1. Introduction
Coastline Kitesurfing is a just established company in the water sport market, it is unclear for Coastline Kitesurfing what strategy needs to be followed in order to generate more income. The goal of this report is to provide an insight into the customers and market in order to find strategic marketing opportunities.
1.1 Motivation
This report is written for the kitesurf school Coastline Kitesurfing in Cape Town, South Africa. Coastline Kitesurfing offers kitesurfing lessons on one of the most well-known kitesurf spots in the world, Blouberg beach. Kite surfers and beginner kite surfers travel from all over the world to this spot to learn the skills of the sport and to enjoy the well-known South-Easter. This South-Easter, also known as ‘The Cape Doctor’ secures the Cape Town area from November till April of good trade winds.
At the moment the second season is about to start, December will be the kick-off, and Coastline Kitesurfing is approaching the season as the first successful, prepared and complete season. As the company established itself in the middle of last season, no preparation was done. This will be different for the second season. The last 6 months a lot of effort and time has been put into all the facets of the company, especially on the subject marketing.
Coastline Kitesurfing offers a full range of kitesurfing lessons, from try-out’s till full 4-day courses where students are secured of a riding-experience. The company works with the brands Naish and Mystic and is allowed to sell Naish equipment either as an expansion on the product portfolio.
But just a good product portfolio isn’t a guarantee for a successful business. An example in context with this report, could be the fact how the product is adjusted upon the customers wants and needs. The adjustments can make or break the amount of success. If a customer is not willing to pay to price x for product y, because the product is not adjusted upon the customers wants and needs, it’s a waste of effort and time. This information given, its necessary that a business knows their customers, and if this is not the case, it will cause a problem.
Such a problem could also occur with the kitesurf school Coastline Kitesurfing. As Coastline Kitesurfing is a just newly established company, the company thinks it to knows the customer, but proper customer research has never been done before. Not only is there no research done about the customer, also research on the market is missing, this means that Coastline Kitesurfing is not having any kind of guidance on strategic decisions, in order to grow the company to competitor levels.
1.2 Problem
Coastline Kitesurfing is a newly established company within a very competitive market. The small suburb Blouberg, known as the kitesurf Walhalla of South Africa, counts a lot of competition. Owner Kyle Browning, does not fear for his competitors, he believes in the advantage of being young and passionate, and believes that competition is not something to fear about as long as you make sure you’re upfront on them. The competition has a big advantage upon market knowledge, their marketing and their experience. To be quick in processes and being the first one making powerful decisions, in order to compete with the competition, Coastline Kitesurfing need some kind of a guideline in order to make the right decisions.
2. Statement of accountability
2.1 Project boundaries
Coastline Kitesurfing is a just established company and for this reason they only focus on South Africa first. Therefore, this research will only be based on the market of South Africa, with a focus on the suburb Blouberg.
The demand for a marketing plan increased, as this still had to be generated and made the relevancy of marketing activities therefor uncertain. There is chosen to draw up recommendations on strategic level to create a guideline for further actions.
2.2 Objectives
The plan was written as response to the following question:
‘What strategic marketing opportunities are available to Coastline Kitesurfing to generate more income?’
The following objectives were draft up to answer the question.
1. Evaluate the internal organisation of Coastline Kitesurfing.
2. Analyse the target group of Coastline Kitesurfing.
3. Evaluate the competition of Coastline Kitesurfing.
4. Analyse the wants and needs of the stakeholders.
2.3 Research methodology
This chapter describes the four objectives with the therefore chosen methodology, data collection and data analysation.
Objective 1 – Evaluate the internal organisation of Coastline Kitesurfing
In the analysis of the organisation, an analysis of secondary research will be done by a method given by Kok and Gruijters (2013). This method is conducted for small companies such as Coastline Kitesurfing. In this analysis the company will be divided into three different subfields: organisation, marketing and financial. Each subfield will be analysed by the following phases.
1. Analysis of the subfields organisation, marketing and financial from different perspectives
2. Conclusions per subfield, and formulated as strengths and weaknesses
3. Evaluation of strengths and weaknesses
Organisation
An organisation-audit will be done on the three following topics: policy, management and organisation and processes. The current situation of these topics will be mapped on the basis of an organogram, the 7-S model of McKinsey and the Business Model Canvas.
Marketing
The marketing-audit will be done on the three following topics: policy, target market and marketing mix. The target market will be analysed on market shares, the image of the company, the customer satisfaction and the customer retention. The marketing mix will be used to map the current situation of the marketing instruments price, promotion, product, place, people, process and physical evidence.
