Our overall strategy and implementation plan is based on the fact that City Dojo has never had an "on paper" business or marketing plan. Over the past five years the dojo has not advertised its services outside internal efforts and still has been able to support a low but consistent flow of new members.
The dojo will focus its efforts on a broad market, in a very competitive field. Considerable research was done to establish the fact that there is opportunity in three areas: the youth market ages 4 to 14, the adult market ages 30 to 49, and the senior market ages 50+.
A special note should be taken that a large potential market is not being addressed. The ages 15 to 29 market is considered to volatile and competitive (health/fitness clubs, school activities, etc.) for our services at this time. While we certainly accept membership at this age, we do not plan to actively market this group.
The overall strategy is to increase membership to 200 by year-end 2004, which is 80% of the dojo capacity and an aggressive three year growth of 307%. Through marketing efforts we will make our potential customers aware of our dojo. From this awareness we will increase the number of potential members that walk in our front door.
These new potential members will be met by either the Shihan or a well-trained sales associate/receptionist who will have all sales materials, promotions and a computer for data entry. The sales associate will be empowered to offer our promotions, however if the potential member is interested in joining, an instructor and/or the Shihan will be made available for immediate consultation.
The following chart and table reflect our aggressive, but obtainable sales forecast. Membership is projected to grow at a steady pace, leveling off during summer months, our slower time of year. Membership costs are expected to decrease as we better control student turnover.
The special classes include rent of our facilities ($200 a month) to contract instructors who are experts in Tai Chi or Yoga. This class time will consist of one-two hour class per week (four a month) on Saturday and/or Sunday when the dojo has been traditionally closed. Facility rental is projected conservatively for one group in 2002, two in 2003 and three by 2004.
Seminars are projected based on historic demand for the Shihan's services. Belt testing is held quarterly and fees traditionally track membership.
The milestones shown in the chart below reflect the major changes that we anticipate for the dojo in 2002. The goals are very aggressive for a business the size of the dojo, however the commitment by those individuals assigned is solid and goals established will be met.
In our Marketing Strategy we realize our target is very broad, kids 4 to 14 and adults 30 to 49. To address this market we must understand that our dojo is our "showplace" and in marketing efforts we want potential members to judge our "book by its cover."
Based on buying pattern research, we determined "word of mouth" was by far the most successful means of promoting our dojo, followed by the "storefront" and finally "advertising." With this in mind we have established the following promotional strategies:
Our members (students) must like who we are and what we do, in order for us to succeed.
We want potential members to judge our "book by its cover."
For the first time in five years we will have a significant advertising budget.
In our Marketing Strategy our primary market will be kids 4 to 14 and adults over 30 to 49. A separate market for senior adults (50+) will be addressed separately.
To address our largest market we must understand that our dojo is our "showplace" and in our marketing efforts we want potential customers to judge our "book by its cover."
The other market that we will address is the rental of our facility to others, for classes on weekends when the dojo has been traditionally closed. Emphasis on this Marketing Strategy will be to bring in outside contract instructors and allow them access to our newly remodeled facility. Our goal is to have 3 - two hour classes each week at our facility on Saturday/Sunday by year-end 2004, primarily for those over 50 years old. This strategy will help us maximize our dojo earning potential and open the doors for the 50+ market.
For adults in the city who want to learn and/or have their children learn the art of karate and to build self-confidence, we offer competitive pricing, convenient hours, and quality instruction, under the leadership of a 6th degree black belt, and internationally recognized instructor. Unlike our competition, we offer the most modern of facilities, in a convenient location with ample parking, and programs that are entertaining, adventuresome, with a hint of tradition.
We must offer our services at a pricing structure that will both meet our financial needs and the needs of our members. Our current pricing structure of $1,000 annual membership is competitive for schools that own their own facility. We will keep this fee but offer promotional discounts to current members for bringing in new students and/or assisting in improvements to the dojo. We have failed in the past to offer consistent promotional pricing strategies of which we will address.
There are as many introductory promotional pricing packages as there are dojos. All the programs are designed to draw or introduce the potential member to the dojo without requiring them to sign a long-term contract. All offer the same basic package which includes anywhere from 1-3 months training, 1-3 private classes with gi (uniform), and prices varying from $29.00 to $99.00.
Our pricing strategy is to offer a very short introductory package of two personal training sessions and a gi for $29. If the potential member wants to continue, we will offer a six month introductory package at $299. After six months, if the potential member wants to continue we will offer the annual contract at $1,000 (with discounts for payment upfront). Billing options monthly or quarterly will be offered.
In addition, we will be working to identify other pricing structures which address families and lower income students.
City Dojo's Shihan is well known and has considerable experience in the local market. We are going to use this experience and build on our current "loosely" defined strategic alliances.