CARDIFF METROPOLITAN UNIVERSITY Prifysgol Fetropolitan Caerdydd

CARDIFF SCHOOL OF SPORT

DEGREE OF BACHELOR OF SCIENCE (HONOURS)

SPORT MANAGEMENT

2014-5

RGC’S BUSINESS & MARKETING STRATEGY; A CASE STUDY

MANAGEMENT & DEVELOPMENT

ELGAN LLŶR WILLIAMS

ST20019178

RGC’S BUSINESS & MARKETING STRATEGY; A CASE STUDY

Cardiff School of Sport DISSERTATION ASSESSMENT PROFORMA: Empirical 1

Student name: Elgan Williams Student ID: St20019178

Programme: SM

Dissertation title: RGC’s Business & Marketing Strategy; A Case Study

Supervisor: John Rawlins

Comments Section Title and Abstract (5%)

Title to include: A concise indication of the research question/problem. Abstract to include: A concise summary of the empirical study undertaken. Introduction and literature review (25%)

To include: outline of context (theoretical/conceptual/applied) for the question; analysis of findings of previous related research including gaps in the literature and relevant contributions; logical flow to, and clear presentation of the research problem/ question; an indication of any research expectations, (i.e., hypotheses if applicable). Methods and Research Design (15%)

To include: details of the research design and justification for the methods applied; participant details; comprehensive replicable protocol. Results and Analysis (15%) 2

To include: description and justification of data treatment/ data analysis procedures; appropriate presentation of analysed data within text and in tables or figures; description of critical findings. Discussion and Conclusions (30%) 2

To include: collation of information and ideas and evaluation of those ideas relative to the extant literature/concept/theory and research question/problem; adoption of a personal position on the study by linking and combining different elements of the data reported; discussion of the real-life impact of your research findings for coaches and/or practitioners (i.e. practical implications); discussion of the limitations and a critical reflection of the approach/process adopted; and indication of potential improvements and future developments building on the study; and a conclusion which summarises the relationship between the research question and the major findings. Presentation (10%)

To include: academic writing style; depth, scope and accuracy of referencing in the text and final reference list; clarity in organisation, formatting and visual presentation

1 This form should be used for both quantitative and qualitative dissertations. The descriptors associated with both quantitative and qualitative dissertations should be referred to by both students and markers. 2 There is scope within qualitative dissertations for the RESULTS and DISCUSSION sections to be presented as a combined section followed by an appropriate CONCLUSION. The mark distribution and criteria across these two sections should be aggregated in those circumstances.

Cardiff Metropolitan University Prifysgol Fetropolitan Caerdydd

Certificate of student

By submitting this document, I certify that the whole of this work is the result of my individual effort, that all quotations from books and journals have been acknowledged, and that the word count given below is a true and accurate record of the words contained (omitting contents pages, acknowledgements, indices, tables, figures, plates, reference list and appendices). I further certify that the work was either deemed to not need ethical approval or was entirely within the ethical approval granted under the code entered below.

Ethical approval code: 14/5/364U

Word count: 11,998

Name: Elgan Llŷr Williams

Date: 18th March, 2015

Certificate of Dissertation Supervisor responsible

I am satisfied that this work is the result of the student’s own effort and was either deemed to not need ethical approval (as indicated by 'exempt' above) or was entirely within the ethical approval granted under the code entered above.

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Table of Content

ACKNOWLEDGEMENTS I

ABSTRACT II

CHAPTER I: INTRODUCTION 1

1.1 What is RGC? …………………………….………………………………...2 1.2 Research Justification…………………………….………………………..3

CHAPTER II: LITERATURE REVIEW 4

2.1 History of Rugby…………………………………………………………….5 2.2 Rugby’s Greatest Split……………………………………………………..5 2.3 Professional Era (1995 to 2015)…………………………….…………….6 2.4 Development of Rugby within North Wales………………………………6 2.5 Sport Teams as a Business…………………………….………………….7 2.6 Developing Strategy………………………………………………………..8 2.7 Sports Marketing…………………………….…………………………….10

CHAPTER III: METHODOLOGY 12

3.1 Introduction…………………………….………………………………….13 3.2 Data Collection…………………………….………………………………14 3.3. Questionnaires…………………………………………………………….14 3.4 Interviews…………………………….……………………………………16 3.5 Pilot Study…………………………….…………………………….……..17 3.6 Data Analysis…………………………….…………………………….….18 3.7 Ethical Considerations…………………………….……………………..19

CHAPTER IV: RESULTS 20

4.1 Questionnaires: Respondents Demographics………………………….21 4.2 Questionnaires: Respondents RGC Connection………………………25 4.3 Questionnaires: Respondents Satisfaction Levels………………….…31 4.4 Interview: Strategic Planning……………….……….……….…………..37 4.5 Interview: Strategic Implementation…………………………….…….…42 4.6 Interview: Strategic Review Process………………….……….………..45

CHAPTER V: DISCUSSION 49

5.1 Strategy Formulation & Structure…………………….………………….50 5.2 Goals & Values…………………………….……….……….…….………51 5.3 Operationalising RGC…………………………….……….……….….…53 5.4 Commercialising & Marketing RGC…………………………….………55 5.5 Contextual Demographics…………………………….……….…….…..56 5.6 Consumer Behaviour & Demand……………………….……….……….57 5.7 Performance against Objectives…………………………….………..…58 5.8 Review & Adaptation Process……….……….……….……….………...59

CHAPTER VI: CONCLUSION 63

6.1 Research Findings…………………………….………………………….64 6.2 Research Limitations…………………………………………………..…65

REFERENCE LIST

APPENDICIES

APPENDIX A RGC Strategy Document (2012) APPENDIX B Participant Information Sheet - Questionnaires APPENDIX C Participant Information Sheet - Interviews

APPENDIX D Consent Sheet APPENDIX E Pilot Questionnaire APPENDIX F Pilot & Final Interview Guide APPENDIX G Pilot Interview Transcript APPENDIX H Final Questionnaire APPENDIX I Transcript from Interview with RGC Manager

LIST OF TABLES

Table 1 Respondents Responses to Satisfaction & Opportunities Statements 31

Table 2 Strategic Planning - Answer to Interview Question 1 37

Table 3 Strategic Planning - Answer to Interview Question 2 37

Table 4 Strategic Planning - Answer to Interview Question 3 38

Table 5 Strategic Planning - Answer to Interview Question 4 39

Table 6 Strategic Planning - Answer to Interview Question 5 40

Table 7 Strategic Planning - Answer to Interview Question 6 41

Table 8 Strategic Implementation - Answer to Interview Question 7 42

Table 9 Strategic Implementation - Answer to Interview Question 8 43

Table 10 Strategic Implementation - Answer to Interview Question 9 43

Table 11 Strategic Implementation - Answer to Interview Question 10 44

Table 12 Strategic Review Process - Answer to Interview Question 11 45

Table 13 Strategic Review Process - Answer to Interview Question 12 46

Table 14 Strategic Review Process - Answer to Interview Question 13 47

Table 15 SWOT Analysis of RGC 61

LIST OF FIGURES

Figure 1 RGC’s Organisational Structure 3

Figure 2 Age Categories of Respondents 21

Figure 3 Occupation of Respondents 21

Figure 4 Distance of Respondents Homes from Eirias Park. 22

Figure 5 Location of Respondents Home Towns 22

Figure 6 Location on Map of Respondents Home Towns 23

Figure 7 Respondents who are/are not Members of a Local Rugby Club 24

Figure 8 Local Rugby Clubs Respondents are attached to 24

Figure 9 Respondents Roles at Local Rugby Clubs 25

Figure 10 Transport Methods used 25

Figure 11 Supporters Club Membership 26

Figure 12 Communication Method which Informed Respondents the about the 26 Game

Figure 13 Media Platforms Respondents use to engage with RGC Online 27

Figure 14 Number of Respondents who could/could not name 5 RGC Players 27

Figure 15 Frequency of Named Players 28

Figure 16 Capacity in which Respondents Watched Game 28

Figure 17 The Relationships the respondents hold with the People they are 29 watching the Game with

Figure 18 Reasons for Watching RGC 30

Figure 19 Statement - RGC’s Match Day Event & Experience was Enjoyable 32

Figure 20 Statement – I would Come Again to an RGC Home Game 32

Figure 21 Statement – I Feel Engaged, Committed & Loyal to RGC 33

Figure 22 Statement - Premiership/Regional Rugby would Increase my Interest 33 & Commitment to RGC

Figure 23 Statement – RGC Home Games are Well Advertised 34

Figure 24 Statement - RGC’s Media Build Up is Informative & Builds Excitement 34

Figure 25 Statement – Tickets are Affordable & Good Value for Money 35

Figure 26 Statement - I am Aware of RGC’s Sponsorship & Hospitality Packages 35

Figure 27 Recommendations by Respondents for Future Supporter Experience 36

Figure 28 Daft’s (2012) Organisational Lifecycle Model 54

ACKNOWLEDGEMENTS

I would unreservedly like to express my complete gratitude to John Rawlins for the constant help and support in this study. My thanks also go to RGC who without their cooperation this wouldn’t have been possible.

