitive players in Grades 10-12 who want intense training
and for those who hope to earn athletic scholarships to college or university for their soccer
ability.

The training for this program takes place at the Northern Sport Centre and the

2

coaches are the most experienced and have the highest certification.

The fees for this

program are more expensive than any other programs, due to the cost of the coaches, the
training facility, additional assistance from administrative staff with resumes, arrangements
for travel to tournaments and other events. It is at the various events that players may be
identified by college or university coaches for scholarship opportunities. "Junior Academy"
is for players in Grades 7-9. These players aspire to the Showcase Academy and train at a
more intense level than the players at the Development Academy. The fees for this program
are higher than the Development Academy because of the higher coaching certifications
required for coaches in this program and because the training is held at the Northern Sport
Centre. The fees are lower than Showcase because the players do not travel to be identified
by colleges or universities at this age and the administrative component is also less. There
are approximately 500 players registered for indoor programming, with approximately 100 of
those players participating in the Showcase and Junior Academies.

Description of PGYSA
PGYSA is governed by a volunteer Board of Directors elected for two year terms at
the Annual General Meeting, made up of an Executive Committee including the President,
Vice-President, Treasurer and Volunteer Director, as well as Directors holding portfolios
corresponding to programs.

3

The purpose of PGYSA as stated in the Constitution and By-Laws is:
l.

To organize and promote soccer in Prince George for boys and girls

2.

To establish teams and leagues at a cost which is universally affordable

3.

To endeavour to deliver a program of comparable quality to anywhere else in British
Columbia

4.

To strive for the highest standards in skill, fair play, and sportsmanship

5.

To act as the focal point for Youth Soccer in Northern British Columbia and
promote its development in the region

6.

To develop and train referees and coaches to assist in the delivery of a quality
soccer program

7.

To foster the development and expansion of the North Cariboo Senior Soccer
League (NCSSL) and the Prince George Women's Soccer Association (PGWSA)
and to further the relationship of the PGYSA with the post secondary institutions to
provide a continuing soccer opportunity for graduating youth soccer players.
The mission statement guiding the organization and on which the marketing plan is
based is " ... to support soccer players, coaches, and referees by providing appropriate
programs, a safe environment, and excellent facilities. We embrace the principles of
"fair play" in everything we do".
The purpose and mission of PGYSA will guide the development of the marketing

plan and form the basis for building brand awareness to contribute to the increase in
volunteers, sponsors and members.

4

Situational Analysis
The situational analysis covers the following key areas:

COMPANY ANALYSIS
Goals
•

The current goals as stated in the purpose and mission statement above

•

To increase participation in PGYSA programming, sponsors and volunteers by 10%

Culture
•

PGYSA is undergoing a shift from being a hi erarchical structure to a flatter, more
inclusive configuration. 83 % of the Board of Directors, including the President, has
served a term of less than 2 years. The Executive Director was hired 2 years ago and
the Technical Director was hired 3 months ago. The res ult is a new perspective with
a focus on delivering profess ional services and accountability to the members hip.
Historical knowledge is provided by the Past President, who sits o n the Board in an
adv isory capacity. There has been a steady decline in enro lment in School District 57
over the past two decades. Between 1996 and 20 10 approximately 6,000 students or
a 3 1% decrease in enro lment has occurred.

PGYSA has approximately 20% of

School District 57's enrolment numbers and will need to monitor whether the
anticipated co ntinued dec line in School District 57 enrolment will also affect the
PGYSA enrolme nt.

Strengths

•

Adm ini strative/Operational Staff -

Executive Director, Program Administrator,

Bookkeeper/Administrative Assi stant provide professional services for budgeting,
5

scheduling, volunteer recruitment and retention , financial records, registration, building
and field maintenance and conflict resolutions
•

Professional Technical Staff - Technical Director and Technical Coaching Team.
Professional services provided for technical and tactical planning, training sessions,
coaching and player development. Program pl anning with Technical Director and
Executive Director provides the full scope of knowledge and experience from both
operational and technical perspectives

•

Exce llent facilities- An indoor facility with two small "futsal" sized pitches (fields),
storage area, boardroom and office space in a convenient downtown location , plus
immaculate outdoor fields all in one location with access to ab undant parking. The
small indoor fields mean PGYSA must still rent field space from Northern Sport
Centre in the winter months for the Showcase and Juni or Academies. The weather
plays an important role in how much field time is avail ab le any given year, since the
fields are all grass

•

Board of Directors ts committed to providing the maximum value possible to the
membership

PRODUCT & CONSUMER ANALYSIS
Outdoor Soccer Programs:

•

House league- Mini Program 12 & under and Divisional 13 & over. Everyone who
registers is welcome

•

Future Stars - 9- 12 yr. Everyone who registers is welcome

•

Selects 13 & over.

There is a try out process.

Only those athletes who have

developed the necessary ski ll s and are committed to the team fo r the length of the
outdoor season will be se lected
6

Indoor Soccer Programs:
•

Development 3 - 18 years. Everyone who registers is welcome

•

Showcase Academy 15 - 18 yr. There is an application process and only those who
meet the criteria will be selected

•

Junior Academy 12- 14 yr. There is an application process and those who display the
required attributes will be selected
Each program is designed to provide the benefit desired by the target market, see Table

1 below. There is the physical benefit of being active and there is the psychological benefit
of being part of a group with the same goals. The customer profile is healthy males and
females from the ages of 3-18 years, regardless of social or economic backgrounds. For
youth between 3 and 12 years the parents or guardians make the decision for enrolment in
soccer. From 13-18 years the teenager is the decision making person, but it is still generally
the parent or guardian who pays for the registration.

Table 1 CURRENT TARGET MARKET
PROGRAM
HOUSE-OUTDOOR

RECREATION ALICOMPETITIVE
RECREATIONAL

TARGET MARKET
PARENTS AND ALL
YOUTH 3-1 8 YR

SELECTSOUTDOOR

COMPETITIVE

PARENTS AND
YOUTH 13- 18 YR

FUTURE STARSOUTDOOR

DEVELOPMENTAL-TOWARDS
COMPETITIVE

PARENTS AND
YOUTH 9-12 YR

DEVELOPMENT
ACADEMYINDOOR
SHOWCASE
ACADEMYINDOOR
JUNIOR
ACADEMYINDOOR

COMBINATION OF
RECREATIONAL/DEVELOPMENTAL
TOWARDS COMPETITIVE
COMPETITIVE

PARENTS AND ALL
YOUTH 3-18 YR

COMPETITIVE

PARENTS AND
YOUTH 16- 18 YR
PARENTS AND
YOUTH 13-15 YR

7

SUPPLY CHAIN

•

PGYSA provides operational and technical services directly to membership

•

Yoursportsplace.com provides PGYSA membership with online regi stration services
directly

•

Soccer Express has a 3 year contract (currently in its second year) to supply equipment
and kits Uerseys, socks, shorts, track suits etc.) to PGYSA, which is delivered by
PGYSA to its membership

•

There are numerou s suppliers who can provide online registration or soccer equipment,
providing PGYSA with alternatives if the current suppliers cannot meet expectations

CURRENT COMPETITORS
•

Minor Hockey: Youth Hockey is not available year-round in Prince George. There is
one full-time staff member September through M ay and they do have an office.
Hockey is a popular sport, particularly for males.

However, there are frequent

sched ule chan ges and it is expensive to participate

•

School Sports:

There are numerous sports offered through schoo ls which compete

direct ly with soccer programm ing.

Schoo ls can facilitate easy enrolment and

ad mini stration is avail able through the office. Facilities are accessible and scheduling
is straightforward for schools.
The marketing plan was written specifically for PGYSA using the information
provided by the Situational Analys is and TOWS to identify areas of constraint and areas of
opportunity.

8

Value Provided to the Community
The not-for-profit organization exi sts to provide a service with social value
(Pinho and Macedo, 2006). PGYSA provides year-round programming for soccer players
aged 3- 18 years, which is a valuable service, given that soccer is now the number one sport
in Canada for children between the ages of 5 and 14 years.

Participation in soccer has

increased by 8% over the past 13 years, while participation in almost all other sports has
remained static or declined, see Table 1 below (Stati stics Canada, 2009).

The benefits

derived from physical activity include lower rates of chronic illness, higher body function
and lower obesity rates (Thompson, Rehman and Humbert, 2005).
Table 2- Top 10 organized sports of 5- tol4-year-olds in 2005

I

-

I

IAll sports

1992

-

--

I

2005

% of 5- to 14-year-olds regularly participating in organized
sports
57 1

51 *

12

20*

17

12*

12

11

Basketball

6

8

Baseball

13

5*

5

3*

4

2

Karate

2E

2

Skiing, downhill

6

2*

Track and Field Athletics

2E

2E

Soccer
Swimming
Hockey

----

Volleyball
Gymnastics

IEUse with caution

·~
I

I

* Statistically significant difference from 1992 (p<0.05).

