Business, Sauder School of
DSpace
University of British Columbia. Athletics and Recreation
University of British Columbia. Campus and Community Planning
Brennan, Nina
Gulati, Srishti
Kamakura, Kyden
Hrdlicka, Noah
Rustad, Kaitlyn
Nuttall-Smith, Ella
Sajdeh, Anaanya
UBC Thunderbirds Athletics and Recreation provides the University of British Columbia (UBC) students with diverse opportunities, including the participation within Varsity Athletics (attending or participating), Intramural Programs, and Thunderbird-related events. Their objective is to create a secure environment for students to actively participate in events while proudly representing their school while utilizing UBC’s high-quality facilities. UBC Thunderbirds Athletics and Recreations aims to resonate with UBC students as a “Brand for me” instilling a sense of belongingness and connection on the UBC campus. UBC hosts a vibrant extracurricular landscape, comprising four major programs that significantly contribute to the overall student experience. The UBC Thunderbirds Athletics and Recreation program, the largest among these, goes beyond competitive sports to encompass Intramural teams and signature events, engaging over 6,000 students and faculty annually. Following closely is the UBC Alma Mater Society (AMS), overseeing a network of 300 student-run clubs and hosting large-scale events. Additionally, faculty undergraduate societies cater to the diverse academic disciplines, which fosters connection and community among their 3,800 members. UBC Greek Life, involving over 1,500 members, not only provides a sense of belonging but also offers housing, philanthropic opportunities, and career networking. Despite a 1% growth in enrollment for the academic year 2022-23, competition for these additional students among the extracurricular programs is anticipated to be high, presenting both challenges and opportunities for expansion and impact. UBC Thunderbirds Athletics and Recreation is actively competing with other organizations on campus, as their primary objective is to capture the attention and engagement of the student community. Primary research for the UBC Thunderbirds was conducted using two methods: online surveys and in-person interviews. The online survey, involving 205 valid respondents, provided insights into how students identify themselves at UBC. Diving deeper, the surveys and interviews were utilized to explore motivators and barriers to why students participate and attend in UBC Thunderbirds events. Findings were segmented into eight segmentation groups, with the most optimal and attainable being ‘Not Convinced’ Colin, ‘Long Distance, Low Commitment Casual Girlfriend' Barbie, and ‘Reluctant’ Ronald as target segments for our S.M.A.R.T. objectives.The ‘Not Convinced’ Colin segment, making up 13.6% of the market, represents an untapped demographic for the UBC Thunderbirds. The ‘Long Distance, Low Commitment Casual Girlfriend’ Barbie segment is a 8.8% of the market, is an attractive group with an existing connection to UBC Thunderbirds. Lastly, the ‘Reluctant’ Ronald segment, comprising 11.2% of the market. Despite their reluctance, the opportunity for growth lies in their existing partial resonance with the Thunderbird brand, making them easily accessible for targeted outreach and advertising efforts. Our S.M.A.R.T. objectives aim to address the overarching marketing goal of increasing the percentage of the target segments that agree the UBC Thunderbirds Athletics and Recreation is a “Brand for me”. This involves increasing the combination of both brand awareness and brand knowledge. Our first objective includes launching the UBC Thunderbird App as a centralized hub for all aspects of UBC Thunderbirds Athletics and Recreation by August 31 st , 2024. Our second objective will focus on achieving a 20% increase in individuals within target segments who agree or strongly agree that the UBC Thunderbirds are a “Brand for me”, determined through consumer behavior in a survey conducted in March 2025. Our third and final objective aims to increase the participation rates at UBC Thunderbird events (Varsity, Intramurals, Thunderbird-related events) among target segments (Colin, Barbie, and Ronald) by 30%; raising it from 29% to 38% per academic year. Consequently, a set of 13 different tactics are outlined, ensuring a multifaceted approach to achieving the S.M.A.R.T. objectives set out by the COMM 468 Thunderbirds Marketing Team. 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.”
University of British Columbia Social Ecological Economic Development Studies (SEEDS) Sustainability Program Student Research Report UBC THUNDERBIRDS AND RECREATION Marketing Plan ReportDisclaimer: “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”. Prepared By:Nina Brennan, Srishti Gulati, Kyden Kamakura, Noah Hrdlicka, Kaitlyn Rustad, Ella Nuttall-Smith, Anaanya Sajdeh Prepared For: UBC Athletics and Recreation COMM 468 University of British Columbia December 8th, 2023 2OVERVIEWIntroduction ……………………………………………………………… 4Executive Summary …………………………………………………… 5SITUATION ANALYSISCategory Analysis ………………………………………………………… 7Category and Industry Definition .………………………………………… 7Aggregate Market Factors .……………………………………………….7Environmental Factors …………………………………………………… 9Company Analysis ……………………………………………………… 10Current Objectives ...…………………………………………………….. 10UBC’s Mission, Culture, Human & Finances ……………………………… 11Key Success Factors …………………………………………………… 12Current Marketing Mix and Positioning ………………………...………… 12Consumer Analysis………………………..…………………………… 14Primary Research ……………………………………………………… 14Customer Description and Behaviour ………………………………….... 14Customer Segmentation ……………………………………………….. 15Competitor Analysis ……………………………………………….... 19Competitive Overview ………………………………………………….. 19UBC Alma Mater Society (AMS) ………………………………………… 19Undergraduate Societies …………………………….……………...…. 20Greek Life ..…………………………………………………………... 22Competitive Matrix ………………………………….…………………. 23Competitor Analysis …………………………………………....……… 25SWOT Analysis …………………………………….…………………… 27Strengths ……………………………………………………………… 27Weaknesses ………………………………………….……………….. 27Opportunities ……………………………………….…………………. 28Threats ……………………………………………………………….. 281TARGET SEGMENTSRecommended Target Segments ...…………………………………. 29‘Not Convinced’ Colin ………………………………...………………... 29‘Long Distance, Low Commitment Casual Girlfriend’ Barbie ………………. 29Reluctant Ronald ……………………………………………………… 30BRAND POSITIONINGPositioning Statement ………………………………………………… 31Positioning Statement …………………………...…………………….. 31Key Points of Difference ...………………………………...…………… 31GOALS AND OBJECTIVES …………………………………………………. 32MARKETING STRATEGIES AND TACTICSS.M.A.R.T. Objective 1Strategy 1.1…………………………………………………………… 33Tactic 1.1A …………………………………………...………………. 34Tactic 1.1B ………………………………………...…………………. 34Strategy 1.2…………………………………………………………… 35Tactic 1.2A ……………………………………………………………. 35Tactic 1.2B ……………………………………………………………. 36S.M.A.R.T. Objective 2Strategy 2.1 …………………………………………………………... 36Tactic 2.1A ……………………………………………………………. 38Tactic 2.1B ……………………………………………………………. 38Strategy 2.2…………………………………………………………… 38Tactic 2.2A…………………………………………………………….. 39Tactic 2.2B ……………………………………………………………. 39S.M.A.R.T. Objective 3Strategy 3.1 …………………………………………………………… 412Tactic 3.1A ……………………………………………………………. 41Tactic 3.1B ……………………………………………………………. 42Tactic 3.1C ……………………………………………………………. 42Strategy 3.2 …………………………………………………………... 43Tactic 3.2A…………………………………………………………..... 44Tactic 3.2B…………………………………………………………..... 45TIMELINE FOR IMPLEMENTATION………………………………………... 46S.M.A.R.T Objective 1…………………………………………….….. 47S.M.A.R.T Objective 2………………………………………….…..… 47S.M.A.R.T Objective 3………………………………………..…..….. 48BUDGETS…………………………………………………………………...….. 49MONITORS AND CONTROLSS.M.A.R.T Objective 1………………………………………………….. 52S.M.A.R.T Objective 2………………………………………………..… 53S.M.A.R.T Objective 3………………………………………………….. 53CONCLUSION………………………………………………………………….. 54APPENDICES ………………………………………………………………….. 55REFERENCES………………………………………………………………….. 763INTRODUCTIONUBC Thunderbirds Athletics and Recreation offers UBC students the chance to engage in various events,including Varsity Athletics, Intramural Programs, and Thunderbird-related events such as Day of the Long Boatand Storm the Wall. Their objective is to supply UBC students with a secure environment, enabling individualsto participate in events while proudly representing their school. UBC Thunderbirds Athletics and Recreationoffers students diverse opportunities to participate in various sports clubs, utilizing high-quality facilities such asthe Doug Mitchell Thunderbird Sports Center, the UBC Aquatic Center, Thunderbird Stadium, War MemorialGymnasium, and more (The University of British Columbia, 2023). In contrast to the United States, the collegesports industry in Canada is considerably smaller. This can be attributed to a difference in culture, as sportslike football and basketball in the United States significantly influence an individual's willingness to view theirschool as a "brand for me."4EXECUTIVE SUMMARYUBC Thunderbirds Athletics and Recreation provides the University of British Columbia (UBC) students withdiverse opportunities, including the participation within Varsity Athletics (attending or participating), IntramuralPrograms, and Thunderbird-related events. Their objective is to create a secure environment for students toactively participate in events while proudly representing their school while utilizing UBC’s high-quality facilities.UBC Thunderbirds Athletics and Recreations aims to resonate with UBC students as a “Brand for me” instillinga sense of belongingness and connection on the UBC campus.UBC hosts a vibrant extracurricular landscape, comprising four major programs that significantly contribute tothe overall student experience. The UBC Thunderbirds Athletics and Recreation program, the largest amongthese, goes beyond competitive sports to encompass Intramural teams and signature events, engaging over6,000 students and faculty annually. Following closely is the UBC Alma Mater Society (AMS), overseeing anetwork of 300 student-run clubs and hosting large-scale events. Additionally, faculty undergraduate societiescater to the diverse academic disciplines, which fosters connection and community among their 3,800members. UBC Greek Life, involving over 1,500 members, not only provides a sense of belonging but alsooffers housing, philanthropic opportunities, and career networking. Despite a 1% growth in enrollment for theacademic year 2022-23, competition for these additional students among the extracurricular programs isanticipated to be high, presenting both challenges and opportunities for expansion and impact. UBCThunderbirds Athletics and Recreation is actively competing with other organizations on campus, as theirprimary objective is to capture the attention and engagement of the student community.Primary research for the UBC Thunderbirds was conducted using two methods: online surveys and in-personinterviews. The online survey, involving 205 valid respondents, provided insights into how students identifythemselves at UBC. Diving deeper, the surveys and interviews were utilized to explore motivators and barriersto why students participate and attend in UBC Thunderbirds events. Findings were segmented into eightsegmentation groups, with the most optimal and attainable being ‘Not Convinced’ Colin, ‘Long Distance, LowCommitment Casual Girlfriend' Barbie, and ‘Reluctant’ Ronald as target segments for our S.M.A.R.T.objectives.The ‘Not Convinced’ Colin segment, making up 13.6% of the market, represents an untappeddemographic for the UBC Thunderbirds. The ‘Long Distance, Low Commitment Casual Girlfriend’ Barbiesegment is a 8.8% of the market, is an attractive group with an existing connection to UBC Thunderbirds.Lastly, the ‘Reluctant’ Ronald segment, comprising 11.2% of the market. Despite their reluctance, theopportunity for growth lies in their existing partial resonance with the Thunderbird brand, making them easilyaccessible for targeted outreach and advertising efforts.Our S.M.A.R.T. objectives aim to address the overarching marketing goal of increasing the percentage of thetarget segments that agree the UBC Thunderbirds Athletics and Recreation is a “Brand for me”. This involvesincreasing the combination of both brand awareness and brand knowledge. Our first objective includeslaunching the UBC Thunderbird App as a centralized hub for all aspects of UBC Thunderbirds Athletics andRecreation by August 31st, 2024. Our second objective will focus on achieving a 20% increase in individualswithin target segments who agree or strongly agree that the UBC Thunderbirds are a “Brand for me”,5determined through consumer behavior in a survey conducted in March 2025. Our third and final objectiveaims to increase the participation rates at UBC Thunderbird events (Varsity, Intramurals, Thunderbird-relatedevents) among target segments (Colin, Barbie, and Ronald) by 30%; raising it from 29% to 38% per academicyear. Consequently, a set of 13 different tactics are outlined, ensuring a multifaceted approach to achieving theS.M.A.R.T. objectives set out by the COMM 468 Thunderbirds Marketing Team.6CATEGORY AND INDUSTRY DEFINITIONThe University of British Columbia (UBC) is renowned not only for its academic excellence but also for itsdiverse portfolio of extracurricular activities. Each extracurricular program at UBC offers students a way toengage with their peers and create a sense of community. UBC hosts four major players that significantlyshape the experience of the students (AMS of UBC, 2023). The first is the UBC Alma Mater Society (AMS),which is an organization on campus that plays a role in fostering community through events such as concerts,student-run clubs, and volunteer positions (AMS of UBC, 2023). In addition to the AMS, the UBC ThunderbirdsAthletics and Recreation program stands out as the leading program due to its size and reach across thecampus. This program is not confined to just competitive sports but extends its influence to recreationalactivities, such as intramural teams, and special team events (e.g. Storm the Wall) (UBC Athletics &Recreation, 2023). The third integral component of UBC’s extracurricular programs is Greek Life. Throughsororities and fraternities, this program offers students a sense of belonging with its traditions, housing, andphilanthropic events in the community (The Ubyssey, 2022). Finally, the Undergraduate Societies within eachfaculty at UBC add to the list of programs offered at UBC to enhance each student's experience. Thesesocieties are created within each discipline to foster a sense of community amongst students. This is carriedout through academic events, career workshops, and social gatherings (Student Services, 2023). While eachof these players offers different opportunities and experiences for students, the common objective is enhancingeach individual's experience at the University of British Columbia. The overarching goal is to create a place forstudents to find a sense of belonging and connect with peers throughout their time at the university.AGGREGATE MARKET FACTORS1. Industry Size & Growth RateThe extra-curricular programs at the University of British Columbia are diverse, encompassing four majorprograms, each with its unique size and impact. The UBC Thunderbirds Athletics and Recreation programstands as the largest among those four, due to its reach and presence on campus. This program holds 36varsity teams, employs over 100 volunteers managing the intramural programs, and actively engages over6,000 students and faculty from their special events (e.g. Storm the Wall, Day of the Long Boat, TriDu)(Michaels K, 2015). Closely following is the UBC Alma Mater Society (AMS), which is the second-largest playerin this portfolio of programs. The AMS oversees a network of more than 300 student-run clubs, which providesopportunities for students to connect (Student Services, 2023). Beyond the clubs available to students, thisprogram hosts events that bring together over 6,000 students and staff, such as the ‘Back-To-SchoolBarbeque’, and ‘Block Party’ (AMS of UBC, 2022). The third major player is the various faculty undergraduatesocieties within UBC, across each academic discipline. With over 3,800 members across each faculty, these7societies promote connection and community amongst students in each respective discipline (UBCFA, 2023).Finally, the fourth major contributor to UBC’s extracurricular program portfolio is Greek