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ABSTRACT

RGC (Rygbi Gogledd Cymru) has a strategic plan to within ten years be available to be selected as a Welsh region. This case study research investigates whether the current strategies help RGC achieve its long term objectives. This research considered whether the current business and marketing strategies are fit for purpose in terms of planning, implementation and review processes. The practices and procedures RGC undertake to develop strategy has been compared against academic literature and best practice. This research has been created due to a lack of case study research relating to sports teams business and marketing strategies. Two primary research methods were used to gather qualitative and quantitative data, these were consumer questionnaires and a semi- structured interview with RGC’s administrative manager. Strengths which exist within RGC’s strategy and existence are its stakeholder management, consumer demand and awareness of its context and purpose. Areas which RGC can improve are its clarity within the strategy document, reliance on a volunteer workforce and its match day experience. Further research to enhance could consider employees and volunteers in the research design as only consumer and manager perspectives were considered.

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CHAPTER I

INTRODUCTION

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1 Introduction

1.1 What is RGC?

RGC (Rygbi Gogledd Cymru) is a development region established by the Welsh Rugby Union (WRU). RGC was created in response to the North Wales Rugby Council’s (NWRC) (2006) strategy document which outlined the potential vison for rugby in North Wales. RGC currently field a semi-professional senior side who compete in the WRU Championship, the 3rd tier of welsh rugby. Academy teams at u16s and u18s also compete in the WRU regional age grade championships against Cardiff Blues, Dragons, Ospreys and Scarlets. In their inaugural season 2012-2013, RGC finished top of WRU Division 1 East, earning the right to play in the Championship the following season. In the 2013-14, RGC finished 3rd in the Championship. Following representing RGC, several players have represented Wales at age grade level. RGC play their home games at Eirias Park, a 6000 capacity multi-purpose stadium redeveloped in 2011.

The WRU’s (2014) National League Rules outlines criteria’s clubs must adhere in order to participate in the Premiership, the highest level of club competition within Wales and the league which sits above the Championship in the Welsh league pyramid. These criteria’s sit in sub-categories such as player performance and development, facilities, administration and regulatory compliance. Examples of expected A licence standards include 501 covered and seated grandstand, documented safety management plans, TV gantry, high quality match day programme and documented business plans. Clubs who meet these criteria’s are known to have an A license. RGC have met these criteria’s and have achieved an A License status. Therefore if RGC win the Championship, they would qualify to be promoted to the Premiership.

RGC is operated by paid full time employees and supported by a committed volunteer workforce. Some of the paid workforce are employees of the WRU, whereas some of the workforce are paid by RGC. RGC is currently reliant on a core group of devoted volunteers who assist with the off field running of the club. Cuskelly, Hoye & Auld (2006) acknowledge that volunteers are the heartbeat of amateur/semi-professional clubs and their continued existence is dependent on them. Figure 1 illustrates RGC’s organisational structure. RGC has its own supporters club. RGC’s key relationships and stakeholders are Conwy County Council and the WRU.

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Business Focused Rugby Focused

General Manager Regional Performance & Development Manager

Coaches, Strength & Conditioners, Performance Commercial Manager Analysts, Medical Staff, Development Officers

Press Officer Influence & Power Influence

Photographer WRU Enterprise Intern

Figure 1: RGC’s Organisational Structure (Full Time Staff; Red. Part Time Staff; Black. Unpaid Volunteers; Green).

1.2 Research Justification

Case studies facilitate an opportunity for real life situations to be explored (Smith, 2010). Edwards & Skinner (2009) and Gratton & Jones (2014) similarly endorse the use of case studies in research due to the ability of be able to describe, compare and evaluate solitary circumstances against the environment it belongs to, best practice, literature and legislation. There are numerous case studies relating to business and marketing strategy in fields such as retail and manufacturing. There are fewer case studies in relation to sport organisations, even fewer relating to sports teams and even fewer relating to rugby teams. One existing case study exploring Stade Francais’ marketing strategy and management has been discovered and considered (Guillaume, 2009). This study will aim to identify whether RGC’s business and marketing strategies are fit for purpose. Additionally, this research will attempt to enhance knowledge and identify whether sports teams act in accordance with suggested academic literature when planning, delivering and reviewing strategy and marketing.

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CHAPTER II

LITERATURE REVIEW

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2 Literature Review

2.1 History of Rugby

Games with similar characteristics to rugby were first played in the 19th century. These games was played for leisure and recreational purposes. Rugby’s formation is partly owed to the innovative actions of a schoolboy named William Webb Ellis, whose disregard for the laws of football saw him pick up the ball and run with it (Biscombe & Drewett, 2009). Rugby Football Union (RFU), the governing body of the game in England, was established in 1871 following consultation with 21 clubs and schools. Rugby’s first international was played in 1871 between Scotland and England. During the late 19th century, the sport expanded beyond the home nations to Australia, Canada, New Zealand and South Africa. In 1886, the International Rugby Football Board (IRB), the governing body of the worldwide game was formed. In 2014, the IRB rebranded to World Rugby due to the expansion of rugby beyond the traditional family (World Rugby, 2014).

Between the 19th century and 1987 rugby was slow to evolve. Rugby’s market was constrained to 10-15 countries, although the demand was high for rugby in these countries. 1987 saw the inaugural Rugby World Cup, hosted in New Zealand and won by New Zealand. 600,000 spectators witnessed 32 matches across this tournament, the tournament drew in 300 million global television audience and the tournament generated commercial income of £3.3 million (Rugby Football History, 2011). The tournaments legacy indicated that rugby had the potential to launch itself into professionalism.

2.2 Rugby’s Greatest Split

Conflict between clubs in the north of the country and the RFU existed due to the over representation of southern committee members on its boards, the location of meetings and difference in opinion over whether players should be compensated for loss of earnings while undertaking rugby commitments existed (Collins, 2006). The players in the north of the country were majority working class and therefore their participation was dependent on these supplements. In 1895, 20 clubs from across Cheshire, Lancashire and Yorkshire resigned from the RFU and formed the Northern Rugby Football Union (NRFU). Following the formation of the NRFU, now known as the Rugby Football League (RFL), associated clubs and players were not punished for paying and receiving ‘expenses’. Within 15 years,

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200 clubs turned their back on the RFU and joined the NRFU. The RFU and NRFU had their own views on how the game should be played. Consequently, over time two separate codifications of the game surfaced: Rugby Union and Rugby League. Rugby League led the way with payments of players, television rights, sponsorship and embraced professionalism decades before rugby union (Collins, 2006).

2.3 Professional Era (1995 to 2015)

The professional era has seen rugby’s focus go beyond what happens on the field as the game has become commercially orientated (Guillaume, 2009). In 1995, the IRB declared the game of Rugby Union “open for business”. Professionalism was introduced amid threats of losing control of the game and losing players to Rugby League. Professionalism has seen the emergence of high quality tournaments such as the Heineken Cup and the Six Nations, which attract large global sponsorship and broadcasting interest. Professionalism has seen the development of law variations in order to make the game more attractive, exciting and clearer for players, referees, fans, TV audiences (Biscombe & Drewett, 2009).

2.4 Development of Rugby in North Wales

Rugby has been played in North Wales since the late 19th century. The NWRC (2006) strategy document aims to oversee sustainable development across all aspect of rugby within the region. The document identifies that currently North Wales rugby is being held back and is not governed and managed appropriately. The document identifies that the focus on rugby in Wales is orientated along the M4 corridor. The document aims to challenge these assumptions and identifies the need for a semi-professional side to represent the region. A limitation to the development of a North Wales side playing within the Welsh Premiership structure is created within this document as to play at this quality of competition, detailed business and commercial plans need to be created, implemented and strategically managed in order to survive and thrive (Robinson, 2010). This document does not acknowledge these.

