ROC On to the Inner Loop A marketing plan to Retain Rochester’s Youth Rochester’s 18-28 year old population has been leaving this city in mass amounts. This is common knowledge, and our plan is targeted towards the target audience in efforts to keep them here for a longer duration of time. We feel that there are several beautiful attractions that make up the Greater Rochester Area of which this target audience is unaware. This marketing plan aims to get this market out into the suburbs and city of Rochester to see the diversity and unique options that our area provides. This will alleviate the negative stigma held by the 18-28 demographic by bringing to their attention the ample business and recreational opportunities available.
We seek to build a stronger sense of community through interactions with businesses, local marketing campaigns, and more effective communication with this demographic. With our creative and influential ideas we intend to retain Rochester’s young adults so that the city will flourish with a new generation of hope. 1. Current Situation page 22.
Target Audience 33. SWOT 54. Trends 65. Benchmark Cities 76. Evidence 9 7. Marketing Objectives and Goals 98.
Marketing Strategy 109. Marketing Tactics 1010. Cost and Implementation 1311. Measuring Success 1312. Summary 14 13. Appendices I-IV 15-17 14.
INTRODUCTION The core reason of failure in most digital marketing campaigns is not the lack of ingenuity in the banner ad or the sexiness of the website. It is not even (often) the key people of the organization. It is quite simply the lack of structured thinking about what the real purpose of the campaign is and a lack of an objectives set of methods with which to identify success or failure. ...
Works Cited Current Situation Economic: Despite the fact that the unemployment rate is at the national average of 5. 4% (as of Feb. 2005), there seems to be a negative stigma about Rochester. Upon taking a poll of approximately 75 students spanning many different majors from SUNY Brockport, RIT, and Roberts Wesleyan College (results can be seen in Appendix I), we have realized a trend of reasons as to why people do not stay in Rochester upon graduation.
Many claim they would stay if they were provided with a decent job. Although this is a very difficult problem to overcome, we feel that much can be done to minimize the would-be emigrates, including the incorporation of many social events in order to make Rochester feel more like home. Social and Cultural: There tends to be a negative attitude toward Rochester winters. Although we cannot change this we think there is much opportunity in the winter season to attract more people and make Rochester a more pleasant place to live. We have also found that many college students enjoy the arts provided by Rochester, but many are unaware of the cultural gems of the greater Rochester area. Organizations like the “Rochester Area 20 Somethings’ (RATS) and newspapers such as The City and The Insider seem unable to attract people to events.
We hope to offer suggestions about where to go, and also to promote interaction among city residents. Rochester has many excellent aspects as it is rated 7 th out of 354 cities in the recreational amenities category. Also, our city is rated 30 th out of 354 metro areas for overall place rating, which included cost of living, climate, crime, transportation, job outlook, education, the arts, healthcare and recreation. We plan to make this more evident to area residents, while encouraging them to take advantage of the variety of events offered. Government Influence: Our government situation in Rochester is relatively sound however, a major deterrent that creates a heightened negative stigma is that Monroe County has the fourth highest tax rate in the country.
This, we feel, is something that must be taken into account in order to attract young professionals to the city. We understand the reasons for high taxes and know that we cannot change them, but we feel that this may turn away potential inhabitants. Therefore, the need to focus on financial strengths of the city is imperative. This can also have a negative impact on small businesses. In starting a small business, many look for areas where low costs can be maintained, and barriers to entry are small. Our high taxes could be pushing small businesses and entrepreneurs away from our area, and thus costing our city growth.
As we become adults, we come across the broad decision of choosing a place we can call home. Many factors need to be taken into consideration other than just finding a place comforting. Some basic but important factors a person must consider are job opportunities, access to services, and transportation. A big city like New York City meets all important factors and offers a greater life experience ...
Businesses are currently responsible for 60% of the total tax revenue for Monroe County. A proposal of the state wide government that may be beneficial for small businesses is George Pataki’s “Operation Spur” plan. This will benefit upstate New York by offering a tax break to small businesses and requiring them to calculate their taxes on in-state sales only. The program will be advantageous for many companies. Because the business world is growing more global everyday, it gives more of an incentive to grow nationally without being double taxed. Housing: According to web Rochester housing is 27% more affordable than the national average.
