Business, Sauder School of
DSpace
University of British Columbia. Alma Mater Society
University of British Columbia. Campus and Community Planning
Zhao, Angela
Ma, Helen
Ju, Hyun Kyung
Kleine, Moriah
Wu, Victor
Envision a world where adventure and creativity does not come at the expense of the planet or break the bank. This is the vision behind the Alma Matter Society (AMS) Lending Library (LL), the University of British Columbia's (UBC) first volunteer-led initiative of its kind. In a world where consumerism and waste are rampant, the LL is a beacon of hope, offering a low-cost, low-barrier, and low-waste solution to allow UBC students, faculty, and staff to pursue their passions and experiment with new recreational activities. By providing an eco-friendly and cost-effective alternative to traditional purchasing, the AMS LL is paving the way for a more sustainable and equitable future for the UBC community. Disclaimer: “UBC SEEDS provides students with the opportunity to share the findings of their studies, as well as their opinions, conclusions and recommendations with the UBC community. The reader should bear in mind that this is a student project/report and is not an official document of UBC. Furthermore readers should bear in mind that these reports may not reflect the current status of activities at UBC. We urge you to contact the research persons mentioned in a report or the SEEDS Coordinator about the current status of the subject matter of a project/report.”
AMS Sustainability Lending Library Marketing PlanPrepared by: Angela Zhao, Helen Ma, Hyun Kyung (Amanda) Ju, Moriah Kleine, and Victor WuPrepared for: Alma Mater SocietyCourse Code: COMM 468University of British Columbia Date: 18 April 2023 Disclaimer: “UBC SEEDS Sustainability Program provides students with the opportunity to share the findings of their studies, as well as their opinions, conclusions and recommendations with the UBC community. The reader should bear in mind that this is a student research project and is not an official document of UBC. Furthermore, readers should bear in mind that these reports may not reflect the current status of activities at UBC. We urge you to contact the research persons mentioned in a report or the SEEDS Sustainability Program representative about the current status of the subject matter of a report”. University of British Columbia Social Ecological Economic Development Studies (SEEDS) Sustainability Program Student Research Report AMSSUSTAINABILITYLENDING LIBRARYPREPARED BYMoriah KleineHelen MaAmanda JuAngela Zhao Victor Wu Introduct ion Execut ive Summary Overview Situat ional Analys isIndustry Def in i t ionMarket Analys isCompany Analys isCustomer Analys isCustomer Segmentat ionCompetit ive Analys isP lanning AssumptionsSWOTRecommended Target MarketsRecommended Brand Posit ioningGoals & Object ivesMarket ing Strategies & Support ing Tact icsS.M.A.R.T. Object ive 1S.M.A.R.T. Object ive 2Timel ineBudgetMonitors & ControlsRisks & Mit igat ionsConclusionAppendicesReferences1.2.3.4.a .b.c .d.e.f .g .h.5.6.7.8.a .b.9.10.11.a.12.13.14.- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -1- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -1- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -2- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -3- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -3- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -3- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -5- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -12- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -15- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -19- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -23- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -24- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -26- - - - - - - - - - - - - - - - - - - - - - - - - - - -27- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -28- - - - - - - - - - - - - - - -29- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -29- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -42 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -46- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -49- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -50- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -51- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -53- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -55- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -75TABLE OF CONTENTSAMS Sustainability is set to launch the LL as part of its student services. This low-cost, low-barrier, andlow-waste solution will allow the wider UBC community to pursue passion projects and try out newrecreational activities through an equipment borrowing model. The LL is scheduled to launch inSeptember 2023 and is a joint effort between AMS Sustainability and SEEDS under the SustainableProjects Fund. To effectively compete, the LL must raise awareness of its sustainable impact,convenient services, and affordable prices among the campus community. This report outlinestargeted marketing recommendations, based on the LL's differentiators, that will lead to significantgrowth for service when executed correctly.This report outlines a one-year marketing plan for the LL that effectively promotes the benefits ofpurchasing second-hand recreational goods. The plan is actionable, creative, and feasible,incorporating primary and secondary research, market segmentation, S.M.A.R.T. objectives, andvarious strategies to establish the LL as the go-to shopping destination for consumers seekingsustainable and affordable recreational goods within the Point Grey Peninsula.The marketing plan begins with a detailed analysis of the LL's current situation and prevailing marketfactors through secondary research. As the LL operates in the growing recreational rental goods andcircular economy industry, leveraging the trend of used-goods purchasing is crucial. The plan takesinto account important sociocultural factors such as the increasing consumer concerns aroundsustainable consumption.Overall, this marketing plan presents a clear and concise strategy for the LL to achieve its desiredgrowth goals and position itself as a leader in providing sustainable and affordable recreational goodsfor the greater UBC community.OVERVIEW INTRODUCTION1Envision a world where adventure and creativity does not come at the expense of the planet or breakthe bank. This is the vision behind the Alma Matter Society (AMS) Lending Library (LL), the Universityof British Columbia's (UBC) first volunteer-led initiative of its kind. In a world where consumerism andwaste are rampant, the LL is a beacon of hope, offering a low-cost, low-barrier, and low-waste solutionto allow UBC students, faculty, and staff to pursue their passions and experiment with newrecreational activities. By providing an eco-friendly and cost-effective alternative to traditionalpurchasing, the AMS LL is paving the way for a more sustainable and equitable future for the UBCcommunity.EXECUTIVE SUMMARYPrimary research was gathered by distributing a survey and conducting one-on-one interviews. With280 valid respondents, an understanding of respondents' familiarity with AMS initiatives, sustainableshopping behaviours, and their willingness to pay for rental goods services was gained. Ten in-personinterviews with survey respondents fostered a deeper understanding of their opinions on motivatorsand barriers to purchasing second-hand items and renting goods. Based on these results, eight usersegments were created and three were selected to target based on their alignment with the LL valuesand business model: "Practical Peter," "Student-in-the-Know," and "Unaware Waste-Reducer."The S.M.A.R.T. objectives focus on increasing the number of unique and repeat users. The firstobjective is to attain 400 unique users who borrow at least one item during the first year of operation,as measured through the transaction tracking system. The second objective is to retain 75% of userswho will use the service again or multiple times by 12 months post-launch, as measured through thetransaction tracking system.Six strategies and 13 tactics are suggested to achieve these objectives, along with metrics to monitorthe progress and effectiveness of the suggested tactics after implementation. Regarding theimplementation of this proposal, a marketing budget of approximately $1,383 is projected. Overall,the purpose of this marketing plan is to increase the number of unique and repeat users of the LL bydriving awareness and comprehension of the serviceOVERVIEW OVERVIEW2SITUATION ANALYSIS INDUSTRY DEFINITIONMARKET ANALYSISAGGREGATE MARKET FACTORSINDUSTRY SIZE & GROWTH RATE The LL operates within multiple industries, making it a unique player in the market. Primarily, itbelongs to the consumer goods rental industry that includes recreational goods, such as homeimprovement and outdoor activity items (United States Department of Labor, 2022). In Canada, thisindustry generated a revenue of $3.1B in 2021, with individuals accounting for 70.6% of total sales(Statistics Canada, 2022). However, as Canadian data is limited for these industries, American sourcesare also relevant. In the United States (US), the consumer goods rental industry is projected to grow ata compound annual growth rate of 10.9% year-over-year (The Business Research Company, 2022).Furthermore, recreational items are expected to account for approximately $2.5B, or 11.2% of the USconsumer goods rental industry revenue for 2022 (Kentley Insights, 2019; Kentley Insights, 2023).Though the recreational consumer goods rental industry is not an exact match for the LL, the businesscan be better understood by looking at the circular and sharing economy industries. The circulareconomy services industry aims to extend product life spans through renting, leasing, reusing, andrecycling existing materials and products, while the sharing economy promotes resource sharingbetween citizens instead of individual ownership (Ghosh, 2020). As KPMG (2022) predicts substantialconsumer growth within the circular and sharing economy industry, the LL has the potential to capturerecreational rental sales through its model. As stated above, the consumer goods rental industry in Canada generated $3.1B in revenue, withBritish Columbia holding the third-largest share at 7.8% (Statistics Canada, 2022). Despite theturbulence faced by other industries due to the COVID-19 pandemic, this sector saw a 4.3% increase inrevenue since 2020 (Statistics Canada, 2022; Gupta et al., 2020). The popularity of thrifting andsecondhand purchases is likely to contribute to further growth in the consumer goods rental industry.According to NARTS (2022), 62% of Generation Z and Millennial consumers look for secondhand itemsbefore purchasing new ones.The LL aims to reduce waste by lending recreational equipment to the UBC community, encouragingthe adoption of a circular economy model. The shift from creating, using, and disposing of products toreusing, repairing, and sharing them is a key aspect of a circular economy, which can eliminate waste(Government of Canada, 2022). According to KPMG (2022), the circular economy has the potential tounlock $4.5 trillion of economic growth by 2030, and $25 trillion by 2050.3SITUATION ANALYSIS SEASONALITYSeasonality can significantly impact the LL's business since the inventory falls under several categories,including kitchen appliances, arts and crafts, outdoor equipment, and academic aids. Demand forthese items varies depending on the season. For instance, for camping and outdoor equipment, thehighest peak in demand occurs around June and July, with a second peak in December (Pattern DataScience, 2022). On the other hand, usage rates for kitchen appliances increase during the wintermonths when more people cook indoors due to the colder season (Hauser & Millard, 2021). Academicaids and art supplies have less prominent seasonality changes in demand.Furthermore, the LL needs to consider the population of students on campus, as it ultimately affectsthe volume of the target market. Most North American universities have winter sessions that start inthe fall and end in the spring, with two breaks in between (The University of British Columbia, 2023).During the summer session, fewer students are enrolled. Therefore, it is safe to assume that thedemand for the LL will be higher during the winter sessions (from September to April) when moststudents are on campus attending classes. Conversely, there will be less demand during the summermonths and breaks when many students are away from campus.DISTRIBUTION CHANNELSThe LL storefront is situated on the basement floor of the Nest building on the UBC Point GreyCampus. They operate as a "retail" channel with a physical location to store rental equipment andfacilitate rental exchanges. Four volunteers operate the service, and flexible operating hours areavailable. Currently, they use the Moneris point-of-sale (POS) system to internally track inventory. Thesystem is utilized across other AMS services, therefore will not accrue additional costs.ENVIRONMENTAL MARKET FACTORSSOCIOCULTURALIn recent years, there has been a notable shift among consumers towards more sustainable lifestyles,with many businesses adapting their business models to align better with the principles of the circulareconomy (StartUS Insights, 2023). According to Krosnick and MacInnis (2020), 81% of Americansaccept that the Earth's temperature is rising, which is the highest percentage since 1996. Moreover, in2020, millennials made up 40% of all consumers, and 40% of this demographic believe that businessesmust contribute to a more sustainable society (Zappulla, 2019).The goal of sustainability is to keep products in use for as long as possible, which can be achievedthrough renting goods or buying secondhand. With sociocultural trends moving towards a moresustainable future and economy, more consumers will start gravitating towards businesses thatincorporate circular economy principles into their model.Secondhand shopping, also known as thrifting, has been around for a long time, but it has onlyrecently begun trending, especially among Generation Z, after influencers rebranded it as a newpopular aesthetic (Chu, 2020). The rise in the popularity of thrifting has also decreased some of thestigmas 4SITUATION ANALYSIS that were once associated with buying secondhand, such as being unable to afford new clothes or thebelief that secondhand items are dirty because they are used (Santos, 2020). This socioeconomic trendof using secondhand items and decreased stigma around thrifting increases the potential for moreconsumers to engage with initiatives such as the LL.DEMOGRAPHICAccording to recent research, the demographics of those who use second-hand items have undergonea massive shift (James et al., 2010). While thrifting has traditionally been associated with lower-classshoppers, the trend has shifted towards those of higher socioeconomic status, particularly the middleclass. The research reveals a significant increase in middle-class shopping at thrift stores for clothing,equipment, and furniture.Apart from socioeconomic status, age also plays a significant role in the use of second-hand items.With thrifting becoming more mainstream, many young people have started to visit thrift stores insearch of affordable and unique fashion items. As a result, Generation Z and Millennials have emergedas the driving force behind the thrifting movement (Chu, 2020).ECONOMICAs 2023 marks the beginning of a mild recession, many have already experienced layoffs or reducedworking hours, significantly affecting their income (Danise, 2023). This reduction in disposable incomehas an impact on the purchasing and usage of secondhand items as well as consumer goods rentalcompanies. According to the World Economic Forum, there is a 91% chance of weak economic growthand a 24% chance of high inflation in the US in 2023 (Markovitz & Feingold, 2023). As the Canadianeconomy is largely influenced by the US, buying power of consumers in Canada will be affected. Thiscould lead to a surge in usage of the LL as more consumers turn towards "pre-owned" goods(Petrecca, 2008).COMPANY ANALYSISAMS CORPORATE OBJECTIVESThe UBC AMS’s overarching corporate objective is to improve the educational, social, and personallives of UBC students located on the Vancouver campus. They look to achieve this goal through three priorities:Provide a healthy and safe environment for all students.Advance an affordable and accessible educational futurethrough community support and systemic action.Promote fun and fulfilling social lives for students.5SITUATION ANALYSIS DIVISIONAL OBJECTIVESThe Sustainability division of the AMS was established to promote a green society and a moresustainable campus community. The division aims to achieve this goal by making measurablereductions in the environmental footprint of the UBC student body. The AMS Sustainable Action Plan(ASAP) was developed by the division to achieve this goal (Stancer & Evans, 2019). Its objectivesinclude:AMS SUSTAINABILITYIn 2011, AMS Sustainability introduced the Sustainable Projects Fund to support student-ledsustainability projects. Students can apply for funding of up to $15,000 through this initiative. TheSocial Ecological Economic Development Studies (SEEDS) division is a partner in supporting this fund.SEEDS’ primary objective is to facilitate student research and interdisciplinary partnerships betweenUBC students, faculty, staff, and community members to advance sustainability initiatives on the UBCcampus. By providing data, applied research, and knowledge exchange, SEEDS supports AMSSustainability's objectives in scaling and achieving sustainability commitments at UBC. SEEDSThe LL is a sub-division within the AMS Sustainability division, established in partnership with SEEDSunder the Sustainable Projects Fund. The LL team consists of three team members from the AMS side – the Sustainability ProjectsCoordinator, AVP Sustainability, and VP Administration, as well as a member from SEEDS – the ClimateAction & Food Systems Applied Research Coordinator.