The NWRC’s (2010) strategy document sees a change in emphasis regarding the administration of rugby within the region. The document identifies the necessity of RGC

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operating as a trading organisation which is underpinned by sound business and operating practices. Additionally, the document identifies the necessity creating a purposeful, documented business strategy and appointing a general manager.

Appendix A features RGC’s (2012) strategy document. The document was created three months following RGC’s introduction into national leagues and was revisited three months later. The document outlines the vision of playing Premiership rugby within five years and regional rugby within ten years. The document simply outlines its context, purpose, goals, values, strategies in which to achieve aims, responsibilities and challenges it faces.

2.5 Sports Teams as a Business

Professional sports teams are used as a vehicle to create wealth (Danova & Jose, 2013). Leading sports teams have extremely large supporter followings which attract large attendances at games, thousands of replica clothing sales, broadcasting revenue and money received in advertisement and endorsement. The current market in rugby is not as inflated as other sports but there is still potential to create wealth. Leicester Tigers generated a record operating profit of £482,000 from a £19.4 million turnover in 2014 (Leicester Tigers, 2014). Robinson (2010) recognises creating wealth and profit should be at the core of all professional and aspiring sports teams.

Ambitious sports teams are no longer in a climate where they can operate using amateur values and frameworks and expect success (Hoye, Smith, Nicholson, Stewart & Westerbeek, 2012). Sports teams’ existence is dependent on how well it functions as a business. Robinson (2010), argues business success is more important than on field success, as on field activity can only take place if the team is in a sound and stable off field position.

Sports teams are in a tough market where securing the consumers £1 is challenging. It is vital sports teams have their own unique features which gives an advantage over the industry competition. Competitive advantage is a unique characteristic an organisation has which places it in a superior position over other players in the market (Porter, 1980; Wilson & Gilligan, 2005). Masterman (2009) argues sports teams are now competing in a wider market than previously. Traditionally, sports teams were thought to be competing against each other and other sports. Top sports teams now have identified that they are competing

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against other past time services (Schwarz & Hunter, 2008). A parent having the option to take their child to watch RGC on a Saturday or take them retail shopping is a working example of this. Masterman, (2009) concedes that sports teams don’t just sit in the sports sector but they are a vibrant part of the entertainment and leisure industry. Hoye et al. (2012) and Taylor (2011) believe that business decisions must consider the individual consumer requirements, expectations and trends and in order to be successful in the sector.

The industry is extremely competitive and fierce, inability to deliver core services and products could cause organisations to become saturated in the market (Wilson & Gilligan, 2005). Sports Teams are primarily in the business of providing a service to consumers (Robinson, 2010). Taylor (2011) identifies services as the intangible provisions which generate consumer satisfaction, for example winning league championships or an enjoyable family day out. Products complement the services sports teams provide and help boost revenue (Shank, 2008). Wilson & Gilligan (2005) believes product/goods are typically tangible 7 have a set value for example refreshments and merchandise.

Sports Teams need to be financially well governed (Beech & Chadwick, 2012). Failure to control costs against income could potentially jeopardise its ability to continue trading. Cadle, Paul & Yeates (2010), suggests that costs must be controlled and revenue maximised. A recent example of a team who lost business and financial control is Tonmawr RFC. Tonmawr RFC, traditionally, a community club, were elevated to the WRU Premiership team following significant investments in its playing and coaching staff and consecutive promotions. Tonmawr RFC lost control of costs and were unable to sustain a club at this level. Tonmawr RFC later withdrew from the Premiership and joined Division 6, the lowest level of the Welsh league pyramid (South Wales Evening Post, 2012). Clear, realistic and documented financial goals and records need to be kept and deployed (Taylor, 2011).

2.6 Developing Strategy

Lynch (2012) appreciates strategy as the plan in which it aims to achieve long term objectives. Strategy is a process consisting of planning, implementation and review (Beech & Chadwick, 2012). Planning concerns the development of strategy, implementation concerns the methods and activities in which the strategy is performed and review

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concerns appraising performance and improving future strategy. Strategic direction is influenced by goals and values (Witcher & Chau, 2014). In order to perform well as a business entity, Beech & Chadwick (2012) argue that sports teams must develop and deploy documented business and financial plans. These plans must be underpinned by strategic thinking (Robson, Simpson & Tucker, 2013).

Robinson (2010) identifies that sports teams require shared, clear and purposeful goals and values in order to be successful in delivering its services and products. Values and goals must be at the centre of all strategic business plans (Beech & Chadwick, 2012). Taylor (2011) argues an organisational culture where values are united and practiced makes achieving strategic goals more likely gives the organisation a competitive advantage. Beech and Chadwick (2012) comprehend organisational culture as the assumptions, beliefs and behaviours members within an organisation share.

Lynch (2012), recognises values within an organisation as the attitudes and behaviours set and upheld by its membership. These values must be the bedrock of the organisation and must be mutual between all members (Hoye et al. 2012). Values organisations hold directly impact organisational activity and how it is delivered (Lynch, 2012). An example of values a professional sports team might hold is “100% customer satisfaction”. These values are required be then embedded into the activity the organisation undertakes in order for them to surface. For example, volunteer staff paying attention to delivering high quality customer service or high quality match day event. These values must be filtered through and communicated by all from the club’s management to their employees to their volunteers (Cuskelly et al. 2006).

Organisational goals are strategic and measurable targets which outline expectations and desired outcomes (Taylor, 2011). Setting strategic goals gives purposeful direction to the organisation while challenging but achievable goals motivates workforces to accomplish. Lynch (2012) suggests that performance attainment against goals must be continuously monitored. This is an integral part of securing business success within sports organisations and facilities continuous improvements within the business’ performance (Beech & Chadwick, 2012). Lynch (2012) highlights the importance of setting short, medium and long term goals. These objectives must be complimented by key performance indicators (KPI’s). Witcher & Chau (2014) comprehends KPI’s as the set of quantifiable measures which can gauge performance against strategic ambitions.

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2.7 Sports Marketing

In order to make your presence known in the sports industry, Schwarz & Hunter, (2008) argues that marketing plays a major influence in how successful your services and goods perform. Shank (2008) understand sports marketing as the activities teams undertake in order to promote products or services for example posters or social media campaigns. Marketing is a tool which allows key information to be distributed to the consumer. The purpose of marketing is to influence customer’s beliefs and actions (Kotler & Keller, 2009). Schwarz & Hunter (2008) acknowledges that good marketing has a direct positive impact on a business’ performance, while Hoye et al. (2012) acknowledges that effective marketing can accelerate maturation. Marketing activities should only take place following the development of a detailed marketing strategy (Taylor, 2011). Beech & Chadwick (2012) comprehends strategic marketing as the way the organisation differentiates itself from the market in order to reach its objectives.

Effective marketing is distributing the appropriate information directly to the consumer at the appropriate time using the appropriate method (Taylor, 2011). Schwarz & Hunter (2008) similarly acknowledge that marketing is most effective when its activities are targeted and tailored to the individual consumer and not wider audiences. Market segmentation is the process of dividing large diverse populations into smaller groups who have distinctive requirements and attributes (Drummond & Ensor, 2005). Influencing factors which determine how the market is segmented include size of market, purchasing power of the consumer and tactics required to impact consumer behaviour (Schwarz & Hunter, 2008). Segmentation of organisation’s market should be informed by market research which should take place at the marketing planning stage (Shank, 2008). Marketing is most effective once market segmentation has taken place as the appropriate information can be distributed strategically to the right audiences in the right manner.

The marketing mix is a set of actions and tactics, organisations use to promote their goods/services (Hoye et al. 2012). The marketing mix is more commonly known as the four P’s: Place, Product, Promotion and Price. Armstrong (2012) argues effective marketing considers all four of these elements as they all have an integral role in 10

influencing customer’s beliefs and actions. Combined together, the elements of the marketing mix produce a unique selling point for the organisation (Irwin, Sutton & McCarthy, 2008). Unique selling point is the factors which differentiates the goods/services from the competitors such as lowest cost or first of its kind (Hoye et al. 2012). Product concerns the features and appearance of the goods/service and price concerns the monetary value the consumer pays in return of the goods/service (Schwarz & Hunter, 2008). Furthermore, Guillaume (2009) appreciates promotion as the publicity activities which raise awareness of brand and assist with increasing sales. Place is the location where goods and services are distributed to the consumer (Westerbeek & Shilbury, 1999). Kotler & Keller (2009) recognises the positive impact interaction with the marketing mix and strategic marketing process can have on performance.