Financial
In the financial-audit, the current situation and the expected situation will be mapped on the base of the liquidity. The solvability won’t be analysed in this research as the company is still in an early phase, what causes that these ratios won’t be valuable for the research.
Objective 2 – Analyse the target group of Coastline Kitesurfing.
In the analysis of the target group of Coastline Kitesurfing, a research on primary information will be done. The primary research is divided in both quantitative and qualitative data-collection.
In this research the specific characteristics of sport, needs to be kept in mind. Therefor qualitative research will provide personal information of the respondents, as social influences and experiences. This specific information won’t be complete when conducted in a quantitative method. The information about the experiences, feelings and motives of the respondents is very useful, as it provides insight into the need and wants of the customers. In addition, quantitative information is also important. This creates a view upon the demographic characteristics, to complete the customer profile.
‘A combination of both methods could create a product with the most meaningful contributions from both sides’ (Nau,1995, p.1). Therefore, quantitative research will be used for relatively simple issues, and qualitative research will be used for the more profound issues (Gratton, Jones and Robinson, 2011).
The research is conducted in the form of a digital survey, and has been placed on different ‘kitesurf communities’ on Facebook. In this way it’s possible to reach out to a wide group without being dependent on demographic issues. Also, there is no limitation to a specific city/location which could create a false impression on the results. The survey will include both, open and closed questions, closed questions will be used for relatively obvious and simple questions such as age and gender. The open questions will be used for motive or experience based answers.
Before the survey went online, it was tested by means of a pilot. Two kite surfers completed the survey to test the timing, and the questionnaires. After the pilot, no changes have taken place. After a minimum 50 respondents participated on the survey, the results will be elaborated in the model of Ferrel. This will be the base for the customer profile, which will be drafted in personas to determine the opportunities and threats.
Objective 3 – Evaluate the competition of Coastline Kitesurfing
In the analysis of the competition of Coastline Kitesurfing, a secondary research will be done in the form of a desk research. The competition analysis will be done by the following steps:
– identifying the competitors
– identifying the power of the competitors
– determining the strategy of the competitors
– determining the strong and weak points of the competition and convert this to opportunities and threats for Coastline Kitesurfing
The competitors will be divided into strategic groups. This strategic groups will be formed after the competitors will be analysed and placed into the strategy canvas of the blue ocean method.
Objective 4 – Analyse the wants and needs of the stakeholders
In the stakeholder’s analysis, research on primary information will be done. To determine the opportunities and treats, the following five steps will be followed:
The two main stakeholders will be interviewed in by a structured interview via e-mail. The choice for an interview was made on the fact that there are only two main stakeholders, and the results will concern qualitative data. Also, it’s possible that the results of the stakeholders will be different per stakeholder, which makes it very difficult to determine possible answers upfront as in a survey. The interviews will be conducted in a structured way as the interview will be done by email.
The respondents receive an invitation by email. After an agreement of participation, the interview will be sent. Geographic reasons make it not possible to meet in person. Also both stakeholders indicated their preference to participate the interview via e-mail instead of phone. After clarifying the stakeholders wants and needs, the positions of the actors will be determined in an interest matrix.
2.4 Justification methodology
In the internal analysis the 7S-model of McKinsey is used to describe the internal processes. An organogram and the Business Model Canvas are used as input for you 7S-model. This is a deviation from the plan of action, where the MABA-analysis was drawn up to analyse the organisation. However, the MABA-analysis did not give the desired input for the research. The MABA-analysis is a tool to create a product portfolio, and mainly used to compare different departments (Doornbos, n.d). This is a step to far in this research, as Coastline Kitesurfing is just starting. Therefore, the 7-Smodel of McKinsey provides better results by focusing on the identification of the processes first.
By the analysis of the customer wants and needs, the results of the survey have been used as input for the 5W-model of Ferrel. Also this is a deviation from the plan of action. The pyramid of Curry was draft up in the plan of action to analyse the customer. The pyramid of Curry focuses on which customers causes what percentage of the turnover. In the situation of Coastline Kitesurfing is this information irrelevant for now, as there needs to be figured out who the customer is first. Therefore, the 5W-model of Ferrel provides better results. The objective of the survey was to achieve a minimum of 50 respondents to secure the validity (book tom). This minimum of 50 respondents is achieved, with in total 53 respondents. The objective of the survey is achieved but the respondents are not only based in South Africa. The survey was conducted online to create no limitations on demographic or geographic results. But because this method of data collection, the results will not count for South African inhabitants.