*Please note that this team only includes paid leadership roles and does not include the LL volunteers.AMS LENDING LIBRARY6The LL’s objective is to allow students to pursue passion projects and try new activitieswhile empowering the community to reduce material waste through sharing.Build resilient facility operations within AMS facilities. Increase ethical and local sourcing for AMS business operations and events.Demonstrate advocacy and leadership by supporting the advocacy efforts of studentorganizations on campus.Evaluate AMS student services through a sustainability-focused lens.Establish campus coordination between the AMS and other UBC organizations andstudent groups to promote more sustainable practices. Foster Indigenous coordination through working with the AMS Indigenous Committee topursue social sustainability. 1.2.3.4.5.6.The AMS is the student union of UBC Vancouver and offers a range of services, including but notlimited to Peer Support, Safewalk, Tutoring, Food Bank, Advocacy, and eHub, all of which are designedto enhance the well-being of the UBC community. The LL is a new service that has been developed to be a low-cost, low-barrier, and low-waste solutionthat houses a variety of equipment and tools for UBC students, faculty, and locals to the UBC area toborrow. The service's aim is to provide access to items that one may occasionally need or want to try,which reduces the need for new purchases. Furthermore, the service lowers potential barriers toaccess, by providing the service at a low cost and through a consistent, and trustworthy borrowingprocess. The items offered were selected by the LL team based on popularity, taking intoconsideration the data obtained from a primary research survey conducted in the summer of 2022.Considering the objective of the LL as well as the borrowing service model, the items offered areprimarily for recreational and short-term use. They can be classified into four categories: KitchenAppliances, Arts and Crafts, Outdoor Equipment, and Academic Aids. Kitchen Appliances include foodprocessors, air fryers, and toasters. Arts and Crafts inventory includes sewing machines and art supplykits. Outdoor Equipment includes tents, flashlights, backpacks, and gardening supplies. Academic Aidsinclude graphing calculators and molecule kits. The lending process is designed to be familiar and convenient for students and other users of theservice by mimicking the interactions of a library, a process that they are likely familiar with. They canvisit the location and check out items with one of the LL volunteers. A borrowing fee will be paid whenthe item is checked out, and the user's credit card information will be kept on file in case of damagesor failure to return the items.The LL service has been designed to align with the mission and goals of the AMS and its Sustainabilitydivision. It is available as a low-cost and convenient tool for the greater UBC community to pursuevarious hobbies and recreational activities with few barriers to entry. Additionally, it has beendesigned with sustainability at the forefront, where the community can share resources, save money,and create value through reusability.SITUATION ANALYSIS ANALYSIS OF MARKETING MIXPRODUCT7Inventory Offered: Kitchen Appliances • Arts and Crafts • Outdoor Equipment • Academic Aids SITUATION ANALYSIS ANALYSIS OF MARKETING MIXThe LL service is not driven by profit objectives, rather, it is intended to meet the needs of the UBCcommunity. To account for funding and repair costs, the AMS has determined that a small fee peritem is necessary to sustain and expand operations in the future. Furthermore, all borrowing fees willbe used to support the operations, increase the breadth and depth of inventory offered, repair olderinventory, and promote the service.Based on primary research conducted on the UBC student body during the summer of 2022, the AMSconcluded that the average willingness to spend on the LL items is $2 per week. Therefore, a $2 flatrate was chosen as the borrowing fee for all items, allowing students to take items home for up to oneweek at a time. The AMS has not yet considered pricing promotions, add-ons, or a pay-what-you-canpricing model, as the service has not yet launched. However, they are open to exploring other pricingmodels.According to data uncovered through the primary research survey, the main competitors of the LLservice are thrift stores and online marketplaces such as Facebook Marketplace and Amazon.Currently, the pricing of the LL service is lower than that of all its direct competitors.PRICE8The LL will be located in a room on the basement floor of the UBC Nest building, which is currentlyunder construction (Figure 1). This room will also serve as the storage space for all the LL inventory. Itsproximity to other sustainability initiatives, such as the AMS Food Bank, AMS Interactive SustainabilityCentre, and Sprouts Cafe, will attract desirable customer segments to use the LL service. While currenthours of operation have not yet been finalized since operations will be fully led by a group ofvolunteers, it is expected that the LL will operate on weekdays during school hours.PLACEFigure 1The main promotional channels for the LL are expected to include social media, out-of-homepromotion, word of mouth, and partnerships with student groups and clubs.While the AMS Sustainability division and the LL service itself have no social media presence, thewider AMS organization has a large Instagram, Facebook, and TikTok presence. It is expected that theAMS' Instagram, Facebook, and TikTok will be the main social media platforms used to promote the LLservice. Specifically, the organization's most prominent social media platform, its Instagram page, hasover 10.6K followers and averages one post a day (Figure 2). Despite having a large audience, itsengagement rate is relatively low at 0.2%, with an average of 18 likes and 3 comments per post(Phlanx, 2023). The AMS Facebook page boasts an impressive 9.3K followers (Figure 2). Although theorganization has previously launched paid Facebook and Instagram advertisements for election eventsand the AMS Sexual Assault Support Centre, no campaigns have been run for the AMS Sustainabilitydivision's products and services. The AMS TikTok platform, which was launched in the summer of2022, has gained a following of 667, with 13.1K likes (Figure 2). The platform has showcased multiplestudent-led sustainability projects funded by the AMS Sustainable Projects Fund.The AMS also uses physical, out-of-home promotion in the form of flyers, on-screens, andexperimental marketing throughout the Nest building. Furthermore, AMS team members often set upbooths around campus to promote different initiatives and events. The AMS works closely with partners such as UBC Sustainability, SEEDS, and AMS clubs on campus topromote their products and services. With over 350 clubs on the AMS Network at UBC, the AMS haslarge email lists that encompass all UBC Vancouver undergraduate students. Furthermore, the AMShas a regular email newsletter that contacts all club executive members monthly. The AMS'partnership with SEEDS provides another platform for promotion, where relevant AMS products andservices can be featured on their website and monthly newsletter.SITUATION ANALYSIS PROMOTION9Figure 2Instagram • Facebook • TikTok SITUATION ANALYSIS ANALYSIS VISION/MISSION, CULTURE, FINANCE, HRAMS Mission: To deliver a memorable and fulfilling university experience for all students.AMS Sustainability Mission: To create a more sustainable campus community.SEEDS Mission: To utilize research and partnerships to advance sustainable practices on campus.The AMS has a generally strong and supportive culture, composed of students from variousbackgrounds and with different areas of expertise. As a student-led organization, it offers flexibility inwork and a community of understanding. The general structure follows a top-down approach,modeled after government and political influences in North America.CULTUREThe AMS organization is divided into four branches – Academic, External, Finance, and Administrativeaffairs. The AMS Sustainability division falls under VP Administration and is led by Associate VPSustainability. Within AMS Sustainability, there are two coordinator roles – Food Systems and ProjectsCoordinator. The Projects Coordinator manages the operational and marketing components of the LLservice, including volunteers.The AMS uses a three-tier pay structure for employees. Student staff, Tier 1 employees, are paid $16hourly. Tier 2 employees earn $17/hour, while Tier 3 employees earn $18/hour. The AMS strives to beequitable and accommodating to its student employees, given their course workload and outsidecommitments. Its convenient location for students makes the AMS an attractive employer for UBCVancouver students.HUMAN RESOURCESThe AMS generates revenue from student fees, businesses, and investments, with some governmentsubsidies. In Fiscal Year 2021/2022, the organization earned an estimated 26 million, spending justunder 4.7 million on operational expenses. The majority of their expenses were allocated to studentservices and overhead costs. Over 1.2 million was spent on student services, such as Safe Walk, theSexual Assault Support Centre, and the Food Bank. Additionally, almost 1.7 million was spent onoverhead costs, including Human Resources, Administration, and IT services.FINANCIAL RESOURCESAMS Lending Library Mission: To empower students in pursuing passion projectswhile reducing waste through applying circular economy principles. As a non-profit organization, the remaining profits were distributed among various AMS studentfunds, such as the Clubs Benefit and Capital Projects Funds. The AMS also invested 262K in marketingand communications and 93K in research during the last fiscal year (UBC AMS, 2023). While the AMS' 10SITUATION ANALYSIS KEY SUCCESS FACTORSAMSOne key success factor of AMS is its brand awareness among its target market. According to theprimary research, 92% of participants had heard of at least one AMS service (Appendix G), which canbe largely attributed to the organization's long-standing history. The AMS dates back to 1915 and hasbecome the most prominent student organization and resource center on the UBC Vancouver campus.As a non-profit student union, the AMS has few competitors, especially at its scale. Its unique valueproposition lies in being the only official student union on the UBC Vancouver campus, built and led bystudent leaders. This student-driven philosophy has fostered a culture of motivation among AMSleaders, staff, and volunteers.Another success factor is the organization's young talent. Younger workers tend to be more flexible,motivated, and open to change, as well as value diversity in the workplace. This talent force allowsAMS to innovate quickly and at a lower cost of labour. AMS SUSTAINABILITYThe AMS Sustainability division is relatively new within the AMS organization and has lower awarenessand usage among the target market. However, the AMS brand power and loyalty are key successfactors for this sub-brand.Additionally, AMS Sustainability benefits from a strong relationship and connection with UBC, whichprovides access to research and other resources. This support includes monetary sponsorships andpartnerships with UBC Sustainability and SEEDs.Another success factor is the like-minded team and community centered around sustainability. TheAMS Sustainability team and target market share the common goal of improving and scalingsustainable practices across campus. This shared mindset and vision have allowed the organization tosucceed due to their strong strategic focus.LENDING LIBRARYThe LL's key strengths are significantly lower product costs than competitors and a strong vision ofsustainability. The lending service offers a price point that for-profit competitors cannot match.Additionally, the not-for-profit, community-focused element of the service allows for a product thatprioritizes value over revenue. The LL team is expected to consist mainly of volunteers, furtheremphasizing their commitment to community and value-driven operations.11marketing and communication expenses are relatively high, the marketing budget for the AMSSustainability Division is currently unknown. According to the client representative, the LL is expectedto have a marketing budget of $500.The research aimed to categorize the LL’s market into customer segments based on respondents’purchase decision criteria, behaviour, and attitudes. From there, the most attractive target segmentswere identified. Attractiveness was determined based on the segment’s potential in allowing the LL toreach its goal of increasing the number of unique users and repeat usage rates were selected. Clearlydefined target segments will allow the LL to effectively capture those individuals using strategies andtactics tailored to their preferences. Primary research was also used to evaluate how customersinteract with the LL’s competitors and their preferred communication channels. The methodology for research included distributing surveys both online and in-person, as well asconducting in-person interviews on the UBC campus. The survey (Appendix A) was created onQualtrics and was distributed through multiple communication channels such as UBC-relatednewsletters, UBC-related social media accounts, and in-person outreach throughout the campus. Ityielded 280 valid respondents. Criteria for validity was set in place to eliminate respondents who donot frequent the UBC Point Grey campus and can not easily access the LL services. Ten in-personinterviews (Appendix B) were conducted with current UBC students who had already completed thesurvey. These respondents were chosen based on simple random sampling and provided furtherinsights into their attitudes towards the LL. Limitations of the research include that in-depth interviews were limited to students, and the overallresponse rate from UBC faculty, staff, and neighbouring community members was lower. Also,incentives were used to encourage responses, which may have led to more respondents rushing tocomplete the survey.SITUATION ANALYSIS CUSTOMER DESCRIPTION AND