Impact of Marketing Strategies on Campus Recreational Sports Departments

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1 Recreational Sports Journal, 2011, 35, Nirsa Foundation Original Research Impact of Marketing Strategies on Campus Recreational Sports Departments Lance P. Kaltenbaugh, Janel C. Molnar, Wesley N. Bonadio, Kendra Divito, and James Roeder The purpose of this study was to examine the need for marketing efforts and a marketing plan within the campus recreation profession. Participants consisted of 218 campus recreation administrators from four-year public and private institutions affiliated with the National Intramural Recreational Sports Association (NIRSA). Results from this research suggest that established marketing strategies and marketing plans provide the campus recreation profession coordination with their marketing efforts. The second component of this research requested that respondent s identify marketing techniques being used in the campus recreation profession. Results from this research suggest that employee skills and responsibilities, external guidelines, budget constraints, and marketing mediums provide challenges to the campus recreation profession. Keywords: campus recreation, higher education, advertising On university and college campuses there are many programs and services that provide an outside-the-classroom experience. Campus recreation has emerged as one of the top institutional services that every individual has the opportunity to enjoy (Osman, Cole, & Vessell, 2006). A fundamental building block of the campus recreation community is being able to advertise and offer exciting, accessible, and innovative programs and services that encourage participants to become more actively involved in their personal well-being (Byl, 2002; Ellis, Compton, Tyson, & Bohlig, 2002; Haines, 2001; Mull, Bayless, Ross, & Jamieson, 1997; Young & Ross, 1998). As campus recreation administrators recognize the significance of creating social environments these administrators may be expected to play key roles in the transformation of the campus environment. Since Princeton University held the first intramural event in 1869, campus recreation has gone through numerous changes (Lewis, Barcelona, & Jones, 2001). The campus recreation arena is more than just intramurals and sports activities. Recently, many recreational programs have expanded their offerings to include a) special events on and off campus; b) leadership development programs; c) competitive sporting events for their intramural teams that involve regional, state, and national competitions; d) club sports; e) fitness programming; and f) informal recreation (Brown, 1998; Lewis et al., 2001). In addition to these new types of programs and service Kaltenbaugh is with the Dept. of Sport Sciences, Ashland University, Ashland, OH. Molnar, Bonadio, Divito, and Roeder are with the Dept. of Recreational Services, Ashland University, Ashland, OH. 86

2 Campus Recreation Marketing 87 offerings, campus recreation has seen the age range of its participants change. No longer is campus recreation just for the student, but it is now available to faculty, staff, and the community who have different levels of ability and interests. Campus Recreation and a Marketing Initiative A goal for many campus recreation programs is to acquire new customers and maintain interest in current participants. In order for campus recreation professionals to offer and maintain quality programs and services, they must evaluate their participants respective needs. Encouraging campus recreation professionals to focus their marketing agenda based on participants needs, wants, and identifiable characteristics makes it increasingly important to develop a sound marketing campaign. This study reinforces the view that marketing initiatives, or at least marketing plans, are effective techniques that support customer acquisition and potential long-term success for practically any campus recreation program. Marketing within a campus recreation program is a concept that is not easily defined. Its meaning and scope is constantly evolving. According to various sources (Bass & Keathley, 2008; Farley, 1985; Weese & Sutton, 1987), campus recreation marketing is responsible for spreading the word about a product, service, and event while relying on the deployment of a marketing plan. Depending on the structure of a campus recreation program, marketing campaigns must ask various questions: What exactly are you attempting to market? Who is your target audience? How can you best reach them? How can you differentiate what you are marketing? According to Liass (1986), marketing consists of controllable variables those of which include marketing research, the product itself, brands, trademarks, logos, price, discounts, advertising, promotion, displays, and packaging (p. 17). Of course, this is only a small snapshot of a marketing-oriented approach. Invariably, campus recreation programs need to identify goals for the marketing campaign. This translates into reaching potential participants and customers with a consistent message that often revolves around enhancing the collective student experience, and promoting individual health and well-being (Steinbach, 2002, p. 48). Marketing efforts should be purposefully created and implemented effectively to attain the desired results campus recreation programmers are seeking. Campus recreation decision makers are seeking marketing strategies to maintain or increase the quality of their programs and services. Marketing campaigns of campus recreation programs and services should concentrate on communicating the product to past, present, and future participants (Ko & Pastore, 2007; Liass, 1986). This becomes difficult when there is a student turnover rate of 80% every five years and 25% every year on campuses (Weese, 1986). This type of turnover for potential campus recreation participants mandates that campus recreation professionals continually sell their programs and services to new consumers while re-selling it to the previous participants (p. 6). Implementing and selecting marketing strategies for a campus recreation program can be a first step in an ever-changing university and college environment.