Life. This programinvolves over 1,500 members. The Greek Life community at UBC plays an important role in providing a senseof belonging to the students involved. Not only does Greek Life offer philanthropic opportunities for itsmembers, but it also offers housing, community events, and career networking opportunities (UBC Fraternities,2023). As of the academic year 2022-23, UBC saw a growth rate of 1% in enrolment (University of BritishColumbia, 2022). The growth has a substantial impact on the extracurricular programs which offers them alarge amount of room for expansion. Despite this positive impact on the programs, the dispersion of this growthwill not be guaranteed for each program. This means the competition in reaching these additional students willbe fairly high.2. SeasonalityAs a university-based organization, the sales and engagement of the UBC Thunderbirds Athletics andRecreation programs are significantly influenced by seasonality. A notable surge in activity happens during theFall and Winter semesters (September-April), in contrast to the Summer semester (May-August). Since UBCoffers fewer classes during the summer months, there are less students circulating the campus (UBC Science,Faculty of Science at the University of British Columbia, 2023). At the onset of the school year, there is anoticeable increase in merchandise sales to the incoming class of UBC students, as well as returning students.The ‘Back to School’ season in 2023 at UBC showed a surge of transactions for academic items, as well asUBC merchandise during the first month of school (SHCS Staff Website, 2023). The surge is further amplifiedby major events, such as ‘Homecoming’, and the ‘Winter Classic’ during the academic year, which expects tobring up to 5,000 attendees (University of British Columbia Athletics, 2023). In addition to the monetary impactof the different seasons, there is a noticeable difference in participation during the summer semester. The largeevents, such as ‘Storm the Wall’, ‘Back to School BBQ’, and ‘Day of the Long Boat’, take place during the Falland Winter semesters. This is a major contributing factor to a lull in participation, and a sense of school spiritamongst students attending Summer courses.3. Distribution ChannelsMost university sports teams, similar to the UBC Thunderbirds, are intrinsically tied to their respectiveinstitutions for their distribution strategies. In UBC’s case, the UBC Bookstore serves as a physical outlet forselling UBC Thunderbird merchandise on campus, which has now extended to an e-commerce platform thatoffers UBC Thunderbird merchandise (Thunderbird, 2023). Moreover, to UBC Thunderbird merchandise,tickets for games are sold on the UBC Thunderbird and UBC Recreational official websites (University ofBritish Columbia, 2021).84. Corporate PartnersThe UBC Thunderbirds Athletics and Recreation have developed partnerships with more than 35 corporateentities, encompassing a range from local Vancouver businesses to multi-million-dollar companies. Notablesponsors in this extensive network include names such as Lululemon, Powerade, Molson Coors, Holiday Inn &Suites, Bell Media, and Pink Elephant Cafe (University of British Columbia, 2009). These corporatecollaborations offer substantial exposure for the UBC Thunderbirds and their respective partners. As a result oftheir award-winning facilities, UBC Thunderbirds is able to reach over 3.2 million individuals in annual traffic peryear, which is a key driving factor in attracting corporate partnerships (University of British Columbia, 2009).The visibility extends through multiple channels, including Varsity events, Special events (e.g. Gladiator),Recreational programming, and concerts. An example of a recent partnership involves Lululemon and the UBCThunderbirds Varsity teams. The partnership, lasting five years entails Lululemon funding collaborativeresearch at UBC with a focus on wellbeing, health, and biomaterials. Additionally, Lululemon will also sponsora scholarship for two or more student-athletes, recreation leaders, and other BIPOC leaders (University ofBritish Columbia Athletics, 2023). In leveraging these partnerships, the UBC Thunderbirds Athletics andRecreation program is not only able to strengthen its financial support but also can create mutually beneficialrelationships that enhance the experience for participants and attendees. This network of corporate partnershas a significant contribution to the success of the UBC Thunderbirds program and events.ENVIRONMENTAL FACTORS1. EconomicalUniversity students, with limited streams for full-time income, face an additional financial burden as interestrates rise. This further constraints their disposable income, and therefore their purchasing freedom(Government of Canada, 2023). The impact of inflation in 2022 resulted in a 3.5% reduction in consumerspurchasing power (IBISWorld, 2023). This decrease in disposable income directly affects students by limitingtheir capacity to spend money on non-essential items, such as recreational activities, events, or optionalmerchandise. A study conducted in August 2023 found that 77% of the students surveyed ‘found it very hard toafford everything they need. Additionally, 60% had to ‘cut out certain necessities to make ends meet’. Thisstudy also found that nearly 30% of students were considering leaving their secondary institution because oftheir lack of money (Corp ES, 2023). This environmental factor plays a major role in the purchasing power ofthis demographic.2. SocioculturalWithin secondary educational institutions, the focus typically centers on students' academic achievements.Consequently, recreational sports and Varsity programs are challenged in justifying their services to theirinstitutions to obtain funding and provide continuous opportunities for students (Vasold et al., 2019). Theseprograms play a pivotal role in fostering a sense of community and belonging on campus. By providing9platforms for teamwork and shared experiences amongst peers, recreational sports and Varsity programs arelikely to have a strong positive impact on each student's academic achievements, creating a well-roundededucational experience. Acknowledging that social networks play an important role in a student's academicsuccess (Stadtfeld C et al. 2019), gives clear justification for the need for recreational programming. Theseprograms not only contribute to the physical well-being of the students but also serve to create a community forthose individuals. By fostering that sense of community, secondary education institutions will positivelycontribute to their student's academic success.3. DemographicWhile the UBC Thunderbirds Athletics and Recreation programs have a consistent presence on the Vancouvercampus, it is mostly only accessible to individuals affiliated with UBC. This includes current UBC students,Varsity athletes, faculty members, and parents/family members associated with individuals at UBC. This limitedamount of access constricts the primary consumer base to the people who fall into any of those previouslymentioned categories. On a broader scale, as of February 2022, there were 43,488 domestic students and16,804 international students at the UBC Vancouver campus. The retention rates for the academic year2021/2022, on average, was 94% in first-year students. Within the limits of campus and affiliations, the UBCThunderbirds cater to individuals with a focus on health, well-being, and group-organized activities. Thisdemographic engages with programs that are beneficial to their health, quality of life, and personaldevelopment (Vasold et al., 2019).Current ObjectivesThe primary goal of UBC Thunderbirds is to expand the UBC community's identification with the Thunderbirdsas a distinct brand, creating a strong sense of being a Thunderbird. This Thunderbird logo serves as a visualrepresentation of the university’s commitment to creating a unique brand that instills a sense of pride amongcurrent and former members of the UBC family, including students, faculty, staff, and alumni. Promoting theprinciple of “winning together” is another vital aspect of the UBC Thunderbirds brand (University of BritishColumbia, n.d.). The brand is positioned as an inclusive environment and emphasizes the importance ofsupport for all individuals participating in or attendants of UBC Thunderbird events. The UBC Thunderbirdsencourage a strong sense of community by using the inclusive language of “we”, and provide each individualconfidence in their ability to contribute to the UBC Thunderbirds spirit.Academic and performance excellence stands as pillars of the UBC Thunderbirds brand. The history ofsuccess associated with the UBC Thunderbirds, such as an 80-year legacy with 241 UBC Olympians,10symbolize a commitment to both competitive sport and ensuring academic success amongst students(University of British Columbia, n.d.).“Victory through honor” ties the UBC Thunderbirds connection to UBC’s earliest history of connecting withIndigenous Peoples, which unceded land they operate on (University of British Columbia, n.d.). Acknowledgingthe cultural heritage and legends of First Nations, the Thunderbird symbol is represented as a sign of respectand consideration. Before commencing any project that will use the UBC Thunderbirds logo, the mediumneeds to integrate the UBC Thunderbirds identity according to their key considerations. This approach ensuresthat the UBC Thunderbird brand is consistent and appropriately represented across all media and mediumsused. To build and sustain this legacy of success, the UBC Thunderbirds will persist in direct collaboration withstudents, building a connected community where each individual feels empowered to contribute to theThunderbirds' spirit. UBC Thunderbirds are dedicated to ensuring that their students develop a more profoundand meaningful connection with the Thunderbirds.Mission, Culture, Human, and FinancesUBC Thunderbirds vision for its program is inspiring excellence, championing health and sport, and buildingour community. Their campaigns and efforts are aimed at promoting excellence in both academics andathletics. Their goals are to foster a competitive spirit, promote teamwork, and instill a sense of pride andcommunity within the university (Thunderbird, 2023). UBC emphasizes the importance of maintaining highstandards across Varsity teams, Intramurals, and Thunderbird events to achieve these goals. To achieve theirultimate vision, the UBC Thunderbirds need to focus on effective resource management, strategicpartnerships, and community engagement to ensure their student-athletes' holistic development and successwhile maintaining the university's academic standards and reputation.The UBC Thunderbirds receive resources from various channels, including funding from the University ofBritish Columbia's overall budget for sports and athletics. Financial support stems from sponsorships from localbusinesses, corporations, and alumni who are invested in promoting the university's athletic programs.Revenue is generated through ticket sales, merchandise, and donations from enthusiastic supporters and fansof the UBC Thunderbirds. UBC works directly with students and groups, including administration, counseling,career services, social development, and recreation. The other relationship is between the university and thecommunity, which includes campus planning, alums, and community affairs (University of British Columbia,2022). These outlets provide resources for the diverse needs of the student body, ensuring that students haveaccess to a wide range of academic and extracurricular support services. The university's collaborations withthe community contribute to developing campus infrastructure, fostering alum engagement, and promoting asense of shared responsibility and mutual benefit between UBC and its surrounding environment.11Key Success FactorsOne of the key success factors of UBC is being able to keep a strong focus on student-athlete development,and providing comprehensive academic and athletics support services. UBC’s reputation as a highly achievingacademic school has attracted many students to choose UBC over competing universities. Their commitmentto fostering an inclusive and diverse environment for all their students has established a Thunderbirdcommunity. This community consists of alumni, fans, current athletes, and future Thunderbirds who allcontribute to UBC athletics' long-term success and sustainability. In 2020, over 5,700 alum engagements andaround $3.56M were raised from alumni events (University of British Columbia, 2022). The university'scommitment to fostering strong industry partnerships and engaging alumni networks further enhances itsposition among competing universities.Current Market Mix and Positioning1. ProductThe representation of the athletic departments and sports teams of the University of British Columbia fallsunder the product element of the marketing mix for the UBC Thunderbirds. The core offering of the UBCThunderbirds is their active involvement in various sports, spanning Varsity sports like soccer, football,basketball, and more. UBC offers not only Varsity athletics but also many Intramural programs that includeseveral sports, and levels such as ‘Elite’ and ‘Co-Ed’. As part of their product strategy, they extend beyondathletic competitions to include the sale of branded merchandise, such as apparel, hats, and other fan gear.This not only serves to generate additional revenue but also plays a crucial role in promoting the team's brand.Furthermore, as a component of their product mix, UBC Thunderbirds Athletics and Recreation facilitatesstudent participation in Intramural sports throughout the entire school year. Lastly, the UBC Thunderbirds offersseveral events throughout the year that are open for all students to sign up for such as ‘Storm the Wall’ and‘Day of the Long Boat’. These two events are very interactive and create a fun environment for people to getinvolved with their peers outside of academic responsibilities.2. PlaceThe place element of the UBC Thunderbirds has various locations, both on and off the University of BritishColumbia campus. Home games and events are hosted at different venues on the UBC campus, such as DougMitchell Thunderbird Sports Centre, Thunderbird Stadium, and War Memorial Gym, forming a crucial part ofthe place strategy. The Thunderbird facilities within the University of British Columbia serve as key locations forpromoting the team's presence and engagement. Thunderbird Varsity games are hosted by other Universitiesacross Canada and the United States. This strategic approach broadens the reach of UBC Thunderbirds andcontributes to their brand exposure. To enhance accessibility, tickets, merchandise, and team information arenot only available at physical locations but are also conveniently accessible online through the official UBCThunderbirds website, and associated e-commerce platforms. This multi-channel approach, including online12availability, further emphasizes the importance of both on and off-campus locations in the overall place strategyof UBC Thunderbirds' marketing mix. The inclusion of on-campus events and Thunderbird facilities enhancesthe overall experience for the UBC community and fans.3. PriceThe pricing structure for the UBC Thunderbirds includes ticket purchases, merchandise, and participation fees.Ticket prices for UBC Thunderbirds' events differ depending on the nature of the game. UBC students havefree admission for all UBC Thunderbird Varsity games however they must purchase tickets for special eventsincluding the ‘Winter Classic’, ‘Homecoming’, and ‘Pride Night’. Certain UBC Thunderbirds events, such as‘Storm the Wall’, are free for students to participate in. To facilitate purchases, tickets for games, and festivalscan be acquired through the official UBC Thunderbirds website, and through the link provided in theirInstagram biography. The UBC Thunderbirds also offer merchandise both in the UBC Bookstore and at Varsitygames. This pricing strategy reflects the diverse nature of UBC Thunderbirds' events, offering flexibility, andaccessibility to a broad audience.4. PromotionAs part of the marketing mix, the UBC Thunderbirds strategically promote themselves across various digitalchannels. They are predominantly active on Facebook and Instagram as they utilize these platforms to shareinformation about game days, schedules, results, merchandise, ‘Homecoming’ celebrations, and studentemployment