BEHAVIOURIn the survey, respondents shared what factorwould influence them the most to try the LL.Their responses were classified into threecategories with the result in percentagesInfluenced by friends (69%), influenced by beingin proximity on campus (Physical location)(19%), and influenced through social media(12%). The majority of respondents selected the'Influenced by friends' category (69%), whichincludes receiving recommendations fromfriends in person and when they are brought tothe LL location by friends (Figure 3).CUSTOMER ANALYSISPRIMARY RESEARCH12Figure 3SITUATION ANALYSIS 13To further understand what would influence their decision-making process to use the LL, respondentswere asked to rank the importance attributes. The percentages reflect those who selected theattribute as ‘Most important’ (Figure 4). Results show respondents strongly value low fees (32%), thevariety of items offered (21%), and a simple borrowing process (16%). However, 54% of respondents mentioned they are willing to pay between a maximum of $3-$8 a week.In evaluating how respondents feel about the current variety of items and the borrowing process, itwas found that 58% of respondents ‘Somewhat agree’ or ‘Strongly agree’ with being satisfied with theitem selection, and 75% were satisfied with the borrowing process. COMPETITION AND SHOPPING HABITSTo measure the dollar amount respondents considered as ‘low’ for fees, respondents were asked fortheir willingness to pay to borrow an item for a week. Results showed 22.5% of respondents arewilling to pay at most $2 or less, which is the current cost of borrowing. Figure 4As AMS is home to over 350 student-led associations that borrow equipment for club activities,these clubs represent a valuable channel to reach new potential users. Survey results show 43% ofrespondents have AMS club affiliations currently or in the past. The main competition in providingclub equipment is the Club Resource Center. However, only 20% of club-affiliated respondents haveused the service, and of those who have not, 40% were unaware of the service. In this survey, it was investigated how respondents currently engage with second-hand items. Thefollowing statements were presented to gain insights into which platforms respondents currentlyuse and understand their shopping habits regarding purchasing second-hand items. The percentagesreflect those who selected the ‘Strongly agree’ and ‘Somewhat agree’’ (Figure 5). The result shows 41% of respondents purchased second-hand items through Facebook Marketplace.To explore further, interviewees were asked what factors they would consider when choosing betweenthe LL versus one of its competitors and why they would prefer a particular service. Interviewees wholived near the UBC campus viewed the LL as more convenient and accessible than its competitors.Overall, there is a consensus that borrowing would be cheaper than purchasing second-hand items,especially for special occasion items. Interviewees noted that the LL would be more reliable and securesince it is a campus program, compared to the risks they face buying second-hand items on otherplatforms. However, they raised concerns about the availability, maintenance, and cleanliness of theshared equipment, as well as the transportation of larger items. In response to prompts inquiring as to what influenced respondents to use second-hand items versuspurchasing new ones, 61% of respondents ‘Strongly agree’ or ‘Somewhat agree’ they would usesecond-hand items to reduce waste, and 43% of respondents agree that they would pay a premium forproducts/services that are less harmful to the planet. Interview participants also noted borrowingsecond-hand items is more suitable when they need them for a brief period or on special occasions,avoiding items taking up unnecessary space during idle time (Appendix C). As well as enabling them totry out equipment without the financial commitment, which is especially attractive for big-ticket items. In the survey, respondents shared what communication channels they would utilize the most tointeract with AMS/UBC-related content. The following are the significant results with percentages thatreflect those who have selected ‘Very likely’ or ‘Somewhat Likely’: Instagram (UBC-related accounts)(78%), TikTok (UBC-related accounts) (27%), Facebook (UBC-related accounts) (16%).The insights collected from primary research provide an in-depth understanding of the variousconsumers in the market which will support the customer segmentation process and provide thefoundation for building the strategies and tactics tailored to the users of the LL. SITUATION ANALYSIS 14Figure 5SITUATION ANALYSIS After filtering out those who did not pass the attention check questions or were under 18 years old,the segments consisted of 280 valid respondents. The segments (Appendix D) were developed from 3main criteria identified from the primary research and survey data collected.First, respondents were segmented based on their familiarity with the various UBC AMS/campusinitiatives. They were divided into two initial segments: (1) those who had tried an initiative at leastonce and were interested in trying it again and (2) those who were unaware of the initiatives, who hadnever tried it, or had tried it at least once but were not interested in trying it again. Since the LL is anAMS initiative, it is important to understand respondents’ current level of awareness and willingness toutilize the initiatives offered by the AMS.After learning about the respondents’ familiarity and interest in AMS initiatives, they were furthersegmented using behavioural criteria to understand the level of environmental consciousness andaction taken by the LL’s market, and the subsequent product-market fit. Respondents were separatedbased on whether they answered “Strongly disagree [or] Somewhat disagree”, “Somewhat agree [or]Strongly agree”, or “neither disagree nor agree” with the statement “I purchase or use second-handitems to reduce waste”. Upon understanding the degree the respondents integrate environmental sustainability in theirpurchase decisions, the groups were segmented via the criteria of “how likely” they were to “use theLL in the next 6 months”. The six segments were separated into “Very likely & somewhat likely” or“Very unlikely & somewhat unlikely & neither unlikely nor likely”. Overall, the total market has beenseparated into twelve segments.Since there was overlap between these twelve segments, where particular segments shared similarpreferences for the product, price, promotion, and place of the LL, the twelve segments were clusteredinto eight distinct segments (Figure 6).CUSTOMER SEGMENTATIONSEGMENTATION METHOD15Figure 6SITUATION ANALYSIS Combined response 1. Tried once/Multiple times/Will try again, Somewhat disagree & Stronglydisagree, Very likely & somewhat likely 2. Tried once but uninterested/Never heard of it/Heard of itnever tried, Somewhat disagree & Strongly disagree, Very likely & somewhat likelyWhen it comes to shopping, Practical Peter evaluates his options to find items that best fit his personalneeds. Even though he is not purchasing second-hand items to reduce waste or protect the planet, hewill seek them out if they are the most convenient, affordable, or reliable option. Peter is notparticularly interested in the environmental impact, but he finds the LL very practical because 75% ofthe segment lives close to campus in the City of Vancouver, making it convenient to borrow items and bring them home. Similarly, Peter's awareness of AMS initiatives will mainly depend on whether theservices could solve a problem for him. So, he does not need to be their number one fan, but he willutilize the services when he needs them.When it comes to the LL, Peter values the simple borrowing process (25%) above all else, withconvenience (20%), low fees (20%), and a wide variety of items (20%) also factoring into his decision touse the service. He wants to make sure he can borrow the item he needs when he needs them, no fuss.Peter trusts his friends when it comes to trying out a new service, as 61% of the segment is stronglyinfluenced by recommendations from friends. He stays informed about new initiatives by being activeon Instagram (85%) and keeping his eye out for campus events (80%), as well as AMS newsletters(80%). As Peter would say, " A $200 tent for $2 a week? All the fun and none of the commitment, let'sgo camping!"16The primary research results revealed a total of 8 segments based on 3 criteria. Displayed below arethe questions and segmentation criteria used.MARKET SEGMENTATIONSEGMENT 1: “PRACTICAL PETER“ (7.1%)SEGMENT 2 : “DEAL-FINDING UNENVIRONMENTALISTS“ (6.1%)Combined response 1. Tried once/Multiple times/Will try again, Somewhat disagree & Stronglydisagree, Very unlikely & somewhat unlikely & neither unlikely or likely 2. Tried once/Multipletimes/Will try again, Neither agree or disagree, Very unlikely & somewhat unlikely & neither unlikely orlikely When it comes to AMS initiatives, the Deal-Finding Unenvironmentalist knows what is available tothem, and when they hear about initiatives on Facebook or on-campus events, they make sure to trythem out. The Deal-Finding Unenvironmentalists think climate change is a hoax, they do notunderstand why they have to pay for plastic bags. So, you won’t find Deal-Finding Unenvironmentalistsprotesting on campus for climate change awareness, but you will find them using services that offerthem a lower price. While only 23.5% of the Deal-Finding Unenvironmentalists segment are averse tosecond-hand shopping, 52% are attracted to the LL for its low prices. However, despite Deal-FindingUnenvironmentalists’ love of low prices, you likely won’t find them trying out the LL any time soon asthey do not like to shop from places with an environmental focus.SITUATION ANALYSIS 17SEGMENT 3: “STUDENT-IN-THE-KNOW” (22.5%)Combined response 1. Tried once/Multiple times/Will try again, Somewhat agree & Strongly agree,Very likely & somewhat likely 2. Neutral - Neither agree or disagree, Very likely & somewhat likelyStudent-in-the-Know is always aware of the latest buzz around campus. They hear about newinitiatives from friends and try them at least once to stay in the loop on all things AMS related. Theylike what they hear about the LL, especially the low fees (30.2%). The Student-in-the-Know takes thetime to research and understand the impact of their purchases. They value staying informed, with85.7% taking into account the environmental impact in their decision-making when shopping. Whentrying a new activity, the segment prioritizes finding second-hand equipment options over buying newitems to minimize waste. The remaining 14.3% of this segment does not have a strong preference forpurchasing second-hand items to reduce waste. Not that they intentionally want to harm theenvironment or avoid second-hand items altogether; in fact, none of them would outright refuse topurchase second-hand items. These Student-in-the-Know prioritize having a wide range of choiceswhen it comes to shopping. These students (44% of indifferent students; 14.2% of segment) value thewide variety of items the LL offers over its eco-friendliness. Overall, Student-in-the-Know is eager tofind second-hand items for all the fun activities they want to try this semester and will likely use the LLin the next 6 months. SEGMENT 4: “ DOUBTFUL DAVE“ (11.8%)Tried once/Multiple times/Will try again, Somewhat agree & Strongly agree, Very unlikely & somewhatunlikely & neither unlikely or likelyDave supports current AMS initiatives and is mindful of his environmental impact when choosingbetween new and second-hand purchases. However, he doubts the usefulness of the LL due to itslimited selection of items. Only 58% of the segment are satisfied with the current offerings, and 64%express discomfort with keeping their credit card information on file for liability purposes. While manyin the segment consider themselves thrift-savvy, they may prefer other platforms that offer a widervariety of second-hand items. Dave does consider the environmental impact of his purchases, but he isnot intensely passionate about saving the planet, as only 36% of the segment is willing to pay apremium for environmentally conscious products. He prioritizes getting good value for his money,which is why he currently has little motivation to use the LL in the next 6 months.SITUATION ANALYSIS 18SEGMENT 5: “ TRADITIONAL TIM“ (12.1%)Tried once but uninterested/Never heard of it/Heard of it never tried, Somewhat disagree & Stronglydisagree, Very unlikely & somewhat unlikely & neither unlikely or likely Tim is a traditional shopper who always purchases brand-new items and does not give much thoughtto the amount of waste generated by their shopping habits. Less than 1% of the segment identifies asbeing thrift-savvy, and 76% of them only ever purchase new items. The Traditional segment has thehighest percentage of individuals who view second-hand items as unsanitary and therefore do notconsider using them. Additionally, 79% of Traditional Tim believe that recycling is sufficient in reducingwaste and being considerate of the environment. As Tim would say, "Why would I borrow if I can havemy own?" Combined response 1. Tried once but uninterested/Never heard of it/Heard of it never tried, Somewhatagree & Strongly agree, Very likely & somewhat likely 2. Neutral - Neither agree or disagree, Very likely& somewhat likelyMany Unaware Waste-Reducers have never heard of AMS initiatives, but when a friend tells themabout an initiative, they can be easily persuaded to try it out (60%). However, even when they try anAMS initiative, they are not sold on the service. Despite this, they love to purchase items second-hand.When they are trying a new activity, they will check if the equipment is available at the thrift store or asecond-hand source before buying the equipment new as they care about their environmentalfootprint. Thus, upon a friend sharing about the new hot spot for environmentally conscious shopping,Unaware Waste-Reducers will go check the LL out, hoping to recycle goods while paying a low price.While Unaware Waste-Reducers do not always know or care about what the AMS offers them, theyseek out ways to align their care for the environment with their lifestyle and are likely to try out the LLupon hearing about it to do so. The next time an wants to try sewing, Unaware Waste-Reducers, uponlearning about the service, will check the LL’s inventory rather than buying a whole new machine theymay not use again and would contribute to waste. SEGMENT 6: “UNAWARE WASTE-REDUCERS “ (16.1%)SEGMENT 7: “SKEPTICAL SAM “ (18.2%)Tried once but uninterested/Never heard of it/Heard of it never tried, Somewhat agree & Stronglyagree, Very unlikely & somewhat unlikely & neither unlikely or likely Sam is not well-versed in the current AMS initiatives, which makes him hesitant to use the LL services.Although he does take environmental impact into account when shopping, he does not see himselfborrowing any of the items available at the LL. Only 45% of the segment is satisfied with the currentselection of items, and 75% of them are uncomfortable with keeping their credit card information onfile for liability reasons. Sam may have better luck finding second-hand items through sources that heis more familiar with, and that cater better to his needs. As Sam would put it, "The Nest has abasement? When did that happen?"SITUATION ANALYSIS Tried once but uninterested/Never heard of it/Heard of it never tried, Neither agree or disagree, Veryunlikely & somewhat unlikely & neither unlikely or likely If you want to convince Non-engaged Nancy to try out an AMS initiative, you just need their friends totalk to them about it, as 76% of this segment is influenced by their friends talking about a service.However, even if Nancy’s friend drags them to try out the initiative, they are rarely convinced that it isworth using. When Nancy wants to try out a new hobby, they do not think about the environment,they just want to find the items they need easily (35%). Nancy does not like the sound of the LL, it istoo complicated, and they’d rather just buy the items