This is quite advantageous and attractive to potential newcomers. However, owner occupied housing has been growing stagnant since 1970, with only a 5. 4% increase from 1990-2000. For renters, this city is becoming more attractive as the rent growth rate from 1970-1980 was -35%, and is now 5%. This could be attributed to the high taxes in owning a house and low costs in renting. For example, apartments around Rochester range from $266-$679 per month, with reasonable utility expenses.
Compared to major cities in the North-East, overall cost of living is very low in Rochester. When compared to Boston, Washington and Atlanta, Rochester holds a score of 94. 5, with the rest at 132, 127. 7, and 109. 4 respectively. Local Media: Media in the city of Rochester is more than adequate for the city’s needs.
There are 6 local news stations, over 30 radio stations and more than 50 newspapers. This creates a great environment with ample communication between businesses and citizens. Unfortunately, despite the high amount of media outlets, the area is still experiencing a generally negative stigma. This may be because Rochester is using the wrong media outlets to target this demographic. Perhaps the array of media needs to merge in a more effective and efficient manner.
A network must be created in order for events to recruit sufficient numbers. Word of mouth is the most efficient way to advertise, and hyping events on the radio can also prove to be beneficial. With the amount of radio and news stations, it would not be difficult to provide the public with event forecasting, and reach greater numbers. The key is strategic placement of advertisements at peak times of our demographic viewing and listening periods. Target Audience Demographic Descriptors: In using our representative research and surveying, we have discovered that a popular factor that would keep people in Rochester is a job opportunity.
Current economic research denies the innate characteristics of the entrepreneur. Rather than attributing economic growth and innovation to personality traits, economists would rather advocate a form of economic determinism: if an aggressive personality dominated an industry, economists try to explain the characteristics of the industry that made aggression a successful strategy. Economic models ...
Almost all of our surveys responded with the previously indicated reason to stay in Rochester, which is indicative of the population’s drive for success. Also, money is a monumental factor when having to pay off student loans and rent. With a drive to succeed and a need for money, people tend to take whatever job is available, whether it is in Rochester or elsewhere. This implies a dire need for a plan that will address the desire for success and money.
Despite the lack of entry-level jobs, it must be noted that Rochester’s cost of living is relatively low. In differentiating Rochester’s environment, the diverse arts and culture of the city should be stressed. Although income in other cities may be higher, it also requires a higher cost of living. As mentioned previously, the arts are of significant value to this demographic.
Areas of high interest are festivals such as Park Ave. Festival, as well as a variety of bars and pubs across the city and suburbs. Our survey also showed that the summer months are very popular, including city venues such as Lilac Festival, Jazz Festival, and many other notable outdoor activities. Cultural Events: The arts community in Rochester is a key factor that attracts many students to the city.
Different festivals during the summer such as the Park Ave. Festival and the Lilac festival are very high in attendance. On any night of the week there are concerts or different events in which to take part. This is valuable to students because many like to get away from their work at school and into the city atmosphere.
Young professionals also enjoy this atmosphere that the city possesses. Geographic Preferences: The winter season is something that many Rochesterians do not look forward to. There are many complaints that the winters are too long, and that they are too cold. This is something that cannot be changed, but can be worked around. We would like to see more activities for students and young professionals to get out and participate in during the winter to enjoy it. Many tend to stay indoors, which makes Rochester an even colder place due to the lack of community support, but with the implementation of outdoor activities with sufficient hype, this will be advantageous to the city’s wintertime aura.
Reflection Paper #3 - Analysing Work Groups Application: I will be discussing a past experience I had upon assuming a leadership position in an established business area that was new to me. I will use the Model for Analysing a Work Group as a way to convey my experience and relate it to the learning experience from week 3. The challenge I had was to lead an established program team to improved ...