opportunities. The UBC Thunderbirds leverage their website as a central hub for comprehensiveinformation and engagement. This approach to promotion ensures that the UBC Thunderbirds engage withtheir audience through diverse online channels, including social media, their website, and directcommunication via newsletters.13Primary ResearchThe primary research aimed to pinpoint the main target consumers of the UBC Thunderbirds, explore potentialnew consumer segments, and uncover the challenges faced by the UBC Thunderbirds in establishing aconsumer base that resonates with them as a 'Brand for me’.The methodology consisted of conducting and distributing the online survey through Qualtrics and facilitatingin-person interviews. The survey was distributed to those in and around campus at locations such as the Nest,outside of various faculty buildings, and through the use of the personal social media networks of the COMM468 Thunderbirds Marketing Team (e.g. Instagram, Facebook, personal message group chats). Additionally,in-person interviews were conducted at random by the COMM 468 Marketing Team outside of the Nest with atotal sample size of 50 participants.One limitation was the structure of the survey. The team built the survey with a large integration of both displayand skip logic patterns. This made the data cleaning and analysis more challenging for the team and limitedthe questions they could utilize in creating and evaluating our target segmentation strategy. Furthermore, anadditional limitation emerged following the data collection phase related to the composition of surveyparticipants. Notably, the presence of two UBC Thunderbirds team members; Noah Hrdlicka and EllaNuttall-Smith, who both are student-athletes could potentially introduce bias and influence the surveyresponses. This potential skew in data had to be carefully considered to maintain validity and accuracy of thesurvey as a whole.Customer Description and BehaviourThrough a survey of 205 valid respondents from UBC, it was recorded that 18% of students have “NeverParticipated” in any UBC Thunderbird events, while roughly 10% of students participate “1-4 times peracademic year”, 17% participated “1-4 times per semester”, and 55% participated “1-4 times per week”. Of the82% of students who had participated in any UBC Thunderbird events, 77.4% of them were overall satisfiedwith their experience at these events. Of the 205 respondents, 27% identified as being a part of one or moreIntramural teams. Looking deeper into the Intramural participants, 78% agreed to having positive opinionsabout the quality of Intramural programs that UBC Thunderbirds Athletics and Recreation offer, and 84%agreed they enjoy participating in Intramural programs provided by UBC Thunderbirds. When analyzing thecurrent social media followings of the UBC Thunderbirds the survey revealed that 72% of respondents followthe UBC Thunderbirds on social media, 34% follow UBC Recreation on social media, and 18% of respondentsdon’t follow any UBC Thunderbird related social media accounts. The survey also showed that 43% ofrespondents had purchased UBC Thunderbird merchandise one or more times within the last year, but 37.5%14of this cluster found the quality of UBC Thunderbirds merchandise as “low quality”. Further insights wereprovided through the in-person interviews conducted on the UBC campus. When respondents were asked,“What comes to mind when you think of the UBC Thunderbirds?”, 61.11% said “Sports/Varsity Athletics”,31.48% said “School Spirit/Pride”, and 7.41% said “Recreation/Intramurals”. When asked about barriers toparticipation the three most popular answers were “time restrictions”, “awareness of events”, and “intimidation”.From the results provided by the survey and in-person interviews, it can be determined that students currentlyparticipating in UBC Thunderbird events are mostly satisfied with their experiences. The barriers presentedthrough the in-person interview questions demonstrate that efficient time management, and lack of awarenessare key factors in preventing individuals from engaging in UBC Thunderbird events. When looking at the timemanagement barrier, the issue is complex given UBC’s status as a high-performing university, and the pridestudents take in their work and academic achievements. As for awareness, this could be increased through theuse of different advertising channels to target students, staff, faculty, and alumni, as will be shown in tacticsprovided further down.Customer SegmentationAfter filtering out the inapplicable survey responses from those who did not pass the attention check question,there were 205 viable responses left to create segments. When curating the segments (Appendix C) therewere three main criteria utilized through the use of both primary research and survey data.First, segmentation of the respondents was performed through the preliminary question: “How often do youparticipate in UBC Thunderbirds events (Storm the Wall, Day of the Long Boat, Triathlon), or engage inrecreation and Intramurals, sports clubs, or attend/compete in Varsity events?” From there, the 205 participantresponses were separated into four distinct segments depending on their frequency of participation in UBCThunderbirds events. These four segments based on frequency of participation include “Never Participated”,“1-4 times per academic year”, “1-4 times per semester”, and “1-4 times per week”. Since the UBCThunderbirds are primarily concerned with student engagement and participation, it is crucial first to see howmany people engage with the UBC Thunderbirds organization and its affiliated events and programs.Further segmentation then took place using the criteria of the participants' resignation of Thunderbird spiritthroughout the UBC campus using the survey question, “To what degree do you feel the Thunderbirdscontribute to school spirit?”. The answers to this question included “Very Strong”, “Somewhat Strong”,“Neutral”, Somewhat Not Strong”, and “Very Not Strong”. For the segmentation participants who responded“Very Strong” and “Somewhat Strong” were grouped as “Strong”, and participants who responded “Neutral”,“Somewhat Not Strong” and “Very Not Strong” were grouped as “Weak” in terms of their ideals of Thunderbirdscontributing to school spirit. The four segments based on the first criterion were then separated into 8 distinctclusters based on the answers to the second criterion.Finally, with eight segments set in place based on the frequency of participation in Thunderbird events and theresignation of the Thunderbirds’ contribution to school spirit, the last criterion was based on the likelihood of15the participants recommending Thunderbird events to their friends. The reasoning behind the use of thisquestion as the last criterion is to in a way analyze whether participants truly enjoy Thunderbird events. Forexample, this question helps to separate those who participate often in Thunderbird events, are theyparticipating because they feel that these events are of high value, or because there is no better alternative?Since the overall objective is to increase the percentage of people in the UBC community who recognize theUBC Thunderbirds as a “Brand for me”, seeing who is likely to recommend UBC Thunderbirds to friends canhelp to more accurately segment our segments to find a target segment.Overall, after implementing the three criteria, the pool of 205 respondents was divided into 16 individualclusters. However, after further analysis of the 16 segment clusters, it was recognized that some clusters couldbe combined to create one single segment as their needs could be met by the same set of the four P’s (Price,Product, Place, and Promotion).Segment 1: ‘Never’ Nelly (9.8%)Key Characteristics: Never participates in any Thunderbird events, and does not believe that the UBCThunderbirds contribute to school spirit.Nelly is an average UBC student who attends their classes but does not engage in extrauniversity activities beyond that. They are not a part of any UBC clubs or extracurriculars and focus more ontheir life outside of the UBC campus. They do not feel drawn or interested in staying on campus longer thanneeded. Nelly has friends from high school who are not a part of UBC and the majority of their socialgatherings happen outside of the UBC campus. They have never been part of a sports team before, nor dothey have an interest in ever joining one. Nelly has a passion for music and art and prefers doing activities insmaller group sizes, which they cannot find at UBC.Segment 2: ‘Not Convinced’ Colin (13.6%)Key Characteristics: Never participates or participates only 1 to 4 times per academic year in anyThunderbird events, and agrees that the UBC Thunderbirds contribute to school spirit.Colin is a commuter student who doesn’t have enough time because he is juggling work, transiting to school,and academic commitments. He would be interested in being more involved in UBC Thunderbird eventsbecause he wants a greater sense of community on campus, however, he has not made it a priority in hisschedule. Colin has seen the benefits of joining clubs at UBC through his friends but cannot commit to makingthe time to join those clubs himself. He is unlikely to join a club during his time at UBC and does not haveanything against the idea of participating. Colin participated in some organized sports in high school but it hasnever been a priority for him.16Segment 3: ‘The Long-Distance, Low-Commitment Casual Girlfriend’ Barbie (8.8%)Key Characteristics: Participates in UBC Thunderbird events multiple times per academic year orsemester, does not agree that the UBC Thunderbirds contribute to school spirit, would recommend UBCThunderbirds events.Barbie enjoys physical activity and playing sports with friends at UBC, however, she does not have a strongassociation with the UBC Thunderbirds. Her goal is to get exercise and hang out with her friends but she doesnot feel the need for it to be tied to any particular organization. Barbie is not loyal to the organizer of eventsand she does not make her choices of activities based on it either. Her biggest priority is that the events sheparticipates in, are well-executed and she has a good time with her community. Barbie influences her friendsbecause she is very social and likes to get people to participate. She is an extrovert who cares about gettinginvolved on the UBC campus.Segment 4: ‘Lover’ Larry (8.3%)Key Characteristics: Participates in UBC Thunderbird events multiple times per term, agrees that the UBCThunderbirds contribute to school spirit, would recommend UBC Thunderbird events.Larry is very keen to be involved at UBC. He cares greatly about his identity within whatever academicinstitution he is a part of. Larry wishes he could have been on a Varsity team, however, he is happy being ableto participate in Intramural programs to get his physical activity and feel like he is a part of a team. Larry wouldbe interested in going to Varsity games because he cares about UBC and sports, however, he does not have alot of friends who are willing to go to the games with him. Larry sees the value in having a community oncampus and that is why he would recommend events to others.Segment 5: ‘Active’ Ally (10.7%)Key Characteristics: Participates in UBC Thunderbird events multiple times per week, and does notagree that the UBC Thunderbirds contribute to school spirit, and would recommend UBC Thunderbird eventsto friends.Ally is a very enthusiastic member of multiple Intramural teams and participates in most of the UBCThunderbird events. Ally was class president in high school so sees the value of co-curricular activities that willhelp her prepare to get into a good grad school. She knows being very involved in campus life at UBC isimportant for her mental health and also for her future career success. She does not feel that the UBCThunderbirds contribute to a strong self of school spirit, however, she can see so many benefits from attendingthose events, she would happily promote them to other people.17Segment 6: ‘Reluctant’ Ronald (11.2%)Key Characteristics: Participates in UBC Thunderbird events multiple times per term or week, does notagree that the UBC Thunderbirds contribute to school spirit, and would not recommend UBC Thunderbirdevents to friends.Ronald is someone who actively participates in recreational, intramural or sports club events. They are veryactive physically, as being fit or playing sports is a large part of their identity outside of academics. However,they do not think highly of the UBC Thunderbird activities or recreational facilities they use regularly. Ronalddoes not resonate as a “Thunderbird” as they primarily utilize recreational and/or Intramural opportunities asmeans of convenience. However, if they were presented with another extra-curricular opportunity, whether thatis with the UBC Thunderbirds or not, they would most likely take it. Ronald would not recommend UBCThunderbird recreational, Intramural, or sports club activities to any of their friends.Segment 7: ‘Eager’ Eddie (35.6%)Key Characteristics: Participates in UBC Thunderbird events multiple times per week, and agrees that theUBC Thunderbirds contributes to school spirit.Eddie is a Varsity player at UBC who identifies with the UBC Thunderbirds. He feels immense amounts of pridewhen wearing Thunderbird merchandise and makes it known to every person he meets that he is a Varsityathlete. He is proud of his athletic accomplishments and his team at UBC. Eddie likes to share his success withhis peers and would be eager to share how UBC Thunderbird events have helped him succeed. Eddie wearsUBC Thunderbird merchandise multiple times per week and enjoys other students asking him about whatVarsity team he is apart of.Segment 8: Others (2.0%)The remaining clusters consisted of a small amount of respondents that did not match with any of the previoussegments. Seeing as the size of these clusters were so small it was impractical to create segments for theseclusters. The figure below displays the breakdown of the segmentations in the UBC population.Figure 118Competitive OverviewThe UBC Thunderbirds Athletics and Recreation lack direct competitors. However, they participate in indirectcompetition with organizations such as the UBC Alma Mater Society (AMS), undergraduate societies, and UBCGreek Life. Even though they may not provide similar products, these organizations compete for the sameconsumer loyalty in terms of brand identity.UBC Alma Mater Society (AMS)The UBC AMS holds considerable influence over an individual's choice to identify as a UBC Thunderbird.Many students, alumni, staff, and faculty, choose to associate themselves with UBC in general rather thanspecifically with the UBC Thunderbirds. It is not that the UBC AMS deliberately targets these specific consumersegments as they aim to connect with all UBC students, staff, alumni, and faculty. However, the ‘Never’ Nellyand the ‘Not Convinced’ Colin consumer segments tend to identify more with the UBC AMS, especially sincethey are less engaged in participating in UBC Thunderbird events.ObjectivesThe primary goal of the UBC AMS is to support students. This entails holding UBC and governmentsaccountable on their behalf. They are committed to assisting students dealing with challenges such as debt,lengthy daily commutes, difficult roommates, academic struggles, and more (University of British Columbia,2023). They are prepared to take a stand and initiate change when necessary.Marketing MixProduct: The UBC Alma Mater Society does not aim to sell tangible products. Instead, their primary focus is onpromoting their services to UBC students. They develop specific campaigns for students that hold theUniversity accountable. These campaigns encompass academic and financial advice, proposed plans toimprove the university experience, the creation of diverse visions for the campus's future, and actively listeningto individuals' thoughts on how to enhance the UBC experience (University of British Columbia, 2023).Price: As their products and services are intangible, there is no associated price tag.Place: Similar to the UBC Thunderbirds, the UBC AMS is situated on campus, with its main headquarterslocated at 6133 University Blvd, Vancouver, BC, Canada (University of British Columbia, 2023).Promotion: The UBC Alma Mater Society promotes its products and services through various forms ofadvertising across campus. Its primary promotional channel is through various social media