By the analysis of the stakeholders a structured interview is done with one of the stakeholders about the wants and needs. This interview is used as input for benchmarking. (see if I still use influence mapping). The strategy canvas in combination with benchmarking are used as input of the analysis of the competition. This analysis is done on the base of the four corner’s analysis of Porter. There is chosen to only analyse the current strategy and the capabilities, because the drivers and management assumptions are not adding valuable information into this research for the starting situation of Coastline Kitesurfing (Holman, 2011)
3. Literature review
The definition of marketing, is according to Keefe (2008) like marketing itself, constantly shifting with the times. Different concepts come and go and even constant terms as ‘’product, and ‘’customer’’ takes their turns as technologic, demographic, industrial, and economic developments creates a change in the practise of marketing.
Dr Philip Kotler (n.d) defines marketing as ‘’The science and art of exploring, creating, and delivering value to satisfy the needs of a target market at a profit. Marketing identifies unfulfilled needs and desires. It defines, measures and quantifies the size of the identified market and the profit potential. It pinpoints which segments the company is capable of serving best and it designs and promotes the appropriate products and services. ‘’
This marketing process is often placed in a different department in the organisation. Kotler (n.d) stands that this can be seen in both, positive and negative way. The fact that a group of marketers only focus on marketing tasks can be seen as good. But the fact that marketing activities only are conducted in the marketing department is bad, according to Kotler they should be involved in all the activities of the organisations.
The major developments changed the concept of marketing so far, that Dr Philip Kotler (n.d) warns the companies of today, to pay attention to the power shift over the last years. ‘The power has been passing from the manufacturer, to the distributer, and now is passing to the customer. The customer is king.’
Kotler (n.d) states that customers are getting more educated, and the technical developments creates better tools, such as internet, to do research and purchases. Anneveldt (2009) agrees and stands that the developments caused that old communication methods are not working as good anymore as they did.
Repetition was for a long time the power of marketing. Accordinging to Anneveldt (2009) it did not matter what there was said, as long as there was said something. In some cases, this still works quite well, such as with monopolists or in very traditional markets. However, Romme (2014) found that the changes in the society, the current economic situation, and the digitalising caused that a lot of revenue models are under pressure. Also because of the power shift, one of the main actions ‘Only send and not listen’ became according to Anneveldt (2009) an old-fashioned way of communication (pp.15).
Marketers of today have to strike the right chord to earn the interest of the customer. To be able to achieve this, companies must to listen to their customers. Anneveldt (2009) agrees that the position of the customer has been changed dramatically through last decades. Not only is it a must to orientate a business from a customer perspective, Pine and Gillmore (1999) stand that offering just products and services is not enough anymore to satisfy the customer. In a world which is nearly saturated with mainly undifferentiated products and services, the opportunities will only be there where experiences will be created.
In the provision of experience, the service delivery element is playing nowadays an important role in the marketing of tangible products. However, in many areas, intangible substitutes are taking over the role of tangible products. Vries, Helsdingen and Borchert (2012) found that the number of services business is becoming dramatically higher. In fact, the services sector generates nowadays 63% of the Gross National Product(GNP) of South Africa.
In perspective of service marketing, the power shift caused that the customer can be described as a prosumer, this since the customer is not only consuming the service but also helps producing it. This approach of prosumership according to Vries, et al (2012) broadens up the tasks of the marketers completely. As it now not only involves selecting the customers, planning the product and bringing each together, but focuses on what happens during the interaction period between business and customer.
The service marketing mix is helps to focus on this interaction period. The two instruments added to the general marketing mix, people and process are indispensable. As the founder of Marriot hotels said: ‘’You cannot make people happy with unhappy people’’ (in Vries, et al, 2012, p.31), shows that personnel either make or break the service. The P of Process elaborates the maturity and efficiency of the service delivery processes. According to Vries et al (2012) service is mainly about fulfilling of the customer needs. Therefore, all businesses base their services on the eventually receives of the customers, which is in many situations not a standard service, as they want to compete with the competition.
According to Pine and Gillmore (2012) is this increasing of the competitive attitude of competitors also one of the reasons of the upcoming experience economy. In the experience economy, companies are more likely to succeed when they not only offer products or services, but also take care of the experiences which they induce to their ‘guests’. However, experiences are intangible, according to Pine and Gilmore (2012) people see experiences as very valuable as the experience will kept existed in their minds. People are simply happier to buy experiences which increases their mood instead of products. This value does not only help to take a place in the hearts of the customers, it also helps to generate income, as a shift takes place in the demands for experiences of customers.