Another aspect of this city that is notable is the overall geographic ease of getting around. One indicated that it only takes approximately 10 minutes to get anywhere in the city you want. Many also indicated that the RTS (Rochester Transportation System) is very satisfactory, as 10% of the population use it, many of these being students. Along with ease of traveling in the city, one is able to travel to such destinations as: Niagara Falls, Buffalo, Syracuse and Toronto. In comparison to the US average, Rochester has a very good walk / bike percentage at 9%, while the rest of the US is a mere 5%. Rochester, when given the right climatic conditions takes advantage of its geographic surrounding by getting outdoors and exercising.
This is important to note, as outdoor activities are a key factor in creating community in our plan. SWOT Strengths: . The second largest exporting city in the country… Excellent hospital care (Strong Memorial, Rochester General)… Good Parks (Letchworth, Black Creek, Sonenberg Gardens, Beachfront parks)…
Numerous athletic facilities (Total Sports Experience (TSE), Frontier Field, Blue Cross-Arena)… Close to Niagara Falls (one of the Seven Wonders of the World under an hour away)… Medium sized city which provides opportunities for social interaction (restaurant’s, bars, and theaters)… Minor League sports for inexpensive prices… Attractive sites (High Falls, Eastman House and Theaters)… 12 Prestigious colleges.
Great assortment of restaurants (Nick Tahou’s, Piazzas Pizza, Buffalo Wild Wings, Apple bees, The Olive Garden, etc)… Houses MCC, the largest community college in the nation… Some of the top music schools in the country (Eastman, Hoch stein)… A low stress area (11 th least stressful city out of 100 in the US)… Beautiful summer months with many outdoor activities and festivals… A decreasing unemployment rate (5.
The shift or movement to the city creates many opportunities for the people. It is very easy to find jobs in the city area and people can even operate as small businessmen. I would like to talk about my own city. Many multinational companies have been opening their offices in the city which has resulted in better job opportunities for all the people. People move to the urban areas in an effort to ...
9% as of February 2005, a decrease from 6. 6% in 2004)… Many large capitalization corporations (Paychex, Kodak, Wegmans, Bausch and Lomb, and Xerox).
Weaknesses: . Approximately 6 winter months (dark, wet, gloomy)…
Future job growth of -0. 9%, while national job growth is 10. 8%… Lack of advertising of events and major attractions… Poor Advertising to younger adults looking for something to do in the city…
No professional sports teams. Opportunities: . Lower cost of living expenses… Desire of youth to spend money… Increase of advertising will bring more young adults to events…
Interest in living in a medium sized city… Businesses making a comeback (Kodak)… Economic prosperity of local large corporations (Xerox, Paychex).
Threats: . The attitude of “no jobs.” . Younger adults wanting to live in warmer climates…
Negative impressions of this region being depressed… People wanting to live in a big city… Lack of big business attraction… Young people willing to move wherever the money is. Trends The Greater Rochester Area has seen its city reach a peak as the three major businesses of Rochester accelerated. Kodak, Bausch and Lomb and Xerox reached an economic high point in the past few decades, but has significantly declined in the era of our targeted demographic.
The stigma of Rochester used to be that of a place of great achievement- the “Big 3,” the great medical and science advancements of our hospitals and schools, and the overall thrive of commerce. The past few decades have become plagued with economic downfall. Kodak has repeatedly cut its labor force by the thousands, as well as Xerox and Bausch and Lomb. Along with this negative impact on the Rochester economy, state and county tax has been raised. Because the big businesses of Rochester have suffered greatly from the increasing technological advances for which they were not prepared, the Greater Rochester Area has also suffered. Added to the decrease in workforce, the weather is also a factor that contributes to the negative stigma.
Prepared By: Anthony DiGiacomo Omar Lindo Nicole Terry Rachel Buckley Chris Tribble Jeff Owens Table of Contents Topic Page # Executive Summary 4 Mission Statement 8 Description of the Venue 10 Company Summary 11 Start-up Summary 12 Business Description 15 Market Analysis 16 Market Analysis Summary 17 Market Segmentation 18 Chart 1 - Total UCONN Enrollment 19 Demographic Statistics 20 Target ...