Source: Statistics Canada, General Social Survey, 1992 and 2005.
9

In addition to sports and recreation nonprofit organizations, there are many different
institutions vying for sponsorship, grants and membership. In 2008, core nonprofit groups
which include social service providers, arts groups, sports organizations, religious groups and
professional associations made up $35.4 billion of Canada's Gross Domestic Product (GDP).
The other segment of nonprofit organizations which include universities, colleges and
hospitals are not included in the GDP figure because they receive almost three-quarters of
their funding from government sources. Table 2 below illustrates the main revenue sources
for most core nonprofits (Statistics Canada, 201 0) as compared to PGYSA' s revenue sources.
Table 2
Percentage of Revenue Sources- Core Not-for-profit Organizations

Revenue Sources

Sponsors/Donations From Businesses
Membership Fees/Sales-goods, services, programs*
Government
Investment Income/Miscellaneous/Other
Donations From Household

Statistics
PGYSA
Canada-Core
Not-for-profit
Organizations

PGYSA

~ ~ total

o/c of tota I

% of total

/"(:'1 '(:'/11/(:'

/"(:'1'(:'/l/1(:'

/"(:'1 '(:'/Ill(:'

200R

2008-2009
.flsm I
5.1
78.7
14.5
1.6
0

2009-2010
fisc a I
5.6
79.3
13.4
1.8
0

2.1
62.1
21.0
3.6
11.2

100%
Total
100%
Source: Statistics Canada, The Daily, December 17, 2010 Satellite account of non-profit
institutions and volunteering and PGYSA Income Statement as at September 30, 2010 (fiscal
year end for 2009-2010)
*PGYSA program registration includes membership in the organization; there is not a
separate membership fee. According to Stats Canada, 17.1 % of core non-profits receive
revenue from membership fees, while 45% receive revenue from the sale of goods and
services

10

PGYSA relies on sponsorship more than twice as much as other nonprofits, as shown
in Table 2, which highlights the need for creating a good public image to attract sponsors.
The main sponsorship focus has been on the outdoor program, where individual companies
sponsor teams at $350.00 each. In exchange for the monetary contribution, the firms get the
company name and logo on all the team shirts.

This sponsorship opportunity is very

successful and most years there is a waiting list of companies who would like to sponsor a
team. It is anticipated that sponsorship will increase by 10% once the new marketing plan is
implemented.
The remainder of the paper is organized as follows:
(i) Literature Review which describes the information gained from the books, peerreviewed journals and articles, websites and government reports researched for this
project
(ii) Methodology section defining the methods of data collection
(iii) Results reporting the information provided from the data collection
(iv) Analysis and Discussion section analyzing the information provided from the results
(v) Recommendations resulting from the analysis and discussion
(vi) Conclusion section which provides the researcher's summary.

11

LITERATURE REVIEW
Importance of Marlieting Plan for Not-For-Profit Organizations
The biggest lack PGYSA faces is a promotion plan for effective communications and
increasing the profile of the organization.

Currently marketing at PGYSA is done in a

reactive manner as events arise. The marketing plan must reflect the strategic plan of the
organization as set by the Board of Directors to ensure that the programs being promoted
reflect the vision and direction the organization is seeking to reach (Luther, 1992).
Messinger (1995) provides some of the analysis that should be performed when
considering implementing a marketing plan, such as the break-even analysis to ensure the
product is priced correctly for the current year and the pro-forma analysis to project
profitability of changes in several variables.

Sta.l<eholder Relationship Management
The most important types of stakeholders for PGYSA are a) volunteers b) sponsors
and c) members. Table 3 below shows the percentages of PGYSA's volunteer base and paid
staff compared to other organizations, illustrating the importance of maintaining a good
relationship with the key stakeholders.

12

Table 3
Comparison of Large Not-for-profit Organizations with Small Not-for-profit Organizations
andPGYSA
% of
% of
% of
Organization
Revenues
Paid
Volunteers
Received
Staff to
to total
From Nontotal
members
Government revenue
Sources
34
2
Large Organization-Universities,
33
Hospitals, Colleges
Small Organizations Recreation, Religion
PGYSA

12

12

38

87

20

12

Source: Statistics Canada, Cornerstones of Community: Highlights of the National Survey of
Nonprofit and Voluntary Organizations June 2005, and PGYSA Income Statement as at
September 30, 2010 (fiscal year end for 2009-2010)
A nonprofit organization cannot operate without committed volunteers. Sports and
recreation attracts 21 % of the total available volunteer base which converts into economic
value of $50 billion over the entire sports industry.

As Table 3 shows, PGYSA needs

approximately 300 volunteers to run its programs. The reality of the current economic
environment is that more people are working, which translates into less leisure time, ergo
fewer available volunteers.

It is important that volunteers are retained and one way of

accomplishing that is by ensuring the jobs being tasked to the volunteers fit their skills and
their interests. Volunteers who have congruent person-job fit will be empowered and feel
appreciated by the organization, with the result being a higher volunteer retention rate.
Consistent volunteers are well trained and provide a better customer service experience for
members, therefore the importance of retaining volunteers is high (Kim, Chelladurai and
Trail, 2007).
13

Stakeholder Theory
The Stakeholder Theory applies directly to volunteers. Stakeholders are defined as
groups or individuals who have a valid interest, whether direct or secondary, in the activities
of a company, including nonprofit organizations and it is important that managers build
sustainable relationships with stakeholders (Kim, Nofsinger and Mohr, 2010).

Not-for-

profits are not immune to business pressures such as competition, quality control, finances,
customer service and cost control and they face the added pressure of providing "social
profit" for their communities, meaning they are not in existence to make a monetary profit
for shareholders, but rather to contribute a social benefit. It is necessary to recognize who
the stakeholders of the organization are, in order to determine whether or not a benefit is
being delivered (Bouckaert and Vandenhove, 1998).
PGYSA stakeholders are identified as:

1. youth participating in the programs
2. parents or guardians
3. board
4. staff
5. volunteers
6. sponsors
7. general public
Each stakeholder has a different perspective and relationship with the organization,
which must be acknowledged and kept in mind when measuring the success of each program
offered and service provided and when designing the marketing plan.

14

Relationship Marketing
The interactions between PGYSA, its volunteers, members and sponsors are
relevant to relationship marketing, which builds on the Stakeholder Theory by emphasizing
the long-term affiliation between the various stakeholders and the organization. Maintaining
a connection with alumni of the association is a valuable strategy and one way to accomplish
it is hosting events where successful alumni are showcased to emphasize to current members
the possibilities available to them if they continue to be part of the organization (Rennie,
201 0). Ensuring the event is appealing to participants and sponsors is crucial, and identifying
the benefit derived from those participating and those financially supporting the event must
be the first step (Taylor and Shanka, 2008). Traditional marketing is transactional in nature,
but the nonprofits must recognize the influence their stakeholders wield and consider them
when creating a marketing strategy. A quandary faced by nonprofits in strategizing around
marketing is that the nonprofit is not merely attempting to attract a customer to purchase a
product, but also needs to attract volunteers and donors/sponsors.

Such multi-faceted

requirements can result in difficulty applying conventional marketing techniques (Horne and
Laing, 2002).

Customers also interact with each other and can influence the opinions of

other customers towards the service, so it is crucial to ensure a positive experience both
socially and with quality programs delivered to consumers (Ko and Pastore, 2005). Not only
do consumers put emphasis on good customer service but sponsors do too, factoring in the
personal attention the organization pays to the sponsor, the communication skills in their
dealings and the suitable application of sponsorship money for the use it was intended.
Nonprofits need to ensure that both customers and sponsors feel they are receiving quality
service (Shapiro, 2010).

15

Cause Related and Social Responsibility Marketing
Cause-Related Marketing ("CRM") is one route to undertake social responsibilities of
corporations and nonprofits. Similar to the relationship marketing mentioned above, it is the
combination of the two perspectives of the sponsor/donor and the recipient nonprofit. Many
corporations cultivate a positive image by giving of their products or money, while the
nonprofit relies on the donation to support their operations and services. It is not without risk
to be closely affiliated with a corporation and the not-for-profit must maintain their integrity
to ensure funds from other sources are not jeopardized (Wu and Hung, 2008). Corporate
Social Responsibility ("CSR"), which includes CRM, is defined as "a firm's activities and
status relative to its societal or stakeholder obligations" according to Brown and Dacin
(1997); Sen and Bhattacharya (2001). While apparently altruistic, CRM is also used as a
competitive advantage to provide a corporation with increased brand awareness, reinforce
positive impressions about the brand, offer a buffer in the event of negative publicity and
create enhanced purchase behaviour in the future. CRM is viewed by corporations as a long
term investment and will ullimately prove a firm's commitment to an undertaking, which
will result in the trust of the customer, which then provides positive returns for the firm by
way of good word of mouth communication by the customer on the firm's behalf (Lacey and
Kennett-Hensel, 2010). The not-for-profit organization is not exempt from CRM and faces a
dichotomy in being the recipient of a corporation or sponsor's largesse, while also providing
socially responsible actions to economically disadvantaged sectors.
One example of this would be PGYSA received money and equipment from
sponsors, allowing it to offer a program called "Kick'n Soccer in Schools" to inner-city
schools, providing coaching and an introduction to the sport of soccer to youth unlikely to

16

otherwise have the opportunity. PGYSA is both the recipient and the donor of CSR/CRM.
Any corporation or nonprofit must cultivate a positive public image and although it may be a
strategy, it still provides a social benefit and is therefore contributing to a better quality of
life for the community.

The 4 P' s of Marketing
Messinger (1995) outlines the "4 P's of Marketing" as Product, Price, Promotion
(Communication) and Place (Distribution Channel). Each aspect must be investigated and
form part of the marketing plan.