new as second-hand items seem too unsanitary.19SEGMENT 8: “NON-ENGAGED NANCY” (6.1%)The LL’s close competitors are Amazon, Staples, and Facebook Marketplace. Weaker competitorsinclude Clubs Resource Centre, UBC Libraries and UBC Bookstore. Even though they are not fullyconsidered to be a consumer goods rental industry, these organizations compete against the LLbecause they provide services to either lend the same items or to provide items at a low, affordableprice to which consumers may consider purchasing instead of borrowing.COMPETITIVE ANALYSISCOMPETITIVE OVERVIEWCLOSE COMPETITORSAmazonAmazon offers a wide variety of products and services, with low prices and convenient services. Therelevant products that compete with the LL are electronics, office, sports and outdoor equipment,home, and garden equipment. Buyers can pick up items purchased from Amazon at Canada Post pick-up points or wait 3-6 shipping days for orders (Amazon, 2023). Amazon uses a variety of print anddigital advertising. Affiliate websites also link users to Amazon products and if users purchase an itemwithin 24 hours, the affiliate website gets part of that money (CoSchedule, 2023). Amazon has a rangeof prices, depending on the product, generally, at a price slightly lower than other retailers. Accordingto Amazon’s 2021 Annual Report (2022), the company “invested and will continue to investaggressively to expand and leverage its customer base, brand, and infrastructure” (p. 8).Clubs Resource CentreThe Clubs Resource Centre is a part of the AMS and provides meeting rooms, event space, discountedmerch, event support, and most competitively, free equipment rentals (UBC AMS, 2023). They have afull range of audio and video gear. It takes at least 3 weeks for a request for equipment to beapproved. These items include cords, cables, microphones, speakers, stands and accessories.The Clubs Resource Centre offers mainly A/V gear. They are located in AMS Nest. They reach theiraudience through physical products such as posters and banners, and internal communications such asnewsletters to AMS Affiliated clubs. The organization also has access to AMS social media channels.Clubs looking for more information on this service can refer to their website. This provides no financialbarriers as everything is free for borrowing.UBC LibrariesThere are 9 libraries across the UBC Vancouver campus. These libraries are a vital support network forresearch, learning and teaching excellence at UBC. Additionally, the Library provides technology forfaculty staff and students to borrow including, laptops, chargers, technology relating to audio, film andmedia, projectors, display adaptors, headphones, microphones and recording equipment (TheUniversity of British Columbia, 2023).These Libraries mainly lend out technology equipment. With 9 locations across UBC Vancouver, theycan easily distribute items directly to students, free of charge. Their main sources of promotion includetheir Instagram account, website and digital signage across UBC Vancouver. They also have access toUBC newsletters.SITUATION ANALYSIS 20StaplesStaples sells products that meet small business and education needs, such as office supplies,computers, electronics and accessories (Staples, 2023). The company has a location at UBC Vancouverand has a sophisticated online shopping platform. It runs advertisements digitally and physically, aswell as through social media and its website. Prices for items are slightly above Amazon. Facebook Marketplace Facebook Marketplace is an online platform where people can discover, buy and sell items (Meta,2023). People can browse listings, search for items in their local community or find products that areavailable for shipping. Since the items on this platform heavily come from individual Facebook users,prices vary on different items. Items for an affordable price are abundant and are usually second-hand. WEAKER COMPETITORSSITUATION ANALYSIS 21UBC BookstoreThe UBC Bookstore supports students, faculty, staff, alumni and the university community by providinga wide range of products like books, supplies, apparel, technology, and items for lifestyle andgraduation (The University of British Columbia, 2023). It distributes products through an online storeand an in-person store in the heart of the Vancouver campus. Its promotional channels include socialmedia and its website. Prices of items vary but are slightly above Amazon.Based on the survey results, we’ve determined that low prices, a simple borrowing process, and avariety of items are the most important factors to someone using a service. Figure 7 also included aconvenient location and environmental footprint. Appendix E indicates how each factor is ranked interms of low, medium, and high.COMPETITOR MATRIX Organization Low Price ConvenientLocation SimpleTransactionProcess Variability ofItems LesseningEnvironmentalFootprint AMS Lending Library Medium Medium High Medium High Amazon High High High High High Staples High High High High Low Facebook Marketplace High Low Medium High High UBC Bookstore High Medium High Medium High Clubs Resource Centre Low Medium Medium Medium High UBC Libraries Low Medium High Medium HighLow Price: According to HBR, consumption is sometimes driven not so much by the actual cost of apaid-for product, but by its perceived price (Gourville & Soman, 2002). This information is useful fordetermining how much the LL should price itself, based on public perception of the value the LL canprovide. Figure 7SITUATION ANALYSIS 22Lessening Environmental Footprint: Unlike Amazon and Staples, the LL does not require far-awayshipping from warehouses. Thus, the negative environmental impact from the LL is relatively low. Thisis a key aspect the LL can focus on as it is a core value of the target segments. Facebook marketplace isthe only competitor that utilizes reusability through the circular economy approach, providing an evenmore sustainable model as maximizing reusability is embedded in the lending process.Convenient Location: The LL has a moderate ranking for a convenient location. While it is on campusand is accessible to UBC students, it does not offer online shipping like Staples, Amazon or the UBCBookstore. However, because this location is where the LL's target market is, convenience is a keycomponent the LL should capitalize on. Low Price: The LL lending service provides an unmatched price point relative to for-profit firms and itsthree close competitors. The very low price is possible as the service’s overarching goal is to providethe highest utility to the community, rather than prioritizing revenue. Thus, price-sensitive consumerswill more likely be attracted to the LL.Convenient Location: A location that is near a business’ target segment is important to the business’success because prospects are more inclined to purchase items from the business because ofconvenience and increased confidence that the product will be delivered (Charalambous, 2019). Simple Transaction Process: Preventing a customer from buying a product is a barrier to purchase(Starlight, 2022). To improve sales or usage of a service, businesses need to decrease the barriers toencourage more purchasing or usage (Starlight, 2022). A complicated transaction process might causea customer to lose interest in clicking the buy button. Variability of Items: The effect of purchasing decisions on product variation variables has a significanteffect (Ma’ruf, 2017). This means that any additional product variations made by the company willincrease consumer purchasing decisions.Lessening Environmental footprint: People think it is important for businesses to demonstrate socialresponsibility and take stances on current social movements. Three-fourths of people (75%) are likelyto start shopping at a company that supports an issue they agree with (Cox, 2019). BENCHMARKING BASED ON COMPETITOR MATRIXSimple Transaction Process: A simple transaction process contributes to the overall convenience of theLL’s experience. Facebook Marketplace has a complicated transaction process because customerswould have to contact sellers to coordinate a time, location and price to obtain an item. Furthermore,sellers may impose limitations on the methods of payment, which brings additional restrictions. TheLL’s transaction process is more simple because users will only need to pay and provide their creditcard information to borrow an item. The trend towards adopting lifestyles that support environmental sustainability isexpected to continue growing over the next few years, including the popularity ofsecond-hand shopping or thrifting.Financial constraints on students are likely to persist, with a mild recession at the startof 2023 resulting in reduced income for many. It is therefore unlikely that there will bea drastic increase in purchasing power.With nearly 100% of the UBC population vaccinated against COVID-19, the decision touse the LL is not expected to be influenced by the pandemic. Additionally, UBC hasgradually reduced COVID-19 safety regulations on campus, indicating increasingcomfort levels among students.Our definition of convenience includes factors such as a convenient location and asimple transaction process, however, it is understood that a convenient location alonedoes not fully represent the concept of convenience.Worth noting that the AMS of UBC already has a Hootsuite account that the LL canutilize.12345SITUATION ANALYSIS 23PLANNING ASSUMPTIONSThis marketing report is based on several assumptions that are supported by the situation analysis:SITUATION ANALYSIS 24SWOT ANALYSISThe LL offers a wide range of borrowing items at incredibly low prices, a key strength that appeals torespondents who value affordability. The $2 fee per item for a one-week borrowing period ensuresthat anyone near UBC, not just students, can access tools and resources they may not be able to affordnew.The LL's physical location on the UBC Point Grey campus and its AMS affiliation provides convenientand secure access to users, who do not have to worry about meeting strangers in unfamiliar areas fortransactions. The LL's model of rental goods promotes sustainability and aligns with the socioculturaltrend toward sustainability among consumers. Its target market of Generation Z and Millennialstudents, who are more likely to engage in initiatives promoting sustainability, further strengthens itsappeal.The AMS of UBC's large network, social media following, and campus partnerships provide a strongfoundation for the LL's brand awareness and success as an AMS initiative. With over 350 clubs on theAMS Network at UBC, executive teams are contacted monthly through an email newsletter. Thelongstanding history of the AMS, dating back to 1915, has contributed to its strong brand awarenessacross its student target market. As the LL is an AMS initiative, it grants access to a wide audience fromthe get-go to help establish and strengthen the brand.STRENGTHSWEAKNESSESAs a not-for-profit initiative, all proceeds from LL's rental transactions go towards covering operational,materials, and other expenses. However, the suggested rental fee of $2 per item raises concerns aboutwhether it is sufficient to cover all costs. If not, funding from the AMS may be necessary, which is notsustainable in the long run.The LL's limited selection and quantity of products available for rent pose another weakness. It maybecome challenging to keep up with demand if multiple users want to borrow the same item duringthe same week. This could affect the rate of returning users and push them towards competitors likeFacebook Marketplace, where there is a variety of items to choose from at a fair price.Additionally, the LL relies on volunteer availability to operate the store, which could lead toinconsistent operating hours. Inconsistent hours may make it hard for users to recall store hours, andthey may opt for other services, prohibiting user retention. SITUATION ANALYSIS 25Through the survey results, it is evident that the current price of $2 per item for each borrowing isquite low. All three of the target segments (Practical Peter, Student-in-the-Know, and the UnawareWaste-Reducer) have shown a willingness to pay more than $2 per item. The ideal range would bebetween $3-$5 per item for each borrowing. With the increased price point, borrowing is still deemedvery affordable for most individuals, and it would help earn more proceeds that can be put back intoits operations—making it more sustainable in the long run.The trend towards using secondhand items and decreased stigma around thrifting increase thepotential for more consumers to engage with initiatives such as the LL. The consumer goods rentalindustry will likely see a greater rise as thrifting and using secondhand items have started becomingtrendy since 2021. This is especially true among students, who are the LL’s target markets. Moreinitiatives like the LL are sparking interest and gaining attention as the public gravitates towards moresustainable options when consuming goods. As previously mentioned, the LL currently has a limited inventory in both variety and quantity.Therefore, expanding the LL’s inventory to meet the needs of a broader range of UBC communitymembers can increase its success. When users need an item, seeing that the item is available whenthey visit will likely cause them to check out the item. If the item is seen to be unavailable every timethey visit, they are likely to not return for any future borrowings. Thus, increasing the inventory of theLL may increase the usage of the service from return users. OPPORTUNITIESTHREATSThe LL faces stiff competition from a variety of businesses with larger-scale operations that are moreestablished such as Amazon, Facebook Marketplace, and the UBC Libraries. From the survey results, allthree target segments highly value having a wide variety of items that are always in stock. This may bedifficult for the LL because compared to its competitors, the LL operates on a much smaller scale, andmay not always be able to provide users with the exact items they are looking for. This is a threat forthe LL as consumers find it easier to find the items they are looking for from the competitors, whichmay cause difficulty for the LL in retaining users.The UBC Clubs Resource Center is a part of the AMS and provides meeting rooms, event space,discounted merch, event support, and most notably, free audio and visual equipment rentals. As theClubs Resource Center is already well established and has access to AMS social media channels and thenewsletter, it will be harder for the LL to retain users that are renting for club events and purposes.Most UBC club executives are familiar with the Clubs Resource Center already and know how theprocess of renting equipment works, therefore they may be hesitant in trying the newly established LL.Ultimately, this is a big threat for the LL because it may be a large customer segment that is hard toattract, especially if they decide to expand their product offering to include more recreational goods.SITUATION ANALYSIS 26Lastly, a possible threat to the LL is the limited adoption of sustainability practices by the UBCcommunity which can limit the initiative’s success. Much of the LL’s business model is based on theconcept of a circular economy. Though it is amazing for sustainability efforts, many people still havestigmas toward using secondhand items or using rental goods. Ultimately, how much the UBCcommunity adopts and cares for sustainability practices will affect the success of the LL. Refer to Appendix F for a summary of the SWOT analysis. RECOMMENDED TARGET SEGEMENTSAlthough a smaller segment of the target audience, "Practical Peter"is attracted to LL due to its affordability and convenience. Theyprioritize a straightforward borrowing process and a selection ofproducts that meet their individual needs rather than messagingfocused on sustainability and waste reduction. By targeting thisgroup, LL can expand its user base to include those with diversemotivations for using the service, leading to potential repeat usageand valuable feedback for future item selection.