The overall perception of the metro of Rochester is almost that of a “ghost town.” For example, a major section of Rochester is comprised of Midtown plaza which is abandoned, run-down and altogether dirty looking. The road systems are also plagued with continuous potholes, bent signs, poor lighting and constant construction. The targeted demographic of 18-28 year old people have lost touch with the character behind the city of Rochester. Only those who have lived here for a significant portion of their lives know some, if any, of the history behind this city. Most people know of the basic knowledge of the “Big 3,” a few places to hang out, and the local Walmart. There is a perceived lack of job opportunities, entertainment, and social events.
We recognize and respect that there are several advertising campaigns which are already working towards reaching this demographic: “Rochester Area 20 Somethings” (RATS), Rochester Young Professionals, Transitions, The City Newspaper, The Insider, Next Step Magazine, and many more. In researching these campaigns, we were shocked to learn that the RATS boasts a membership of over 900 people! These campaigns all have a similar goal — to support this demographic on some level. We pose the question- why is it not working? In our research we surveyed approximately 75 people, as mentioned previously. We found the major wants to be: jobs, more entertainment and a better sense of community.
Our research has concluded, as noted in Appendix III, that the Rochester area is a hot bed for starting a business. We have also found that there is an affinity of places to go for entertainment, and there are already several campaigns to reach our target demographic. These findings are baffling, as we continue to see a decline in this targeted population of young adults. Our marketing plan is to unite these campaigns as much as possible.
We recognize the distinctions between them and we intend to honor those differences. However, we would like to see them work together in creating venues for this demographic to connect more to form a sense of community. This marketing plan also engages in the heritage of this city by connecting the demographic to the cultural and historical roots that are here. This plan also focuses on putting the passion, zeal and excitement back into the Greater Rochester Area by creating events that will ignite a love for the city of Rochester. Lastly, this plan looks to tie the businesses of Rochester to the job-seeking people in this demographic in a way that will benefit the target demographic and the businesses, and most of all the city of Rochester. Since the evidence of the “Big 3” businesses that once led Rochester through an economic boom are struggling, the rise of small businesses in the Rochester Area has blossomed.
In our research we have found that in Monroe County alone, in 2002 there were 17, 220 business establishments while the State of New York housed 534, 330 altogether. Along with the perception that there are no jobs to be found in Rochester, there is also a mentality that Rochester is one of the hardest places to find a job. This again is a misconstrued piece of information in that the national unemployment rate in February 2005 is 5. 4%.
The state of New York holds a 5. 6% unemployment rate as of January 2005. Rochester’s unemployment rate as of January 2005 is 5. 9%; a decrease from 6. 6% it held in 2004. Another important trend that makes Rochester a great place to live is the affordability of its housing.
The median home cost in Rochester is approximately $83, 230. 00 while the national average is $146, 102. 00 (Best places. net).
This trend of affordable housing is ideal for this demographic as many are sharing housing costs with roommates, bringing the shared costs to a minimum in comparison to other parts of the country.
Lastly, an important area to note in the trends of Rochester is the desire of Rochesterians of this demographic to have more options. One trend that is common among all 18-28 year old adults is the desire to have as many options as possible. They are all looking for options regarding jobs, entertainment, social activities, places to go, things to do, etc. A person in this demographic is not going to be satisfied with something that is half-hearted, mundane, or flat out boring. Our marketing plan is none of these things. It is created to provide entertainment, awareness and something to do that is going to come at a price they can afford.
This plan is going to be angled so that you will want to get on the “Inner Loop” as many in this demographic are already seeking. Benchmark Cities In determining potential cities our target to compare Rochester with, we focused on cities that were similar to Rochester in population, environment and social well-being. These cities have things that differentiate them from Rochester, but are things that can be obtained. Those cities included Jersey City, New Jersey; Akron, Ohio and Greensboro, North Carolina. Factors that may attract our target market to any city in particular include population, median age, income per capita, household income, unemployment, cost of living, housing and transportation.