accounts, where it19showcases academic services, events, and more. Additionally, they utilize in-person advertising methods suchas placing posters in convenient locations across campus, including the Nest and different restaurants.PositioningThe UBC Alma Mater Society is the sole campus organization that holds UBC and governments accountableon behalf of the students. They distinguish themselves from competitors through their commitment to providingessential services for students facing challenges such as debt, daily commutes, academic struggles, etc.Undergraduate SocietiesWhile the UBC AMS serves as a significant indirect competitor to the UBC Thunderbirds, UndergraduateSocieties also play an essential role in influencing student identifications. Similar to the UBC AMS, mostUndergraduate Societies do not specifically target these consumer segments. However, because thesesegments do not identify with the UBC Thunderbirds, they tend to attract individuals from the ‘Never’ Nelly, ‘NotConvinced’ Colin, and ‘Long Distance, Low Commitment Casual Girlfriend’ Barbie target segments.ObjectivesThe four largest Undergraduate Societies at UBC, namely the AUS, CUS, EUS, and SUS, each have their ownrespective objectives.Arts Undergraduate Society (AUS): They aim to enhance the social, academic, personal, and professional livesof Arts students at UBC.Commerce Undergraduate Society (CUS): Their objective is to elevate the value of a UBC Sauder School ofBusiness degree while preparing students personally, professionally, and academically.Engineering Undergraduate Society (EUS): They seek to support the academic, professional, and social needsof engineering students.Science Undergraduate Society (SUS): Their goal is to promote the physical, academic, and social well-beingof Science students at UBC.Marketing MixProduct: While all four Undergraduate Societies sell clothing apparel, thereby contributing to their "brand forme" status, they, like the UBC Alma Mater Society, primarily focus on providing essential services to help theirstudents succeed within their respective faculties.Place: All of these Undergraduate Societies are situated on the UBC campus.AUS: 140-1866 Main Mall, Buchanan D, Vancouver, BC, V6T 1Z1.20CUS: 445-2053 Main Mall, Vancouver, BC, V6T 1Z2.EUS: 2332 Main Mall, Vancouver, BC, V6T 1Z4.SUS: 2055 East Mall, Vancouver, BC, V6T 1Z4.Price: As most of their services are intangible, assigning a specific price to products can be challenging. Inregard to their clothing apparel, prices generally range from $50 to $100 CAD.Promotion: All Undergraduate Societies promote their products and services through diverse advertisingchannels across the campus. Their primary promotional platforms include various social media accounts wherethey highlight academic services, events, and more. Additionally, they utilize in-person advertising techniquesby strategically positioning posters in convenient locations across campus, particularly in areas visited bystudents within their respective faculties. For instance, the CUS may promote specific services around theHenry Angus building, as it is a central location for accessing most Sauder students.PositioningUndergraduate Societies set themselves apart from their competitors by exclusively offering support, products,and services to members within their respective faculties. For instance, the AUS is among the feworganizations providing specific support to students within the Faculty of Arts. They also distinguish themselvesin various other ways.AUS: They stand out by promoting involvement, equity, and inclusion, actively participating in communityinitiatives, and addressing concerns related to mental health and harassment.CUS: Their differentiation lies in promoting transparency, inclusivity, and empowerment, offering support for allmembers, and empowering students to make independent decisions.EUS: Their unique positioning revolves around providing support, wellness, and tutoring, ensuring access toessential resources to navigate the challenging engineering program.SUS: They differentiate themselves by cultivating strong relations with other campus communities, andorganizing inclusive events to facilitate interaction among students from diverse backgrounds throughout theyear.21Greek LifeUBC's Greek Life represents a significant competitor that strongly influences the UBC Thunderbirds' ability toattract students and foster a stronger sense of a “Brand for me”. Many students on campus prefer identifyingwith their respective fraternity or sorority rather than as a UBC Thunderbird. Generally, these segments exhibita higher sense of school pride but are primarily focused on their involvement with their respective Greek Lifeaffiliates. These segments include ‘Not Convinced’ Colin and ‘Long Distance, Low Commitment CasualGirlfriend’ Barbie.ObjectivesGreek Life at UBC comprises 11 fraternities and eight sororities (University of British Columbia - UBCFraternities, 2023). Although fraternities consist of men and sororities consist of women, their objectives aresimilar. UBC fraternities are dedicated to developing student leaders who act in the community. They valueleadership, service, and brotherhood. These fraternities serve as social groups for individuals who are far fromhome and in need of friends. They engage in character building and volunteering activities. On the other hand,UBC sororities are committed to enhancing the university experience by fostering friendships, providingacademic support, promoting athletics and community involvement, and developing leadership skills. UBCsororities encourage female students to leave their mark on campus and offer a sense of belonging.Marketing MixProduct: Clearly, UBC Greek Life does not offer any tangible products. While they may not directly competewith the UBC Thunderbirds in terms of enhancing their “Brand for me” status on campus, they do influencehow individuals identify themselves. UBC Greek Life aims to provide an experience to its members, marketinga sense of brotherhood or sisterhood to the student body. It is a space where individuals can feel a sense ofbelonging and seamlessly integrate into a community.Place: Eight UBC fraternities reside in a dedicated house within the Greek Village, while three others aresituated on campus in houses that they either own or rent. Unlike UBC fraternities, UBC sororities do not havetheir own designated homes. However, numerous sorority members reside at 2770 Wesbrook Mall, Vancouver,British Columbia, which is close to the Doug Mitchell Sports Centre.Price: To become a member of either a UBC fraternity or a UBC sorority, a specific fee is required. Newmembers joining UBC fraternities typically pay an annual fee of approximately $1,200 CAD (UBC Fraternities,n.d.), whereas active members pay an annual fee of around $960 CAD. UBC sorority members incur a similarcost to their fraternity counterparts. New sorority members are expected to pay an annual fee of around $1,200CAD, while active members contribute an annual fee of approximately $960 CAD (UBC Sororities, n.d.).Promotion: UBC fraternities and sororities use various channels to advertise their services, emphasizingbrotherhood, sisterhood, networking opportunities, and more. The most common promotional methods theyuse include utilizing social media accounts, advertising on their respective websites, and promoting throughin-person meet-ups on campus.22PositioningUBC fraternities and sororities distinguish themselves from potential competitors by providing exclusiveopportunities to their members for community building, networking, and fostering a sense of brotherhoodand/or sisterhood. They offer a diverse set of benefits that cannot be replicated by clubs, varsity sports teams,intramural programs, etc. These opportunities include networking and connection events, fostering a sense ofbelonging, and enhancing social life. Many individuals who join a fraternity or sorority do so because theyhaven't been able to establish meaningful connections at university, and/or are seeking a social group wherethey can establish strong bonds, replicating the friendships they had back home or in high school.Competitive MatrixExplanation of Attributes SelectedNumber of EventsThis attribute is crucial to measure, as the quantity of events organized by a specific entity significantly affectsan individual's identification of that organization as a “Brand for me”. The greater the number of eventsconducted by an organization, the greater the impact on an individual's ability to connect with the brand.Event QualityThe quality of events plays a crucial role in determining whether someone identifies with a particular brand. Ifevents are well-planned and entertaining, there is a higher likelihood that individuals will perceive the brand asa “Brand for them”.AdvertisingAdvertising was selected as an attribute because, the data collected from in-person interviews, observed thatmany individuals felt UBC Thunderbirds-related events lacked sufficient promotion. Advertisements play acrucial role in facilitating individuals' connection with a specific brand. One of the primary reasons why the UBCThunderbirds have struggled to attract a large consumer base for brand identification is due to a lack ofadvertising. One major complaint from individuals was the lack of information about when and where eventswere being held.Sense of BelongingA strong sense of belonging significantly influences an individual's identification with a brand. When consumersfeel a connection with a particular brand, they are more willing to attend events, identify with the brand, andtake pride in being part of the community. In our in-person interviews, we noted that many individualsexpressed a lack of belonging with the UBC Thunderbirds. 61.11% of respondents associated the UBC23Thunderbirds with sports/Varsity athletics, and none of the individuals that were interviewed in person wereVarsity athletes.Time CommitmentTime commitment plays a crucial role in determining whether someone is willing to identify with a particularbrand. To attract new consumers and have them perceive your brand as a “Brand for them”, individuals mustbe willing or able to allocate the necessary time. The data collected from in-person interviews showed that37.50% of respondents identified time as one of the major barriers preventing them from participating inThunderbird-associated activities.Variety of Services ProvidedThe UBC Thunderbirds offer a large amount of services and opportunities in comparison to their relevantcompetitors on campus. The UBC Thunderbirds provide numerous services and opportunities for individuals toengage with the brand. For instance, individuals can attend varsity events, participate in intramurals, and joinThunderbird-related events such as Storm the Wall, Day of the Long Boat, and more.Barriers to EntryBarriers to entry play a significant role in determining whether a brand resonates with a particular individual.This aspect is extremely important because every competitor on this list faces specific barriers to entry thatimpact their popularity. The data collected from in-person interviews demonstrated that factors such as time,distance, awareness, and intimidation all contribute to students' willingness to engage with the UBCThunderbirds and consider them as a “Brand for them”.24Competitor AnalysisBenchmark Based on the Competitive MatrixNumber of EventsRegarding the number of events, the UBC Thunderbirds are comparable to their campus competitors, such asthe UBC AMS and UBC Greek Life. Similar to these organizations, the UBC Thunderbirds host a significantnumber of events. This can be seen as a positive aspect, as it allows individuals to engage with the brandmore consistently.Event QualitySimilar to the number of events, the UBC Thunderbirds are also comparable to their competitors in terms ofevent quality. The in-person interviews revealed that the UBC Thunderbirds are recognized for hosting eventsof medium quality. According to research, 59.46% of respondents indicated that Varsity athletic events,recreational activities, or other Thunderbird-related events had a significant impact on their UBC experience.Notably, UBC Greek Life is the only group with higher event quality than the UBC Thunderbirds.AdvertisingUnfortunately, the UBC Thunderbirds need substantial improvement in advertising. In comparison to theircompetitors, the UBC Thunderbirds face challenges in this aspect. The research findings indicate that a majorfactor contributing to a lack of participation in UBC Thunderbird events is due to not enough advertising.Sense of BelongingCompared to their competitors, the UBC Thunderbirds face challenges in establishing a strong sense ofbelonging among their consumers. The research findings revealed that some individuals on campus are noteven familiar with the Thunderbird. Unlike the UBC AMS, UBC Undergraduate Societies, and UBC Greek Life,a significant number of people do not feel a sense of belonging to the UBC Thunderbirds when compared totheir competitors.Time CommitmentAttending UBC Thunderbird events requires a substantial time commitment compared to its competitors. Themajority of UBC Thunderbird events extend beyond one hour, posing a challenge for individuals dealing withthe challenging demands of school. In contrast, events hosted by the UBC AMS and UBC UndergraduateSocieties are not as time-consuming and are perceived as more convenient by consumers.25Variety of ServicesIn comparison to its competitors, the UBC Thunderbirds provide a diverse range of services, which provesbeneficial when it comes to attracting new consumers and encouraging them to perceive the UBCThunderbirds as a “Brand for them”. The UBC Thunderbirds enjoy the best of both worlds by providing serviceswhich are social and physical. This sets them apart from UBC Greek Life and UBC Undergraduate Societies,whose events are considered to be more social rather than physical.Barriers to EntryThe UBC Thunderbirds face significant barriers to entry when compared to their competitors. Similar to thechallenges observed in UBC Greek Life, it was discovered that individuals encounter difficulties in engagingwith UBC Thunderbird-related events and connecting with the Thunderbird. Various factors contribute to thesechallenges, including issues related to time, distance, awareness, and intimidation.ConclusionIn summary, following an analysis of the UBC Thunderbirds' competitors, it is concluded that they are on parwith their rivals. Despite facing challenges in areas such as advertising, a sense of belonging, timecommitment, and barriers to entry, the UBC Thunderbirds compensate for these deficiencies through otherstrengths, including the quantity and quality of events they host. To surpass their competitors, the UBCThunderbirds must prioritize addressing their weaknesses and making their events more convenient for thepublic. This strategy will elevate the brand’s awareness and prompt more individuals to consider the UBCThunderbirds a “Brand for them”.26StrengthsThere are several significant strengths that contribute to the overall success of the UBC Thunderbirds Athleticand Recreation programs. Firstly, the facilities that the UBC Thunderbirds operate in are a major strength. Theprograms offer a diverse range of activities due to their diverse portfolio of facilities across the UBC campus.This not only attracts a wide spectrum of athletes but also enhances the overall appeal of the programsoffered. Secondly, the reputation of the UBC Thunderbirds Varsity teams and UBC Thunderbirds Intramuralsvolunteer structure are key strengths of their program. The Intramurals program is not only a reputableprogram amongst UBC students but is also used as a benchmark for other universities across Canada. Both ofthese programs reflect positively on the UBC Thunderbirds and positions them as leaders in the collegiatesports organization within Canada. Lastly, the rich history of producing notable alumni, including over 251Olympians over the last 80 years (University of British Columbia, n.d.), serves as a powerful strength. Thistrack record adds prestige to the program and establishes the UBC Thunderbirds Athletics and Recreationprogram as a significant contributor to the development of elite athletes. The success of previous UBCThunderbird Varsity athletes demonstrates the program's effectiveness in nurturing talent and solidifies itsposition as a leader in collegiate athletics. Overall, the UBC