3 88 Kaltenbaugh et al. Study Rationale Every campus recreation program could create a marketing plan. Each type of institution, whether public or private, has a repertoire of characteristics that define who they are and the various roles and contexts that give them identity (Kreiner & Ashforth, 2004; Pratt & Foreman, 2000; Serpe, 1987). Campus recreation programmers need to design their programs around their goals, institutional climate and culture, and decision making when evaluating marketing strategies of their programs and services being offered (Dill, 1984). Although not all campus recreation programs can have separate marketing departments, staff, and initiatives, they are encouraged to market their programs and services, and enhance the quality of their programs and services (Osman, Cole, & Vessell, 2006). This study lends support to examine the need for marketing efforts at four-year public and private institutions. Participants and Procedure Methodology Participants for this study were 532 campus recreation administrators from four-year public and private institutions listed in the National Intramural Recreational Sports Association s Recreational Sports Directory (NIRSA, 2010). A total of 218 surveys were returned completed. The researcher s goal was at least 200 participants since a power analysis indicated that a sample of at least 200 provided a 95% confidence level (Krejcie, & Morgan, 1970). Five surveys were returned incomplete due to respondents not finishing the survey; these surveys were deemed unusable for the purpose of this study and were discarded. Study participants completed a series of questions related to their opinions about marketing efforts within campus recreation. Participants were asked to anonymously, and on a voluntary basis, fill out an online questionnaire through Survey Monkey. The data collection process was completed in five weeks within the academic year. Instrumentation The survey, which was specifically developed for this study, included a total of nineteen questions (seventeen response items and two open-ended questions). Responses of the seventeen questions were recorded on a five-point Likert-type scale in which responses included: 1 = strongly agree, 2 = somewhat agree, 3 = neither, 4 = somewhat disagree, and 5 = strongly disagree. Responses of the two open ended questions addressed marketing media used within campus recreation and limitations that would limit campus recreation professionals from carrying out marketing strategies. Face validity was established by asking five campus recreation sports professionals, who are involved with the marketing of campus recreation, to judge language of the statements in the questionnaire. The campus recreation sports professionals were deemed to be representative of those chosen to participate in the study. To determine the reliability of the instrument, Chronbach s alpha was employed. The reliability coefficient was determined to be.734, which is well within