Whether you a product or service based company, Anneveldt (2009) stands that each company needs a well-considered course for a successful execution of the actions. A strategic marketing plan provides a long-term direction and framework for the business to convert the strategic choices into actions. In this way actions are well-considered and contributes towards achieving the objectives of the company.
A mapping of the strategy is required to conduct a strategic marketing planning. Not only is mapping the strategy helpful to create a framework, but to determine a strategy, do’s and don’ts of the business will be clarified. Furthermore, external parties don’t have to think about the course of the business anymore, as this is already established. According to Romme (2014) this can dramatically increase the efficiency of relationships, which is something to take into account; as nowadays economic developments cause that businesses are often depending on independent professionals.
The strategy secures a sense of direction towards the implementation of the 6P’s of service marketing. A business has the opportunities to choose different directions with the implementation of their marketing instruments. However, Anneveldt (2009) stands it is need to adapt the marketing mix on the strategy, and to conduct all of them in the same direction in order to develop a successful policy.
The marketing mix can be used to form a base for the promotion of a brand, but in order to implement the marketing mix efficiently, it’s necessary to discover the brand identity first. According to Anneveldt (2009) The customer uses the identity of a brand as a reference framework, which means that with a professional and consistence identity you’re able to build up goodwill. Something what every business should take into account according to the importance of existing clients nowadays. Romme (2014) states that existing clients should be priority. Not only because these clients already had the I – experience, but they create the second most important reason for a new customer to choose a business, word of mouth-marketing.
Romme (2014) found that WOM or eWOM creates a perception of the brand by the new customer, based upon the experience of the existent client. In the ultimate situation, this perception completely fits within the positioning of the business. According to Kok and Gruijters (2012) this will only be possible when all P’s of the marketing mix are conducted on the identity of the business. To help this process, Anneveldt (2009) stands that a position statement can be draft up which can be used as a framework for the promotion.
Formulating a proposition can according to Anneveldt (2009) be a support for the marketing mix. A well-considered conducted proposition help to convince the customer by clarifying an extra value in the form of a pay-off. Furthermore, a good proposition can cause widening of the market, as a part of the public is maybe not interested in the product, but does feel a connection with the added value caused by the pay-off
In order to reach the customer with the conducted proposition, storytelling is a methodology which can be used. Schutte (2012) states that storytelling increases the chance to reach a large amount of people, and to gain understanding and sympathy. Not only will storytelling help to increase the impact of message, storytelling cause that personnel, customers and stakeholders will start discussions upon visions much quicker. This enables participation and involvement, what according to Vries et al (2014) contributes in the process of service marketing.
As mentioned before, the technical developments also caused a shift in the marketing concept. The developments of the last decades made internet-based applications more accessible than ever before. Romme (2014) stands that small businesses don’t have to remain in the shadow of the big companies anymore, because of rise of the internet. Visser and Sikkenga (2012) found that internet use became for many people part of their daily life. Not only the behaviour of the customers, but also business customers have been substantially changed.
However, the developments changed the complete concept of marketing, according to Kok and Gruijters (2013) the definition of the word marketing, takes its turn again when the word ‘sport’ has been placed in front. As with sport marketing you get confronted with a list of variables which keep changing every single time, it’s necessary to approach sport marketing in a specific way. These variables are categorized in the unique characteristics of sports.
The fact that no game is manageable and no results of a game are predictable, is one of the examples found by Kok and Gruijters (2013). Three of the characteristics, are based on products instead of services, however do concur when placed in perspective of a kitesurf school: The potential to re-experience an enshrined experience, the results of which make or break the experience, and the fact that consumers are deeply involved with the product and are seeking identification with it.
The above characteristics come into play when regarding the products. Kok and Gruijters (2013) found that sport also has unique characteristics based on services. For example, one which connects according to Vries, et al (2012) to the characteristics of service marketing, the fact that sport is partly intangible. There are two important characteristics to regard when working from a kitesurf school’s perspective, the fact that sport cannot be standardized, and that stock formation is not possible either
4 The Internal analysis
4.1 Organisation
The organisation is described with the 7S model of McKinsey (Mandour & Beckers, 2010). The processes and activities will be analysed by seven variables: strategy, structure, systems, style, staff, skills and shared values. An organogram and the Business Model Canvas are used as input for the framework.