“PRACTICAL PETER” SEGMENT (7.1%)However, retaining user loyalty in this segment is a significant challenge. As they prioritize convenience and affordability, they may easily switch to other sources ofobtaining second-hand items they perceive as better. The concept of sharing items to reduce wastemay not register during their decision-making process, leading to less differentiation between LL andother platforms that sell second-hand items. Nevertheless, if LL continues to provide items at anextremely low cost, competitors would find it hard to compete.The marketing report will target the "Student-in-the-Know" segment,whose values align with the LL's mission of minimizing environmentalimpact. This segment is also more likely to make repeat purchases,with 64% having used AMS services multiple times and finding them tobe excellent initiatives. Additionally, 100% of this segment is likely touse the LL within the next six months.“STUDENT-IN-THE-KNOW” SEGMENT (22.5%) TARGET SEGMENTS & BRAND POSITION27The "Unaware Waste-Reducers" segment will be targeted in thismarketing report. When they want to try sewing in the future, insteadof buying a new machine that they may only use once and contributeto waste, they will check the LL's inventory upon learning about theservice. By targeting this segment, the LL can attract and establish aloyal user base who highly value using second-hand items, leading to ahigh repeat usage rate and a reliable user base.“UNAWARE WASTE-REDUCER” SEGMENT (16.1%)However, one challenge the LL may face in targeting this segment is that some prioritize variety overenvironmentally sustainable options. The LL's unique selling proposition is its greater levels of itemcircularity, but its limited variety may make capturing repeat purchases from this segment challenging.To overcome this, the LL should continue offering second-hand items and update its product selectionto capture this segment over its competitors.However, the LL may face a challenge in securing the loyalty of Unaware Waste-Reducers as they are not inclined to use AMS services. Unlike the "Student-in-the-Know" segment, they may not be attracted to or trusting of the LL due to its affiliationwith the AMS. Therefore, the LL needs to market its sustainable model and emphasize the circularnature of its service to secure this segment's loyalty.For Practical Peter, Student-in-the-Know, and the UnawareWaste-Reducer, the AMS Lending Library is a circular economyservice that provides the most sustainable and convenient placeto borrow items at an extremely low price point, unlike FacebookMarketplace which provides the most broad variety of itemsthrough an expansive online network.POSITIONING STATEMENTRECOMMENDED POSITIONINGUnlike other competitors in the circular economy industry, the LL stands out as the organization withthe most sustainable model. The LL emphasizes the reusability aspect, where each item is expected tobe borrowed by new users every week. Compared to Facebook Marketplace, each item will be usedmore regularly, extending the longevity of item cycles.The LL is the only UBC campus-based and student-led service offering a variety of recreational-useitems. With this, users are able to access inventory at a consistent and central location, mitigating thepotential risks of danger and unfamiliarity. Supported financially and operationally by UBC, a reputableand trusted brand, the service is safe and risk-free of counterfeit goods and potential fraud that maybe present in second-hand marketplace alternatives. Providing trust and consistency allows the serviceto be the most convenient circular economy service for the student-related target segments., areputable and trusted brand, the service is safe and risk-free of counterfeit goods and potential fraudthat may be present in second-hand marketplace alternatives. Providing trust and consistency allowsthe service to be the most convenient circular economy service for the student-related targetsegments. Furthermore, as a non-profit solution, the service’s main goal is to encourage student well-being andsustainable practices on campus. This intention differs from competitors, which are for-profit and havethe goal of maximizing financial returns. This allows the LL service to be offered at a much lower-than-market price point than its competitors. This at-cost model allows the service to be the mostaffordable option available to the market. TARGET SEGMENTS & BRAND POSITION / GOALS & OBJECTIVES28KEY POINTS OF DIFFERENCEThe LL is a service designed to support AMS Sustainability’s mission to “run and advocate for a greenercampus community.” The primary goal of this marketing plan is to increase the number of uniqueand repeat users of the AMS Sustainability Lending Library by driving awareness and comprehensionof the service. This goal will be accomplished through these two S.M.A.R.T. objectives:GOALS AND OBJECTIVESS.M.A.R.T. Objective #1: Attain 400 unique users whoborrow at least one item by 12 months post-launch, asmeasured through the transaction tracking system. S.M.A.R.T. Objective #2: Retain 75% of users who will use theservice again or multiple times by 12 months post-launch, asmeasured through its transaction tracking system.OBJECTIVE 1Being a new service, the LL must establish consistent branding to increase brand awareness andsalience. The primary data collection found that while 92% of participants have heard of an AMSservice, only 12% have tried the service (Appendix G). The respondents from the 1-on-1 interviewsindicated that many AMS services were not top-of-mind and could not be recalled during their internalinformation search process. With this said, the LL must establish differentiated branding, revolving around its positioning as asustainable and convenient brand. Knowing that the target segments value service convenience(Practical Peter) and sustainable practices (Student-in-the-Know and Unaware Waste-Reducer), it isimportant that LL’s core product branding conveys these components. Furthermore, it isrecommended that the LL adapts and creates its own unique brand identity. This is because the AMSorganization is quite large and encapsulates dozens of different services. The LL can use its points ofdifference to attract existing AMS users and new users to the service, using this strategy. The following two tactics will increase a sustainability-focused brand character and heightenconvenience within the rental process, to demonstrate the value of the service and increase brandrecall when users are looking to rent items. MARKETING STRATEGIES & SUPPORTING TACTICS29Attain 400 unique users who borrow at least one item by 12 monthspost-launch, as measured through the transaction tracking system.STRATEGY 1.1 - DEMONSTRATE VALUE OF THE PRODUCTS BY PROVIDING ADDITIONALSERVICES AND COMMUNICATING THROUGH BRANDINGMARKETING STRATEGIES & SUPPORTING TACTICS TACTIC 1.1A - BUILD BRAND CHARACTER USING A LOGO, SLOGAN, BRANDING GUIDELINESAND IMPROVING THE OVERALL STORE ENVIRONMENTAccording to the U.S. Chamber of Commerce (2016), 55% of brand first impressions are visual. This iswhy the LL needs to build a strong brand character through a logo, slogan, branding guide and thestore environment. Figure 8Providing a logo that communicates a joyful, sustainable brand can help users and communitymembers recognize the organization. The world and arrows of the logo represent the circulareconomy, in which the LL takes part in (Figure 8)."Lending for a cleaner future starts here"TACTIC 1.1B - IMPROVE THE RENTAL PROCESS BY PROVIDING AN APPROPRIATELY-SIZED,BRANDED BAG TO CARRY AND RETURN BORROWED ITEMSBeing situated on the UBC campus, the LL's strength with convenience is an important factor to thetarget markets (20% of Practical Peter, 20% of Unaware Waste-Reducer and 8% of Student-In-The-Know). The LL should offer users reusable branded bags with rentals to transport the item. As indicatedby a recent study (Li & Wang, 2022), providing users with reusable eco-friendly shopping bags mayincrease perceived convenience, especially for larger or heavier items available such as an air fryer orsewing machine. Many potential users are also aware of the environmental impact of their purchasedecisions as 15% of Practical Peter, 37.2% of Unaware Waste-Reducer and 54% of Student-In-The-Know purchase second-hand because they are passionate about the climate. MARKETING STRATEGIES & SUPPORTING TACTICS30As the key differentiation between the LL is "sustainability and convenience", a slogan such as "lendingfor a cleaner future starts here" can communicate these two points. This slogan can be used onposters, promotions, and in front of the LL store. To establish a strong and memorable brand, the LL needs to maintain consistency in its images andcommunication. Consistent branding fosters consumer trust and promotes customer loyalty (Sharma &Jain, 2019). Therefore, it would be beneficial for the LL to continue to use a branding guide set out bythe UBC AMS Sustainability department, including the designated colours and fonts. Moreover, byproviding a convenient and reliable means of transporting items through appropriately sized brandedbags, the rental process is simplified and service awareness is increased, which can attract new usersto the service. Physical space is important as users are required to enter that space to pick up items. Brands acrossthe world developed the physical space of a store to communicate their brand character to users. Tofurther communicate sustainability, a space that features indoor plants and wooden fixtures andfurniture can provide the appropriate environment. Decoration can be sourced from thrift shops ordonations to communicate a “circular economy.” Examples of these items include lamps and vases. These bags could significantly simplify the rental process.By providing a bag at the point of rental, the students caneasily carry the item and later return it in the same bag,thus reducing the risk of damage or loss duringtransportation. This also adds value to the rental serviceas it provides a convenient and reliable means oftransporting the items (Figure 9). Furthermore, brandedbags with signature colours will increase brandawareness as users walk through the campus with theirbags when leaving the LL (Chinery, 2022). Figure 9STRATEGY 1.2 - ESTABLISH A SECURE AND SIMPLE TRANSACTION PROCESS TO EASECUSTOMER TRANSACTION EXPERIENCE AND TO IMPROVE DETAILED TRACKING FORCONSUMER INSIGHTSThe second strategy is to establish a secure and simple transaction process. From this report's situationanalysis, a simple transaction process is within the top 3 (following low fees and product selection)most important factors leading to the decision to utilize the LL.A simple transaction process can build user trust and confidence, encouraging repeat purchases. It alsoreduces administrative workload and the risk of errors, allowing staff to focus on other aspects of thebusiness. Overall, establishing a secure and simple transaction process is essential for the success ofthe LL and can greatly impact user satisfaction and loyalty.MARKETING STRATEGIES & SUPPORTING TACTICS31The branded bags will drive awareness as they serve as a visible reminder of the rental service, as userscarrying the branded bags can potentially attract the attention of others, increasing brand exposureand attracting new users. Lastly, providing reusable bags that are returned with the item is conduciveto one of the LL’s values of decreasing the AMS environmental footprint by avoiding the wastegenerated through continuously purchasing and discarding single-used bags (Li & Wang, 2022).It is important to note that while eco-friendly reusable bags may initially be more expensive thansingle-use bags, they offer long-term cost savings for the company, as they can be used multiple timesand reduce the need to purchase single-use bags repeatedly. In addition, eco-friendly bags have apositive environmental impact by reducing waste and promoting sustainability (Li & Wang, 2022).Additionally, the LL can create branded stickers using their logo and colours, and place the stickers oneach item (Figure 10). An Advertising Specialty Institute (2019) study indicates that branded items leadconsumers to be nearly 2.5 times more likely to perceive products positively if they are branded.Moreover, while increasing the enjoyability of users' experience with the LL items, these brandedstickers can also increase security, by holding users accountable to their rental date by reminding themthat this item must be returned to its source (Beck & Palmer, 2010). Figure 10From the situation analysis, it is shown that product selection is the second most important attributefor survey participants. By utilizing myTurn's analytical reports, the LL can effectively manage itsinventory and track usage, gaining valuable insights into user preferences and item availability. If aparticular item is consistently in demand, the LL should consider increasing its inventory to ensure thatit can continuously attract new users with available products. This would expand the depth of productofferings and allow the Library to scale its operation and serve a greater number of users. Moreover,by analyzing both usage rates and duration data, the LL can make informed decisions about futureproduct purchases that will best meet the needs of its users.MARKETING STRATEGIES & SUPPORTING TACTICS32STRATEGY 1.3 - UTILIZING PHYSICAL SPACE ACROSS CAMPUS AND AT THE LENDINGLIBRARY TO SPREAD AWARENESS AND ENGAGE WITH COMMUNITY MEMBERSTACTIC 1.2B - UTILIZE MYTURN TO TRACK USAGE PATTERNS AND INCREASE PRODUCTSELECTION FOR HIGHLY SOUGHT-AFTER ITEMS, GUARANTEEING THEIR AVAILABILITYWHILE ALSO GAINING INSIGHT INTO USER DEMANDSAs a partner with UBC, the LL has access to a wide selection of UBC real estate at low or no costs.Furthermore, the AMS organization owns and manages the “Nest”; a 250,000 sq. ft building designed Figure 11To support its operations, the LL should integrate myTurn.com, a cloud-based platform that offersessential features. This platform allows users to browse items online, check availability, reserve items,and receive reminders, thereby automating the transaction process and reducing human error toenhance the overall user experience (Figure 11). Additionally, myTurn provides item usage analytics forinventory management and usage tracking. Since the LL experiences annual staffing changes similar toAMS, an all-in-one platform will facilitate smoother transitions between different management andefficient staff onboarding. Furthermore, operational consistency will be achieved for both staff andusers in the long run.TACTIC 1.2A - USE MYTURN.COM, DEDICATED LENDING LIBRARY SOFTWARE, TOAUTOMATE THE TRANSACTION PROCESS AND PROVIDE A SEAMLESS CUSTOMEREXPERIENCEMARKETING STRATEGIES & SUPPORTING TACTICSIn order to establish a strong presence on the UBC campus and strengthen the association betweenthe LL and UBC to increase the number of first-time users of the service, physical signs promoting theLL should be placed around key areas on campus (Figure 12).TACTIC 1.3A - ESTABLISH A STRONG PRESENCE ON THE UBC CAMPUS TO MAINTAINCONTINUAL AWARENESS OF THE LENDING LIBRARY BY PLACING PHYSICAL SIGNS IN KEYAREAS ON CAMPUSto fulfill their overarching mission of improving student well-being on campus. Lastly, it is known thatthe AMS is home to 350+ student clubs, many of which are also affiliated with faculties and have clubrooms in many alternative buildings beyond the Nest. Utilizing these physical spaces and partnershipswithin the UBC Vancouver campus to implement direct physical marketing can be an inexpensive yeteffective approach to increase the number of first-time user conversions. Moreover, utilizing physicalmarketing can easily be seen by the target segments, who are frequently at the UBC campus. Byplacing the marketing materials close in vicinity to the LL service, users can conveniently act on the call-to-action and try out the service. The primary research respondents overwhelmingly prefer physical promotional avenues over onlineones (Appendix H). Specifically, to try the service for the first time, they prefer to engage with physicalpromotions, rather than through social media. This finding demonstrates the viability of a physicalchannel strategy. Within this strategy, it is recommended that the LL promotes physical marketingacross the UBC Vancouver campus. It is important that the marketing materials highlight the LL’spositioning as the most sustainable and convenient. To do this, it is important that the signage andpartner locations align with the LL's desired associations. For example, physical materials for the LLshould be promoted within sustainability-related cafes like Agora and Sprouts to align with sustainablemessaging. Furthermore, materials should be available in clear, easy-to-access areas, such as by themain entrance of the Nest, to signal convenience messaging. 