PRODUCT
The product is the element that the marketing plan is designed around. For PGYSA
the product is described thoroughly in the Introduction section. For this project the product
refers exclusively to the different components of the outdoor program. The product could be
described as being in the mature phase of its life cycle, with the industry being stable and the
brand well established.

PRICE
Customers must be considered first and foremost when decisions about price are
made.

Other considerations include competitors and the needs of the organization itself.

Price is influenced by two main things: the amount a customer is willing to pay and what it
costs the company to deliver the product. A financial analysis will be performed to analyze
whether the current price for the outdoor program is set at an appropriate level.

17

PLACE
Place refers to the distribution channel in a marketing plan. It must be determined if
the product will be delivered directly by the company to the customer or whether
intermediaries will deliver the product.

In the case of PGYSA, as discussed in the

Situational Analysis section of the Introduction, the product is primarily delivered directly.
The suppliers do not wield significant influence on the price or delivery of the product and if
they do not provide their services to the expectations of PGYSA they can be replaced.

PROMOTION
Communication includes promotions such as coupons and contests, advertising,
media publicity (public relations, sponsorship, annual reports, appearances at public events
etc) and personal selling. Determining which promotional channel to use depends chiefly on
the budget and the objectives. In a nonprofit organization public relations and sponsorship
are extremely important aspects of communication.
There is a great deal PGYSA can do with respect to promotion, so the emphasis of
this project will be to focus the marketing plan mainly on a comprehensive promotion plan
integrating the different components listed above.
Product, price, place and promotion all need to be evaluated annually to ensure they
are still appropriate for the overall benefit of the organization.

18

Public Relations
Nonprofits have limited financial resources and must be innovative in creating
awareness of their products and services. According to Hill (2006) using existing media to
publicize events is well suited to a nonprofit organization because the media has an
obligation to inform the public of new events, thereby keeping the name of the not-for-profit
in the news and in the minds of the stakeholders.

Writing skills utilizing originality,

rhyming, advice, questioning, using a specific date, or making a connection with another
organization are several techniques that can draw attention to your article and cause the
media to select it for publication (Levy, 2003). Including a communications plan as part of
an overall marketing strategy is necessary to ensure an organization's message is distributed
via the press. Aligning the communications plan with the association's goals, setting action
items and timelines, assigning specific people to specific tasks, doing a risk analysis and
being flexible for unforeseen events will allow for the development of a workable
communication and marketing plan (Samansky, 2003).

Sponsorship
Sponsorship allows the not-for-profit to offer programs at affordable rates. The idea
that a not-for-profit has " brand personality", which is the values that attract the sponsors and
members is put forward by Vaeth and Herbst (2008). The symbol used by the nonprofit
should invoke the nonprofit' s identity and values, which in turn will result in a positive
feeling, leading the sponsor to want to be associated with that brand.

The logo (see

Appendix 9) provides a recognizable symbol of the brand differentiating the organization
from other groups , which is anticipated to contribute to loyalty. It has become increasingly
important to develop long-term relationships and to understand what the stakeholders need in

19

order to remain committed to your organization (Knox and Gruar, 2007). It is necessary for
the nonprofit to have a clear picture of what they have to offer a sponsor to attract funding.
Identifying the organizational objectives, what differentiates it from competitors, the market
to which the organization has access due to its affiliation with a sport, and opportunity for the
sponsor to enhance its public image through association with the organization must all be
ascertained before approaching a sponsor (Doherty and Murray, 2007). It is advantageous to
have a long-term commitment (Jeffries, 20 10).

Once a commitment has been made,

evaluating the result is an important element. Since the need for sponsorship is increasing, it
is incumbent on organizations to perform evaluations and report to the sponsor on the results
(O'Reilly, 2010). Receiving maximum value from the sponsorship arrangement by both
parties is the ultimate goal and will lead to a long-term relationship benefiting both the
sponsor and the recipient organization (Chase and Kurnit, 2010). It is mandatory to develop
a strategy which will result in long term relationships with sponsors, in order to maintain a
level of funding to continue to offer quality services and fulfil their mandates (Knox and
Gruar, 2007).

Cornnnmications Channel - New Media
It is crucial to find the effective media channel suitable to the preference of the

audience. One method of distributing information to a mass audience is using the internet.
PGYSA sends out mass e-mails to the membership and also maintains a website and a
Facebook account. There are other means of social media such as Twitter that may be useful
tools for sharing information.
Pinho and Macedo (2006) suggest that technology has influenced decision-making,
social interactions and even the structure of an organization , reachin g a large number of
20

people at very little cost.

Websites are increasingly the initial point of contact between

members and potential members with the organization. The website is controlled by the
organization, which makes it the ideal venue for communicating with all stakeholders.
Supplying easily accessible information to stakeholders allows the nonprofits to provide a
positive customer service experience at an extremely affordable cost. Creating an interactive
component to the website can build a virtual community which results in a higher
commitment to the organization (Seo, Green, Ko, Lee and Schenewark, 2007). PGYSA may
develop a blog or other format to allow members to interact with each other, ultimately
resulting in a more cohesive membership community.

Prior to adding any new media

channels, an organization must determine why the new technology is being implemented,
who it is intended to serve, who will design and update it, and ensuring it is consistent with
the goals of the organization (Gillentine, 2003).
Fundamental to all PGYSA communications, whether with corporations or with
membership, is the understandin g that PGYSA ex ists to provide a service to the community
that no one else offers.

The internet allows a small not-for-profit organization the

opportunity to disseminate information and tailor the attributes of the website to reflect the
needs and demands of the stakeholders. The website is a useful tool for communicating,
developing the relationships and providing a satisfactory experience to the membership,
resulting in increased knowledge of and loyalty to the organization.
Generally people who visit an organization's website already have an interest in the
organization, and the website must be informative and attractive enough to expand that
interest into intention . Highlighting teams, coaches, staff and/or volunteers is an ideal way to

21

further create interest and develop a relationship between the organization and members (Filo
and Funk, 2005).
New media is the preferred vehicle for PGYSA to communicate with the audience
due to its affordability, depending on the preferences indicated by the stakeholders.

Summary of Literature Review
Previous research shows it is essential there be a clear vision and mission on which to
base the marketing plan. It is imperative that financial analysis be performed to evaluate the
ability of the organization to deliver the services for the prices set, and continue to remain
viable.
Ensuring the integrity of the nonprofit organization's brand is vital to the continued
attractiveness of the organization to sponsors, as is partnering only with sponsors who are a
good fit with the organization. There is less leisure time in today's society and recruiting and
retaining volunteers is crucial to the sustainability of a not-for-profit.
Use of public relations is mandatory for a nonprofit organization. Communicating
successes and human interest stories by providing media outlets with news releases is an
affordable method for distribution of information
As a result of the literature highlighting the importance of the relationship between
the organization and the stakeholders, the researcher has identified the need to collect
primary data. The perceptions the audience holds of PGYSA will play a key role in the
proposed recommendations and action plans.

22

STRATEGIC ANALYSIS
The strategic analysis is important to help develop a better understanding of the
marketplace, competitors and stakeholders.

TOWS (Threats, Opportunities, Weaknesses and Strengths) ANALYSIS
External Opportunities (0)
l. Partner with corporate sponsor
2. Partner with other local
organi zation s
3. Increased cooperation with
Men's/Women's Leagues
4. Build all weather field

External Threats (T)
1. Weak economy leading to
declining youth popul ation and
low registration
2. Cost to repair/maintain fields
3. Competition with other sports
4. Gaming funding not guaranteed

Internal Strengths
(S)
I. Excellent facilities
2. Strong
Admini strati on
3. Cohesive board
direction
4. Committed
me mbership

Maxi-Maxi Strategy
l. Focus ad mini strative efforts on
corporate sponsorship to increase
funds available for programs
2. Raise profile and goodwill by
partnering with other
organi zations on events
3. TD li aise with Men's/Women's
leagues to build mentors hip
program and recruit coaches
4. Stream line communi cat ion
efforts to increase med ia
inte ractions

Maxi-Mini Strategy
l. Focus administrative efforts on
strategies to maintain fee leve l
fo r programs
2. Focus technical and
admini strative efforts on
recruitment of new members
3. Improve lines of communication
between stakeholde rs and
PGYSA
4. Focus techni cal efforts on coach
recruitment and retention

Inter·nal Weaknesses
(W)
l. Facilities are not
self-ow ned
2. Volunteer base is
shrinkin g
3. Increasing pressure
on staff to absorb
duti es previously
done by vo lunteers
4. Lack formal
communications
and risk
management plans

Mini-Maxi Strategy
l . Form com mittee to spearhead
drive to build/purchase own
indoor facility
2. Ad mini strative/Techni cal staff
recruit vo lunteer coaches rather
than volunteers recruiting
vo lunteers
3. Board of Directors provide
Executive Director and
Techni cal D irector with key
priorities
4. Form comm ittee to spearhead
drive to raise funds for an all
weather outdoor field

M ini-M ini Strategy
I. Negotiate with SD57 and City
of Prince George to renew lease
on indoor fac ility to e nsure
continued affordability
2. Fewer vo lunteers will be
required if e nrolme nt does
decline
3. Focus on membership will result
in supeti or service level, thereby
offerin g better product than
competition
4. Tec hnical/Executi ve Directors
strategize to attract more usage
ofthe indoor facility

23

The TOWS analysis was performed to provide the researcher with an overview of the
environment in which PGYSA operates. Ensuring the affordability of the facilities is key for
the short term, which has been addressed by the Executive Director working with the School
Di strict and City of Prince George on renewing the Lease.