According to Appendix IV, it can be seen that all of the benchmark cities we chose have a median age of approximately 32-34 years of age. Although the income per capita is lower than our benchmark cities, this is compensated for by the relatively low overall cost of living. Rochester boasts a low index of 94. 5 (US = 100), while our benchmark cities range from 96. 1 (Greensboro, NC) to 109. 4 (Jersey City, NJ).
Rochester also has the lowest median home cost of $83, 230, as opposed to Jersey City’s cost of $133, 469, or Greensboro’s cost of $126, 080. In regards to transportation, Rochester has an above average percentage utilizing mass transit. While the US average is only 2. 8%, 10.
5% of Rochesttake advantage of our mass transit. Bike or walk figures are also high compared to the US average, suggesting that Rochester’s population values their health and takes advantage of outdoor activities. In fact, Rochester, NY ranked 29 on a list of 101 cities positioned by overall health. Jersey City, Akron and Greensboro came in at 50, 59 and 93, respectively.
Our target market may choose to leave the Rochester area in pursuit of other cities for a number of reasons. Jersey City, for example, offers its tourist appeal and is located only 15 minutes south of New York City. The state of New Jersey is ranked first in the nation for electronics research and development. Furthermore, income taxes are fairly low compared with the rest of the nation. Akron, Ohio, the “Rubber Capitol of the World,” also has a variety of appeals. Among these are attractions like the Ohio ballet, 6, 600 acres of metropolitan parks (including a 25 mile bike or hike trail), a water park, a rubber museum, an air museum, a tour boat, and a National Inventor’s museum.
Not only is it home to well-known companies such as Quaker Oats, Goodrich Tire, Goodyear Tire and Rubber Company and Firestone Company, but it is also a world renowned center for polymer research and development. The future looks bright for Akron, as its recent job growth has already increased 3. 8% (compared to the nation’s mere 2. 6%).
Future job growth is projected to increase 8. 3%. One of the main aspects of Greensboro, NC that makes it so appealing to Rochesterians is its warm climate. Greensboro has approximately 217 sunny days, as opposed to Rochester’s 170. Other factors highlighting Greensboro include an optimistic future job growth of 13. 9%.
Also, Greensboro hosts a Jazz Festival in April and May, and a Central Carolina Fair in September. The city offers a water park, arboretum and plenty of golfing sites. In fact, Greensboro was ranked second in the nation for the best golf in a metropolitan area. These cities offer many similar features that can be found in Rochester, however they obtain a bright future for job growth. Although there are many features that make them unique, Rochester possesses distinguishing attributes that outweigh the competition. Some ideas Rochester may want to consider in order to maintain and better itself in comparison to other cities in the U.
S. are: creating and improving recreational facilities, enhancing the nightlife of the city, and renovating the abandoned areas. Evidence of Brain Drain Some cities across the country are experiencing similar effects of “Brain Drain.” Cincinnati, Ohio, for example, is attempting to keep the younger generations in the city by creating a better quality of life. A group called Cincinnati Tomorrow is working with the city to attract younger adults by promoting sidewalk caf’e’s, hip local music and entertainment strips. Objectives in their proposed plan include creating an Arts & Culture committee that would award $1 million grants to local arts groups; building a downtown bicycle trail that would connect downtown with a local airport; cultural projects would be financially supported; and Main Street will be renovated to have a Beale Street or Bourbon Street feel. Such attempts are intended to attract younger adults who are not only looking for occupations, but also for flair and entertainment.
Saginaw, Michigan is also facing a similar challenge. It plans to “rid the community of blight and revamp the riverfront” in an attempt to renovate the downtown area. Madison, Wisconsin ranks number one in the nation for business and careers by Forbes Magazine, but it also is noticing the lack of young adults. A group called Magnet was created to help implement a plan promoting economic growth in the community, which will include providing opportunities for direct community service. Finally, Pittsburgh, Pennsylvania has experienced a 16. 6% loss of 20-34 years olds during the 1990’s.