Thunderbirds strengths come from their elitefacilities, strong Varsity and Intramurals reputation, and legacy of producing notable olympic-level athletes.WeaknessesThe UBC Thunderbirds Athletics and Recreation program faces several weaknesses that have a strong impacton their ability to reach their current goals. The first weakness identified is the lack of financial resources theUBC Thunderbirds programs have. The constrained budget for marketing hinders the program's ability toincrease brand awareness. This financial limitation poses a barrier to their promotional efforts and impedes onthe implementation of comprehensive marketing strategies. The next weakness identified is the program'sweak brand loyalty among UBC students towards the UBC Thunderbirds brand. The failure to establish theUBC Thunderbirds as a “brand for me” amongst UBC students reflects a disconnect between the program andtheir target audience. This lack of identification creates a substantial challenge to the programs’ long-termsuccess, as brand loyalty is a crucial part in sustaining engagement and support. Finally, the inconsistentmedia presence of the UBC Thunderbirds Athletics and Recreation program has a major impact on thesuccess of the program's goals. Inconsistently posting on major social media platforms, such as Instagram, TikTok, and Youtube, undermines the program’s ability to effectively engage with UBC students. This limited digitalpresence diminishes the program’s visibility, which hinders their ability to create a connection with their primaryaudience. In summary, the key weaknesses the UBC Thunderbirds Athletics and Recreation program hold arethe limited financial resources, the weak brand loyalty among UBC students, and the inconsistent mediapresence.27OpportunitiesEach opportunity presented to the UBC Thunderbird Athletics and Recreation program is strongly linked to theroom for growth for the program throughout the UBC campus. The first opportunity for growth stems from thelack of school spirit within UBC, and the absence of strongly identified clubs or mascots. The program hasroom to instill a sense of identity and pride to UBC students using their UBC Thunderbird mascot. The secondopportunity for growth is created by the annual influx of new students at UBC. This opportunity offers acontinuous space to experiment new marketing strategies. With each incoming class, the program can tryvarious marketing tactics to identify and refine what resonates most effectively with the UBC studentpopulation. This dynamic environment gives the UBC Thunderbirds Athletics and Recreation program theflexibility to adapt and tailor their strategies until they find the most effective one. Finally, with numerousstudents not involved in any club at UBC, there is an untapped market for expansion for the UBC ThunderbirdsAthletics and Recreation program. This gives the program an opportunity to broaden its reach, and increase itsparticipant base. Overall, the UBC Thunderbirds have opportunities to enhance school spirit, experiment withdifferent marketing strategies from each new student cohort, and tap into the potential room for growth withinthe large UBC student population.ThreatsThere are three major threats that could hurt the growth and sustainability of the UBC Thunderbirds Athleticsand Recreation program. Firstly, the wide variety of extracurricular options within the UBC community poses asa significant threat to the program's visibility and appeal. With many activities fighting for the UBC students'attention, distinguishing the UBC Thunderbirds from other options poses a challenge. The risk of beingovershadowed by the diverse range of extracurricular activities requires strategic differentiation from the UBCThunderbirds programs and targeted marketing efforts to showcase the unique value proposition the programholds. Secondly, the general academic focus among UBC students poses a threat to the UBC ThunderbirdsAthletics and recreation participation rates. Many students at UBC prioritize academic achievements overextracurricular involvement, which limits the number of potential participants. The program will need to showthe value in a balanced lifestyle, and how that can positively impact students' ability to succeed in theiracademics. Thirdly, the UBC Thunderbirds Athletics and Recreation programs exclusion of events related toarts, music, and culture creates a vulnerability. This limitation excludes a large portion of the demographic thatmay not be solely interested in sports. The lack of diversification to appeal to a broader range of interestsposes a threat, as other programs may have the ability to fill this gap that the UBC Thunderbirds programscannot. In summary, the UBC Thunderbirds face threats from the abundance of extracurricular choices offeredat UBC, the predominant focus on academic success, and the program's exclusion of certain arts relatedareas.The complete SWOT table is located in Appendix D.28Recommended Target Segments‘Not Convinced’ ColinAlthough this segment consists of 13.6% of our market, the ‘Not Convinced’ Colin segment is a part of anuncaptured demographic that the UBC Thunderbirds can target to increase its presence on campussignificantly. This consumer group never participates in any Thunderbird events; however, they agree thatThunderbird contributes to school spirit and would recommend UBC Thunderbird events. This segment valuesthe importance of school spirit and building a strong-knit community; however, with commuting to school, theydo not have enough time to juggle work, commuting,, and other school commitments. This segment haspotential growth because these students would be interested in being more involved with the UBCThunderbirds. They want to feel a greater sense of community involvement on campus, however, they havenot made it a priority to make space for it in their schedule. One challenge to consider when targeting thissegment is time constraints since these students cannot commit to joining more UBC events andorganizations. Time is crucial to this segment, so there is a potential threat of not wanting to participate infuture Thunderbird events. However, with greater importance on a sense of belonging, this segment is anattractive market to target due to its alignment with UBC Thunderbirds commitment to fostering a community atthe University of British Columbia.‘Long Distance, Low Commitment Casual Girlfriend’ BarbieThe “Long Distance, Low Commitment Casual’ Barbie” segment represents 8.8% of the total market, and whilethis percentage may seem relatively small, it translates to a significant group since the overall market sizeexceeds 60,000 individuals. The absolute number of individuals within this segment is substantial enough to bequalified as a viable market segment, as it represents over 5,000 participants. Additionally, it is important torecognize that the 8.8% figure might be a conservative estimate due to the limitations of the survey’s samplesize. This segment is appealing due to its existing connection with the UBC Thunderbirds. Leveraging thispre-established link can be used as a strategic advantage when trying to boost loyalty and participation withinthe UBC campus. The potential for growth within this segment demonstrates a valuable opportunity for theUBC Thunderbirds to harness and exploit. A key advantage for Barbie is identifiability. Due to their active orprevious involvement in the UBC Thunderbirds programs, event coordinators will have access to informationabout this segment, allowing for a more targeted and personalized approach for outreach and marketingstrategies.This segments active participation in significant events such as Storm the Wall further solidifies itssuitability as a target segment. Barbie demonstrates an ideal level of responsiveness from their willingness toparticipate. Overall, the ‘Long Distance, Low Commitment Casual Girlfriend’ Barbie segment holds substantialpotential for the UBC Thunderbirds to target.29‘Reluctant’ RonaldThe segment known as ‘Reluctant’ Ronald consists of 11.2% of the total market. Ronald actively engages inUBC Thunderbird events multiple times per term or week and does not agree that the UBC Thunderbirdscontribute to school spirit. Ronald also would not recommend UBC Thunderbird events to friends. The decisionto target Ronald is based on their existing, although partial, resonance with the Thunderbird brand. The othertwo target segments, Colin and Barbie, lack substantial investment in the Thunderbird brand, making it unwiseto overlook individuals already identifying with the UBC Thunderbirds as a “Brand for me”. Although Ronalddoes not agree that the UBC Thunderbirds contribute to school spirit and would not recommend UBCThunderbird events to friends, there is an opportunity for growth in this area. Given Ronald's activeparticipation in UBC Thunderbird events, ranging from multiple times per term to per week, reaching themwould not be difficult. This indicates that Ronald is easily accessible with the suggested tactics, and the UBCThunderbirds will not need to go out of their way to advertise to them. Furthermore, they align with the UBCThunderbirds’ brand strengths, which include excellent facilities, as they actively attend events in thosefacilities, and UBC Varsity teams, as they are more than willing to attend Varsity games.30Positioning StatementKey Points of DifferenceUBC Thunderbirds Athletics and Recreation delivers interactive and engaging events and programs tostudents, alumni, athletes, and communities. However, UBC Thunderbirds stands out from its competitorsbecause they provide a variety of services for everyone to enjoy, whether it involves athletics or other activitiesthat promote a sense of belonging among UBC affiliates. The Thunderbirds aim to create an inclusive andengaging environment for all students and future generations. Although the UBC Thunderbirds competeagainst other organizations across campus, they differentiate themselves by enhancing the social, physicalwellness, and personal lives of UBC students.31Overarching Marketing GoalThe overarching marketing goal is to increase the percentage of the specified target segments that agree theUBC Thunderbirds Athletics and Recreation is a “Brand for me”. This involves increasing both brandawareness and brand knowledge. However, the main marketing goal is to foster more school spirit on campusand encourage individuals to embrace the Thunderbird identity. The implementation of three new S.M.A.R.Tobjectives will help facilitate the UBC Thunderbirds in achieving their goals.32S.M.A.R.T. OBJECTIVE #1Launch the UBC Thunderbird app that is a 'one-stop-shop' for all things related with UBCAthletics Thunderbirds and Recreation by August 31st, 2024.The Thunderbird App will be released by this specific date to ensure its readiness and execution can befulfilled for the beginning of the upcoming school year. This enables students to begin the academic year with apositive brand awareness and high engagement.Strategy 1.1: Design a mobile app that offers easy access to all UBC Thunderbirds ticketed events andparticipation schedules.The initial strategy involves the app's design process, marking the first crucial step toward accomplishing theprimary objective. Through student-led initiatives, the UBC Thunderbirds can seek hands-on experience in appdevelopment which will ensure the app comes to fruition with minimal associated costs. The app will bedesigned to incorporate specific features aimed at facilitating convenient access to all UBC Thunderbirds'event tickets and participation schedules. To achieve this goal, the UBC Thunderbirds will employ specifictactics as part of the execution of this strategy.Figure 233Tactic 1.1A: Integrate a personalized calendar feature that encompasses dates and ticket purchasingdeadlines for Varsity events, Intramural events, and Thunderbird-related events. Additionally, include a functionthat allows users to subscribe to specific Varsity teams for real-time updates on game schedules and teamstatuses.The Thunderbird app will be a user-friendly interface, similar to popular sports apps such as the Score andBleacher Report. As demonstrated in Figure 2, the app’s primary features are designed for simplicity andaccessibility, with a straightforward login process utilizing student IDs. This is a crucial step for ensuring thereare less barriers for students to sign up for ticketed events, and to inform students about free admission. Userscan expect real-time game status updates and receive notifications for their favourite teams. This functionalityis especially beneficial for students who are unable to physically attend games. More specifically, this functionwill serve as a means to target the ‘Not Convinced’ Colin and ‘Long Distance, Low Commitment CasualGirlfriend’ Barbie segments, as they do not regularly participate in Thunderbird events. Additionally, thisfunction will allow students to easily check scores on their favourite UBC Varsity teams while they are playingaway from home. The aim is to keep students actively engaged with UBC Varsity teams, fostering a sense ofconnection and support, regardless of their physical location as a viewer or the team’s current location.Emphasizing these essential features and aspects of the app aligns with the overarching marketing goal ofincreasing the percentage of students who identify with the UBC Thunderbirds as a “Brand for me”. The appserves as a platform, facilitating a seamless connection between UBC affiliates and the UBC Thunderbirdswhile establishing a greater sense of belonging within the UBC community.Tactic 1.1B: Establish a loyalty program consisting of three distinct tiers: Gold, Silver, and Bronze. Advancingthrough each tier unlocks additional benefits and discounts for purchasing Thunderbird merchandise.As previously stated, Tactic 1.1B consists of three distinct tiers: Gold, Silver, and Bronze. Evidently, Gold is thehighest tier, followed by Silver, and Bronze. When UBC students initially join the loyalty program, they will notbe assigned to any particular tier. However, as they actively sign up for and participate in various Thunderbirdevents, they will progressively advance through each tier. Each tier offers its own set of exclusive benefits anddiscounts for the purchase of Thunderbird merchandise. The Bronze Tier entails a one-time 15% discount onall UBC Thunderbird merchandise up to $20 CAD. As students progress to the Silver Tier, they receive aone-time increased discount of 25% up to $30 CAD. After successfully achieving the Gold Tier status, studentsare entitled to free admissions to special events such as ‘Homecoming’ and ‘The Winter Classic’, along withselecting a free exclusive Thunderbird merchandise item of their choice, up to $50 CAD. This tiered structureacts as a powerful incentive, encouraging individuals to consistently engage and participate in a variety ofThunderbird events throughout the year, fostering a sense of loyalty and commitment to the Thunderbirdcommunity. The tiered structure provides a clear framework for recognizing and rewarding students based ontheir level of engagement with Thunderbird events. Through their participation, students not only earn tangiblebenefits but also feel a sense of accomplishment and recognition within the Thunderbird community. Theexclusive benefits and discounts associated with each tier create a personalized experience for participants.This personalization fosters a stronger connection to the Thunderbirds, as individuals feel that theircommitment and involvement are acknowledged and rewarded. Overall, the loyalty program serves as apowerful incentive structure, not only by providing tangible rewards but also by instilling a sense of belonging,34accomplishment, and commitment among UBC students; thereby strengthening the UBC ThunderbirdcommunityStrategy 1.2: Educate our target segments about the advantages and rewards associated with downloadingthe app.Strategy 1.2 includes educating our target segments about the advantages and rewards associated withdownloading the Thunder app. To effectively implement this strategy, we have devised specific tactics designedto inform and incentivize our specified target segments.Tactic 1.2A: Collaborate with UBC JumpStart and integrate an information session into the orientationschedule. Create a promotional package containing details about the Thunderbird app to distribute to first-yearstudents.Tactic 1.2A involves a strategic partnership with