The potential of pursuing

partnerships to build an indoor facility with a full size field and office space was identified as
a possible long term strategy.

This would alleviate the space constraint of the current

facility , making it possible to expand indoor programmin g. Another possible long term goal
would be to partner with a corporate spo nso r to build an all weather outdoor field.

This

would allow for earlier access to the fields and the ability to play longer in the seaso n, which
would lesse n the impact of weather and schedulin g thereby also opening the possibility of
expanded outdoor programs.

Developing partnerships wi th other organizations in the

community is also an important strategy that will raise the profile of the organization and
create sy nergies by sharing resources.

Staff recruitin g volunteers, rather than relying on

cu rrent vol unteers to recruit more volunteers, is another strategy to meeting the goal of
increasing the vo lunteers by LO %. Comm uni cation has also been identified as a key e lement
to be included in form ing a marketing plan specificall y for PGYSA.

METHODOLOGY OF DATA COLLECTION
Primary and secondary data were collected for this project.

Two su rveys were

co ndu cted, providing the primary data. The secondary data is comprised of School District
57's enrolment figures for the past 3 years.

24

Primary data gathered from the membership surveys (Appendix 1) provided the
quantitative analysis to measure whether there is a relationship between the value members
believe they receive from PGYSA programming and their intent to participate in future
programs.
The primary data collected from the sponsor surveys (Appendix 2) provided the data
for the quantitative analysis used to measure whether there is a relationship between
sponsors' satisfaction with the value their sponsorship brings and their intention to sponsor in
the future.
Qualitative analysis was used to evaluate the responses on both the membership
survey and the sponsor survey to the short answer questions to determine the best method of
communication, any recommendations for improved service or value and potential interest in
areas not yet identified.
UNBC's Ethics Review Board determined that the survey protocol met the standards
of the ethical principles of the university and approval was received to proceed with the
surveys .

Participants
Existing members and sponsors of Prince George Youth Soccer Association.

Materials
A survey for the members (see Appendix L) was designed to provide information
about communication and perceived value of PGYSA programming. A survey for sponsors
(see Appendix "2") was designed to provide information about communication, reasons for
sponsoring and perceived value of their sponsorship.

25

Secondary data from the past three years of School District 57's enrolment numbers
was compared to the past three years of PGYSA's enrolment data to determine whether there
is a relationship between the two variables (See Appendix "5").
The Income Statement of PGYSA was analyzed to provide the framework for the
recommendations that resulted from my research (see Appendix "6").
~

alidity

The validity of the surveys was tested by presenting them to the PGYSA Board of
Directors, who approved the surveys for face (clarity of questions and likelihood that they
would be understood) and content validity (the surveys questions provided sufficient
coverage of the topic as established by the literature review and the Board pre-test).
The assumptions that the surveys have validity, and that the respondents answered the
questions truthfully have been made.
A mass e-mail was sent through the PGYSA data base to its membership asking that
they come into the office to complete a consent and survey, or e-mail me to request one beemailed or faxed to them which could be printed, completed, scanned and returned to me via
e-mail. Additionally, when members came into the office to register they were asked if they
would complete a survey. Consents and surveys were available and members were requested
to complete them at the PGYSA Annual General Meeting in November. Of the 46 member
surveys returned, 2 had to be discarded because they were not accompanied with consent
letters.
There are instances of more than one child per family, which mitigates the low return
rate, as well as members identifying that they would have been willing to complete the
26

survey if they had access to it on line.

In order to meet the requirements of the Ethics

Review Board it was necessary for members to sign a consent form, which meant online
completion of the survey was not possible. Sponsors were also asked in perso n or by mail
whether they would complete a survey, accompanied by a consent letter.
Information from the School District regarding enrolment from the last three years
was obtained by the researcher in my role as Executive Director of PGYSA by requesting the
information from the Chair of SD57 by e-mail. He responded to my queries by telephone
and provided the information used in this report. The SD57 website was also accessed.

Scope and Limitations
Current members and spo nsors of PGYSA were invited to participate in the surveys.
Potential members or sponsors were not considered.

The spo nsors surveyed were local

businesses who spo nsor teams for the outdoor program and do not include any in-kind
sponsorship. Only local sponsors were included in this survey.
The timing of this project affected the scope and limited the quantity of survey
participants. Once approval from the Research Ethics Board was received the requests for
co mpl etio n of the surveys occurred. An impac t on participation is that registrations for the
outdoor season are co ncentrated in late February and March, therefore access to the largest
volume of membership was not possib le due to the time constraints for the completion of this
project. No access to online surveys was a deterrent to numerous members, and is therefore
identifi ed as a limitation.

27

RESULTS
Quantitative Analysis of Survey Data
The percentage of membership who completed and returned the survey (See
Appendix 1) was 1.8% (46 out of an anticipated 2,400 regi strations for 2011). A regression
analysis on the members likelihood of future participation was regressed on their perceived
value of the program . The results show a significant, positive linear relationship between the
two variables (See Appendix 3) . The results show the statistic is highly significant, with the
p-value smaller than .001 .
The projected number of spo nsors for 2011 is 85. There was a 13% return on sponsor
surveys (See Appendix 2).

Sponsors' intention to continue sponsoring the program was

regressed on their perceived value of their sponsorship.
positive linear relationship between the two variables.

The results show a significant,

The regression coefficient is 1.44

with a p-value of .003, which means that the higher the perceived value, the more likely that
sponsors will continue sponsoring th e program (See Appendix 4).
Table 4 presents the results of the Membership Survey and Table 5 presents the
res ults of the Sponsors Survey (see below).

28

Table 4 Summary of Membership Survey Responses
QUESTION#!
I learned about PGYSA via PGYSA website

%RESPONSES
61 %

I learned about PGYSA via PGYSA e-mail

55 %

I learned about PGYSA via RadioffV

20%

I did not learn about PGYSA via electronic media

18%

QUESTION#2
I learned about PGYSA via the City Leisure Guide

%RESPONSES
11 %

I learned about PGYSA via the Free Press

14%

I learned about PGYSA via the PG Citizen

27%

I did not learn about PGYSA via print media

50%

QUESTION#3
I learned about PGYSA via the PGYSA newsletter

%RESPONSES
25 %

I learned about PGYSA via the school newsletter

16%

I did not learn about PGYSA via newsletter

55 %

QUESTION#4

%RESPONSES

I learned about PGYSA via word of mouth

86%

I did not learn about PGYSA via word of mouth

14%

QUESTION#5

%RESPONSES

I prefer E-mail communication as the primary method of
communication
Of those identifying more than one preference, e-mail as
the as the secondary method of communication
I prefer the PGYSA website as the primary method of
communication
Of those identifying more than one preference, the
PGYSA website as the as the secondary method of
communication
QUESTION#6

89%
17%
3%
56%
%RESPONSES

I have recommended PGYSA to others

89%

I have not recommended PGYSA to others

7%

NOTE: QUESTIONS 7 AND 8 WERE ANALYZED IN THE SECTION TITLED
QUALITATIVE ANALYSIS OF SURVEYS Membership ON PAGE 31.

29

Table 5 Summary of Sponsorship Survey Responses
QUESTION#2

%RESPONSES

Preferred Method of Communication is in person

27%

Preferred Method of Communication is e-mail

37%

Preferred Method of Communication is regular mail

27%

No Response

9%

QUESTION#6

%RESPONSES

The level of sponsorship for the next 3 years will be
$350.00
The level of sponsorship for the next 3 years will be
$350.00 - $500.00
The level of sponsorship for the next 3 years will be
$501.00- $1000.00
The level of sponsorship for the next 3 years will be
$1001.00- $3,500.00
QUESTION#?

19%
36%
9%
36%
SIMPLE AVERAGE

Average of responses from sponsors showing an interest 1.8 (out of a possible 5)
in sponsoring advertising
QUESTION#8
SIMPLE AVERAGE
Average of responses from sponsors showing an interest 2.2 (out of a possible 5)
in sponsoring an event
NOTE: QUESTIONS 1 AND 4 WERE ANALYZED IN THE SECTION TITLED SPONSORS
ON PAGE 42. QUESTIONS 3 AND 5 WERE ANALYZED IN THE SECTION TITLED
QUALITATIVE ANALYSIS OF SURVEYS Sponsors ON PAGE 31 .

30

Qualitative Analysis of Surveys
Membership
Table 4 summarizes the information gathered from the surveys. In addition to the data
provided, members were given the opportunity to expand on their responses. The Mag-Net
sign at the corner of 15 111 A venue and Ospika Boulevard was mentioned as a source of
information for members. Although only a small portion of surveys were returned, word of
mouth through friends was mentioned repeatedly. A small number of comments observed
that PGYSA is the only choice available. A few members expressed concern that fees
charged for indoor programming were too expensive. The Development program offered
last year (it has been reworked into Future Stars for 2011) did not meet two members'
expectations.

There were also several comments indicating satisfaction with PGYSA's

programs.

Sponsors
Table 5 summarizes the information collected from the sponsor surveys. Sponsors
were given the opportunity to further develop their responses. In response to Question 3,
whether the sponsors feel they get good value for their investment, only 1 respondent did not
feel there was good value received from sponsoring PGYSA with no reason given.