4 Campus Recreation Marketing 89 the acceptable range for the interpretation of scores (Fraenkel and Wallen, 2003). Descriptive data were used to measure the use of marketing strategies, effort, and implications within campus recreation. Demographics Results The subjects surveyed were members of NIRSA who are campus recreation professionals of four-year public and private institutions in the United States. Demographics of the respondents revealed that 63% identified themselves as male and 37% as female. Participation by type of institution was 66% public and 34% private. Current position of respondents: 74% Directors; 5% Associate Director; 10% Assistant Director; 7% Coordinator; and 4% were listed as other. Regarding years in position, 3% reported they had been working for the organization for less than one year, 20% between 1 3 years, 18% between four and six years, and 58% more than six years. As to the total enrollment of the institution, 9% had less than 2,500 students; 15% were between 2,501 and 5,000; 22% between 5,001 and 10,000; 24% between 10,001 and 20,000; 17% between 20,001 and 30,000; and 13% had over 30,001. The number of full-time professional staff employed in the campus recreation department was 42%, 0 4; 26%, 5 10; 22%, 11 20; 10%, 21 and more. Description of the participant demographic composition is presented in Table 1. Descriptive Analysis Descriptive analysis was conducted to examine the need for marketing efforts at four-year public and private institutions. Respondents were asked if their campus recreation department currently had a strategic plan for marketing. Overall, 40% of the respondents indicated that they did have a strategic marketing plan, while 60% indicated they did not have one. It was reported that 46% of campus recreation departments do not have an individual(s) specifically responsible for marketing efforts. Of the 46% who indicated they did not have an individual responsible for marketing, 84% indicated that it would be beneficial to have an individual(s) designated to be responsible for the overall direction of all marketing efforts. An inquiry was made to determine what factors respondents thought were important for a campus recreation department when marketing its programs and services. Of the 218 respondents, 75% answered that their campus recreation department was doing a good job of introducing new, innovative marketing strategies and initiatives. Furthermore, 79% indicated the overall marketing plan is better today compared with a year ago. Regarding marketing strategies used within respondents campus recreation departments, 77% indicated that the leadership of campus recreation is fully committed to the long-term success of marketing strategies and initiatives. When asked if campus recreation departments should use more marketing media, strategies, and initiatives then they currently use, 78% agreed. Overall, 86% of the respondents agreed that utilizing marketing strategies and initiatives is an essential component of campus recreation. Finally, 96% of the respondents indicated that hiring professionals who possess marketing abilities and/or experience is important to a campus recreation department. A summary of the results is presented in Table 2.

5 Table 1 Demographic Characteristics of Campus Recreation Marketing Sample (N = 218) Characteristics n % Gender Male Female Type of institution Public Private Current position Director Associate Director 11 5 Assistant Director Coordinator 15 7 Other 9 4 Years in position Less than one year years years More than six years Total enrollment of students (undergraduate and graduate) 1 2, ,501 5, , , ,001 20, ,001 30, , Campus recreation department size (i.e., full-time professional staff)

6 Campus Recreation Marketing 91 Table 2 Campus Recreation Marketing (N = 218) Marketing efforts n % Strategic plan Useable strategic plan Yes No Individual(s) specifically responsible for marketing efforts Yes No Beneficial to have useable strategic plan Agree Disagree Overall direction Ability to introduce new, innovative marketing strategies and initiatives Overall marketing plan today, compared with a year ago Marketing strategy Campus recreation leadership is fully committed to the long-term success Campus recreation department should be using more marketing mediums, strategies, and initiatives Importance factor Utilizing marketing strategies and initiatives as an essential component of campus recreation Hiring professionals who possess marketing abilities and/or experience Implications Given the practical significance of this study, campus recreation professionals must take the basic steps to identify those marketing strategies to advance the campus recreation profession. This study has provided much information regarding ideas for carrying out effective marketing strategies and initiatives. In regards to the challenges to the campus recreation profession provided by respondents of this study, they can mostly be summarized in four areas: employee skills and responsibilities, external guidelines, budget constraints, and marketing mediums.