UBC JumpStart, aiming to integrate the Thunderbird app intothe university experience during the orientation schedule. Collaborating closely with JumpStart leaders, weplan to conduct an information session dedicated to educating all students about the app's features andbenefits. As part of this initiative, a promotional package will be distributed during the UBC JumpStartorientation. This package will include QR codes (Figure 3), simplifying the download process for theThunderbird app, along with a pamphlet that provides a detailed explanation of the app's functionalities andoutlines the associated loyalty program. Moreover, the UBC Thunderbird app will be accessible through boththe iOS and Google Play Store platforms. The rationale behind choosing UBC JumpStart for this collaborationstems from its affiliation with first-year students. Recognizing the potential to create a strong initial connection,we view JumpStart as an ideal platform to introduce the Thunderbirds as a distinct “Brand for me” right fromthe beginning of students’ UBC journey. Our strategic aim is for this brand affiliation to persist throughout theirentire university experience, providing consistent support until they graduate. By consistently educatingfirst-year students about the Thunderbird app and its benefits, the team envisions a scenario wherewidespread adoption of the app occurs within a couple of years, contributing to a sense of unity andengagement across the student body. The introduction of the app during this important orientation periodexploits the enthusiasm of incoming first-year students, who are eager to join a new school and activelyparticipate in forming a new community. Through this collaborative effort with UBC JumpStart, our goal is toestablish the Thunderbird app as an integral part of the university experience, fostering a spirit of communityand involvement that endures throughout students' academic journeys.Figure 335Tactic 1.2B: Craft compelling Instagram advertisements featuring a captivating short video introducing the app.Tactic 1.2B involves crafting compelling Instagram advertisements featuring a captivating short videointroducing the app. The team would like to emphasize the app's primary purpose, highlight user benefits, andinclude a hyperlink to navigate users to the iOS or the Google Play Store to download the app for free.Moreover, including a direct hyperlink simplifies the user journey, while making it convenient for viewers totransition from the advertisement to downloading the app. This seamless process is designed to enhance thelikelihood of user conversion. This tactic recognizes the power of Instagram advertisements by using a visuallyengaging platform to effectively communicate the app’s value to a wider audience, particularly those who maynot be actively engaged with the UBC Thunderbirds on social media platforms. Instagram displays ads toindividuals based on their engagement and behavior, demographic information, and relevance. Many of ourtargeted segments may not currently engage with the UBC Thunderbirds, but this approach provides aneffective means to reach them, even if they don't follow any UBC Thunderbirds social media accounts.S.M.A.R.T. OBJECTIVE 2Achieve a 20% increase in the number of individuals within our target segments who agree orstrongly agree that the UBC Thunderbirds is a "Brand for them" as indicated by theirconsumer behaviour in a survey conducted in March 2025.Strategy 2.1: Create a storytelling campaign called ‘Thunderbird Tales’ that strengthens the emotionalconnection individuals have with the UBC Thunderbirds.The ‘Thunderbird Tales’ will be a captivating storytelling campaign crafted to deepen the emotional connectionbetween UBC students and the UBC Thunderbirds (Figure 4). The narrative will exceed just sports relatedresults, and will focus on the personal stories of the athletes, coaches, participants, and attendees. The‘Thunderbird Tales’ aims to promote inspirational stories from real life experiences with the UBC community.Figure 5 shows an example of a story from UBC Thunderbirds Quarterback returning from a major injury tolead the team to the Vanier Cup Final. Using a diverse range of digital platforms (e.g. Instagram, Tik Tok,YouTube), the campaign intends to amplify the voices of individuals who have interacted with the UBCThunderbirds Athletics and Recreation program to foster relatability for the audience. The purpose of this tacticdirectly addresses the need for belonging on the UBC campus, as the ‘Thunderbird Tales’ seeks to resonateemotionally with individuals watching.36Figure 4Figure 537Tactic 2.1A: Conduct and document video interviews to collect personal stories from students, alumni, faculty,and staff who possess inspiring experiences and memories related to the UBC Thunderbirds. Transform thesevideos into a documentary series, which will be featured in in-person advertisements displayed on publicscreens across campus, showcased on large screens before games, and presented in classes with theapproval of professors.The purpose of this tactic is to capture the personal narratives of UBC students, alumni, faculty, and staffaffiliated with the UBC Thunderbirds, in order to show how the UBC Thunderbirds Athletics and Recreationprogram has had a positive impact on the community. The interviews will cover the inspiring experiences andunique memories participants cherish, shedding light on the impact the UBC Thunderbirds community has hadon them.Most faculties around the UBC campus have multiple digital screens around the buildings. This is where thedocumentary series can be played. In addition to that, the UBC Thunderbirds Athletics and Recreation programcan arrange an agreement with professors to share the video before classes, particularly larger first yearclasses with 100+ students. This serves as a means to reach our specified target segments (Colin and Barbie)as they do not actively participate in Thunderbird events and will likely not see these video interviewselsewhere. Finally, these documentary series can be played at any major event on the UBC campus, such as,Varsity games, large assemblies, and welcoming ceremonies.Tactic 2.1B: Host live and virtual storytelling events at War Memorial Gymnasium and Maclnnes Field(weather dependent) where individuals can share their personal ‘Thunderbird Tales’.These events serve as platforms for individuals to share their personal experiences with the UBCThunderbirds. Having live events will help foster a real-time connection between previous participants andindividuals watching. The physical presence at the War Memorial Gymnasium or MacInnes Field on the UBCcampus provides a more intimate shared space, helping to increase the sense of community that comes alongwith the UBC Thunderbirds. Simultaneously, the inclusion of the virtual events will increase accessibility,allowing a wider audience to participate and contribute. This will make these events more inclusive, and canunite a greater community campus wide.Strategy 2.2: Create engaging promotional videos and photos that demonstrate the fun and inclusiveenvironment created by the UBC Thunderbirds for all.These promotional materials aim to demonstrate that that the UBC Thunderbirds Athletics and Recreationprogram is inclusive to everyone. The visuals should capture community, school spirit, and teamwork. Theoverall atmosphere captured in these promotional videos and photos should convey a sense of belonging toUBC students through activities created by the UBC Thunderbirds Athletics and Recreation department.While highlighting the fun aspects of participating in UBC Thunderbird-related activities, these videos shouldhold a focus on diversity to show that the program is inclusive to everyone. This strategy will be used as a tool38to communicate that the UBC Thunderbirds is not just a sports community but also an all-encompassing spacewhere individuals can find community and a sense of belonging.Tactic 2.2A: Share vibrant videos capturing the atmosphere at UBC Thunderbirds Varsity events, Intramuralprograms, and Thunderbirds-related events in high-traffic public hotspots such as ARC and Bird Coop,Undergraduate Buildings, the UBC Aquatic Center, and the UBC Nest.The rationale for employing this tactic stems from a lack of awareness surrounding these events. A recurringresponse during our in-person interviews indicated that individuals would be more inclined to participate insuch events if they were informed about them. Implementing this strategy serves as an additional means toprovide information and connect with our targeted segments. Our plan involves showcasing these dynamicvideos on television screens at popular public hotspots to ensure visibility for everyone.This approach ensuresmaximum engagement, and helps to captivate a more diverse audience.In addition to increase visibility, this tactic seeks to maximize engagement cultivate a more diverse audience bytargeting individuals who may not usually be exposed to UBC Thunderbirds promotional content. This tactic iscrucial for reach our specified target segments since they do not actively participate in Thunderbird events.Theuse of videos will create a more immersive experience for students watching which extends beyond traditionaladvertising, such as email marketing.Tactic 2.2B: Distribute posters across campus featuring images of Varsity athletes and participants inIntramural and Thunderbird-related events. This aims to illustrate the enjoyable and inclusive environmentfostered by the UBC Thunderbirds.Placing these posters strategically across the UBC campus ensures widespread visibility (Figure 6). Theprimary goal is to illustrate how there is a place for any individual to join the UBC Thunderbird community. Evenif direct participation does not immediately follow, the posters serve as an informative touch point which betteracquaints students with the UBC Thunderbird programs. This increased awareness not only will contribute tothe positive perception of the UBC Thunderbirds but also establishes a foundation for potential futureengagement. This approach will showcase that the UBC Thunderbirds is more than a sports program, whichmight make individuals more likely to join over time.39Figure 640S.M.A.R.T. OBJECTIVE 3Increase the participation rate of individuals within our target segments (Colin, Barbie, and Ronald) inUBC Thunderbird events (Varsity, Intramurals, Thunderbird-related events) by 30% from 29% to 38%per academic year as measured through a survey in March 2025.These percentages were calculated by evaluating the annual attendance of events within each target segmentcompared to their potential attendance. It was observed that the specified segments (Colin, Barbie, andRonald) only attend 29% of the UBC Thunderbird-related events they could potentially engage with. Based onthe data, it is suggested that a 30% increase in the participation rate is a viable goal to pursue by March 2025.Strategy 3.1: Host a pep rally at the beginning of each semester to boost school spirit and celebrate theidentity of the UBC Thunderbirds.Hosting a pep rally at the beginning of each semester is one of the strategies employed to increase theparticipation rate in UBC Thunderbird events. This particular approach serves as a means of engaging allstudents who may not necessarily connect with the school through sports but rather through communityinvolvement. Primary research findings conducted through in-person interviews, show ‘Sports/Varsity Athletics’is the most popular association that initially comes to mind for consumers when asked about the UBCThunderbirds, with 61.11% of total respondents mentioning it. This strategy is more specifically directed at thetarget segments ‘Not Convinced’ Colin and ‘Long-Distance, Low-Commitment Casual Girlfriend’ Barbie, whomay not find resonance with the UBC Thunderbirds through sports. While it may attract individuals from the‘Reluctant’ Ronald target segment, it was specifically designed as a means to reach those who rarelyparticipate in Thunderbird events. The pep rally will strictly emphasize boosting school spirit and celebratingtheir identity as Thunderbirds. It will not incorporate sports activities but rather serve as an occasion tocelebrate pride as a Thunderbird in various ways.Tactic 3.1A: Feature a mix of entertainment, including performances by the school band, UBC Cheerleadersand UBC Dance Clubs.To effectively engage the target segments that do not actively participate in UBC Thunderbird events (Colinand Barbie), entertainment that resonates with these individuals during the pep rallies must be incorporated.Many of them struggle to identify with the UBC Thunderbirds and do not perceive it as a “Brand for me” due toits association with sports. As a significant number of individuals within these target segments do not resonatewith sports, the decision to celebrate the UBC Thunderbirds aims to appeal to these individuals. The inclusionof the school band, UBC Cheerleaders, and UBC Dance Clubs is deemed an effective means of conveyingschool spirit to those who may not typically associate with the UBC Thunderbirds (Figure 7).41Figure 7Tactic 3.1B: Include interactive elements like themed photo booths, face painting stations, and spirit geardistribution to encourage active participation located at the front of the pep rally.Incorporating interactive elements such as themed photo booths, face painting stations, and spirit geardistribution will foster increased participation among the attendees. This approach serves as a means forindividuals to express their school spirit and convey the UBC Thunderbird experience. This is considered as aneffective method to attract individuals from all of the target segments (Colin, Barbie, and Ronald), encouragingthem to actively support and represent their school. The inclusion of these interactive features at the front ofthe pep rally ensures that each individual has the opportunity to obtain gear, enhancing the overall atmosphereof the event and generating greater excitement among attendees. This setup promotes a sharedrepresentation of the school, fostering increased interaction among individuals and ultimately boosting overallschool spirit.Tactic 3.1C: Organize a faculty challenge as a way to attract a larger audience.To attract a larger audience at the event, a faculty challenge among participants has been devised. Uponentering the event, attendees will have the flexibility to choose their seating, allowing them to sit with friendsfrom other faculties if they wish. At some point during the pep rally, participants will be instructed to relocate tospecific areas based on their respective faculties. The faculties will then compete to determine which one hasthe highest number of individuals in UBC Thunderbird gear and produces the loudest cheer.42This initiative serves as an incentive for attendees to interact with different people, dress up in UBCThunderbird attire, engage in face painting, and show support for their school. The winning faculty will gain theprivilege of boasting about their victory over their counterparts, with the announcement circulated throughoutthe campus via in-person posters and featured in the UBC Newspaper. This tactic is designed to target alltarget segments (Colin, Barbie, Ronald), as it serves as a means to represent your school with your fellowstudents.Strategy 3.2: Co-host a tailgate event with the UBC Alma Mater Society (AMS) prior to the Homecoming walk.To effectively target the ‘Not Convinced’ Colin and ‘Long Distance, Low Commitment Casual Girlfriend’ Barbiesegments, a recommended strategy involves co-hosting an event with the UBC Alma Mater Society (AMS).Despite the UBC Alma Mater Society (AMS) being a competitor to the UBC Thunderbirds, collaborating withthem opens avenues to engage with our target demographic that traditionally refrains from participating in UBCThunderbird events.As noted previously, the ‘Not Convinced’ Colin and ‘Low Distance, Low Commitment Casual Girlfriend’, Barbiesegments are challenging to reach through UBC Thunderbird platforms. The goal is that the the attendance ofthese segments would significantly increase if the event were co-hosted with the UBC AMS.Participants within the ‘Reluctant’ Ronald segment are anticipated to attend the tailgate event irrespective ofwhether it is co-hosted with the UBC Alma Mater Society (AMS). The strategic collaboration with the UBCAlma Mater Society (AMS) is designed to draw individuals from