33Figure 12Marketing through physical signage on university campuses can be a highly effective approach fortargeting students and maintaining continual awareness of the LL. Students tend to be fast-paced andquick to consume information, so direct physical marketing in high-traffic areas can be highly effectivein catching their attention (Platt Retail Institute, 2011). Physical signs can help create brandrecognition and awareness. By providing repeated exposure to the LL name and its message, ormessage through physical signage, the LL can establish a sense of familiarity and trust with theirtarget segments, especially the Student in the Know who is strongly influenced by information orevents available on campus (83%) (MacInnis et al., 1999). The signs would display the LL’s name, logo, catchphrase, and colours (Figure 13). Such signs can beplaced in high-traffic areas, including the Nest, the Irving K Barber Learning Center, and on-campushousing, to reach a large number of students, especially Unaware Waste Reducer who actively takesteps to reduce their impact on the environment but are unaware of UBC AMS services. Additionally,to catch the attention of the target segments, especially Student-in-the-Know who actively take stepsto reduce their impact on the environment and utilize UBC AMS services, the LL can partner withvarious sustainability initiatives that have a permanent physical presence on campus in order toestablish an agreement to have permanent signage on their site. Specifically, the LL can partner with Food Hub Market in the Centre for Interactive Research onSustainability, Agora Eats Cafe in the MacMillan building, and Sprouts Cafe in the Nest, asking forpermission to keep posters promoting their services year-round. These would be attractivepartnerships as all of these initiatives seek to aid students by providing low-cost, convenient andenvironmentally-conscious services. Furthermore, the LL can promote the various initiative’s servicesin the form of a poster on their site as well.MARKETING STRATEGIES & SUPPORTING TACTICS34Figure 13MARKETING STRATEGIES & SUPPORTING TACTICS35Physical pathways leading to stores can have a significant impact on the presence and awareness ofthe LL on the UBC campus, ultimately leading to increased purchases (Dopson, 2022). A pathway tothe LL can serve as a means of promoting, increasing store visibility by guiding potential new userstowards the Library, making it more accessible, and even creating a sense of anticipation for whatthey will find inside (Figure 14).The pathway would be made of 12” x 12” stickers in the shape of some of the items offered by the LL,such as a sewing machine or camping tent. The stickers would also display “Follow this path” andcreate a trail from the Nest floor, starting at the bottom of both staircases, to below the LL door(Figure 15).TACTIC 1.3B - ESTABLISH A PATHWAY TO THE LENDING LIBRARY ON THE NEST FLOOR TOGUIDE PEOPLE TO THE LENDING LIBRARY AND MURALFigure 14Figure 15MARKETING STRATEGIES & SUPPORTING TACTICSThe LL’s physical location on the UBC campus is one of the LL’s key strengths, providing convenienceand accessibility for the community to borrow items. However, newcomers to the UBC campus mayhave difficulty finding the storefront, therefore to fully leverage this strength and demonstrate itscommitment to sustainability, the LL should host product showcase events that take form in boothing.These boothing events can occur during Imagine Day, Clubs Day and the basement of the Nestthroughout the year. 36A well-designed and visually appealing pathway can also contribute to the attractiveness of the LL(Jones, 2022). Using the brand colours and a talented artist for the stickers can help to draw attentionand create a positive impression of the Library. This can be particularly important in crowded orcompetitive areas, such as the Nest and Life Building, where other stores may be vying for attention.This continual physical presence will educate students on the location of the LL, thus establishing it aseasily accessible on campus, as well as capture the attention of potential customers and create asense of excitement about the items displayed on the stickers and anticipation that can encouragethem to explore the Library and rent an item.To further engage with community members, the path will lead to a dynamic, sustainability-themedmural where community members can contribute to the painting (Figure 16). This allows the users tofeel a sense of belonging and can contribute by adding their mark to the LL.Figure 16TACTIC 1.3C - HOST PRODUCT SHOWCASING ON CAMPUS THROUGHOUT THE YEAR TOPROMOTE AWARENESS OF THE SERVICE AMONG THE STUDENT BODY AND NEWCOMERSBoothing LogisticsTo best demonstrate sustainability, the booth will have green tablecloths and paper streamers fordecoration. The LL’s logo and information will be displayed on a large paper poster. Each boothingsession will include 2 - 3 volunteers to speak on behalf of the LL. 5 items will be showcased. Visitors tothe booth can touch and ask questions about these items. Boothing is also an opportunity for the LLto obtain emails and contacts for the newsletter. Volunteers will also show a map of how to get to theLL, which shares how convenient the location is. Imagine DayImagine Day is the first day of school. This day focuses on welcoming first-year undergraduatestudents and has boothing opportunities along Main Mall for organizations across UBC. By boothingduring this event, the LL can focus on attracting first years. MARKETING STRATEGIES & SUPPORTING TACTICS37Figure 17Club Day/Club Fair Happening every September and January, Clubs Day occurs inside and in front of the Nest andprovides an opportunity for organizations across UBC to showcase themselves to the general UBCpopulation. Unlike Imagine Day, Clubs Day will be an opportunity for the LL to connect with studentsbeyond the first year (Figure 17). The NestTo maintain regular product showcasing, the LL can booth at the basement of the Nest once everytwo months. This can constantly remind community members that the LL is present and canshowcase new products as they are purchased (Figure 18).Figure 18MARKETING STRATEGIES & SUPPORTING TACTICS38The LL can utilize AMS' current web domain to establish a subpage that furnishes website visitors withcomprehensive information regarding its lending services (Figure 19). The subpage must comprisedetails on how the service operates, operational hours, location, links to social accounts, and anequipment reservation page. Moreover, the subpage can contain a section that permits the LL usersto submit recommendations for new items, which would enable them to cater to the needs ofexisting users better. Additionally, the subpage can also provide educational content on the circulareconomy and the LL's role in creating a positive environmental impact through its operations. Tofacilitate the learning process for users, the subpage should incorporate information about themembership program. If space allows, a FAQ section could be beneficial in reducing the burden onstore staff and assisting visitors in obtaining answers to their queries in just a few clicks.TACTIC 1.4A - UTILIZE AMS' EXISTING WEBSITE DOMAIN TO CREATE A DEDICATEDSUBPAGE FOR THE LL USING SEO STRATEGIESIt is recommended that the LL utilizes online channels to drive servicetraffic. Specifically, leveraging AMS’ owned marketing channels to go-to-market with this new initiative would be beneficial, considering that long-standing salience and reach is a pivotal strength of the AMS organization.Considering the large audience and contact lists available to the widerorganization, leveraging owned media can have great impacts.Furthermore, as a non-profit service, the LL’s smaller budget is best fit forowned rather than paid channels. Earned media strategies should beexplored later down the line, however, are not possible given therecentness of the service. As the service is new, it is important to educatepotential users about the service, and using AMS-owned channels allowsthe service to control the correct branding – wording, tone, messaging,timing etc., directly from the source.STRATEGY 1.4 - EDUCATION THROUGH AMS OWNED CHANNELS TO RAISE AWARENESSTHROUGH BRAND SALIENCETo enhance the visibility of the LL's services, the subpage should undergo SEO optimization, which canimprove its performance in organic search results, making it more easily discoverable when peoplesearch for relevant keywords. Examples of SEO strategies include conducting keyword research andincorporating them into the subpage's content such as sustainability, borrowing, lending, and second-hand. Additionally, creating internal links to the subpage from relevant pages on AMS' website canhelp search engines discover the subpage and understand its significance in the context of thewebsite. Finally, building external links to the subpage from authoritative websites such as UBC SEEDScan increase its credibility and visibility in search results.MARKETING STRATEGIES & SUPPORTING TACTICSFigure 19TACTIC 1.4B - BUILD AND UTILIZE A CONTENT CALENDER TO ENGAGE CURRENT USERSAND RECRUIT NEW USERSSocial media presents a valuable channel for increasing awareness of the LL. Given that Canadianadults devote an average of 5 hours and 26 minutes to digital media each day, it is imperative that theLL undertakes measures to harness a portion of this time allocation (Guttman, 2023). Invesp (2023)found that 78% of consumers said that corporate social media posts impact their purchases. But toeffectively manage content on these platforms, a content calendar is needed. 39Laying out social media content in an organized Excel chart can ensure a steady, reliable stream ofcontent to feed community members and users. The content calendar covers a variety ofengagements such as campaigns, paid advertisements, and day-to-day posts. The content calendarcontains the following information for each communication piece: post date, subject, caption,image/visual, channel, proper approvals required, type of communication, and budget allocated. Thiswill help the team know when everything is shared and posted.The content calendar will include both “feathers” and “bricks” content. Feathers are simple, day-to-day posts that keep community members engaged, such as weekly social media posts and “bricks”which require more resources to produce and are designed to grab the attention of viewers andpotentially convert them to users (Sietsema, n.d.). An example of brick content for the LL is a high-quality video production that is shown as advertisements (Figure 20).MARKETING STRATEGIES & SUPPORTING TACTICS40Instagram contests and giveaways with a duration of one week and occur once every two monthsoffer participants an opportunity to secure complimentary one-week rentals.Hootsuite will be used to schedule and post TikTok and Instagram posts and execute campaigns. TheLL will use AMS’ Hootsuite account, allowing for this tool to be free. Hootsuite can also provide datafor analysis.TACTIC 1.4C - UTILIZE AMS' MAILING LIST AND MONTHLY NEWSLETTER TO FEATUREANNOUNCEMENTS AND CALLS TO ACTION FOR THE LL'S SERVICESAccording to survey results, all three target segments preferred receiving communications from theAMS through official newsletters, in addition to social media platforms such as Instagram and TikTok.By leveraging AMS' owned marketing channels, the LL can take advantage of the cost-effectivenessand convenience of using its extensive mailing list and periodic newsletter to reach a greateraudience. AMS’ newsletter (from: communications@ams.ubc.ca) is sent to every member of UBC’sstudent society, which includes over 47,000 undergraduate students from various faculties, accordingto UBC’s official website. Students are automatically enrolled on the mailing list when they enter theschool and receive periodic announcements unless they have specifically unsubscribed. Thenewsletter is managed through the Mailchimp software which also provides valuable analytics to seehow well students are engaging with the content. Figure 20MARKETING STRATEGIES & SUPPORTING TACTICS41Being featured in the AMS newsletter is an excellent way for the LL to provide a call to action anddirect interested students to their webpage or social channels to stay up-to-date and learn moreabout the service. To ensure that their message reaches new mailing list subscribers and those whocheck their inbox infrequently, the LL should aim to be featured at least three times per semester,preferably spaced out throughout the semester. In the newsletter, the announcements should beplaced around the midsection of the email since studies have found that although the top of the emailgets the most views, readers who scroll down are much more likely to engage with the content andview 3 times as long (WNIP, 2021). Each announcement should also be accompanied by a captivatingimage, designed according to the LL's brand character. Images can be repurposed from those used forsocial channels. Implementing this tactic will allow the LL to share major announcements such as theaddition of new items or educational content to raise awareness, and cultivate interest in its serviceamong the student body (Figure 21). Figure 21Furthermore, by communicating through official AMS channels, the LL can tap into AMS' establishedrelationship and credibility with its audience, which can help build trust for the service. This approachnot only reduces the administrative burden on its volunteer-led team from creating a separatenewsletter but also expands the reach of its announcements to a much wider audience that mayotherwise be unattainable.MARKETING STRATEGIES & SUPPORTING TACTICSThe primary research data suggests an increase of the price to $4 per item per week would beachievable, due to an increased willingness to pay. To promote user loyalty, implementing a tieredpricing system will provide a cheaper option to borrow items throughout the semester and reduce thenumber of payments required. The $4 fee is targeted toward users who may not borrow items fromthe LL very frequently. One additional benefit of this tactic is that it increases the revenue stream ofthe LL, allowing the service to be less reliant on funding from the AMS to sustain operations andproviding them with greater revenue to scale operations by purchasing more items to meet userdemands which retain user loyalty.Very Important Borrowers (VIB) membership programUsers who find themselves borrowing many items throughout the semester can pay a one time fee of$30 for the semester, enrolling as a member called Very Important Borrowers (VIB). VIBs are able toborrow up to two items at a time, whenever they want. Furthermore, VIBs have the option ofextending the rental of their item by one week. This option is the most affordable for those who seethemselves using the service often and the program will be tracked through myTurn.com. The VIBprogram can provide a secure revenue stream for the LL.42A price discrimination strategy is critical for the success of the LL as it is a non-profit. Not only does theLL have to make sure that the profit covers operational costs, but the LL also has to consider how itcan increase brand loyalty and accommodate multiple price-sensitivity levels of users. 