Consumer expectations are constantly increasing therefore organisations are continuously looking for means which make their marketing activities stand out from the rest (Guillaume, 2009). As previously acknowledged, the industry is extremely competitive, therefore it is essential that marketing activities are effective and are undertaken using the correct channels (Taylor, 2011). Uninformed marketing activities can have a negative impact on business performance, for example lack of ticket sales. Wilson & Gilligan (2005) acknowledge that digital marketing is now the most influential marketing tool due to changes in social behaviour, quality of technology available and user’s technological literacy.

Although marketing is vital to performing well in the sports industry, Armstrong (2012) appreciates that marketing is costly to organisations in terms of time, people and resources. In an overcrowded sector, standing out from the rest is challenging. Shank (2008), identifies the need for innovative, creative and skilled staff to produce influential marketing campaigns. A common mistake in marketing is that it hasn’t been informed by market research, meaning that current consumer trends and demands are not fully understood. Consequently, the marketing activities do not engage or influence the consumer (Irwin et al. 2008).

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CHAPTER III

METHODOLOGY

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3 Methodology

3.1 Introduction

The purpose of research is to solve problems, enrich knowledge or learn unknown information (Gratton & Jones, 2014). In order for effective and informative research to take place, a clear methodology needs to be created and implemented (Smith, 2010). The research method selected directly impacts the quality of the research’s findings and its ability to solve problems, enhance knowledge or the ability to discover new findings (Bryman & Bell, 2011; Kim & James, 2013). Before the development of a research method, a clear research topic or question needs to be identified (Crowther & Lancaster, 2008). The research topic is:

 Case Study of RGC’s Business and Marketing Strategy.

Case studies methodological approach and content differs from other research types. Smith (2010) identifies case study research as a strategic approach that involves comprehensive analysis of a solitary case. Case studies are best utilised as an indicator of performance success in real life settings, describing real life events and contexts while also allowing the opportunity to explore situations where no clear outcomes or consequences exist (Gratton & Jones, 2014). Furthermore, Edwards & Skinner (2009) comprehend that case studies facilitates an opportunity for comparison of a solitary case against industry best practice and competitors or against literature and legislation.

Gratton & Jones (2014) identify a timely framework in which case studies should follow. The framework is split into three segments. Phase one concerns the identification of a research topic and the establishment of research protocols, phase two concerns data collection and analysis and phase three concerns enfolding the data collected against

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literature, formulating discussion and then reaching to conclusion. This research will follow this approach.

3.2 Data Collection

Rudd & Johnson (2010) and Smith (2010) similarly acknowledge the importance of a mixed methods approach to research. Adopting a mixed method research design facilitates an opportunity for more data to be collected, wider perspectives and contexts to be detected (Rudd & Johnson, 2010). Mixed method research interacts with quantitative and qualitative data. Edwards & Skinner (2009) advocates the use of qualitative research design. Qualitative research is a descriptive form of data and concerns feelings, thoughts and knowledge. When researching business processes and performance, a qualitative research design allows the opportunity for individual experiences to emerge in a way which depth and detail can be stimulated. Quantitative research consists of collecting measurable data which have set values (Rudd & Johnson, 2010). A mixed method approach, considering both qualitative and quantitative methods will be used in order to get wider perspectives of the research topic.

Beech & Chadwick (2012) necessitates that the internal processes and performance outputs of business’ strategy and performance need to be evaluated. Shank (2008) argues that research into business’ processes and performance needs to consider stakeholders thoughts and feelings including consumers. Considering the literature, two data collection methods will be used to analyse RGC’s business and marketing strategy:

 Supporters Survey  Semi-Structured Interview with RGC’s General Manager

3.3 Questionnaires

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Gratton & Jones (2014) highlight the importance of selecting the most suitable data collection type. The adopted data collection type should be the method in which the most significant, appropriate and relevant data can be collected (Smith, 2010). Gratton & Jones (2014) accept that questionnaires are an effective way in which data can be collected from a large targeted population. Questionnaires will be used to address three primary objectives will link to the research objectives (Brace, 2008);

1) What are the demographics of RGC’s current consumers? 2) What are RGC’s consumers’ current connection and engagement levels? 3) What are RGC’s current consumer satisfaction levels and future expectations?

In order for questionnaires to represent a specified group of people, Brace (2008) argues the questionnaire must be completed by a sizeable proportion of the targeted audience. This assists with achieving validity. Validity concerns the legitimacy of research’s content against what it intends to investigate (Gratton & Jones, 2014). The specified audience is attendees of RGC’s home game vs Blackwood on Saturday, 3rd January, 2015. On average RGC’s home attendance is 600-800. Brace (2008) suggests that the number of questionnaires completed should be a visible percentage of the audience size. Therefore a target 10% of the match attendance will be set meaning a minimum of 60 questionnaires need to be completed.

Brace (2008) suggests that questionnaires should not take significant amount of time to complete and should be user friendly in terms of structure and language. Another challenge when undertaking questionnaire research is managing reliability in the participants answers. Crowther & Lancaster (2008) identifies this can be managed by considering the above, but also by considering question type and design. Gratton & Jones (2014) suggests that use of closed questions, use of Likert scales and leading questions are effective tools in which to control reliability. Brace (2008) argues that likert 5 point scale offers the opportunity to sit on the fence, therefore four point scales will be used in this research in order remove this threat. The questionnaire will utilise all the above methods.

In order to engage with the widest potential audience at the match, the survey was available to complete following the final whistle. This was mainly to encourage first time supporters and away supporters to complete the questionnaire. It must be recognised that this potentially causes a compromise to the reliability of the data collected, as the on field

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result could influence the data. In order to control this, questions types and style were constructed sensitively. Although the pilot study helped limit the potential influence the match result could have on the data collected, this risk cannot fully be controlled.

Appendix H features the questionnaire which was offered to attendees of the RGC v Blackwood game. RGC won the game 86-0. The questionnaire was completed by 68 respondents, but 4 returned questionnaires were disregarded from the study for reasons including completing the consent form incorrectly and lack of questions answered.

3.4 Interviews

Interviews allow in depth, insightful and specific information to be gathered from the participant (Gratton & Jones, 2014). Interviews are a method in which primarily qualitative data is collected. Interviews facilitate an opportunity to probe participants to provide further detail in which other data collection methods don’t allow and encourage participants to apply a degree of flexibility in their responses (Smith, 2010). RGC’s administrative manager will be interviewed using a semi-structured approach. Gratton & Jones (2014) argue that recruited interview participants should be in possession of enhanced knowledge and context understanding on the topic being researched. Considering that there is only one full time member of staff in RGC who directly deals with the administration of RGC’s business and marketing strategy, only one interview will be used. Conducting interviews with other employees/stakeholders was disregarded as they might not be aware of the full facts and unable to elaborate on certain issues in which the research intends to explore. The interview will be used to explore three principle themes:

1) Planning, formulating and developing strategy. 2) Strategic implementation of business and marketing plans. 3) Evaluating, monitoring and future direction of strategy and performance.

Creating the right environment for the participant is crucial in order for them to feel comfortable to respond and share (Smith, 2010). Semi-structured interviews are structured so that core research information can be addressed and considered and permit other questions to be asked based on the participant’s responses (Gratton & Jones, 2014). 16

Gratton & Jones (2014) argue that questions should primarily be open ended, thus putting the onus on the participant to lead the interview and not the interviewer. Using open ended questions assists with participant cooperation and honesty, thus increasing its validity (Bryman & Bell, 2011). The interview guide and delivery of the interview will consider the above methods and techniques (Appendix F).

3.5 Pilot Study

Edwards & Skinner (2009) and Brace (2008) comprehends pilot study as the initial research that takes place before undertaking the main research in order to challenge the study’s design and check feasibility. Gratton & Jones (2014) acknowledge the importance of including a pilot study in the research process, as its inclusion can increase the main research’ effectiveness and positively impact the research’s final discoveries. As two separate methods of collecting data were used, two pilot studies were trialled.