This is yet another city that recognizes that “Young people give a community energy, creativity, and… a hope for the future.” To address this issue, a Sprout Fund was developed. This foundation supports creative, edgy activities monthly. They soon hope to be funding events like dragon boat racing and 24-hour cyder cafes, all in an effort to change young people’s attitudes about the city. Marketing Objectives and Goals Objectives: . Strengthen the connection between the Rochester area community and the college communities…
Eliminate current stereotypes of Rochester being an old, run down, laggard city… Provide opportunities for all 18-28 year olds to participate in county-wide, community-supported events… Dissolve the negative stigma of Rochester being a depressing place to live… Promotion of the suburbs of Metro Rochester, as well as the city of Rochester.
Highlight and emphasize the ample attractions housed in the Greater Rochester Area… Brand Rochester as a young, vibrant, exciting city… Show Rochester as a place worth living besides having a job opportunity. Goals: . Create a networking opportunity for the Rochester area by implementing an online forum which we plan to have 1000+ members within our first year… Connect different advertising campaigns targeting this demographic, which already exist in the Greater Rochester Area, to consolidate separate campaigns and re-structure them to reach a common goal…
Capitalize on Rochester’s strength’s and opportunities: arts, cultural diversity, food, historical heritage, High Falls District, low housing costs, suburb expansion and development… Create and facilitate opportunities for demographic to connect with area businesses with events such as: Boardwalk Walk ‘n Talk, The Golden Ticket and a tee shirt campaign… Sell and distribute 500+ tee shirts within the first year of our campaign. Marketing Strategy. Breakdown the barriers and misconceptions college students have about Rochester by providing them with opportunities to see Rochester in a new perspective through various county-wide events.
Offer a wider variety of opportunities during non-peak holidays / seasons . Commemorate the historical heritage and traditions of Rochester. Reposition Rochester as a young, vibrant and exciting city which is emerging as a quality place to live for many reasons. Re-create stigma of Rochester through verbal, mental and tactile implementation of this marketing plan Marketing Tactics The Golden Ticket: Rochester is a hotbed for small business start-ups. In our research we found there are over 17, 000 businesses in Monroe County alone. Not only do we house several small businesses, but we also house major companies like Kodak, Bausch and Lomb, Xerox, Wegmans and Paychex – five Fortune 500 companies.
The Golden Ticket is a county-wide scavenger hunt that will connect our demographic with the business community of Rochester. The game will be a week long extravaganza and will run as follows: . Teams will consist of 5 or more individuals. A $5 entrance fee is required that will cover cost of admission and a free tee shirt, with all business sponsors listed on the back… The teams will be handed a list of participating businesses and business addresses… The goal of the game is to be the first team to complete the course.
At the beginning of the game, we will provide each team with one clue. The answer to this clue will lead the team to a small business found in one of eight suburban areas: Brighton, Brockport, Chili, Gates, Greece, Henrietta, Pittsford, and Webster. Once the correct business has been identified by the team, they must take a picture of their team (one member may be excluded to take the picture) in front of the business; the team must pick up a stress ball which each of the participating businesses will be given; and finally, the team must write down the clue for the next business, which will be posted somewhere within the building. The picture and stress ball serve as evidence of the team having solved the clue. The first team to correctly identify and acquire evidence from all of the businesses is the winner. This team must notify The Golden Ticket director that they have completed the course.
They must also have a golden ticket (provided for one team by the last business) as part of their proof that they have completed it. In response to the game, we hope to build community and raise awareness of local businesses around Rochester. Many people currently are unaware of what this city offers, so this will advertise for small businesses and get people outdoors. The Golden Ticket contest will consist of any business that chooses to take part.
Our intent is to pin point a variety of small businesses that are unique to the Greater Rochester Area so that people will realize the many opportunities that this city offers. We also hope to highlight a variety of ethnic establishments to emphasize the diversity that is evident in Rochester. Upon completion of these games the teams are then able to move on to their next check point with a little bag of flour which will have the name of the business on it. This will be proof of moving on.
The winner of the competition will be the first team to complete the course and provide all bags of flour. This team will then be awarded interviews with prized companies around Rochester. They will also be awarded free admission on the ferry cruise (to be explained later).