The

remaining responses were "Absolutely good value received", "One of the best exposure for
investment dollars", "Delightful representation .... " and "Team sponsorships impact many
kids and parents".
In reply to Question I, regarding the most important consideration in deciding who to
sponsor, impact on the kids and community was the most important criteria for sponsoring
PGYSA, with the remainder indicating that exposure for cost was the priority. In response to
31

Question 4, how value could be enhanced, several sponsors would like to see a sign at the
field, with a small number either requesting promotional items highlighting the sponsorship
to display in the business or newspaper advertisements displaying all the sponsors logos.
The majority of respondents prefer it to be kept simple and are satisfied. In response to
Question 7, whether there is an interest in sponsoring advertising, several declared it would
depend on the cost, a few indicated it would depend on content, with the majority not
interested in sponsoring advertising at all. Regarding Question 8, sponsoring an event, the
majority of sponsors would consider sponsoring an event depending on cost. The remainder
of responses were equally divided among depending on the number of attendees, the type of
event and not interested in sponsoring an event at all.

Quantitative Analysis of Enrolment Data
A regression analysis on the enrolment level of School District 57 and PGYSA's
enrolment level indicates there is not a significant linear relationship between the regression
coefficient of 2.0 and the p-value of .31 (see Appendix 5).

PGYSA consistently enrols

between 19% and 22% of SD57's enrolment numbers and intuitively one would expect a
causal relationship to exist, however, there were only 3 years of data available so there may
not be enough dala points collected to accurately show whether there is a causal relationship.

ANALYSIS and DISCUSSION
The results of the membership survey show a positive linear relationship and that
there is a causal relationship between the variables. Therefore if members perceive they are
receiving good value, they are likely to participate in future programming. To ensure the
price has been set at a level where members perceive they are receiving good value, a break
even analysis was performed (See Table 6).

32

Volunteer recruitment and retention also impact the quality of the programs. PGYSA
reimburses coaches for any certifications they obtain if they volunteer with the organization.
By ensuring the coaches are receiving good training, the players will receive better
instruction, making the entire experience positive.
Table 4 identified that 61% of the membership learned about available programming
from the PGYSA website and 55% learned about upcoming programs through mass e-mails
sent out by PGYSA. Alternatively, 50% identified that they did not learn about PGYSA
from print media. Also, when members were asked their communication preference 89%
prefer e-mail as the primary method, while those who also identified a second preference
stated the website was the next preference. It is clear that the membership does not respond
to the traditional methods of communication such as print media or even radio and this will
be considered when making recommendations for the marketing plan.
The results of the sponsor survey show a positive significant linear relationship.
Sponsors weigh the value they perceive they are receiving for their sponsorship dollars
before they decide to sponsor again in the future.

100% of sponsors indicated they will

continue to sponsor for the next 3 years and the majority are currently satisfied with the value
they are receiving. It does not appear that any major changes in the outdoor sponsor program
are required, although some of the small measures identified in the quantitative analysis may
be implemented to enhance value. Sponsors also identified e-mail as the preferred method of
communication but 27% of sponsors enjoy a personal meeting and 27% prefer to receive
their sponsorship package via regular mail.

PGYSA will continue to provide all three

avenues of communication.

33

Analysis of the PGYSA Income Statement and calculations served to ensure the
accuracy of price setting in order to maintain services at the lowest price possible. Value
received in exchange for a monetary contribution was the influencing factor for both
members and sponsors in continuing an affiliation with PGYSA. As mentioned in the break
even analysis, if there is a drop in sponsorship or gaming grant funds the current price level
will not be sustainable.

Sponsors have indicated that they intend to continue with their

current level of sponsorship and the Gaming Enforcement Branch has also indicated the
historical levels of funding will be available for youth sports groups (Gaming Policy
Enforcement Branch, 2009), therefore the price is considered appropriate.
Public relations

IS

performed by PGYSA. It

a valuable method of publicizing the community services
IS

important to contribute to the community in a socially

responsible manner, in addition to providing core services. The recommendations section
outlines several strategies PGYSA is undertaking to take advantage of the free publicity
available. PGYSA mailed out coaching application forms and volunteer recruitment forms
as part of the ongoing effort to recruit volunteers. The organization cannot function without
a strong core of volunteers and as identified in the TOWS analysis, having the staff recruit
volunteers is more effective than having volunteers recruit other volunteers.

PGYSA

currently shows appreciation to the volunteers by hosting a Volunteer Appreciation BBQ and
an Equipment/Gift Hand-Out Day, in addition to reimbursement of all coaches training and
those efforts will continue. Further efforts will be discussed in the recommendations section
of this paper.
Table 4 shows that 89 % of the members have recommended PGYSA to others, while
86% learned of PGYSA through existing members. If this is extrapolated over the entire

34

membership, word of mouth is a maJor source of cost-free advertising for PGYSA.
Diligence in providing quality programs, superior customer service and maintaining the fee
structure must be applied to assure continued satisfaction among those who are sharing
information by word of mouth. It is equally important to minimize any dissatisfaction to
prevent negative word of mouth publicity. It is important to build and maintain a positive
public image and stakeholders' perception of the organization will encourage membership
and sponsorship growth.

RECOMMENDATIONS
Product
There is limited capacity at this time and therefore no additional programs will be
introduced in the near future.

The current constraints include limited field space and

maintenance; the fields cannot be constantly in use or they will become damaged as they are
all grass fields. Weather is another constraint, depending on the winter there are times when
it is not even possible to get onto the fields before the end of May.

Membership has

indicated they do not want to play in July or August, impacting the capacity to schedule
programming. Human resources are another constraint, there are only 2 full time employees
("FfE") to organize and plan all the programming for year-round soccer, with another 1.5
FfE to assist with operations.

As outlined in the TOWS Analysis, there are potential

opportunities to partner with a corporate sponsor to build an all-weather field or a full size
indoor facility, which would provide the potential to introduce additional programming. This
will be reviewed annually.

35

Price
Financial Analysis

In order to examine the price level set for the outdoor program a break even analysis
and a pro forma analysis (See Appendix 6) were performed.
The revenues and expenses for the upcoming outdoor program for 2011 and the effect
of a 10% increase in registration and in sponsorship in 2012 were calculated and the result
showed that in 2012 with the increase in members and sponsors of 10% there will be a
corresponding increase in some expenses such as uniforms, referees and coaches, as well as
the anticipated increases in salaries/wages which were also incorporated. There will be a
decrease in net income of $3 13.07 for 2012 from the current 2010 year end, with an overall
net income of $2,986.00, which is acceptable since the goal is to increase membership and
keep fees stable, not make a profit. For 2011 the net income is anticipated to be $971.19,
which is also acceptable for an organization seeking to maintai n affordable programs for
their membership.
The break-even analysis on the outdoor program is set out in Table 6 and determined
the existing pricing structure is appropri ate. C urrently $ 132.73 is the simple average of the
fees for the outdoor program and the anticipated registration for 2011 is 2400, mean ing
outdoor program revenue will be $3 18,552.00.

According to the analysis, to break even

PGYSA needs 3,255 players to register for the 20 LL season, for total sales of $435,653.85,
indi cating the price is not set hi gh enou gh. However, sponsorship and gaming grant funding
are 100% allocated to the outdoor program. As shown on the break-even analys is, when the
$50,000.00 anticipated sponsorship and the $75,000.00 gami ng grant are added to the
registration fees of $3 18,552.00, the total is $443,552.00, meaning the fees are appropriate.
36

As long as the gaming grant and sponsorship funds are received, the price is set at a
reasonable level and there are no plans to introduce any change to this component. However,
if the gaming or sponsorship monies are not available, price levels will need to be reviewed.

37

Table 6- Break Even Analysis
BREAK EVEN ANALYSIS based on forecasted registration of 2,400 for 2011

KEY: (F=FIXED COSTS, V=VARIABLE COSTS, P=PRICE=$132.73 BASED ON SIMPLE AVERAGE OF
REGISTRATION FEES , R=#REGISTRATIONS , UCM=UNIT CONTRIBUTION MARGIN)

FIXED COSTS
EXPENSE
PORTION ALLOCATED TO OUTDOOR PROGRAM
10,000.00
Accounting, Bank Charges, Building Maintenance
20,000.00
Field Maintenance
16,000.00
Field Maintenance Wages
25,800.00
Amortization
6,000.00
Janitorial
8,700.00
Advertising
24,000.00
Rent
3,600.00
Equipment
6,000.00
Volunteers
940.00
Insurance
20,500.00
Utilities
85,000.00
Wages & Benefits
$226,540.00
F
VARIABLE COSTS
EXPENSE
PORTION ALLOCATED TO OUTDOOR PROGRAM
55,000.00
BC Soccer Registration Fees
25,000.00
Referee Fees
42,000.00
Uniforms
8,000.00
Trophies, Medals, Awards
18,000.00
Technical Coaches
3,500.00
Coachin g Certifications
$151,500.00
v (VARIABLE COST PER UNIT IS V/R =$63.13
UNIT CONTRIBUTION MARGIN

BREAK EVEN IN UNITS: F/UCM 3,255
BREAK EVEN IN SALES: F/1-(V/P) =$435,653.85
NOTES:
Revenue for Outdoor Program (R x P)
Gaming Grant
Sponsorship
TOTAL REVENUE FOR OUTDOOR PROGRAM:

$318,552.00
$75,000.00
$50,000.00
$443.552.00

38

Place
The supplier of uniforms and equipment, Soccer Express, has one more year left on
the contract and is providing excellent services at reaso nable prices, with fast delivery. No
changes are recommended to this section of the distribution channel.
There have been so me issues with the current supplier of online registration this year.
The provider, yoursportsplace.com has been re-negotiating its payment gateway and as a
result none of our members have been able to regi ster online.