The first pilot study conducted was the supporters’ questionnaire. This was primarily used to check feasibility of the questionnaire due to the challenges of recruiting participants at the main research stage and the question content and style (Gratton & Jones, 2014). The pilot study was distributed to ten participants following the game versus Swansea at home game on October 25th, in which RGC lost 39-17. The pilot questionnaire can be seen in Appendix E. The main issue with the process was the number of pages of documentation required to complete. The survey was two A4 pages long, the participant information sheet was one A4 page long and the consent form was one A4 page. Brace (2008) acknowledges that volunteer questionnaire participants’ attention span and commitment to questionnaires only lasts a couple of minutes at most and pages and pages of content discourages engagement. The questionnaire was reformatted to fit onto one A4 sheet in order reduce time the participants took to complete them and make them more attractive to the potential respondents (Appendix F). The pilot identified that no changes were required in terms of the question content, and the match result didn’t have an influence on

17

the respondent’s honesty in completing the questionnaire following reviewing the respondents data.

The second pilot study was a semi-structured interview with a lecturer at Cardiff Metropolitan University who has had industry experiences in business and marketing. The purpose of the pilot semi-structured interview was to evaluate questions appropriateness and increase confidence of researcher in delivering an interview. Brace (2008) detects a challenge within the pilot interview process as recruiting a participant relevant to the study. This was a challenge in the process as RGC are a uniquely constructed sports team, therefore recruitment of an appropriate pilot interviewee was difficult. As the pilot interview was conducted to a participant without any detailed knowledge of RGC, the pilot tailored the same questions what would be asked to RGC’s Manager but the participant was encouraged to answer using knowledge from a similar experience or context. The pilot interview was successful and found that no significant changes were required in the interview guide other than slight rephrasing of question structure and language.

3.6 Data Analysis

Gratton & Jones (2014) concede that gathering data will not provide the solution to the research topic. Collected data needs to be organised, interpreted and evaluated. In order to reach conclusions, a data analysis process needs to be followed (Smith, 2010). A five step data analysis process as identified by Edwards & Skinner (2009) will be followed:

Familiarisation

 The content of each returned individual questionnaire will be read and understood  The recording of the interview will be played back and understood

Recording Data

 Raw data will be imported into Microsoft Excel  Interview will be transcribed.

Understanding the Data and Identifying Trends

 Data will be interpreted in terms of what is significant, interesting and reoccurring

Displaying Data

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 Varied methods to display qualitative and quantitative data such as tables and figures will be used  Significant quotes or data will be highlighted

Interpreting Data

 Linking supporters questionnaires to interview content  Linking data to literature, industry best practice and competition

3.7 Ethical Considerations

Ethical and moral responsibilities and matters must be considered at all stages of the research process. Brace (2008) and Gratton & Jones (2014) similarly identify codes of best practice in which researchers should follow:

 Participants must understand the purpose of the research.  Participants must understand how the research will take place.  Participants’ involvement must be voluntary and consensual.  Participants must be kept anonymous.  Participants’ information must be kept confidential.  Participants must be informed of any risks associated with participation.  Participants must have the opportunity to withdraw.  Participants must have opportunity to ask questions.

In order to comply with these ethical considerations, all participants in the questionnaires or interviews were required to read the relevant participation information sheets (Appendix B and C) and sign a consent form (Appendix D).

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CHAPTER IV

RESULTS 20

4 Results

4.1 Respondents Demographics

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18 16 14 12 10 8 6 4

Number of Respondents Number 2 0 0-17 18-30 31-40 41-50 51-60 61+ Age Group

Figure 2: Age of respondents.

Majority of RGC’s home gate are of the older generations. 50 out of 64 respondents were 41 years old or older.

21

9 5 9

41

Student Part Time Full Time Retired

Figure 3: Respondents occupations.

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18 16 14 12 10 8 6 4

2 Number of Respondents Number 0 0-5 miles 6-10 miles 11-15 miles 16-20 miles 21-25 miles 25+ Distance of Respondents Homes' from Eirias Park

Figure 4: Distance of respondents homes from Eirias Park.

22

Trefnant Rhosneigr Rhosllanerchrurog Llysfaen Llangefni Llanfairpwll Llandulas

Holyhead Dolwyddelan Denbigh Chester Bethesda Bangor Bala Abergele Tywyn Carmel Respondents Home Town Home Respondents Rhuddlan Mold Prestatyn Conwy Wrexham Rhyl Llandudno Colwyn Bay 0 2 4 6 8 10 12 14 16 18 Number of Respondents

Figure 5: Location of respondent’s homes.

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Approximately 20 miles

Figure 6: Mapped location of respondent’s home towns.

28% of the respondent’s homes are located within 5 miles of the stadium, interestingly 30% of the respondent’s home was located 25 miles or further. 25 towns and were represented, unsurprisingly Colwyn Bay was the most common location. Wrexham a town which is over 40 miles away from Eirias Park was the joint second most common town. Two respondents travelled to the game from Tywyn, which is over 70 miles away with an estimated travel time of 1 hour 50 each way (RAC, 2015, Online). Majority of the respondent’s homes are situated towards the north of the region closely situated by the A55 carriageway.

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No

Yes

Member of a Local Rugby Club? Rugby Local a of Member 0 5 10 15 20 25 30 35 40 45 Number of Respondents

Figure 7: Respondents who are/are not members of a local rugby club.

Almost two thirds of the respondents are not attached to a local rugby club. The respondents who are, represent a wide number of clubs, with Rhyl RFC being the most common. Most members were either supporters or coaches.

1 1 11 5 1 1 1 3 2 2 2 2

Rhyl RFC Wrexham RFC Llandudno RFC Colwyn Bay RFC Nant Conwy RFC Mold RFC Llangefni RFC Bangor RFC Caernarfon RFC Denigh RFC Flint RFC Bethesda RFC

Figure 8: Clubs which respondents are attached to.

25

12

10

8

6

4

Nunber of Respondents of Nunber 2

0 Supporter Player Parent Committee Coach

Role at Local Rugby Club

Figure 9: Respondents roles.

4.2 Respondents RGC Connection

11 8 2

52

Car Bus Walked Train Taxi

Figure 10: Transport methods used.

26

No

Yes Member of the RGC Supporters Club? Supporters RGC the of Member

0 5 10 15 20 25 30 35 40 45 50 Number of Respondents

Figure 11: Supporters Club Membership.

30

25

20

15

10

5

Number of Respondents of Number 0

How Did the Respondent Hear About the Game?

Figure 12: Communication method which informed respondents the about the game.

27

35

30

25

20

15

Frequency 10

5

0 Club Website Facebook Twitter None Online Media Type

Figure 13: Media platforms respondents use to engage with RGC online.

Figure 12 highlights two main mechanisms which informed respondents about the game, the club website and word of mouth. Figure 13 suggests that the club website is popular with supporters. 16 respondents used none of these platforms to engage with RGC online.

32 32

Yes No

Figure 14: Respondents who could/could not name 5 RGC players.

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Danny Cross Luke Williams Tom Seddon Llywarch Ap Myrddin Huw Worthington Meredydd Francis

Cam Davies Carwyn Ap Myrddin Tian Loots Tom Hughes Meilir Parry Alex Schwarz Huw Grundy Lewis Barker Shaun O'Rourke James Menyn Andrew Williams Tom Blackwell Josh Leach Named Players by Respondents by Players Named Andy Baston Joe Simpson Rhodri Charlton-Jones Bryn Williams Kelvin Davies Harri Evans Afon Bagshaw 0 2 4 6 8 10 12 14 16 18 20 22 24 26 Number of Times Player was Named

Figure 15: Frequency of named players.

Half of the respondents could name five RGC players. 12 different players were mentioned five times or more.

11 5 22

26

Season Ticket Holder Returning Supporter First Time @ RGC RGC Sponsor/Partner

Figure 16: Capacity in which respondents watched the game.

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26 24 22 20 18 16 14

12 Frequency 10 8 6 4 2 0

Who did the Respondent Watch the Game With?

Figure 17: The relationships the respondents hold with the people they are watching the game with.

30

16 7 4 13 4 54

High Quality Rugby Family Day Out Cheap & Affordable Tickets High Quality Event Family/Friend Connection @ RGC Business Purposes

Figure 18: Reasons for watching RGC.

8% of the respondents were watching an RGC home game for the first time. 31 of the respondents paid on the gate. Friends was the most common type of people the respondent watched the game with (figure 17). The opportunity to watch high quality rugby is the standout reason why the respondent watched the game. 13 respondents cited the affordability of tickets, while 16 respondents admitted the reason was they have a friend or relative connection. Only 6% of the respondents cited family day out as a reason for attending.