Ferry: The grand prize of the Golden Ticket is a party held on the Roc Ferry. Winning participants can bring a single guest, while additional people who would like to join the festivities (non-competing individuals) can participate for a cover charge of $10 (this charge will be contributed to the total cost of the ferry’s expenses).
Every one of a team’s stress balls, acquired during the scavenger hunt are entered into the drawing for $500 (invested by us).
The winning team of The Golden Ticket will be awarded with a plaque with their names, which will be added to in the years to come, and gift certificates to city attractions. In addition, non-competing people may purchase raffle tickets for $2. There will be a DJ to provide music for dancing. Also, additional tickets may be sold on the ferry, and all of the proceeds go into the pot.
There will also be a keynote speaker for the event to encourage young Rochesterians to stay in the area. Possibilities for speakers are the mayor of Rochester, William Johnson Jr. , President Lois Gneiss or Vice President Gladys Santiago of our City Council (for example).
Boardwalk Walk ‘n Talk: The Boardwalk Walk ‘n Talk, held during the last week of April or September, is directed toward those looking for an occupation. This casual event with a Hawaiian theme will provide an opportunity for area businesses to set up a booth along the Charlotte beach boardwalk from 7 to 9 PM. Afterwards, participants will have the opportunity to relax and enjoy the beach as they watch a lively Battle of the Bands and explore other venues along the boardwalk.
This will be a good opportunity for our region to come together outside and enjoy our beautiful landscape, while searching for a potential job. We are hoping for a minimum of 30 area businesses with a variety of fields to take part in this event. Vendors will be available to provide food and beverages for a small fee. Local radio stations will supply on site music when Battle of the Bands is not underway. The radio station will also broadcast 3 or 4 on-site interviews throughout the day so that more will be attracted to the event. T-Shirts: The intent of our t-shirt campaign is to create a stronger sense of pride in Rochester.
The overriding theme of these shirts is “Learn the Rochacha in Five Steps.” These steps include visiting area businesses, like Nick Tahou’s and the High Falls District. “Rochacha” encompasses the spirit of a young, carefree perspective on Rochester life. We hope to embed this belief within our target market to ultimately change their perspectives and attitudes and take pride in Rochester. Another idea for a T-Shirt campaign is ROC Solid-Live It Up.
In an effort to incorporate last year’s slogan, we have adopted this slogan because it captures the essence of this target market. It holds energy and a mentality of enjoying the surroundings, while working hard and pursuing professional goals. These shirts will be used in various activities as promotional apparel. Such activities will include The Golden Ticket, welcome packages for colleges, and free prizes at concerts, Battle of the Bands, etc.
Our intent is to saturate the Greater Rochester Area with pride and a newfound love for their city. Also, we considered setting aside a day to celebrate Rochester Pride, deemed “Rochester Pride Day.” Rochester area residents can purchase items like t-shirts, bumper stickers, key chains, etc. for an inexpensive price to help display their pride. Website: Our plan includes a website forum for our target market to communicate and network on a variety of levels. There will be many different topics (i. e.
literature, business, music, etc. ) in which to participate. With different forum topics, this will bring many people together with a common purpose and frame of mind. The exchange of ideas is important to this age group, and this website will be monumental in this respect. Also, young professionals will be able to advertise their businesses on the website for a nominal fee. Via advertising, this website will pay for itself so that we are not placed in the position of charging annual fees for this service.
Costs and Implementation (EXPENSES) LESS REVENUE NET EXPENSE The Golden Ticket (approx. 50 teams. ) T-shirts ($325) Cameras ($300) Stress balls w / logo ($893) $5/player admission $2500 ($1, 518) $2, 500 $982 Boardwalk Walk ‘n Talk Reservations Business fee ($30 x 30 businesses) ($100) $900 $800 T-shirts $1. 30 per shirt x 3000 Sell for $2 ($3, 900) $6, 000 $2, 100 Fast Ferry DJ ($500) Key Note Speaker ($500) Catering ($6000) Raffle ($500) $10 admission fee (500 expected guests) ($7, 500) $5, 000 ($2, 500) Website Start-up, maintenance Business advertising ($2, 000) $500 ($1, 500) Advertising TV ads, Billboards, Radio (dispense funds as needed) ($34, 982) $0 ($34, 982) Total ($50, 000) $14, 900 ($35, 100) Measuring Success The Golden Ticket: This competition will measure itself. The number of team entries and businesses who take part will be a measure of how successful this will be.