32% of surveyrespondents ranked low fees as the “most important” factor in their decision-making process. The LLcurrently offers a low fee of $2 for each borrowing. Survey results also showed that the willingness topay is much higher (averaged $5) than what the LL is charging for each borrowing ($2). It is crucial thatthe LL reevaluates its pricing approach to enhance user acquisition and retention. Therefore, the pricediscrimination tactics of offering tiered-pricing options and a rewards program are essential for the LLto differentiate itself from competitors, increase its profits, and grow a loyal user base.STRATEGY 2.1 - PROVIDE PRICE DISCRIMINATION TACTICS TO ENSURE LOYALTY ANDACCOMMODATIONS TO MULTIPLE PRICE-SENSITIVITY LEVELSTACTIC 2.1A - IMPLEMENT A TIERED PRICING STRATEGYOBJECTIVE 2 Retain 75% of users who will use the service again or multiple times by 12months post-launch, as measured through its transaction tracking system.By partnering with other like-minded organizations, such as Sprouts and Agora café, discounts can beused for each other. The benefits of these partnerships are mutual because they help spread brandawareness across all organizations. The partnerships also highlight the LL’s strength in conveniencebecause students can redeem benefits from food places on campus, instead of elsewhere inVancouver. The partnership program works by obtaining points from Sprouts or Agora Café. These points can bespent on a discounted experience with the LL. Similarly, when a user uses the Lending Library’s service,they will obtain points that can be used for a discounted food item from either of the two foodoutlets. For every $50 spent on a food outlet, a one-time discount can be applied to an individual. For a non-VIB, they can reduce the borrowing fee for one item from $4 to $2. For VIBs, they can expand theirborrowing capacity from 2 items at a time to 4 items. Users of the LL can obtain points by using the service. For every 10 borrows, VIBs and non-VIBs canredeem $1 off every purchase from Sprouts or Agora Café.Points can be tracked through an Excel sheet that LL, Sprouts and Agora Café have access to. Thecolumns will include the student number, name of the student, points obtained by Agora Cafe, pointsobtained by Sprouts and points obtained by the LL. Staff will ask for student information anddocument points after each transaction. Excel is the best tool to track because of the complexity ofcollaboration and because this collaboration is new and still being tested. The collaboration will end inDecember 2023 for analysis of its effectiveness. MARKETING STRATEGIES & SUPPORTING TACTICS43TACTIC 2.1B - PARTNER WITH UBC FOOD VENDORS FOR DISCOUNTS TOENCOURAGE USAGEBased on the survey, friends and family play a significant role in the decision-making process of all ofthe LL’s target segments when making a purchase, especially Practical Peter. Thus, referrals to AMSinitiatives from friends have a more significant impact on users than regular social media posts. The LLcan institute a rewards program once a semester.Instagram stories displaying products for purchase (or rent) serve as an effective strategy to enhancesocial media engagement, foster growth, and heighten brand awareness (Shopify, 2022). Furthermore,one-third of viewed stories on Instagram are from businesses and it is a highly effective way of leadingconsumers to purchase (Shopify, 2022). Thus, the recommendation is that the LL incentivizes repeatrentals by increasing its social media engagement through social sharing and rewards.MARKETING STRATEGIES & SUPPORTING TACTICS44TACTIC 2.2A - INCENTIVIZE REPEAT RENTALS BY INCREASING SOCIAL MEDIAENGAGEMENT THROUGH AN INSTAGRAM CAMPAIGNFocusing on social sharing as a marketing strategy is a great way for the LL to engage with the greaterUBC community. As shown through primary research, respondents are most likely to engage digitallywith AMS-related content through Instagram and TikTok (Figure 22). By creating shareable contentand encouraging users to share their experiences on social media, the LL can increase its brandawareness, reach a wider audience, and build a community of supporters. Additionally, social mediasharing can emphasize the LL’s positioning as the most sustainable and convenient service that isoffered at a low price point. Overall, social media sharing can be a cost-effective and impactfulmarketing strategy for the LL to engage with its target market, increase its user base, and increasesocial awareness.STRATEGY 2.2 - ENGAGE WITH COMMUNITIES THROUGH SOCIAL MEDIA SHARING Figure 22MARKETING STRATEGIES & SUPPORTING TACTICS45The LL can share instructions for the program in an Instagram post explaining how the LL users canreceive a free one-week rental of any of the available items if they:1) take a picture of themselves using the item rented2) post the picture on their story3) tag the LL Instagram in the story postParticipants will then be given a free one-week rental of one item. The LL can then repost the story on its account to encourage existing users to rent again from the library (Figure 23). Additionally, friends of those posting the Instagram story will see the post and may be stimulated to click the tag and learn about the LL or return to the LL if they have previously used the service.The benefits of a campaign such as this are that it increases awareness, by drawing in new account viewers through account tags and incentivizing new followers by stimulating interest in following the account after seeing that one’s friend participating in fun and new activities enabled by the LL’s rental service. Furthermore, the stories enhance the frequency of brand engagement as followers are motivated to try the service and post themselves, in order that they may receive a free rental as well. As the LL would be offering this incentive every semester, users would be motivated to stay up-to-date on the LL announcements on its social media.Figure 23TACTIC 2.2B - PROVIDE ENGAGING CONTENT THAT ENCOURAGESSOCIAL SHARING ON TIKTOKTikTok is popular among Generation Zs and is the second most popular platform for the LL's targetsegments (Figure 22). Many Generation Zs are now using TikTok as a search engine platform, similar toGoogle (Huang, 2022). Considering that many within the LL's target market are Generation Z students,utilizing social sharing on TikTok is essential. Creating content based on the STEPPS framework, whichstands for social currency, triggers, emotions, public, practical and stories, will encourage TikTok usersto share content (Managing Matters, 2021), which can help current users maintain their trust andinterest in the LL. An example of an advertisement with emotions that convey freedom would be showcasing a camperdeep in the thick forests of British Columbia, surrounded by birds, waterfalls and flowers. This willinspire viewers to desire camping, which requires a tent. A call-to-action message such as "rent today,explore tomorrow" will direct viewers to use the LL. MARKETING STRATEGIES & SUPPORTING TACTICS46Figure 24 below shows the one-year timeline of implementation for the LL’s two proposed objectives.The timeline begins in May of 2023 and ends a year later in April 2024. The LL will not start operationsin the summer instead, the launch date will be the beginning of September. Figure 24To implement the first objective, the LL should start prepping branding materials, setting up thetransaction tracking system, creating signage and pathways, establishing the webpage, andimplementing the content calendar and newsletter during the summer semester. This prep andcreation phase allows for the service to successfully launch at the beginning of the school year(September 2023). Tactic 1.1AThe LL should start creating and finalizing the logo, slogan, stickers, and store environment during thefirst summer semester. At the end of semester two, the LL should evaluate the library branding used,using the survey described within monitors and controls, to test the tactic’s success in achieving thefirst objective. If successful, they can continue to push the branding available, if unsuccessful, newbranding should be developed using A/B testing and user feedback. S.M.A.R.T. OBJECTIVE 1TIMELINE FOR IMPLEMENTATIONMARKETING STRATEGIES & SUPPORTING TACTICS47Tactic 1.1BAt the beginning of the summer semester, stickers and bags with the LL logo should be sent forproduction. Once the items have arrived, stickers should be placed on all LL inventory and bags shouldbe stored so they are ready for use during launch day. Similar to Tactic 1.1A, an evaluation point willhappen at the end of semester two where the LL can understand how well the branded products haveresonated with users. Tactic 1.2AThe LL should purchase MyTurn in the summer term, in order to use it as the tracking system for theSeptember launch. This is because volunteers require time to become familiar with and learn thesoftware before the launch. An evaluation point will happen after the first semester of launch, inDecember, where the LL will evaluate whether the system is fulfilling the LL’s commitment to beconvenient, by measuring efficiency and utility. This evaluation will be conducted by the SustainabilityCoordinator, by gathering feedback from LL volunteers.Tactic 1.2BThe LL should expand its product selection once before the launch date, and once after the evaluationpoint in November. The first expansion ensures that the LL has enough item inventory and selectionfor the first set of users who try out the service. There will be an evaluation point in November, whichis two months post-launch so that the LL can evaluate how often certain items are being borrowedbased on seasonality and which items are most popular. This way, product selection can be expandedbased on demand.Tactic 1.3ASignage will be created at the beginning of the summer semester to ensure it will be available for theSeptember launch. After the launch, the signage will be placed throughout predetermined areas oncampus to help draw attention to the service. Tactic 1.3BThe pathway should be installed in the summer term so that it is ready before the launch inSeptember. This will increase curiosity from those who pass by the area prior to the launch. After theinstallation, nothing else is needed for the pathway, other than regular maintenance checks from AMSNest facility members.Product showcases will be first implemented around the time of the launch, as Clubs Day and UBCImagine Day occur in September. An evaluation of the showcase’s success will be performed after theevents. This evaluation is detailed within Monitors and Controls. If successful, the LL can continueproduct showcases in the third semester.MARKETING STRATEGIES & SUPPORTING TACTICSThe second objective will be implemented one month prior to the launch. This involves pricediscrimination tactic set-ups and training, as well as social media sharing to generate awareness.Tactic 2.1AThe price change and the VIB membership program will be taught in August to the volunteers of the LLwho need to be familiar with the program strategy and price differences. The Sustainability ProjectsCoordinator will be the subject matter expert who can then train the lead volunteer to take over thisrole after the first semester. This tactic will then be implemented during the beginning of the launch,with an evaluation point near the end of semester two, to determine if the pricing tactic isaccomplishing the repeat user objective. If unsuccessful, changes to the pricing model can be made.Tactic 2.1BThe Borrowers Rewards Program will require contacting potential partners involved, such as Agoraand Sprouts Cafe, before the official launch in September. From there, all partners must be trainedabout the program system and requirements. All volunteers need to be trained on the program detailsas well. An evaluation point at the end of semester two helps the LL to make any modifications to theprogram if necessary, and discuss with partners the insights from the first semester of operations.Tactic 2.2A & Tactic 2.2BThe Instagram giveaway and TikTok campaigns will be brainstormed starting in August. Additionally,initial posts for the campaigns will begin near the end of August, to drive awareness and hypesurrounding the LL amongst the greater UBC community. A campaign wrap-up evaluation will beconducted to better understand user acquisition and conversion rates. This data will be used as abenchmark for future digital campaigns. 48Tactic 1.4ACreation of the webpage will begin in early June. This will provide adequate time to ensure a smoothlaunch. Specifically, the webpage should run with no issues and users should be able to visit the pageby August. There should be an evaluation point in November to check if there are any updates to thepage that needs to be made, or if any modifications are necessary. This evaluation depends on both in-person and survey feedback from users.Tactic 1.4BThe content calendar will be created in the middle of semester one. This way, all communicationefforts can be clearly organized and tracked before and after the launch.Tactic 1.4CThe first newsletter regarding the LL should be sent out in August, prior to the back-to-school season.This way, awareness and reach can be generated among the UBC population prior to the launch.S.M.A.R.T. OBJECTIVE 2 Tactic Cost Description Budget Tactic 1.1A Small indoor plants serve as store decorationsand can be purchased from a local flower shop.3 small plants x $3 = $9 Tactic 1.1B Each product will be branded with stickers,which is a cost-effective way of executing thistactic. Stickers can be printed from JukeBox. Tohelp transport items from the LL to the homesof users, durable tote bags, with the LL brand,will carry some items. There are 10 items thathave the appropriate size for transporting intote bags. These bags can be sourced fromVistaprint. 25 stickers for $2710 bags x $13 = $130 Tactic 1.2AA yearly subscription to myTurn.com canimprove inventory and user tracking. $540/year Tactic 1.2B Allocating $100 each year to purchase newitems can attract new users as these items cangenerate more interest. $100 each year to purchase newitems Tactic 1.3A The LL can leverage the physical space oncampus by posting paper, letter sized postersand sandwich boards. Paper posters can beprinted from UBC Library printers and thesandwich board can be printed at Vistaprint. 50 letter sized posters x $0.40 =$20 1 sandwich board = $203 Tactic 1.3B The LL’s floor sticker path to help guide visitorsto the store location can be printed fromStickermule and art supplies for the mural, suchas paint and brushes, can be purchased fromMichaels. 