7 92 Kaltenbaugh et al. Employee Skills and Responsibilities Most campus recreation professionals indicated that this profession demands they wear multiple hats and complete other duties as assigned. These expectations are just part of the daily routine. By wearing many hats, campus recreational professionals may face having to not only administer and facilitate their own programs and services, but market and advertise them as well. Respondents suggest that full integration of a strategic plan for coordinated marketing efforts requires staff that has both advertising/public relations experience combined with market planning backgrounds. Ultimately, the competence and ability of a staff will dictate the effectiveness of its marketing efforts. External Guidelines Respondents agree that the most recognizable challenge to campus recreation marketing efforts is a university marketing department. At most universities, marketing departments oversee all marketing operations on a given campus. These marketing departments, for various reasons, set marketing guidelines that include marketing logos, colors, language, mediums, and use of outside marketing entities. Often this functionality presents challenges to campus recreation departments. Respondents indicated brand-management strategies imposed by campus administration hampers imaging and staging of information. In addition, university exclusivity agreements limit the use of potential advertisers and sponsors. In many cases, campus recreation professionals feel that there is simply too much administrative red tape to even try any marketing strategies. Campus recreation professionals who are eager to implement a marketing plan should be open minded and willing to build professional relationships. They should have open communication with university marketing professionals. Creating an environment where constant dialogue is actively pursued assists the campus by having a marketing landscape that avoids or addresses problems before conflict strikes. Budget Constraints Campus recreation departments are faced with challenges that affect their marketing strategies effectiveness. Budgeting can be a common internal challenge for any department. Respondents suggest that getting staff members to buy in and commit to a clear and specific marketing strategy or strategic plan on little to no budget can be difficult. The secret to creating a high-impact campus recreation marketing plan is to optimize your limited budget (Weese, 1986). Marketing impact can be greatly improved by using multiple marketing channels. The further a campus recreation marketing dollar can be stretched to reach the target, the higher the impact of the marketing message. Marketing Media A marketing plan and its effectiveness can be defined based on its ability to reach the masses. The respondents of this study indicated that campus recreation programs and services are being marketed through technological media such as websites, blasts, listserves, social media (i.e., facebook, twitter, hot hand), and

8 Campus Recreation Marketing 93 electronic newsletters. The use of flyers, bulletin boards, table tents in residence and dining halls, outdoor portable signage (i.e., Windmasters), program guides, restroom advertising, promotional items, brochures and calendars are accepted media in which university and colleges are utilizing to market their campus recreation programs and services. Respondents indicated that word-of-mouth is still is an effective and efficient marketing method that reaches the potential target market. As a result, this approach can continue to help create awareness of campus recreation programs and services, therefore creating a product that people will talk about. In instances where announcements and events need to be communicated campus wide, respondents indicated that people prefer acquiring information through one-on-one conversations, orientations for students as well as faculty and staff, informational booths, and student organization and residence life meetings. These types of marketing strategies have the opportunity to promote service quality while simultaneously creating a blueprint to guide future marketing efforts. Conclusion Campus recreation has the unique privilege of being able to undertake activities directly affecting students attitudes, abilities, and quality of life. Weese (1986) suggested campus recreation professionals have an obligation to strengthen their marketing efforts to enhance awareness and involvement. Effective marketing is not a hit or miss process, but a course of action which requires systematic planning (Bright, 2000; Weese & Sutton, 1987). Likewise, Kuh, Buckley, and Kinzie (2007) believed that one direct way marketing efforts affect participation is by intentionally designing programs and practices that channel behavior into purposeful activities (p. 79). With the growing number of campus recreation program and service opportunities available on campus, marketing efforts by campus recreation professionals have a powerful influence on participation and student learning. If a marketing plan is structured for the betterment of the campus community, the campus recreation department will benefit by experiencing more coordination in all marketing efforts. Campus recreation marketing efforts should continue to explore and assess the impact their marketing strategies have on their potential participants. When considering the challenges that face today s campus recreation professional, it is imperative to use any method to enhance the program s marketing effectiveness. Weese and Sutton (1987) suggest that intramural-recreational sports programs cannot be promoted in a piece-meal fashion. If they are to flourish in a very competitive market, they must be marketed with specific strategies in place (p. 16). This approach calls for systematic and professional strategies that enable campus recreation marketing to develop new ideas, improve their services, and enhance program offerings. Campus recreation professionals have felt the pressure to introduce, implement, and evaluate new trends that affect how programs and services are marketed to the university campus. One significant piece of a successful campus recreation marketing department is having an organized marketing plan. It remains an essential goal for the campus recreation profession to establish marketing theories, concepts and methods. Therefore, it is vital that individuals responsible for marketing campus recreation programs and services manage the marketing landscape so that recreational sport remains a successful endeavor.

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