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4.3 Respondents Satisfaction Levels

Table 1: Respondents responses to satisfaction and opportunities statements.

Strongly Strongly Disagree Agree Disagree Agree RGC’s match day event and experience 0 1 19 42 was enjoyable. I would come again to an RGC home 0 0 15 48 game. I feel engaged, loyal and committed to 3 3 23 35 RGC. RGC games are well advertised. 7 18 27 12 RGC’s media build up to games are 2 16 33 9 informative and build excitement. RGC’s media coverage during game is 1 4 41 14 informative and builds excitement. RGC’s media coverage following a game is informative and builds 2 8 35 13 excitement. Tickets are affordable and good value 0 1 16 42 for money. I am aware of RGC’s sponsorship and 3 15 18 22 hospitality packages. RGC’s match programme is good value 0 2 28 27 for money and of high quality. I am aware of external promotions and 7 21 19 12 offers I can get with my RGC ticket. Eirias is appropriately stewarded at RGC games and parking is not a 0 7 25 32 problem. Premiership/Regional rugby would 1 2 8 52 increase my interest and commitment.

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1 19

42

Disagree Agree Strongly Agree

Figure 19: RGC’s match day event and experience was enjoyable.

Strongly Agree Statement

Agree

to

Disagree Response

Strongly Disagree

0 5 10 15 20 25 30 35 40 45 50 Frequency of Response

Figure 20: I would come again to an RGC home game.

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40

35

30

25

20

15

10 Frequency Response of Frequency 5

0 Strongly Disagree Disagree Agree Strongly Agree Response to Statement

Figure 21: I feel engaged, committed and loyal to RGC.

55 50 45 40 35

30

Response

of 25

20 15 10

Frequency 5 0 Strongly Disagree Disagree Agree Strongly Agree Response to Statement

Figure 22: Premiership/Regional rugby would increase my interest and commitment to RGC.

Most respondents feel connected and faithful to RGC. Interestingly, 81% of the respondents strongly agreed that rugby of a higher standard would increase their attention and affiliation to RGC.

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12 7

18

27

Strongly Disagree Disagree Agree Strongly Agree

Figure 23: RGC home games are well advertised.

Strongly Agree

Agree

Disagree

Strongly Disagree Response Response Statement to

0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 Frequency of Response

Figure 24: RGC’s media build up is informative and builds excitement.

25 respondents disagree or strongly disagree that RGC games are well advertised (figure 23). Figure 24 identifies similarities in the responses, although the argument against is less common.

35

45

40

35 30 25 20 15 10

Frequency Response of Frequency 5 0 Strongly Disagree Disagree Agree Strongly Agree Response to Statement

Figure 25: Tickets are affordable and good value for money.

3

22 15

18

Strongly Disagree Disagree Agree Strongly Agree

Figure 26: I am aware of RGC’s sponsorship and hospitality packages.

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Cheerleaders

RGC Mascot

Matchday Children Birthday Parties

Match Highlights Online

Post Match Interviews Online

Half Time Entertainment What Respondents Would Like to See in Future See to Like Would Respondents What

Club Shop

0 5 10 15 20 25 30 35 40 45 50 Frequency

Figure 27: Recommendations by respondents for future supporter’s experience.

The most popular idea was a club shop, with 72% of the respondents suggesting this. Closely behind was match highlights, which drew in the support of 39 respondents. Interestingly, an RGC mascot, which was not an option, was suggested 11 times.

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4.4 Strategic Planning

Table 2: Answer to question one.

Question Answer 1) Does RGC function RGC does see themselves as a business because of the as a business, does nature of developing a brand but it is also being operated as RGC currently see themselves as a a non for profit organisation. From our perspective they business and is it have to work together. The performance element gives you being operated as one? Is the focus on the respect. From a business point of view it needs to be a the business or on successful business in other words it needs to work well field activity? with sponsors and partners to look at future investments and development together.

Table 3: Answer to question two.

Question Answer 2) Do RGC haveThe a The strategy as we set out early on is within five years to be business strategy? playing in the Premiership and in ten years to be available How did RGC’s business strategy to be selected as a region. That plan has been made public come to light? Who and in simple terms it’s been looked at from a business created these strategic and point of view but from a playing pathway. Do we have operational plans? enough business' that have an appetite to support and Was strategic analysis and invest in a region? The process of development is about planning undertaken you can buy your way to success, but as your developing a to develop this strategy? business or a brand it needs to keep its core identity which 3) is North Wales. So you really having to get that very delicate balance right. The original plans go back even further than 2010 when the league structure was changed and Division 1 North had a glass sealing put on it. If you are an elite performer, how would you develop if you wanted to stay in North Wales? Without having a player drain south or a player drain east to England they needed to come up with a solution and setting up an academy was dovetailed into

38

the fact that Conwy were looking to regenerate Colwyn Bay, so, Conwy built it and the plan was to build it then you find a partner to fill it and if you build it they'll come and they'll grow from there. It was a plan for regeneration of Conwy and Colwyn Bay but also the partnership worked for both because they were able to grow and develop at the same time. I think the plan before I arrived was they needed something that the regeneration strategy can be hooked onto and the developing the facility was down to funding availability. I think it was their vision rather than a thought process of analysing what’s the requirement of the area, I think it was pretty clear to them that something was needed and it was an investment in the community and performance.

RGC’s long term objective is to be playing regional rugby, all its activities are centred on achieving this. RGC identify the importance of operating within business principles but also from a performance point of view. RGC’s strategy is hooked onto developing a North Wales brand and product. The strategy is the consequence of changes to WRU league structures, player development pathways and the vision for regeneration in the region. The strategy was developed by the WRU in conjunction with Conwy County Council. These plans were created by visions and not informed analysis and strategic thinking.

Table 4: Answer to question three.

Question Answer 4) What are the currentI thin The facilities are first rate and we are very fortunate to have limitations in RGC’s the £6.5 million facility. We heavily rely on a volunteer ability to operate as a business and workforce in lots of areas. We need additional professional deliver its staff to take it forward I'm the only full time administrator in strategies? What are RGC’s RGC. We got full time members of staff at our academy competitive level meaning our development pathway is full time. The advantages? 10,000 square miles is the biggest challenge. Whether that

39

is a supporter or a player. As a supporter, if the product isn’t good you aren’t going to travel a long way to view it. We have supporters from all over the region because the product we are putting and developing, we are not the finished article, and more people will come the better we get. Our relationship with Conwy County Council is critical and crucial. Funding is ring fenced for the next five years.

RGC identify that currently they rely heavily on a volunteer workforce and there is only one full time administrative member of staff. Another challenge identified is the large geographical spread of the region and the logistical and travel challenges that brings. Competitive advantages recognised is the security in funding from the WRU and Conwy County Council for the next five years and the strength of their relationship with the local authority. Additionally, RGC cite the Eirias Park facility as a key asset.

Table 5: Answer to question four.

Question Answer 5) Where do RGCas see I s When we walked through the doors three years ago, it was themselves in 5 a five year plan to be in the Premiership and certainly within years’ time? How are RGC going to ten years to be available to become another region, we are get here? two years away from that meaning in five years’ time we should already be in the Premiership, so where we need to be within the next five years is to be cemented ourselves at the Premiership, finding our level within the Premiership, I would like to think middle to top half of the Premiership.

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Table 6: Answer to question five.

Question Answer 6) What are the The broad goals are to continue developing develop people business goals RGC and players. The people within the organisation our physio, aim to achieve? Who is responsible our coaching staff, our community staff we want them to be for delivering these? the best people they can be. Demonstrated success is seen Are these goals communicated to all with our physio, becoming the Wales sevens physio and employees, also our coach becoming the Wales u20s coach. Progress volunteers and stakeholders at off the field is good, on the field we need our players to play RGC? representative rugby but also to play regional and be picked up and to be developed in that way. We need to show that we are growing in developing within the business and the community. The match day experience to us is very different to most other regions. We see as a critical chance to engage with the supporters. From the song we play just before kick-off which is a traditional North Wales song, to the bilingual pieces in the programme, to what people expect with the talent that is on show, but also the community engagement, so what we try to do is strategically invite clubs and schools from all over North Wales to have the experience of Eirias Park, who not necessarily go to Eirias Park other than if they are invited to do so. So if you are in Pwllheli, Wrexham or Maccynlleth you may not have a reason to go there, so we are reducing the excuses not to attend. We identified what we are trying to do within the community but also we need to play and showcase a brand of rugby which is appealing. So we call it about igniting the flame in the brain, that’s the really important thing because we want the parents, volunteers and supporters to have a pleasurable experience but also to see progress. Ultimately, the bloke in the office with the manager’s tag is me. We have a collective of people coming up with ideas which we communicate with all our staff and

41

inform some of the key stakeholders the vision. I'm a manager that allows and works with our staff to come up with ideas to progress within the organisation. But also I accept responsibility to take on the lead in lots of areas and be proactive. We do have a plan and we keep revisiting it.