Thi s causes them

inconvenience and extra work for the staff who must fax registration form s to those who
cannot come in, process the payment and shred the payment information; and who face an
increase in customers to service directly because they do not have access to online
regi stration . It is recom mended that PGYSA revi ew the options available to determine if thi s
suppli er is the best option avail ab le.

Promotion
Promotion is the focal point of this project. Survey results suggest it is extreme ly
important to build a positive pub li c image and improve stakeholders' perception of the
organi zatio n.

The most efficient way to ac hi eve that is through public relations and

spo nsorship and the best commu ni catio n chann el is new media. Plans to raise the profile of
PGYSA and increase sponsorship, vo lunteers and members are set out in Table 7 below.
Upcoming oppo rtuniti es to raise the positive perception of PGYSA in the community include
publicizing the Pepsi Refresh Grant which PGYSA applied for to subsidize a program called
Kick'n Soccer in School. PGYSA will take a technical team into 6 schools to deliver soccer
programming if the $10,000.00 grant is received. To win the grant PGYSA must get the
public to vote for the idea. To gain awareness of the project PGYSA is contacting media
39

outlets

to

play

the

video

that

accompanied

the

grant

application

http ://www.refreshevery thing.ca/savekicknsocceri nschoo l. To date Shaw Cable has agreed
to run the video and an interview has been arranged for the PGYSA Executive Director with
the morning radio show on 94X. Other media outlets have also been approached and will be
followed up on to maximi ze the publicity this idea receives. Second, PGYSA has partnered
with the International Film Festival to show a film at the Prince George Public Library called
"Kicks Like a Girl".

PGYSA will introduce the film, take tickets at the door and also

provide promotional material and take regi strations. The film will be promoted through the
PGYSA e-mail data base thereby ensurin g the membership is aware of the partnership and
encourage their attend ance at the event.

Third, PGYSA will be participating in perso nal

selling at the Active Living Market to be held at Pine Centre Mall. A booth will be set up to
ensure PGYSA has a public presence, with a DVD of the Save Kick'n Soccer in School
playing as another avenue to raising awareness for the grant project, and registrations will be
taken and coaches recruited .
PGYSA' s marketin g plan mu st implement new media to improve communicatio ns
wi th membership and sponsors. In the past PYGSA has relied o n traditional co mmunication
chan nels such as regular mail and print media.

While these methods have not been

completely replaced, the trend is for new media co mmuni catio n as the surveys revealed. The
additi on of new media and television advertising will create interest and further deliver
informati on about upcomi ng programs, which is anticipated to contribute to an increase in
registrations .
In additio n to the activities planned above, there is the potential to host special events
and activities. An event such as a "Combine", where scouts fro m colleges and universities

40

congregate m one location to run training sessions and use those sessiOns to evaluate
participants for potential scholarships to colleges or universities, may be a means of
providing increased stakeholder value.

The potentially high profile of this event would

attract sponsors, and the draw of having post-secondary scouts would attract participants
from across the region, the Okanagan and possibly even the lower mainland, which in turn
would attract media attention. It is recommended that an event of this nature be investigated
to see if it is feasible to host in Prince George.
A menu of different areas available for volunteering should be developed.
Volunteers can then select the areas they feel they can offer time and expertise, which will
add to their feeling of ownership of the task.

Some people feel overwhelmed at the

commitment required to coach but would be willing to spend a few hours volunteering at one
of the special events.
The research for this project indicates that PGYSA should take a new approach to
sponsorship within its marketing plan by placing a focus on identifying key business people
who are already involved in the organization as parents, coaches, managers or in some
volunteer capacity. Those identified segments of membership may not want the commitment
of sitting on the Board of Directors, but may be willing to participate on a sponsorship
committee where they will be in a position to utilize their networks to diversify sponsorship
into areas that are not currently being exploited.

41

TABLE 7 PROMOTION ACTIVITIES
ACTIVITY/
PERSON
RESPONSIBLE
PEPSI
REFRESH
GRANTONLINE
CONTEST
(ED)

TIME
FRAME
(month)
03-04

BUDGET

PURPOSE

OBJECTIVE

0

Get entire community
involved in voting for
PGYSA to win a
$10,000.00 grant

Raise awareness
of the service
PGYSA performs
in the community

INTERN ATIONALFILM
FESTIVAL AT
PUBLIC
LIBRARY
(ED/TO/PRES)

03

$75.00

Partner with an arts
society to showcase
art and sport

Highlight
PGYSA's
involvement in
the community

ACTIVE
LIVING
MARKET
(STAFF AND
BOARD)

03

$200.00

Provide easy access to
registration

Public awareness
of organization

KICK'N
SOCCER IN
SCHOOL
(ED/TD)

04-11

$10,000.00

Dependent on receipt
of Pepsi Grant. Bring
soccer to children in
inner-city schools

NEWSPAPER
ARTICLES
(ED)

Monthly

0

GRANT
APPLICATION
(ED)

Ongoing

0

Write and submit
articles to share
information about
PGYSA
Research, source,
write grant
applications

Perform public
service-teach
skills to those
who would not
otherwise have
opportunity
Raise awareness
of activities of
organization

DONATION
OF
EQUIPMENT
(ALL STAFF)

Ongoing

0

Donate jerseys, balls,
whistles to third world
countries

Raise awareness
of the service
PGYSA performs
in the world

SURVEYS
(ED/TO)

Quarterly

0

Allow membership to
share information

Gauge satisfaction
with programs

Receive funding
for programs

42

TABLE 7 PROMOTION ACTIVITIES CONTINUED

LEISURE
MARKET
(BOARD AND
STAFF)
EQUIPMENT
AND GIFT
HAND-OUT
(BOARD AND
STAFF)
VOLUNTEER
APPRECIATION
BBQ(BOARD
AND STAFF)

0

Provide easy access to
membership for
regi stration for outdoor
program

05

0

Give coaches team lists,
equipment for season
and volunteer
appreciation gift

09

$6,000.00

Show appreciation for
PGYSA volunteers

03

Have public
presence with
other groups,
held in Pine
Centre Mall
Have presence
with volunteers,
opportunity to
thank them in
person
Awards to
outstanding
volunteers,
show how much
their
contribution
means to
enhance
positive
connection

Table 8 on page 44 provides an action plan. For more detailed information on the timeline,
objective, rationale and associated tasks see Appendix 7.

43

Table 8 - Promotions Action Plan
PROGRAM
TIME FRAME
(MONTH)
WEBSITE
HIRE- 05/2011
ADMINISTRATOR ONGOING
ONCE HIRED

BUDGET

PURPOSE/OBJECTIVE

$4,800.00 (33%
of adv/promo
budget)

Streamline the flow of
information and create twoway communication between
members/PGYSA
Use new media- Remind of
registration
TV, radio, new media:
Registration , sponsors and
grants
communication/Increase
membership,
sponsorship/volunteers 10%
Newspaper Thank You Ad for
Sponsors/show appreciation
as traditionally expected
Use new medianewsletters/radio/Provide
information for registration
for camps
New media/Provide
information for upcoming fall
and winter season to attract
registrants
New media,
newsletter/Provide update on
summer activities to enhance
relationship-al so provide
information about final month
of program
Emai l, Regular Mail, In
Person, Telephone contact
with sponsors/Make
connection for following year
spo nsorship
New media, newsletters,
radio/Inform of upcoming
programs to attract registrants
New media or as
applicab le/Prov ide
relationship building
expenences

INDOOR
PROGRAM
OUTDOOR
PROGRAM

01

0

01-03

$5,820.00 (40%
of overall
adv/promo
budget)

SHOWCASE
ACADEMY

04 or OS

SUMMER CAMPS

06-08

$507.50 (3 .5% of
adv/promo
budget)
$725 .20 (5% of
adv/promo
budget)

SHOWCASE
ACADEMY

08

0

OUTDOOR
PROGRAM

09

0

OUTDOOR
PROGRAM

10-12

0

INDOOR
PROGRAM

10-12

SPECIAL EVENTS

Ongoing

$ 1,450.00 (10%
of adv/promo
budget)
$ 1,232.50 (8.5%
of total
adv/promo
budget)

44

CONCLUSION
The literature review identified the importance of a marketing plan for a nonprofit
organization. A marketing plan designed specifically for PGYSA is essential because the
programs offered by PGYSA reach almost 3,000 youth in our community.

Effective

communication, partnership building and maintaining affordability of programs benefits a
significant number of people. PGYSA's services reach approximately 8,000 people in Prince
George, with the inclusion of parents, grandparents, relatives, volunteers and schools, which
is over 10% of the entire population.
Reviewing the product, price, place and promotions on an annual basis will ensure
the best quality product and service at the most affordable price will be offered, and that
appropriate communications will occur to ensure public awareness of the products and
services available.
The surveys conducted revealed the membership's strong preference for e-mail
communication, as well as accessing the PGYSA website for inform ation. The majority of
sponsors also preferred e-mail communication. A professional website administrator should
be contracted to manage the new media content for PGYSA. Use of PGYSA's Facebook and
Twitter accounts will be promoted to fully implement other channels of new media.
Application of the steps outlined in the Action Plan above and detailed in Appendix 7
are anticipated to contribute to the achievement of the goal of increasing sponsors, members
and volunteers by 10%. To measure the success of the marketing plan, a Balanced Scorecard
(Wu and Hung, 2008) approach has been developed to monitor the financial, customer,
quality and learning/growth perspectives (See Appendix 8).