This occasion will be heavily advertised so that people will be excited about the event. The benefits of this will be that the participants will have a greater understanding of Rochester’s offerings as a city, and word of mouth will provide a continuum of advertising. Boardwalk Walk ‘n Talk: Upon this event’s completion, we will be in contact with the area businesses who took part in the job fair. This way we will be able to measure how many students / young professionals both applied for positions or even hired. Furthermore, the amount of food that we give will be an indicator of the amount of participants in the fair. T-Shirts: A measure of success in the category is the amount of t-shirts we have left over at the end.
The result of this would be that people will have a new perception of Rochester, and they want to be a part of its success, just as Rochester wants to be a part of theirs. Ferry: The success of this will be very easily calculated. The amount of participants in the event will be the indicator. Whoever comes to the ferry will have a new perception of Rochester, as the keynote speaker will be monumental in their decision to stay. Summary Our plan hits on many aspects of the city of Rochester, which will create a pride and connection to this city. Our plans are instrumental in proving that our city is better than our benchmarks in many categories including the arts, nature, and job opportunities.
Not only do we recognize the inherent value in the Greater Rochester Area, but the implementation of our marketing plan will bring and retain our youth. Through our research we have realized that there is nothing wrong with Rochester at all. The only downfall is that it needs a plan that will bring people together and create unity across this city. Our plan strikes on many aspects that young Rochesterians value and hold dear to them. There is much to be taken from our surveys, and we shall hold them in esteem and value. Jobs are most important for a recent graduate, so we plan to be active in providing an avenue for these people to thrive.
Events like The Golden Ticket will bring unity; Boardwalk Walk ‘n talk will provide jobs; and the ride on the ferry will have an impact in a way that draws a connection between young professionals / college students in order to network, and builds a bridge with the city of Rochester. Appendix Upon surveying approximately 75 students, these are the results that came up in their responses. As you can see, the main three features of Rochester that are most attractive is the arts, friends and family, and the size. We will be utilizing these components in our marketing plan by promoting the arts scene, and with the size being so small we can conduct the “The Golden Ticket” on a realistic level.
Appendix I IIt is clear through this graph that the majority of students’ reason for staying after graduation is a job. This means that there is not very much spirit for the city, and that many are willing to go elsewhere if they have to. Through our plan, we hope to drive many Rochesterians into the mindset that this city is there home, and that even if they are forced to take a lower paying job, they want to stay here. Appendix III Appendix IV Rochester, NY Jersey City, NJ Akron, OH Greensboro, NC US Average Population 220, 606 237, 345 226, 987 200, 924 48, 662 Median Age 32 33. 7 34. 8 33.
9 35. 5 Income Per Capita $16, 451 $20, 230 $17, 690 $22, 715 $21, 658 Household Income $32, 147 $46, 724 $33, 049 $44, 036 $44, 958 Unemployment Rate 4% 5. 80% 4. 00% 2. 70% 4.
00%Recent Job Growth 0. 4% 3. 30% 3. 80% 2.
10% 2. 60%Future Job Growth -0. 90% 4. 40% 8. 30% 13. 90% 10.
80%Cost of Living (indexed) 94. 5 109. 4 96. 1 99. 4 100.
00%Median Home Cost $83, 230 $133, 460 $97, 470 $126, 080 $146, 102 Mass Transit 10. 50% 36. 70% 3. 30% 1. 80% 2. 80%Bike/Walk 9.
00% 11. 10% 4. 10% 4. 60% 5. 70%Sunny Days 170 207 171 217 213 Source: web Works Cited web Files/Annual Est. pdf web James Edward.
“Magnet Aims To Keep Young Professionals In Madison.” Wisconsin State Journal, July 2004. web.