the ‘Not Convinced’ Colin and ‘Long-Distance,Low-Commitment Casual Girlfriend’ Barbie segments. Additionally, it is expected to function as an effectiveapproach in increasing participation rates at Thunderbird events within the ‘Reluctant’ Ronald segment.43Tactic 3.2A: Incorporate an interactive spirit station, called the "Thunderbird Spirit Zone" where students cancreate customized banners and craft personalized signs to showcase their enthusiasm and connection to theUBC Thunderbirds community.The “Thunderbird Spirit Zone” serves as a space where participants can interact with the UBC Thunderbirdsand grow their pride as a Thunderbird. Within this zone, there is an area for individuals to design personalizedbanners and craft individualized signs, expressing their enthusiasm and connection to the UBC Thunderbirdscommunity. To heighten the atmosphere, the "Thunderbird Spirit Zone" incorporates energetic music to ensurethat participants are enthusiastic about creating these signs (Figure 8).The primary purpose behind the sign-making activity is to enable individuals to retain their creations askeepsakes. The aim is for individuals to hang up these signs in their homes or rooms, providing a continuousreminder of their UBC Thunderbird identity and the enjoyable experience they had at the event co-hosted bythe UBC Alma Mater Society (AMS) and the UBC Thunderbirds. This initiative also acts as an incentive forfuture attendees to participate in the event. This tactic is aimed at individuals within all three of the specifiedtarget segments (Colin, Barbie, and Ronald).Figure 844Tactic 3.2B: Create a ‘strongest arm’ competition, focusing on determining who can throw a football thefarthest. Collaborate with Uncle Fatih's, a popular pizza location on campus, to present the competition winnerwith a $100 gift card.The final tactic involves the creation of a "Strongest Arm" competition, where participants demonstrate theirability to throw a football the farthest. A collaboration with Uncle Fatih's Pizza is planned, with the winner beingpresented a $100 gift card. The choice of Uncle Fatih's Pizza is based on its popularity on campus, as it iswell-liked by many students, considering the general appeal of pizza.Openness to collaborating with other campus restaurants is also expressed if they express interest inparticipating. Furthermore, although this tactic may not exclusively resonate with the ‘Not Convinced’ Colinand ‘Long-Distance, Low-Commitment Casual Girlfriend' Barbie segments due to its sports-related nature. Thebroad appeal extends to a wider audience, including individuals in the ‘Reluctant’ Ronald segment who mightfind the sports competition more captivating. The goal is that introducing a lively sports competition couldattract consumers from the ‘Not Convinced’ Colin and ‘Long-Distance, Low-Commitment Casual Girlfriend'Barbie segments, potentially fostering an interest in sports among them.45Figure 9 below illustrates a one-year implementation plan for the UBC Thunderbirds’s three proposedobjectives. The timeline will commence in March of 2024 and ends in March of 2025.Figure 946S.M.A.R.T. OBJECTIVE 1To implement, execute, and evaluate the Thunderbird app, specific dates and deadlines have been establishedto ensure its readiness for use in the upcoming academic year. The initial strategy involves integrating apersonalized calendar and establishing a loyalty program. Based on secondary research, the average timelinefor creating such features is approximately six months (Petelko, 2019). Given the development for the appcommences in March, it is estimated that both the personalized calendar and loyalty program will be completedby August 31st, 2024. Subsequently, the intention is to launch the app for Term 1 of the Winter Session in 2024,and evaluate its performance and gather feedback in January 2025 for further improvements.In addition to the implementation of the UBC Thunderbird app, a collaboration with UBC JumpStart is requiredto create a smooth partnership without any foreseen issues. Hence, August 2024 has been set as the startingpoint for the implementation, aiming to introduce the UBC Thunderbird app to first-year students in earlySeptember 2024. A couple weeks following the launch of the UBC Thunderbird app, during UBC JumpStart, anevaluation of the success and participant feedback of the app will need to take place. The collection period ofthe evaluations plan to be completed by the end of December 2024, this ensures a reasonable timeline is inplace to form a decision on whether to repeat the process for the following academic year.Regarding Instagram advertisements, the plan is to begin crafting them in July 2024 and August 2024 toensure they are ready to be published by early September 2024 when Varsity events, Intramural programs,and UBC Thunderbird-related events begin. The plan is to evaluate the success of the tactic before the end ofthe 2024 calendar year. If all these tactics are completed on schedule, the UBC Thunderbird app will besuccessfully released by August 31st, 2024.S.M.A.R.T. OBJECTIVE 2In alignment with S.M.A.R.T. Objective 2, it is important to implement specific tactics within a designatedtimeline to ensure the objective is completed in a timely manner. The strategy involves the creation of a UBCThunderbirds storytelling campaign named ‘Thunderbird Tales’. To conduct this storytelling campaign, the UBCThunderbirds need to allocate a collection period in where they gather personal stories to be able to be sharedat these storytelling events. The collection and evaluation of personal stories are planned to begin in July andAugust of 2024. This timeframe allows the UBC Thunderbirds to gather content, edit videos, and designposters for the new academic year. Distribution of these videos will take place during the first term of the wintersession in the academic year of 2024/25, and the UBC Thunderbirds will evaluate how individuals haveresponded to these videos afterwards.As for the ‘Thunderbird Tales’ events, planning and organization will take place at the beginning of theacademic year (September 2024), leading to events being scheduled throughout October and November of2024. The evaluation period of these events will be conducted in late November and December of 2024,47allowing the UBC Thunderbirds to make informed decisions and adjustments for the events expected to beheld in second term of the winter session.Content creation for the vibrant videos and distribution posters across campus, will take place from March2024 to August 2024. Thus ensuring enough time is given for video editing. Since poster design is a quickerprocess, it will be undertaken solely during the summer months of 2024 (Figure 9). Both videos and posters willbe showcased at the beginning of the new academic year (September 2024), in correlation with thecommencement of various UBC Thunderbird events.The subsequent months of term 1 (November and December of 2024) will be dedicated to the evaluation andimprovement of future content. Completion of these tactics on schedule will provide the UBC Thunderbirds withsufficient data to determine the achievement of their objective; a 20% increase in individuals within thespecificied target segments (Colin, Barbie, Ronald) who resonate with the UBC Thunderbirds as a “Brand forme”. This determination will be based on a survey that will be conducted in March 2025.S.M.A.R.T. OBJECTIVE 3In preparation for hosting a pep rally, the UBC Thunderbirds need to guarantee that the entertainment optionsmeet the required standards. To achieve this, the tactic involves beginning the implementation of these optionsfrom March 2024 to June 2024. This time frame allows the UBC Thunderbirds a long enough period tocarefully choose appropriate entertainment, such as the school band, UBC Dance Clubs, and UBCCheerleaders. It also provides these groups with a sufficient time period to create the necessary choreographyfor the pep rally.The execution of the pep rally is scheduled for the beginning of September 2024. This pep rally will be followedby an evaluation of its effectiveness and audience response. The assessment will enable the UBCThunderbirds to make necessary adjustments for the subsequent pep rally at the start of Term 2 in January2025. The same approach applies to the interactive elements that are to be included in the pep rally. Beginningin March 2024, the UBC Thunderbirds can design and determine which elements to incorporate. Thisinformation and feedback will contribute to the planning and preparations of the next pep rally scheduled to beheld in January 2025.The ‘Thunderbird Spirit Zone’ and the ‘Strong Arm’ Competition will be developed throughout the summer of2024, and will be ready for implementation in September 2024 for the ‘Homecoming’ event. After‘Homecoming’, the UBC Thunderbirds can evaluate the effectiveness of these tactics, decide on necessaryadjustments, and determine whether to use them for the following year.Should these tactics be completed on schedule, the UBC Thunderbirds will be prepared to assess whetherthere has been an increase in the participation rate at Thunderbird events within our specified target segments(Colin, Barbie, Ronald) through a survey conducted in March 2025.48Below is an estimate of the costs associated with the marketing plan and tactics recommended. Eachcost is reflected on an annual basis. Any tactic that requires the current marketing staff to execute willnot be calculated as a separate cost and will be reflected as $0.Additionally, any equipment costs (e.g. Thunderbird posters, speakers for events, Thunderbirdlabeled boots) will not be considered an added cost, as the UBC Thunderbirds Athletics andRecreation program can use existing materials. All estimated costs are in CAD.Tactic # MarketingResourceDescription EstimatedCost1.1 A ProductDevelopmentThere are various options for building an app where costswill range from $0-$16,000+. Similar to the marketingproject the UBC Thunderbirds collaborated with COMM468 students for, the UBC Thunderbirds should reach outto the Faculty of Computer Science to partner withstudents learning to become software engineers.Building and sustaining the UBC Thunderbird app couldbe a on-going project for a computer science class that islooking for hands on experience.Alternatively, the Intramurals program could add anothervolunteer ‘crew’ for computer science students who cancarry on updating and renewing the app as time goes on.Other options in building the app would require the currentmarketing team building the app online or hiring asoftware engineer to build it. Software engineers rangeanywhere from $10,000 - $ 16,000 to develop an app.$16,0001.1 B Customer RetentionInitiative: LoyaltyProgramThe loyalty program will not entail initial marketing costsas it will be an extension within the UBC Thunderbirdsapp. Eventually, when app users start unlocking thedifferent tiers, the UBC Thunderbirds department candecide what rewards to giveaway, depending on theavailability of funding.$0491.2 A Learning Resourcesand Education ToolsThe current marketing staff at the UBC Thunderbirdsoffice can educate jumpstart leaders on how to teach newstudents to use the app.$01.2 B Visual StorytellingCampaigns:Instagram AdsIt is recommended that businesses using Instagram adsfor the first time should experiment with smaller amountsof funding to see the effectiveness. The typical spend totest out Instagram ads is $100 over a minimum of two tothree days (Chacon, 2019). Once the results of this tactichave been received, UBC Thunderbirds can decide onhow much to continue investing.$100 /over2-3 days.2.1 A EndorsementTestimonialsCreating a documentary series from students, alumni,faculty, and staff can be performed by the digital mediateam in the Intramurals program, or current marketingstaff to lower costs. The live and virtual storytelling eventscan be hosted by the current marketing team and can useexisting equipment (such as speakers/tents/posters).$02.1 B NarrativeExperiences: Liveand VirtualStorytellingThe virtual storytelling events can be performed on eitherInstagram live stories, or pre-announced zoom calls. Bothof which would be non-paid methods of marketing. The inperson live events (hosted at the War MemorialGymnasium & MacInnes Field) will use existingequipment provided by the UBC Thunderbirds Athleticsand Recreation department.$02.2 A Online PresenceAmplificationThrough DigitalSignageVarious departments across the UBC campus might havedifferent methods associated with digital mediaadvertisements in each respective building.For example, Sauder allows people within the UBCcommunity to submit content to be presented on the largescreens on the main floor of the Henry Angus building;these submissions can be sent to the email address,bigscreen@sauder.ubc.ca for approval. Sauder does notcharge for this service so this tactic will have noassociated costs involved.$02.2 B Strategic PosterDistributionPosters can be printed in the UBC Thunderbirds Athleticsand Recreation office. The average price of printing colorat UBC is $0.40. Posters should be distributed in all majorfaculty buildings, all first-year residences, and allrecreational facilities. The estimated number of postersthat need to be printed is 3,000.$0.4 x 3,000units = $1,2003.1 A Engaging The feature of entertainment that would include the school $050EntertainmentProductionband, UBC Cheerleaders, and UBC Dance team isestimated to have no cost, as many of these groups coulduse these events as exposure for their brand.3.1 B Immersive EventsActivationPhoto booths and backdrops can be set up using existingUBC Thunderbird Athletics and Recreation gear. Spiritgear can be limited to 100 units of merchandise per peprally. If UBC Thunderbirds hosts 2 pep rallies per term thatcomes to 200 units of merchandise. A recommendedgiveaway item would be the UBC Thunderbird Plush Toywhich is valued at $24.95.On average, the range most retailers mark up theirapparel is 50-80% (Willsey, 2011). Assuming this is thecase for UBC Thunderbirds merchandise, the estimatedcost of the toy would be $13.86. Therefore, the estimatedtotal cost per term would be $2,772.$24.95 x 200= $4,990 (inopportunitycost).Actual costwill be lowerbased on costof productionfor UBCThunderbirdPlush Toy.Estimatedactual cost:$2,772/perterm.3.1 C Faculty Challenge This challenge would take place at the pep rallies as away to gamify the aspect of school spirit. Since thiscompetition will be taking place at the pep rally mentionedin the earlier tactic, it should have no additional costs tohost.$03.2 A Engagement HubCreationThe primary cost from this section would be the ‘arts andcrafts’ Thunderbirds would provide to students. The tents,booths, and speakers for music are already resources thatUBC Thunderbirds currently possess so these will notincur additional costs. The prices received from thewebsite ‘Arts and Crafts’ for the materials of washablemarkers, crayons, and blank posters would come out toabout $132 to provide enough materials for this event.$1323.2 B Incentives: GiftCardsThe winner of the strongest arm competition will win a$100 gift card to Uncle Fatihs on the UBC campus.