45

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49

Appendix 1 Survey-Membership of PGYS1\
I.

I learned about PGYSA soccer programs through the following electronic media:
Circle All That Apply:
PGYSA Website/PGYSA E-maii/PGYS A Facebook/Radio/TV/Not via electronic media
Other (please specify) _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __

2.

I learned about PGYSA soccer programs through the following print media:
Circle All That Apply:
Free Press/Prince George Citizen/City of Prince George Leisure Guide/Not via print media
Other (please specify)_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __

3.

I learned about PGYSA soccer programs through the following newsletter(s)
Circle All That Apply:
PGYSA newsletter/School newsletter/Not via newsletter
Other (please specify)_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __

4.

I heard about PGYSA soccer programs through word of mouth
Circl e One: YES NO
Comments: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __

5.

I prefer to receive communication from PGYSA through the following method (if you have
more than one preference, please list your most preferred method of communication first,
followed by other methods in descending order with the least preferred method last) :_ __

6.

I have recommended PGYSA soccer programs to others
Circle One: YES NO
Comments: - - - - - - - - - - -- - - - - -

7.

There is good value received from PGYSA program(s) for the fees charged (I is strongly
di s ag ree and 5 is s tron g ly ag ree):

Circle One:

8.

l

2

3

4

5

Comments: _ _ _ _ _ _ _ _ _ __

My child will participate in future PGYSA programming (lis unlikely and 5 is very likely):
Circle One: YES NO
Comments: - - - - - - - - - - - - - - - - -

50

Appendix 2 Survey-Sponsors of PGYSA
I.

What is the most important consideration when deciding where you will spend your
sponsorship/advertising budget? _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __

2.

What method of communication do you prefer when dealing with PGYSA regarding
sponsorship? Circ le All That Apply:
IN PERSON MEETING
TELEPHONE
REGULAR MAIL
E-MAIL
Other (please specify)_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __

3.

Do you feel you get good value for your sponsorship dollars?
Circle One:
YES
NO
Comments: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __

4.

What else could PGYSA offer to enhance the value of your sponsorship?_ _ _ _ _ __

5.

Do you intend to continue sponsorship of PGYSA for the next three years or longer?
(I is least likely to continue and 5 is extremely likely to continue)
I
2
3
4
5
Comments: _ _ _ _ _ _ _ _ __
Circle One:

6.

What do you anticipate your level of sponsorship will be for the next three years?
Circle One:
$350-$500
$501-$1000
$350 1-$ 10000 $1000 1 and up
$ 1001-$3500
Other (please spec ify) :_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __

7.

[would spo nsor PGYSA print/radio advertising, e.g."PGYSA, Come Inside And Play ... brought
to you by John Doe Manufacturing" ( l is very unlike ly and Sis extremely likely)
Circl e One:
l
2
3
4
5
Comments: - - - - - - - - - -

8.

I would sponsor special events, for example "PGYSA and John Doe Manufacturing present The
North Cup" (I is very unlikely and 5 is extremely likely)
Circle One:
I
2
3
4
5
Co mme nts :- - - - - - - - - -

51

Appendix 3 Relationship between Questions 7 and 8 of Membership Survey
SUMMARY
OUTPUT
Regression Statistics
Multiple R

0.632355

R Square

0.399873

Adjusted R Square

0.385236

Standard Error

0.704006
43

Observations
ANOVA

ss

d
Regression

MS

F

13.53988

13.53988

27.31886

0.495624

Residual

41

20.32058

Total

42

33.86047

Coefficients
Intercept

5

Standard
Error

t Stat

P-value

1. 188456

0.579099

2.052249

0.046567

0.6363

0.121739

5.226744

5.39E-06

Lower
95%

Upper
95%

Lower
95.0%

Upper
95.0%

0.018941

2.357971

0.018941

2.357971

0.390443

0.882158

0.390443

0.882158

Significance
F

5.39E-06

52

Appendix 4 Relationship between Questions 3 and 5 of the Sponsors Survey
SUMMARY
OUTPUT
Regression Statistics
0.804984
0.648
0.608889
0.754247

Multiple R
R Square
Adjusted R Square
Standard Error

1I

Observations
ANOVA

ss

df_
Regression
Residual

9

9.425455
5.12

Total

lO

14.54545

I

Coefficients

Standard
Error

MS

F

Significance
F

9.425455
0.568889

16.56818

0.002798

P-value
0.249183
0.002798

Intercept

-2.04

1.655912

t Stat
- 1.23195

X Variable I

1.44

0.353773

4.070403

Lower95o/o

Upper
95%

Lower
95.0%

Upper
95.0%

-5.78593

1.705933

-5 .78593

1.705933

0.639709

2.240291

0.639709

2.240291

53

Appendix 5 School District 57 Enrolment as compared to PGYSA Enrolment
PGYSA ENROLMENT

SD57 ENROLMENT
YEAR
2010-2011
12,951
2009-2010
12,879
13,427
2008-2009
2007-2008
13,979
SUMMARY OUTPUT

2,400 PROJECfED
2,732
2,748
3,049

PGYSA % OF SD57
ENROLMENT
19%
21%
20%
22%

Regression Statistics
Multiple R
0.883028
R Square
0.779739
Adjusted R
Square
0.559479
Standard Error
365.0456
Observations
3
ANOVA

ss

df
1
2

471744.4
133258.3
605002.7

Coefficients
7663.245
2.001767

Standard
Error
3071.317
1.063916

Regression
Residual
Total

Intercept
X Variable 1

Lower 95%
-31361.5
-11.5166

Upper
95%
46688.03
15.5201

Lower
95.0%
-31361.5
-11.5166

MS
471744.4
133258.3

F
3.540075

t Stat
2.4951
1.881509

P-value
0.242669
0.311001

Significance
F
0.311001

Upper
95.0%
46688.03
15.5201

54

Appendix 6 -Pro Forma Income Statement for PGYSA
REVENUE
Registrations - Outdoor program
Registrations-All Other Programs
Jamboree/Mini fest
Inventory I Uniforms
Gaming - Govt of BC
Grants/Kick'n Soccer
Facility I Field Rental
Sponsorship
Travel Teams FIR & Holding (Sr Ac)
Recycling/Bottle Refunds
Referee Revenue Fees/Clinics
Miscellaneous
Interest earned

TOTAL REVENUE
EXPENSES

Affiliation fees- BCSoccer Other
Volunteers
Accounting, legal , dues, licen ses
Amortization
Bank charges
Equipment
Field maintenance
Field maint - wages
Grants
Insurance
Janitorial
Miscellaneous
Office suppli es
Advertising/Website & Computer Services
Rental
Referees
Refunds - re gistration
Repairs , Maintenance & Supplies
Jamboree/Mini Festival
Technical training/ Prof. Develop/Coach
Training
Technical Team Coaches W &B
Trophies, medals, awards
Travel/Per Dicm/Meal s/Ent
Travel Team Expense (Showcase)
Uniforms- All Programs
Utilities
Wages & Benefits

TOTAL EXPENSES
NET INCOME

Actual

Forecast

201 I
318,552.00
151,960.76
5,000.00
24,640.00
75 ,000.00
10,000.00
4,500.00
50,000.00
52,800.00
900.00
1,500.00
4,500.00
2,300.00
701,652.76

2012
350,407.20
193,444.86
5,885.00
28,600.00
100,000.00
10,000.00
5,000.00
52,800.00
59,400.00
990.00
1,650.00
4,950.00
2,530.00
831,844.30

97,679.40
7,000.29
3, 132.54
46,955. 18
6,880.81
5,630.15
2 1,021.30
15 ,342.77
5,009 .84
2,325.00
9,956.7 1
3,505.64
6,32 1.09
9,080.63
59,903.32
48 ,8 10.63
6,609.06
II ,575.57
4,220.60

55,000.00
6,000.00
3,200.00
43,000.00
6,200.00
6,000.00
20,000.00
16,000.00
10,000.00
2,350.00
10,000.00
3,000.00
5,562.56
14,500.00
60,000.00
40 ,000.00
5,5 00.00
10,000.00
4,708.00

60,500.00
7,000.00
3,520.00
47 ,300.00
6,820.00
6,000.00
20,000.00
16,000.00
10,000.00
2,467.50
10,500.00
3,500.00
5,840.69
14,500.00
60,600.00
44,000.00
6,050.00
11 ,000.00
6,500.00

14,420.16
35, 122.79
12,926.07
3, 135.40
60,753.15
80,253.38
40,557 .65
153,492.67
771,621.80
3,299.07

15 ,000.00
30,908.06
10,000.00
3,000.00
52,800.00
70,622.97
40,000.00
157,329.99
700 ,68 1.58
97l.l9

15 ,000.00
33,998 .86
11,000.00
3,300.00
59,400.00
77 ,685.27
42,000.00
161 ,263.24
828 ,858.30
2,986.00