4.1.1 Strategy
At the moment, Coastline kitesurfing has no clear business strategy yet. The company is still in early stages and is currently busier with placing itself on the market first. Although the company does seem to pursuit a strategy of customer intimacy (Treasy & Wiersema,1993). Coastline Kitesurfing’s interpretation of customer relationships and their value proposition of the BMC contributes to the satisfaction of the customer. Actions as the implementation of the Coastline Community and the end of month pool-parties are methods to build on customer loyalty for the long term. The BMC can be found in paragraph 1.1 of the appendices.
4.1.2 Structure
The organisation of Coastline Kitesurfing is mapped in an organogram. The organogram can be found in paragraph 1.2 of the appendices. The organisation of Coastline Kitesurfing is relatively small. This can be seen as a strength as this gives the company the opportunity to be flexible and quick in decision making(S1). Also this could help increasing the customer service as both co-operators know exactly what is going on. The fact that there is only one manager responsible for both customer contact and the management of the instructors can be a weak point(W1). It could result in limited time to relevantly manage one or even both of the parties.
4.1.3 System
The organisation operates in a simple and informal way. The organisation and freelancers all have their own responsibilities, conducted on the base of their role and activities. Decisions can be made quick and fast, as there are not many layers of management. This is in the previous point of structure already described as one of the strengths of Coastline Kitesurfing. The organisation focusses on the wants and needs of the freelancers in order to keep them happy and the quality of the lessons high. The implementation of ‘no Teaching-Thursday’ and a relatively high salary are examples of activities what will be used to achieve this.
4.1.4 Style
Although the freelancers are allowed to make their own decisions if it comes to their activities, the activities will be checked by the management relatively often. This will be done in order to check up on quality and safety. The instructors are providing the main service of the company and in order to let things go smoothly, there will be personal and group discussions with the instructors every two weeks for feedback and to discuss developments.
4.1.5 Staff
Kitesurfing is an extreme sport, what makes it very important that the instructors of Coastline Kitesurfing have enough knowledge and skills in order to handle professional at unpredictable risky moments. Therefor all instructors of Coastline Kitesurfing have all participated a course by the International Kiteboarding Organisation in order to be a certified instructor. Six of the seven instructors are level 2 or level 2 senior instructors with an average of 900 hours teaching experience. The high experienced instructors can be seen as strong point as this insures safety, and quality of the lessons(S2).
4.1.6 Shared values
The organisation and the freelancers all share the same mind set with regard to the customer service. Coastline Kitesurfing wants to offer personal lessons to prevent that customers get the feeling that they’re another number. Also the instructors prefer not to work in a manufactory way either. Customer attention was one of the selection criteria what is been used to select the instructors. This culture can be seen as strength because it contributes to the satisfaction of the customer and helps pursuing the customer intimacy strategy(S3).
4.2 Marketing
4.2.1 Marketing actions
The actions of Coastline Kitesurfing since the start of the company (appendices 1.3) were all based on online marketing. After the first season, where Google AdWords was used as only channel to achieve customers, Coastline Kitesurfing made a switch in their marketing activities. Since April 2016 Coastline Kitesurfing started investing in Search Engine Optimization. Since this switch in April all marketing activities contributes on SEO.
4.2.2 Marketing results
The activities resulted in a brand new user friendly website which is optimized for both mobile and desktop. The rankings (appendices 1.4) for www.coastlinekitesurfing.com in South Africa are increased with an amount of 30 keywords on page 1, wherefrom 20 in the top 5 and 7 in the top 3. Coastline Kitesurfing also ranks up to number 2,3 or 4 on Google Maps, what depends on what keywords are used.
Figure 1 Keyword visibility www.coastlinekitesurfing.com (Serpbook,2016) Used on 19 Oct. 16
This high visibility on Google is a strength of the company, as it helps increasing the brand awareness, and it makes Coastline Kitesurfing easy to find online(S4).
4.2.3 Marketing-mix
The marketing mix shows the current interpretation of Coastline Kitesurfing on the marketing instruments price, promotion, product, place. Only the 4 P’s price, promotion, product and place are analysed as the P’s people and processes are already discussed in detail in the 7S model of McKinsey.
4.2.3.1 Price
Coastline Kitesurfing uses a competition-orientated pricing. They charge the lowest price in Table View. The profit margin differentiates per lesson. In the appendices (number) the profit per customer per course is mapped. A group lesson is for example more profitable than a private lesson, even though the prices of the private course are much higher. This occurs as they only need to pay one instructor when given a group lesson for three people.