$100Total $20,30451S.M.A.R.T. OBJECTIVE 1To review the effectiveness of Strategy 1.1 within this objective, the UBC Thunderbirds Athletics andRecreation department can use Google Analytics as a monitoring tool. The integration of Google Analytics willenable an efficient tracking process of user engagement with the features of the UBC Thunderbirds app. Byleveraging the ‘Custom Events’ feature within Google Analytics, the UBC Thunderbirds Athletics andRecreation department can monitor essential metrics such as user interactions, calendar personalizations, andthe number of tickets purchased using the app.Using Google Analytics, the UBC Thunderbirds Athletics and Recreation department will be able to gauge theaverage session duration by app users. Additionally, they will be able to identify any friction towards app ticketpurchasing. This data-drive approach will provide necessary insight in optimizing the effectiveness of the UBCThunderbirds app. Ultimately, this strategy will elevate the overall experience each user has with the newlyfounded app.Addressing the ‘Loyalty Programs’ mentioned previously, the incorporation of a Customer RelationshipManagement (CRM) tool will be useful to track user participation. The CRM tool will be integrated with GoogleAnalytics to comprehensively monitor the ‘Loyalty Programs’ progress. The use of ‘Custom Events’ withinGoogle Analytics will be essential in tracking important interactions resulting from the ‘Loyalty Program’, suchas points earned, tier advancements, and rewards redeemed. Additionally, the e-commerce tracking in GoogleAnalytics will shed light on which users redeem points and use discounts for products.The second strategy within this objective, Strategy 1.2, will involve leveraging QR code analytics andInstagram insights for monitoring purposes. Uniquely coded QR codes integrated into the promotionalpackages that are distributed during UBC Jumpstart of the academic year 2024-25, will allow tracking of theapp downloads. This approach will provide insight into peak engagement times and facilitate an in depth viewof students' interactions post-information sessions (such as the UBC Jumpstart session).Simultaneously, our Instagram advertising data will be collected through Instagram insights. This data willprovide advertisement reach, click-through rates, and important engagement metrics (e.g. likes, comments,shares). From this information, the UBC Thunderbirds Athletics and Recreation department will be able torefine and make adjustments to ads posted to maximize the impact of their promotional efforts.52S.M.A.R.T. OBJECTIVE 2To effectively monitor the success of the storytelling campaign, including the documentary series and both liveand virtual storytelling events, UBC Thunderbirds will implement a survey at the end of each event. This surveywill be accessible via a QR code following each event, as well as on the UBC Thunderbirds' social mediaplatforms. This allows attendees to easily share their experiences and provide feedback about thedocumentary series and storytelling events. As an incentive, students who complete the survey will be enteredinto a giveaway, with five winners receiving UBC Thunderbird merchandise. The data from these surveys willenable UBC Thunderbirds to analyze the overall success of the storytelling campaign which they can use tooptimize future campaigns to achieve their overarching objective.To gather feedback on the promotional videos and posters, the UBC Thunderbirds Athletics and Recreationdepartment can conduct focus groups with individuals from their target segments. The focus groups willpresent an opportunity for participants to share their opinions freely regarding the tactic implemented. Factorsthat the UBC Thunderbirds Athletics and Recreation program could include are quality of the content,emotional impact and connection and general effectiveness in the videos and posters promoting UBCThunderbird Spirit. The purpose of the focus groups allows the UBC Thunderbirds to get in depth responses onwhat factors were effective which will allow them to learn how to cater future videos and posters to make themmore effective.In addition to the surveys, the UBC Thunderbirds Athletics and Recreation department can monitor theeffectiveness of the tactic by analyzing attendance changes in Varsity games, Intramurals, and other UBCThunderbird-related events.S.M.A.R.T. OBJECTIVE 3The strategies within Objective 3 will be measured using two different methods. The first method will bethrough social media insights. The UBC Thunderbirds Athletics and Recreation department can leverage thepower of social media, specifically Instagram and Facebook, to implement a detailed monitoring strategy. Thefocus of this monitoring strategy is to determine the success of the ‘Pep Rally’s’ based on the level of posting,sharing, and likes associated with the event.To initiate this monitor, the UBC Thunderbirds Athletics and Recreation department can craft event-specifichashtags that are distinctive the ‘Pep Rally’. The intention of this hashtag will not only foster a sense ofcommunity and enthusiasm amongst students, but also encourage them to share their experiences throughposting photos and videos on social media. The overarching objective of this monitoring strategy is to trackvisibility, engagement, and reach resulted from this event.The second method of monitoring for this objective will be through the level of attendance to theaforementioned events. It is important for the UBC Thunderbirds Athletics and Recreation department to gather53data on how many students attend in order to measure if they have hit their target goal and to have the data tocompare against future pep rallys. The level of turn out to these events will give a clear indicator of howeffective these tactics are.In conclusion, addressing and combatting the challenges of establishing UBC Thunderbirds Athletics andRecreation programs as a personalized and meaningful brand for the students of UBC, requires a multifacetedapproach. The identified issues include the limited funding for marketing, the low brand awareness and brandloyalty amongst UBC students, and a relatively limited portfolio of offerings. All of these issues require strategicmarketing tools to foster a stronger connection between the target demographic and the UBC Thunderbirdsbrand.The proposed marketing strategies are designed to increase association and school spirit between the targetmarket and the UBC Thunderbirds. By increasing visibility and awareness through the suggested newapproaches, such as the UBC Thunderbirds app, the UBC Thunderbirds program will be able to overcomesome of the current barriers and make participation more accessible for students.Moreover, targeting the specifically mentioned target segments, ‘Barbie’ and ‘Not Convinced Colin’, will helpthe UBC Thunderbirds in building a stronger brand identity across the UBC campus. Acknowledging thesesegments and directly executing marketing efforts towards them will increase the likelihood of more UBCstudents associating the UBC Thunderbirds as a “brand for me”.By implementing the strategies and tactics proposed in this report, the UBC Thunderbirds Athletics andRecreation program should notice an increase in engagement, brand loyalty, and overall participation. Despitethe threats posed by alternate extracurricular activities, developing the UBC Thunderbirds app and using moreunique ways to shed light on the programs available will help the UBC Thunderbirds find their niche and growtheir community within UBC.Overall, the success of the proposed strategies stem from their ability to create a sense of belonging,community, and pride around the UBC Thunderbirds brand. Increased engagement, facilitated by accessibleplatforms and targeted marketing, will break barriers and foster a greater connection between UBC studentsand the UBC Thunderbirds programs. In doing so, the UBC Thunderbirds Athletics and Recreation programcan position themselves as an integral part of the UBC campus and each student's experience.54Appendix A: Online Qualtrics Survey Questions→ Skip to End of Survey if “I do not agree…” is Selected55Appendix A: Online Qualtrics Survey Questions→ Skip to End of Survey if “None of the above” is Selected→ Display if “UBC Student” is Selected56Appendix A: Online Qualtrics Survey Questions→ Display if “UBC Student” is Selected→ Display if “UBC Student” is Selected57Appendix A: Online Qualtrics Survey Questions58Appendix A: Online Qualtrics Survey Questions59Appendix A: Online Qualtrics Survey Questions60Appendix A: Online Qualtrics Survey Questions→ Display if one of the following “I attend at least one Varsity event per week, I attend at least oneVarsity event per month, I attend at least one Varsity event per term, I attend at least one Varsity eventper academic year” is Selected.→ Skip Logic in place for this question: if “I am a part of more than one Intramural team” is Selected goto Skip Destination (A)61Appendix A: Online Qualtrics Survey Questions→ Skip Destination (A)→ Display if one of the following “ “I attend at least one Varsity event per week, I attend at least oneVarsity event per month, I attend at least one Varsity event per term, I attend at least one Varsity eventper academic year” is Selected.62Appendix A: Online Qualtrics Survey Questions→ Display if one of the following “I am a part of an intramural team, I am part of more than oneIntramural team” is Selected.→ Attention Check to maintain the validity and accuracy of our survey63Appendix A: Online Qualtrics Survey Questions64Appendix A: Online Qualtrics Survey Questions→ Display if one of the following: “Once, 2-3 times, 4-6 times, More than 6 times” is Selected.65Appendix A: Online Qualtrics Survey Questions66Appendix A: Online Qualtrics Survey Questions67Appendix B: In-Person Interview Questions1. What comes to mind when you think of the UBC Thunderbirds? (Max Three Responses)● Sports/Varsity Athletics: 33 (61.11%)● School Spirit/Pride: 17 (31.48%)● Recreation/Intramurals: 4 (7.41%)Conclusion:The UBC Thunderbirds are predominantly linked to sports and varsity athletics by most individuals. Thissuggests the necessity of targeting other areas around campus that do not revolve around sports in order topromote greater school spirit.2. What do you feel like is the biggest barrier in you participating in Thunderbird associated activities?(intramurals, attending events, etc.) (Max Three Responses)● Time: (37.50%)● Distance: (6.25%)● Awareness: (25.00%)● Intimidation: (16.67%)● Registration: (6.25%)● Not Interested: (8.33%)Conclusion:Efficient time management and lack of awareness are key factors in preventing individuals from engaging inUBC Thunderbird-related events. When it comes to time management, the issue is complex to address givenUBC's status as a high-performing university, and individuals take pride in their work. In terms of awareness, itcould be increased through the use of different advertising channels to target students, staff, faculty, andalumni.3. Can you share a memorable experience (if possible related to school spirit) that made you feel proud to bepart of your school community? (Max Three Responses)● Nothing: (20.83%)● Events: (64.58%)● Friendship: (14.58%)68Conclusion:For most individuals, their memorable experiences are associated with UBC-related events. This indicates thatthe UBC Thunderbirds should organize more distinctive Thunderbird-specific events. Events serve as avaluable means to promote school spirit.4. Are there any specific Thunderbird-related events, activities, or initiatives (e.g. clubs, teams) that have had ameaningful impact on your UBC experience? Please share your thoughts. (Max Three Responses)Varsity Athletics: (24.32%)Recreation: (16.22%)Thunderbird Related Events (Storm the wall, Day of the Longboat, etc.): (18.92%)Nothing: (40.54%)Conclusion:The majority of individuals find it challenging to identify a meaningful Thunderbird event that has had an impacton their UBC experience. This situation suggests a need to improve our events. By increasing investments interms of both funding and planning efforts, we can create events that have an influential effect on the UBCcommunity.69 Appendix C: Segmentation Criteria707172Appendix D: SWOT Analysis73Appendix E: Collaboration With JumpStart74Appendix F: Collaboration With JumpStart75About Us. UBC Fraternities. (n.d.).https://ubcifc.com/about#:~:text=UBC’s%20Greek%20Community%20boasts%20over,Greek%20Systems%20across%20the%20countryArts & Crafts. (n.d.). https://www.scholarschoice.ca/arts-and-crafts.htmlBelzer. (2022, February 10). The Five Forces Of College Athletics. Parker Executive Search. RetrievedNovember 25, 2023, from https://athleticdirectoru.com/articles/the-five-forces-of-college-athletics/Chacon, B. (2019, November 7). Instagrams ads for Beginners: Lessons from $20 million in AD Spend. LaterSocial Media Marketing.https://later.com/blog/instagram-ads-for-beginners/#:~:text=Once%20you%20have%20your%20goal,of%20two%20to%20three%20days.Clubs on campus. AMS of UBC. (2023, June 26). https://www.ams.ubc.ca/student-life/clubs/Clubs, societies-and other ways to find your niche. Student Services. (2023, August 15).https://students.ubc.ca/ubclife/clubs-societies-other-ways-find-nicheCorp., E. S. (2023, August 29). 79 per cent of Canadian students believe the amount of debt taken on foreducation can be debilitating, new poll finds. Cision Canada.https://www.newswire.ca/news-releases/79-per-cent-of-canadian-students-believe-the-amount-of-debt-taken-on-for-education-can-be-debilitating-new-poll-finds-809798552.html#:~:text=77%25%20of%20students%20surveyed%20found,of%20school%20because%20of%20moneyGet your tickets early to all of your favourite varsity games!. University of British Columbia Athletics. (n.d.).https://gothunderbirds.ca/sports/2021/9/14/ticketing-details-2022-23.aspxHome Page: UBC Athletics & Recreation. Department of Athletics & Recreation. (n.d.).https://athleticsandrecreation.ubc.ca/Members. UBCFA. (n.d.). https://www.facultyassociation.ubc.ca/members/Michaels, K. (n.d.). Storm the wall 37 was the biggest - and best - ever. The Ubyssey.https://ubyssey.ca/sports/storm-the-wall-37-biggest-best-ever275/Opportunities. AMS of UBC. (2022, May 14). https://www.ams.ubc.ca/opportunities/76Petelko, E. (2019, August 14). App Development Timeline: How Long Does It Take? - Existek Blog. Existek.Retrieved December 7, 2023, fromhttps://existek.com/blog/app-development-timeline-how-long-does-it-take/SHCS Virtual Food Drive. SHCS Staff Website. (n.d.).https://shcs.ubc.ca/news-updates/jump-starting-our-year-at-ubc-bookstore/Sponsors. University of British Columbia Athletics. (n.d.-b).https://gothunderbirds.ca/sports/2009/10/25/comm-sponsorsStaff, U. (n.d.). Greek life. The Ubyssey. https://ubyssey.ca/guide/2022/finding-your-place-at-ubc/greek-life/The University of British Columbia. (2023). Department of Athletics and Recreation. UBC Athletics &Recreation. Retrieved November 24, 2023, from https://athleticsandrecreation.ubc.ca/Thunderbird. Unit Name. (n.d.).https://the.bookstore.ubc.ca/apparel/collections/thunderbird?gad_source=1&gclid=CjwKCAiAjrarBhAWEiwA2qWdCG9t-FwQWQ1rx_Kyj7Dlm1mdCzUxgJKFQSCmW2itMSMtvDTspU2IixoCJEsQAvD_BwETo take summer courses or not, that is the question. UBC Science - Faculty of Science at the University ofBritish Columbia. (2023, October 10). https://science.ubc.ca/students/blog/take-summer-courses-or-notUBC Fraternities. (n.d.). FAQ. Retrieved December 7, 2023, fromhttps://ubcifc.com/faq#:~:text=All%20members%20of%20IFC%20Fraternities%20pay%20membership%20dues,averaging%20approximately%20CAD%20%24800-1200%20per%20member%20%5Bper%20year%5D.UBC Sororities. (n.d.). FAQ. Retrieved December 7, 2023, from https://www.ubcsororities.com/University of British Columbia Annual Enrolment Report. (2022). The University of British Columbia.https://pair.cms.ok.ubc.ca/wp-content/uploads/sites/145/2023/03/UBC-Annual-Enrolment-Report-2022-23.pdfUniversity of British Columbia Athletics. (2023b, February 2). UBC, Lululemon announce student scholarships,research and Apparel Partnership.https://gothunderbirds.ca/news/2023/2/2/general-ubc-lululemon-announce-student-scholarship-research-and-apparel-partnership.aspxUniversity of British Columbia Athletics. (2023, January 25). Winter Classic returns bigger and better than ever.https://gothunderbirds.ca/news/2023/1/25/mens-hockey-winter-classic-returns-bigger-and-better-than-ever.aspx77University of British Columbia - UBC Fraternities. (2023, December 7). Greek Rank. Retrieved December 7,2023, from https://www.greekrank.com/uni/489/fraternities/University of British Columbia. (n.d.). Vision, Purpose and Values. The University of British Columbia.Retrieved December 8, 2023, fromhttps://www.ubc.ca/about/vision-values.html#:~:text=Pursuing%20excellence%20in%20research%2C%20learning%20and%20engagement%20to,society%20across%20British%20Columbia%2C%20Canada%20and%20the%20world.Willsey, M. (2011, October 10). How to buy clothes without the retail markup. HowStuffWorks.https://money.howstuffworks.com/personal-finance/budgeting/how-to-buy-clothes-without-retail-markup1.htm#:~:text=You’ll%20see%20markups%20that,%2C%20taxes%2C%20and%20other%20costs.36th Annual welcome back BBQ. AMS of UBC. (2022a, August 30).https://www.ams.ubc.ca/event/36th-annual-welcome-back-bbq/78
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Vancouver : University of British Columbia Library
Attribution-NonCommercial-NoDerivatives 4.0 International
Undergraduate
UBC Social Ecological Economic Development Studies (SEEDS) Student Report
University of British Columbia. COMM 468
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UBC Thunderbirds and Recreation : Marketing Plan Report
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