RGC has goals in relation to developing players, people and employees, brand expansion, business development and community engagement. Match day is seen by RGC as an opportunity to engage and personally connect with the North Wales general public. The manager accepts responsibility in delivering and devising these goals but there is a support network of people who help create and deliver these. Staff are well communicated and stakeholders are often informed.

Table 7: Answer to question seven.

Question Answer 7) What are the We need to show is that the endeavour, the attitude the organisational passion is right, we need the customary experience of values do RGC uphold? arrival at the game and the welcome you get through the turnstiles, the ability to eat and drink but also the quality of the experience you watch and feel. If you are seeing boring rugby or violent rugby all the wrong messages are being sent it’s not a good advert for anybody. RGC’s family is our clubs, that’s our volunteers, that’s our fans, that’s our players, so the longer we can get them spending time together the better. So we have no clubhouse, well it only holds 65 people at the moment, deliberately so, because we want our fans to go back to their clubs, we want our players to go back to their clubs, because we are trying to bring the clubs along with us on this journey. So if we suck all the fans away, and suck all the players away, from their clubs they are not going to come on the journey.

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Three organisational values RGC hold have been identified. The first being striving for performance excellence, the second is delivering a good quality customer experience at the matches and most interestingly, the third value is the culture of ‘family’. RGC suggests that they want these stakeholders to progress and be successful alongside them.

4.5 Strategic Implementation

Table 8: Answer to question six.

Question Answer 8) How well are RGCause From a business point of view we're on budget and performing against attendances at games are more than 1 that's always a the business objectives? How positive. Not in the first three years were we not ambitious well are RGC enough to say we wanted ex per game because it was performing against the business about what we could deliver on the field. Until you know objectives? what the quality of the performance on the field is you shouldn't set unrealistic goals. So, next five years we are in the planning stage as we speak. What we always talked about is that we are ambitious in the fact we wanted people to come, but for this to organically grow, so we couldn't throw money at the kitchen sink at advertising and marketing. We didn't know what the product will be like, therefore you are not going to invest in advertising and marketing.

RGC believe they are performing well against their player development targets. Furthermore, spending is in line with forecasted budgets. Interestingly, RGC are happy that attendances are more than one and no specific attendance targets have been set. RGC are in the planning stage for the next five years.

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Table 9: Answer to question eight.

Question Answer How do RGCF ro From a revenue point of view, there is the standard, stuff generate revenue? you have, which is player sponsorship, advertising at the venue, which is critical but then we also got sponsors that sponsor branding on the shirt as well. The gate receipts comes through and is managed by Conwy and it’s a complex relationship that we have there. Are we reliant on the match revenue? No we are not it just plays another part of the development of the facility and RGC.

RGC’s main source of income is the funding it receives from the WRU and Conwy County Council. RGC, like most clubs also generate their own income via sources such as sponsorship opportunities. Interestingly, income from the gate is managed by Conwy County Council and this is a complex situation.

Table 10: Answer to question nine.

Question Answer How is RGCOk,I In simple terms marketing is done via normal stuff, channels currently marketed through our clubs, through the web, radio and free media. and advertised? How much time and So, we work very hard on newspapers in North Wales, Daily money is spent on Post, Pioneer and Chronicle and build a relationship with marketing? the guys who write in those because they are key to us, but the crucial one is the actual clubs themselves, I mean igniting that flame in the brain, face to face is the best form of marketing, so what we say if you communicate that message in a good way, when they have the experience, seeing is believing, so that's why we are very strategic in who we invite, when we invite to every home game and that is our biggest marketing tool. We considered big radio campaigns, posters everywhere, we tried leaflets but we

44

found that Facebook, social media and the people that actually sit in the stand are the ones who go away if they've had a great experience and tell someone else and they are going to come and tell someone else and that's the bait. It brings you a stronger base of loyal fans, where previously you can do offers and weird and wonderful things that stimulate large audiences for particular games, but actually you are better to have an average of hundreds than one game which is a thousand. Next season we then might do something different, we have done a number of initiatives in order to test the water in a number of different ways. As I said it’s important to us to have that good customer experience.

RGC use the usual marketing tools to promote its products and services, these include web, newspapers and free media. RGC highlight the importance of marketing through the local rugby clubs and importance of having a close relationship with the local newspapers. Face to face marketing is the type of marketing RGC think is most effective. Furthermore, Facebook, social media and the supporters who sit in the stands are also prioritised. RGC considered spending significant amounts of money on advertisement and marketing in the form of radio campaigns, leaflets and posters but found that money would be better spent elsewhere.

Table 11: Answer to question ten.

Question Answer Does the marketing To me the mix is massive, and we have got to get that mix and market complete balance right. The normal marketing mix is slightly segmentation play a prominent role in different, ours is we want to embed ourselves at every how RGC market’s angle, at every level in people's lives in North Wales. its goods and services?

45

The marketing mix is important to RGC. RGC’s marketing mix differs from the traditional model as RGC tries to embed itself at every angle and at level in North Wales and in its people’s lives.

4.6 Strategic Review Process Table 12: Answer to question 11.

Question Answer What limitations Saturday rugby creates clash for us. Rugby supporters who exist in RGC’s want to watch rugby, obviously they are playing or ability to advertise and market its supporting their local team. We are a new venture, a new goods/services? team with no supporters. We tried 5.30 kick offs and what we were finding was that it was effecting our performance and with a sense of realism, if you live in Pwllheli are you going to come after playing Nant Conwy at home, get in the car and drive to watch us play Beddau or Tata Steel? We realised that at that point having done it a number of times that yeah it’s possible but actually that people would only travel out of their way if we were playing Llanelli, Swansea or Cardiff. I could allocate thousands to campaigns and invests in a significant amount, but the product has to be as good as the money you are spending on it. You got to be realistic what the product is, so what we did was make the bigger games bigger If we are playing a name that parents might know, for example we were playing Swansea at home, then we will market big because it is Swansea, and we will make the effort because that will capture the imagination of parents but also hopefully engage the younger audience.

RGC acknowledge a clash of kick off times between its games and the community clubs. RGC concede that they are a new entity and are competing for spectators against already established clubs, where the potential spectators’ loyalties already lie. RGC consider the difficulty of making a non-attractive game, attractive and the importance of understanding

46

what the product is. RGC take the view that it needs to market the more attractive games bigger.

Table 13: Answer to question 12.

Question Answer Do you believeI don' I don’t think any business or organisation’s customers will RGC’s consumers ever be satisfied. If you recognise that from the outset you are satisfied with the current services are in a good starting point. So we have to be continuingly RGC has to offer? proactive to listen, so I make a point on match days being How can RGC increase customer very visible and making sure that people can have an satisfaction and opinion if we are delivering a service which falls below a increase consumer usage and certain level. It’s got to be relative to how much they are numbers? paying, so if they pay five or three quid then there needs to be a certain level of service, you're not going to get Royals Royce for that, but you should have a certain level of expectation which should exceed people's expectations. What we need to do is encourage stakeholders to tell us what they want, and encourage us and when we have done certain promotions like the double ticket for Narberth game when we played the u20's game and our game before, it was interesting we thought it was a great value deal because you get two games for the price of one but geography was a challenge because you may only be able to get here in the afternoon and not in the evening because of public transport but also from a season ticket holders point of view even though they are only paying £50 they felt weren't getting their value for money from the two ticket offer. Can we help grow and develop that customer experience? Yes we can. It's not been a focus, the only focus has been what's on the field, the product. From a

47

supporters point of view what we are delivering is basic off the field.