10 stickers = $231 Art supplies = $75BUDGET49BUDGETTactics 1.3C to 2.2B do not require a budget. Overall, the total budget will cost$1,235 x 1.12 (tax) = $1,383.MONITORING & CONTROLS50The following metrics are based on the assumption that the LL currently does not have any metrics inplace for tracking the number of unique users or repeat purchases.MONITORS & CONTROLSOBJECTIVE 1 Attain 400 unique users who borrow at least one item by 12 monthspost-launch, as measured through the transaction tracking system.The LL can keep track of new unique users, who borrow at least one item through MyTurn’s user IDtracking function, as per Tactic 1.2A. This system will require adequate training for each of thevolunteers for the platform utilized properly during daily operation and items available in-store mustbe continually updated on the platform. MyTurn provides video guides and onboarding materials toeducate volunteers on the software tool. Additionally, it is recommended that the LL’s lead volunteerpulls the myTurn product analytics report every 3 months to identify possible areas for productexpansion based on user demand, as per Tactic 1.2B. Staying on top of what products are in greatestdemand and ensuring their availability will help the service continually attract new users. Monitoring in-person membership sign-ups during product showcase events should be tracked via aGoogle Forms survey that is translated internally into an Excel database. The same Google Form canbe used for membership sign-ups through the AMS monthly newsletter as well. This survey link cantrack the effectiveness of Tactic 1.3C and 1.4C in achieving the objective. As the objective is to achieve 400 unique users by the end of the 2024 school year (April 30, 2024), theLL should aim for ~200 new users every term. Each term is approximately 4 months (September toDecember and January to April), thus, the service should attain 50 new users per month. Please notethat all AMS services will not run during the summer months (May to August). It is recommended thatthe LL’s lead volunteers monitor new, unique users through the user ID tracking function withinMyTurn monthly. This objective should be discussed during the monthly 1-on-1 meetings between thelead volunteer and the Sustainability Projects Coordinator. If unique users fall short of the 50 newusers per month goal, it should be discussed during 1-on-1 meetings as well as the progress andimplementation of each tactic. If the LL reaches 400 unique users by the end of April 2024, it will havesuccessfully completed Objective 1.Additionally, 12 months post-launch, the LL can conduct a Qualtrics survey towards current users ofthe service to monitor the progress of Objectives 1 and 2. This survey can measure what tactics aremost effective in attracting new unique users (Appendix I). MONITORING & CONTROLS51Through MyTurn’s analytics function, the LL can export reports on service usage per user within thecustomer/member tab, by exporting member data based on all inventory borrowed. A filter can beapplied within the software to split all user IDs by repeat users and one-time users. This view can beexported into a spreadsheet, where they can then divide repeat users by total user IDs, to uncover thenumber of repeat users. This “one-time vs repeat users'' filter can be saved after the first time it iscreated. From here, the lead volunteer can automatically apply the saved filter on MyTurn and exportthe report monthly for review. As the service has yet to be launched, it is recommended for theSustainability Projects Coordinator to begin monitoring repeat users starting December 2023, after theservice has already been running for 4 months. In the same Qualtrics survey utilized to monitor Objective 1, the LL should include a questionindicating whether or not each respondent has rented an item from the service more than once(Appendix J). The LL volunteers should segregate the target segment responses from the overall pool of responsesin order to determine the repeat purchase rate of the target segments. Within the target segmentresponses, the percentage of users who have rented more than one item in the last year can becalculated by dividing the number of users who have rented twice or more by the number of targetsegment users who have rented at least once, equalling the ratio of repeat users to the total numberof users.OBJECTIVE 2 Retain 75% of users who will use the service again or multiple times by 12months post-launch, as measured through its transaction tracking system.RISKS & MITIGATIONSDesired item unavailablePROBABILITYIMPACTLOWLOW HIGHHIGHVolunteers do notupkeep the trackingsystem and dataLost or damagedInventoryMitigation: Expand product offeringsContingency: Assess demand in MyTurnMitigation: Foster communityContingency: Provide branded bags andkeep credit card information on fileMitigation: Physical recordContingency: Monthly crosscheckFigure 25MONITORING & CONTROLS52The third risk is that volunteers do not upkeep the tracking system or manually input everypurchase and new service user. This would lead to data and product analytics being inaccurateas fewer rentals and users would be recorded. This has a low probability, depending on thelevel of employee monitoring and management of the LL employees, the risk is lower, but it isimportant to consider as it may impact the LL’s ability to achieve its 400 unique user goal. Tomitigate this risk, and ensure the platform is being utilized during its daily operation, it issuggested that volunteers must physically record the number of unique users during their shiftwith their signature before they leave the Library to create a sense of accountability.Furthermore, a contingency is to have the LL lead cross-check these numbers once a monthand email a reminder about the importance of accurate recording to volunteers whose recordshave discrepancies to create a sense of accountability.The first risk identified is that when potential users visit the LL, the item they are searching foris either already being rented at that time or not in the Library’s inventory. This could lead topotential users not returning to the service and going to competitors to purchase itemsinstead. This risk has a high probability as there are many possible recreational activityequipment items the LL’s target markets could desire, and the inventory at the LL is currentlyquite limited in quantity and variety. To mitigate this risk, and ensure that they are not losingpotential rental users to competitors, the LL could expand their product offerings using theearnings from the first year of operations made from its membership program. A contingency isto use the MyTurn analytics to determine which items are most in demand and most oftenrented out, and use a Qualtrics survey to determine what items are most in demand but not inthe current inventory offering.The second risk is lost or damaged inventory. This risk has low probability and high impact, as ifusers do not return the items or items are returned in poor or unusable condition, the LL wouldthen incur additional costs to replace the items. Furthermore, excess time is needed to replacethe item, which would limit the number of products available to other users. The lowprobability of this risk was inferred from The Thingery, an alternative equipment lendingservice that has stated that “less than 1% of all checkouts require additional action to retrievethem.” To mitigate this risk, it is encouraged the LL to foster a community and share, throughrepeat users, that care about the well-being of the service. Repeat users drive the loyalty andaccountability aspect of the service, which should minimize lost and damaged inventory. Afurther contingency for this involves Tactic 1.1B, where bags for items can remind users toreturn the items. Furthermore, credit card information and IDs are kept on file, which limitsincentives and the possibility of not returning or returning damaged inventory. While this plan has been carefully crafted, every marketing plan has risks. To mitigate these risks andensure the LL successfully implements this marketing plan, we have identified three key risks inFigure 25 that they may face. Each risk identified also has a mitigation strategy and contingency plan.CONCLUSION53The UBC AMS Lending Library is a one-of-a-kind model that marks the beginning of truly achievingAMS Sustainability’s overarching mission to cultivate a greener campus community. In providingrecreational goods at an extremely low cost in an environmentally sustainable manner, they enablestudents and community members to partake in recreational activities and thus fulfill an unmet needof campus well-being. Through the proposed S.M.A.R.T. objectives, coupled with the implementationof each unique strategy and tactic, the Lending Library’s launch and future operations will excel inachieving its desired reach and utilization across its target markets. CONCLUSIONThe pivotal launch of this service marks the beginning of a new erafor sustainability… lending for a cleaner future starts here. 54Client Consulting ProjectUBC AMS Lending LibraryTHANK YOU!HELEN MA VICTOR WU MORIAH KLEINEAMANDA JU ANGELA ZHAOAPPENDICES55APPENDIX A - SURVEY QUESTIONAIRE56APPENDIX A - SURVEY QUESTIONAIREDisplayed to those who selected they've used the services at least onceAPPENDICES57APPENDIX A - SURVEY QUESTIONAIREDisplayed to those have been a part of a AMS club currently or in the pastAPPENDICES58APPENDIX A - SURVEY QUESTIONAIREAPPENDICES59APPENDIX A - SURVEY QUESTIONAIREAPPENDICES60APPENDIX A - SURVEY QUESTIONAIREAPPENDICES61APPENDIX A - SURVEY QUESTIONAIREAPPENDICES62APPENDIX A - SURVEY QUESTIONAIREAPPENDICES63APPENDIX A - SURVEY QUESTIONAIREAPPENDICES64APPENDIX A - SURVEY QUESTIONAIREAPPENDICES65APPENDIX B - INTERVIEW QUESTIONNAIRE APPENDIX A - SURVEY QUESTIONAIREAPPENDICES66APPENDIX B - INTERVIEW QUESTIONNAIREAPPENDICESThe goal of the lending library service is to allow UBC students to borrow items thatthey need to use occasionally, but not often, to reduce wasteHelp the environment and encourage the use of second-hand goods/ help out studentsTo lessen our environmental footprintPromote sustainability on campus Encourage environmental advocacy Good for the environment... and accessRecycle resources, to save energy and materialMore access to resources that are usually more expensive for students, and things thatthey wouldn't usually ownMore sustainable, reduce buying, consumerism. convenient for living on campusOffering affordable services for students because students don't have money to buyMaking niche activities more accessible to the community of UBC, allowing thecommunity to work together to save money & creating a sense of community bysharing products that people usually wouldn't buy to use just onceCamping, cooking, sewingHem pants, adjust clothes, repair clothes; technical needs for projector or tvFor fun recreational activities Cook at homeBBQ tripLess commitment than buying it, try for funNo foodstuff because I don't know the cleanliness standards. But maybe HDMI oradapter for my personal uses. Computer or presentation.Ten interviews were conducted with UBC students after they completed the survey. Basedon their survey results, they were segmented into different categories. The followingcategories were identified: Unaware Waste-Reducer, Practical Peter (3), Student-in-the-Know, Skeptical Sam, Doubtful Dave, and Traditional Tim. A summary of their responses is below: What do you think AMS lending library service aims to achieve?What would be your purpose for borrowing that item?67APPENDIX C - SUMMARY OF INTERVIEW RESULTS APPENDICES68Thrift store, or FB marketplaceFB Marketplace, thrift store, brand new, borrow from a friendAmazonUsually buy new, offline spaces, home depotSalvation Army or brick & mortar storesUsually, buy new, Amazon first & see if its cheaper than buying in person/don’t buy secondhand, but for high-value items would look for itBuy newIf I only needed the item once or for a brief period, I would be more inclined to borrow it, asit would take up unnecessary space.Accessible and easy, avoid unsafe meetups (FB marketplace)It is most likely cheaper and on campusIt's less wasteful and doesn't have to commit to paying the full priceSecurity, reliability & no risk of being scammedConvenience, physical distanceIts cheaper & more affordable, accessible based on the distanceUnnecessary to buy a new one if I use it once a yearI don't think I would in general because I live too far away. I live in Richmond.Items have to be very niche (occasional), very specific toward an activity that is not a dailyoccurrence, or expensive. If it's an item that I would use daily, I would purchase it.Transportation of the items, and the general hassle of having to bring the item back.AvailabilityNot familiar with borrowing things in general and the process of how it worksSince they're used by a lot of people, they may be broken and not as niceIf it's something I’m interested in pursuing using the item long termLongevity/conditionI would rather own a high-quality item, to myself that I can use for a long time, buy newIf you need the items, where would you purchase them? Internal reference: e.g. buy new,marketplace, craigslist, KijijiWhy would you use the AMS Lending Library service over the one(s) you just mentioned?Why would you NOT borrow items rather than purchase them?APPENDIX C - SUMMARY OF INTERVIEW RESULTS APPENDICES69More surveys that ask students what they want (Instagram paid sponsor )New users get a free trial and then afterwards enforce borrowing feeRaise awareness in residential buildings and place this equipment where they usuallyborrow vacuums (front desk?)A big in-person event at the nest, a grand opening that grabs people's attentionRecruit a bunch of Sauder students to market itReaching older students using Instagram, for younger students (TikTok), having colourfulposters, and other print marketing communications at big events or just around campus(e.g. Block Party)Word of mouth from your community (referrals)If my friends tell me the items are new, good quality and pretty cheap then they mightconvince meStudent discounts, using flex dollars for paying, especially when first years are required touse their card for the meal planIf the equipment were useful people would just come, if the process was simple and don'tjump through any hoops, tap the student card and goEncouraging these activities more to students, providing a free first trial for students, andfriends referrals. If you were the head of AMS Sustainability, what would you do to get the word out about theLending library? How would you move people from knowing about the service to use it?APPENDIX C - SUMMARY OF INTERVIEW RESULTS APPENDICES70APPENDIX D - SEGMENTATION METHODAPPENDICES71APPENDIX E - COMPETITOR MATRIX RATING EXPLAINED APPENDIX F - SWOT TABLEAPPENDICES72APPENDIX G - FAMILIARITY WITH AMS SERVICES APPENDIX H - 'MOST' INFLUENTIAL FACTORAPPENDICES73APPENDIX I - MONITORING SURVEY (PART A)1. Given your experience with the AMS Lending Library Service, to what extent do you agree ordisagree with the following statements? [Likert scale - strongly disagree, somewhat disagree,neither agree or disagree, somewhat agree, strongly agree]a. Simple borrowing process b. The items I need are always availablec. I often see physical signs about the LL around campusd. The sticker pathways help me find the LL locatione. I learned about the LL through a clubs day product showcase (Boothing) f. I reserve items from the AMS web page before borrowing g. I check if items are available on the AMS web page before borrowing 2. Which words do you associate with the Lending Library? [Select all that apply]a. Low-pricesb. Sustainabilityc. Easy to use/convenient d. Secure/Safe purchasinge. Reliable 3. After learning about AMS Sustainability’s Lending Library, how likely are you to recommend theservice to a friend?a. Very Unlikelyb. Somewhat Unlikelyc. Neither Unlikely or Likelyd. Somewhat Likelye. Very LikelyAPPENDIX J - MONITORING SURVEY (PART B)5. Which of the following did you learn about the Lending Library from? Please select all that apply.a. Instagramb. TikTokc. Posters on campusd. I heard about it from a friend e. Through a Google search f. Popup Booth/on-campus eventg. Stickers on Nest Floorh. Other: SpecifyAPPENDICES74APPENDIX J - MONITORING SURVEY (PART B)A) and B) refers to the success of Tactic 2.1AC) refers to the success of Tactic 2.1BD) refers to the success of Tactic 2.2AE) refers to the success of Tactic 2.2B6. Have you rented at least one item from the AMS Lending Library in the last school year (betweenSeptember 2023 and May 2024)?a.Yesb. No7. If YES to question (a), how many items from the Lending Library have you rented in the lastyear (between September 2023 and April 2024)?a. 1b. 2-3c. 4-6d. 7-10e. +107. If YES to question (a), Given your experience utilizing the AMS Lending Library Service, to whatextent do you agree with the following statements? [Likert scale - strongly disagree, somewhatdisagree, neither agree or disagree, somewhat agree, strongly agree, NOT APPLICABLE]a. One-time rental fee is reasonably priced ($4)b. I am a part of the Lending Library’s VIB (membership) program, and I enjoy a subscription($30/semester)c. I enjoy using the Lending Library’s rewards program (between Sprouts Cafe & Agora Cafe)d. I enjoy viewing the Lending Library’s Instagram contente. I enjoy viewing Lending Library’s TikTok content*Each of these answers above is able to monitor a specific tactic. APPENDICESREFERENCES75REFERENCESREFERENCES76REFERENCES77REFERENCES78REFERENCES79
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UBC Social Ecological Economic Development Studies (SEEDS) Student Report
University of British Columbia. COMM 468
Waste
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AMS Sustainability Lending Library Marketing Plan
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