However, current price decisions made the private lessons so attractive that over all bookings of 2016 until October 15th, 54% bookings are private lessons. This low pricing could be seen as a weakness as it decreases the profitability, because the instructor rate is relatively high. And mainly because it could occur confusion with customers, as Coastline Kitesurfing’s positioning is personal and quality. Therefore, low pricing does not really fit into the customer intimacy strategy they’re pursuing (W2).
4.2.3.2 Promotion
the target group of Coastline Kitesurfing is South African inhabitants, overseas students, and tourists. The promotion objectives are attracting new customers and increasing the retention. Coastline Kitesurfing actions to achieve the objectives stands as follows:
Community, customers get invited after they finished their course to join the coastline community. This community provides ex-students the possibility to meet other beginner kite surfers, in order to find kite buddy’s. Every end of the month there is an ‘end of month pool-party’ for all students of the month. This plays in on the fact that kitesurfing is a sport where its need to be with more than one person, regard the safety. The community will also be used to advise customers with questions, to introduce new products (equipment) and up-selling of lessons.
This community helps to achieve the following objectives:
– increasing retention
– long lasting relationship customers
– sales of equipment and upselling lessons
Internet, the main marketing activities are all internet related. Coastline Kitesurfing is working on their online visibility in order to create a large amount of traffic to their website. The different tools they use are social media, blogging, and partnerships. Coastline Kitesurfing is active on the channels Facebook and Instagram. Blogs posts come online every 3 weeks which is also used as input for social media. Blogs are mainly used for search engine optimization in order to increase the rankings on Google. Partnerships are responsible for SEO too, as backlinks from the partners will increase the visibility on Google. But partnerships are also another way to reach to customers on itself, as for example Cape Town Tourism has a much bigger and variated public.
This actions helps to achieve the following objectives:
– attracting new customers
4.2.3.3 Product
Coastline Kitesurfing’s service is teaching customers the sport kitesurfing. Customers have the possibility to choose between group and private lessons, in the form of a 1-day, 2-day, 3-day and 4-day course. The different courses will provide different results. For example, a 4-day private course will give the customer much more actual time on the kite then when chosen a 2-day group course. In addition to the normal lessons, Coastline Kitesurfing added special summer deals for the season of 2016, which include the specials ‘friends course’ and ‘couple course’. The fact that their products range is quite small as its exist only of kitesurfing lessons, can be seen as a weakness, as this limits their target market(W3)
Since May 2016 is Coastline Kitesurfing in relation with NAISH importer Suntraxx in Blouberg. Suntraxx allows Coastline Kitesurfing to sell NAISH equipment. However, there have no action taken place on selling equipment yet.
4.2.3.4 Place
Coastline Kitesurfing’ school is based on11 spray Rd in Blouberg Cape town. The school is located on a 5-minute walk from the main kite beach. Coastline Kitesurfing offers their lessons on the well-known kitesurf location in Blouberg and in the lagoon Sharkbay in Langebaan. Level one and two lessons will both be given on the beach of Blouberg. The conditions of Blouberg can be quite though, high waves and strong current cause that it is not always safe to teach level 3 and 4 lessons in Blouberg. In this situation the lesson will be given in the shallow lagoon Sharkbay in Langebaan. This gives the students the opportunity to attempt their first board starts in a safe environment. Sharkbay is a 1,5-hour drive away from Blouberg. Coastline Kitesurfing provides transport for an additional price of R100 to Sharkbay and back. When lessons are given in Langebaan it’s only possible to plan one lesson per instructor for that day. This occurs as the time is limited because of the long drive, and it’s not possible to let students wait for another 3.5 hours until the next lesson is finished. Therefore, Langebaan sessions drops the amount of lessons which can be done on one day, what can be seen as a weak point(W4).
4.3 Financial
The marketing budget of Coastline Kitesurfing was R 5000,00 for SEO per month and R 1600,00 for Google AdWords per month. The Budget for the upcoming season has been set at R 4500,00 SEO and R 2 500,00 for payed marketing as Google AdWords and Facebook adds.
4.4 Conclusion
• (S1): Able to make quick decisions
• (S2): Experienced instructors
• (S3): Customer priority
• (S4): Online visibility
• (W1): High work load
• (W2): Low pricing
• (W3): Small product range
• (W4): Located in advanced spot
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