20 10
322,280.71
195,409.96
5,3 50.00
28,617.04
99,005.00
5,462.62
4,785.00
44,225.41
59,834.10
949.87
1,677.00
4,748.31
2,575.85
774,920.87

Forecast

NOTES:

1. Both Revenue and Expenses are decreased due to probable non-renewal of Everton affiliation
2. Efforts to increase sponsorship have begun and are anticipated to result in an increase

55

Appendix 7

Timelines and Proposed Budget Portion of Marketing Plan

January
Indoor Program: Second Half of Indoor Program starts mid-January (see October for
more Indoor Program details)

Tasks:
(i)
(ii)

E-Mail via data base to remind membership there is still time to regi ster for the
next sessio n of Indoor programming (cost included in overall advertising budget)
Tweet information through Twitter account (cost included in overall advertising
budget)

January- March
Outdoor Program: regi stration, sponsors and grants provide over half the total revenue
Allocation of Advertising Budget: 40% ($5,820.00)
Objective: Increase membership and sponsorship by 10%
Rationale for media choices: Sport is dynamic and conveyed better by televisio n and radio
than print. Electronic media was identified as the preferred method of communication by
members and spo nsors

Tasks:
(i)
(ii)
(iii)
(iv)
(v)
(vi)
(vii)
(viii)

Update website frequently with information about registration, program
delivery, schedules etc. (cost is in overall advertising budget)
Tweet updates and factoids through the PGYSA Twitter account with links
back to the website (see i)
Monthly e-mai l using the prior year's database to inform previous members of
registration information (see i)
E- mail previous year's sponsors to remind them of team spo nsorship
opportuniti es (cost of total staff time spent o n advertising and public relations
for the outdoor program is 14%)
Telephone and in person presentations to ex isting major sponsors (see v)
E-mail, telephone and in person presentations and negotiations with potential
new sponsors (see v)
Write and submit radio ads for airplay on I 0 l.3 for 8 air times per day x 14
days (cost is 24% of outdoor adverti si ng budget)
Film video for advertisement using Splash Media (cost is 26% of outdoor
advertising budget)

56

Appendix 7 Continued
(ix)

Air advertisement on CKPG TV locally for 1 day per week (Thursday) x 4
weeks, 4 spots per night (cost is 28% of outdoor advertising budget)
Monthly notifications in school newsletters (see v)
Monthly human interest articles submitted to media to raise profile of PGYSA
(see v)
Mag-Net sign at the corner of 15 1h & Ospika (cost is 5% of outdoor advertising
budget)
Attend Active Living Market hosted by the City of Prince George at the Pine
Centre Mall to allow for easy access to registration for outdoor programs (cost
to register is 3% of outdoor advertising budget)

(x)
(xi)
(xii)
(xiii)

April-May
Showcase Academy (registration provides approximately 9%
Allocation of Remaining Budget: 3.5% ($507.50)
Objective: Provide high performance programming
Rationale for media choices: Traditional expectation of sponsors

of

total

revenue)

Tasks:
(i)

Place thank you advertisement to sponsors in the Prince George Citizen (cost is
100% of Showcase advertising budget)

June-August
Summer Camps: registration plus sponsorship provides approximately 6% of total revenue
Allocation of Remaining Budget: 5% ($725.20)
Objective: Provide fun, development and high performance camps
Rationale for media choices: Limited budget-electronic media has most reach
Tasks:
(i)
(ii)
(iii)
(iv)
(v)
(vi)

Write and submit article in school newsletters (cost of staff time is 3% of Summer
Camp advertising budget)
Write and distribute hard copies of newsletter to age coordinators for hand out to
teams (cost of staff time and paper/photocopier is 7% of Summer Camp
advertising budget)
E-Mail via the data base summer camp information and attach newsletter (cost
included in overall advertising budget)
Upload newsletter to the website (cost included in overall advertising budget)
Write and submit radio ad for l 01.3 The River (cost is 90% of Summer Camp
advertising budget)
Tweet camp information through Twitter account (cost included in overall
advertising budget)

57

Appendix 7 Continued
Showcase Academy (see April-May for more details)
Rationale for media choices: No budget dollars allocated to advertising
Tasks:
(i)

Upload Academy application forms to the website, e-mail past players to inform
them of the timeline to apply and tweet information (cost included in overall
advertising budget)

September

Outdoor program: Final month of outdoor soccer (see January-March for more details)
Task:
(i)
(ii)

Write PGYSA newsletter reporting news of the summer and welcome back to
soccer (staff cost included in outdoor advertising budget)
Advertise for Select and Future Stars coaches by e-mail through the database, in
the newsletter and by Twitter (cost included in overall advertising budget)

October-December
Outdoor Program: Sponsorship and Pre-Registration Activity
Objective: Increase membership and sponsorship by 10%
Rationale for media choices: Electronic media was identified as the preferred method of

communication by sponsors

Tasks:
(i)

(ii)
(iii)
(iv)

(v)
(vi)
(vii)

Send team photographs to sponsors by regular mail. Include sponsorship
application form for upcoming year and self-addressed , stamped envelope (cost
included in outdoor advertising budget)
E-Mail sponsors of $3,500.00+ and offer to meet in person or on the telephone to
discuss sponsorship opportunities (cost included in outdoor advertising budget)
Board representative to form sponsorship committee to pursue support of specific
projects (volunteers, no cost)
Tweet (in December), e-mail through the data base and upload to website
registration details for upcoming year (cost included in overall advertising
budget)
Develop brochure for upcoming season and upload to website with printed copies
available in the office (cost included in outdoor advertising budget)
Update registration forms and upload to the website along with information (cost
included in outdoor and overall advertising budget)
Reserve booth at Active Living Market through the City of Prince George (cost
included in outdoor advertising budget)

58

Appendix 7 Continued
Indoor Program: registration accounts for approximately 7% of total revenue
Objective: Increase membership and sponsorship by 10%
Allocation of Advertising Budget: 10% ($1,450.00) Percentage of advertising budget is
higher than percentage of total revenue because this program needs more exposure

Rationale for media choices: New electronic media reaches the most people for the
lowest cost. Television is too expensive for this program, therefore radio is deemed
second choice of electronic media and is more affordable
Tasks:
(i)

(ii)
(iii)
(iv)
(v)

Update registration form and upload the document to the website along with
information (staff time allocated to advertising for the indoor program is 15 % of
the indoor advertising budget; new medi a is included in cost of overall advertising
budget)
Write and submit regi stration information to school s for inclusion in their
newsletters (see i for cost)
Write and distribute a PGYSA newsletter to the indoor participants and upload it
to the website (see i for cost)
E-mail through the data base to provide information of regi stration for indoor
programming (see i for cost)
Write and submit a radio advertisement to play on 101.3 The River for 6 plays per
day x 2 weeks to provide informatio n of indoor registration (cost is 85% of indoor
advertising budget)

Events and Special Programs: Volunteers, Tournaments, Coaching Clinics, Junior
Academy, Future Stars

Objective: Provide relationship building experiences with members and sponso rs
Allocation of Advertising Budget: 8.5% ($1 ,232.50)
Rationale for media choices: New electroni c media reaches the most people for the lo west
cost.

Tasks:
(i)

No structured tasks - flexibility is requ ired for unanticipated events

Duties outlined in Marketing Time lin e are performed by or as delegated by the Public
Relations Director, New Media Director or Executive Director

59

Appendix 8

Balanced Scorecard

Vision and strategy for the
marketing plan is to increase
membership and sponsorship by
10% by providing quality
programs, superior customer
servtces
and
affordable
programs

Financial Perspective
OBJECTIVES

MEASURES

TARGETS

INITIATIVES

Increase # of
Members

#of players
regi stered

10% increase

Increase Dollar
Value of
Sponsors
Maintain Fees at
Current Level

% of sponsorship
fund s to total
revenue
Static fee
structure

10% increase

Increased use of
new media to
share information
Increased contact
to build
relationship
Implement
marketing plan

New Revenue

Amount of new
revenue

0% increase
5% increase

RESULTS

Introduce or
improve
Programs

60

Appendix 8 Continued

aua nny Perspecr1ve
OBJECTIVES
MEASURES
#of coaches with
Increase # of
certified coaches
certification
Increase # of
volunteers,
excluding
coaches
Reduce Costs

#of volunteers

10% increase

Cost of
controllable
expenses

5% decrease

cus tomer p erspec f1ve
OBJECTIVES
MEASURES
Increase referrals Referral Rate
(word of mouth)
Increase
customer
satisfaction
Repeat Business

TARGETS
10% increase

#of complaints
per program

10% decrease

#of players
registered for
more than I
program per year

5% increase

L eat·mng an dG rowt I1 Perspechve
OBJECTIVES
MEASURES
Increase skills of Training in use
administrative
of computer
staff
programs
Increase skills of
technical coaches

TARGETS
10% increase

Technical
training

TARGETS
5% increase

5% increase

INITIATIVES
-Free coaching
clinics by
Technical
Director
-Volunteer Form
provided with
every registration
form sent out
-Review existing
contracts for
potential savings

RESULTS

INITIATIVES
-Potential contest
idea for most
referrals
-Customer
service focus
-Coach training
-Planning for
improvement of
programs

RESULTS

INITIATIVES
-Simply
accounting
course
-Excel course
-Purchase
training materials

RESULTS

61

Appendix 9 PGYSA Logo

62