RGC accept that all consumers and stakeholders will never be fully satisfied and highlight the importance of listening and responding proactively. RGC believe that customers’ expectations should be met and exceeded, but these expectations should be relative to the cost that they are paying. RGC identified that season tickets were dissatisfied with a promotion and respondent promptly to resolve the situation. RGC concede that what they are delivering off the field is basic and the focus has been on the on field product but identify that this needs to be expanded.

Table 14: Answer to question 13.

Question Answer Do you believeAt At the moment they are fit for purpose for today, for RGC’s current tomorrow they need to be different. Have we got it right in business and marketing strategies all aspects? No we haven't. Have we got it right within the are fit for purpose? resources we have, I'd say 80% of the time we have. We Are these strategies being implemented rely a lot of people's goodwill. We need to invest in that week in week out? development of strategy of marketing and making sure we Do these implemented push to that next level that being more creative. I have more strategies help RGC ideas up my sleeve. Strategy may be channelled in a achieve their long term business different way depending on success of the team but also goals? things which we are also not in control of which is the

structure of the league above us. So if the structure of the league changes, then we could be effected by that and not be in control of it, we need to be fluid but still ambitious, in our strategies but we need to have pillars in which success can be measured against. That’s how many players are produced, how many people come through the turnstiles. Our core funding is secure for the next five years. So we have a plan A, a plan B and potentially a plan C. I monthly I

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meet the head of rugby and against budget I am monthly reviewed. Then quarterly, I have quarterly review with the stakeholders, the main stakeholders where I present facets of our development. Also there are two different organisations below that which is the Conwy strategy, so the regeneration of Conwy as a whole, I sit on a board which is monthly.

RGC accept that their strategies are presently purposeful, but need to be altered in the future. RGC concede that the strategies might alter over the coming years due to internal performance or external factors which are out of their control such as funding, league structures and political agendas. Contingency plans are in place to deal with these potential situations. RGC’s performance against strategy is monthly, quarterly and yearly reported to the WRU’s head of rugby performance, financial department and Conwy County Council’s regeneration department.

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CHAPTER V

DISCUSSION

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5 Discussion

5.1 Strategy Formulation & Structure

The RGC concept was down to visions of a working party consisting of WRU, Conwy County Council employees and local councillors rather than the product of informed strategic analysis. Lynch (2012) and Beech & Chadwick (2012) similarly suggest that it is best practice to develop strategic plans which are underpinned by and are the consequence of informed strategic analysis. Strategic analysis facilitates the opportunity for decisions, solutions and directions to be created based of sound, evidenced, relevant and reliable information (Cadle et al. 2010). There is a disconnection between what the literature advocates and the processes in which RGC was created. Contrastingly, Witcher & Chau (2014) argue that outcome is more important than process, and this was the course of action selected. Although these practices are not recommended, they did not hinder the direction and content of the strategic plans. During the consultation stage RGC identify that it was “…pretty clear that something was needed”, therefore they went ahead and created the RGC entity. With the benefit of hindsight this approach was risky, but rewarding as RGC are now a fully established team who are maturing as a brand and business and are on course to or are achieving their objectives.

Appendix A identifies the strategic document created by RGC. There is conflict amongst the academics on how strategic documents should be structured and there is no universally accepted method. Traditional thoughts by Beech & Chadwick (2012), suggests that strategic documents should be extensive and elaborative. Contrastingly, Forbes 51

(2015), a contemporary and global organisation identifies that strategic documents should be concise and consist of an executive summary, description of the organisation, mission statement, SWOT, goals and KPI’s. RGC’s strategic plan is one page long and primarily concerns mission, values and goals. RGC’s document has similar characteristics to Forbes’ (2015) suggested approach, but some vital features are not included for example there are no short/medium term goals or KPI’s. Consequently, this limits the effectiveness of the document and its ensuing performance as it lacks clarity and purpose. RGC, are currently in a consultation process over its strategic direction for the next five years. If RGC are going to continue using the approach of creating concise strategic plans, Forbes’ (2015) structure could be interacted with in order to make the document more complete, compatible and objective.

5.2 Goals & Values

RGC are very aware of their goals and values, and these are deeply embedded into the organisation. RGC are output driven, and the subsequent output orientates around the crucial objective of achieving Premiership/regional status. Taylor (2011) argues that placing high importance on being objective driven is an effective way in which to operate an organisation and can positively impact the motivation of people and quality of performance output. RGC are unique in the way it was established. RGC are a purpose made team which was created in order to achieve performance and political agendas. RGC have aspirational goals in relation to expanding the brand and business, the community, its people and player development. RGC are fully aware of their long term objectives, but from the content of the strategy document it appears there are a lack of short and medium term objectives which complement the long term aspirations. Lynch (2012) argues that measurable short and medium KPI’s are essential in order to meet long term objectives on time. RGC could make more use of short and medium term measurable KPI’s. The setting of added short and medium term objectives allow the opportunity for performance to be continuously measured against forecasted targets and assists with keeping the performance on course (Beech & Chadwick, 2012).

Interestingly, there are no specific objectives relating to the match day package and supporter experience. Table 13 identifies that RGC doesn’t view the match day experience as a focus and “…the only focus has been what’s on the field, the product”. Beech & Chadwick (2012) cite the importance of understanding the product and its potential before spending significant amount of money. Interestingly, although RGC appreciate that what it 52

is “…delivering is basic of the field”. This study has identified that supporters are majority satisfied with the match day event, quality of the product and would happily come again. This suggest that RGC consumers’ expectations are being reached. RGC highlight the requirement of delivering services and goods which “…exceed people’s expectations…”, Taylor (2011) likewise echoes the necessity of achieving this. Presently, RGC’s consumer’s expectations levels are being met but by no means surpassed. If RGC are to continue satisfying its supporters the match day experience needs to become a focus as the organisation begins to mature and expectation levels increase.

RGC’s marketing and promotional activities are all delivered ‘off the cut’. RGC recognise the importance of marketing and promotion but have not set any specific objectives or KPI’s in relation to these fields. Kotler & Keller (2009) argues that modern marketing and promotion requires innovative practices, but concedes that strategies need to be in place to order to filter and direct them. If RGC meet its aspirations of playing in the Premiership/regional game then it would need larger attendances and additional sponsors in order to make it sustainable. Therefore their current methods of marketing would be unsuited to future circumstances, as they would be insufficient, of an amateurish nature and consequently RGC would find it difficult to expand and communicate with wider audiences.

The organisational values RGC uphold are rooted the within the organisation and its people. These values are being role-modelled by its employees and players and consequently they are having a positive influence in how the organisation operates, its performance and the way it is externally perceived. Taylor (2011) argues that an organisational culture in which positive and mutual values are everyday displayed gives a significant competitive advantage. Values RGC uphold in high regard are the concepts of ‘family’ and ‘excellence’. Interestingly, RGC have adapted the concept of ‘organisational family’ to include its wider network. RGC list employees, players, volunteers, supporters, local rugby clubs, partners and the North Wales community as stakeholders in which it wants to “…bring along on the journey”. These values are the product of understanding their purpose, the focus it places on developing and supporting all stakeholders in order to meet all its objectives and getting them to join the RGC vision. RGC also focus on the notion of achieving ‘excellence’, these values are linked to its people and player development. Hoye et al. (2012) argue that creating an environment in which support

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networks and opportunities are available for people to thrive as a vital component to business success.

Interestingly, RGC have taken the stance of playing North Walian products. RGC assure that they will continue to display local talent and will avoid drafting in players who potentially have more experience. The necessity of growing organically and guarding the core identity of North Wales is at the heart of RGC. RGC reason that protecting brand identity gives a stronger base of loyal supporters. Guillaume (2009) identifies the importance of protecting brand recognisability, this is a concept RGC want to convey to the public as they emerge.

5.3 Operationalising RGC

RGC identify themselves as a trading business entity and emphasise the importance of operating within these principles. RGC acknowledge that the business and on field activity need to work collaborative but “…the performance element gives you the respect”. This suggests that RGC require the team to be performing well in order to attract supporters, commercial opportunities and generate income. This concept is supported by Robinson (2010), who identifies a correlation between on field performance and commercial success.

RGC inform that they have a network of people who are responsible for delivery and generating ideas. These consist of volunteers, in which it heavily relies on and its stakeholders, who RGC work collaboratively with on certain agendas. RGC’s manager accepts that “ultimately, the bloke in the office with the managers tag is me…I accept responsibility to take the lead”. RGC is reliant on a volunteer workforce in terms of their time, expertise and goodwill. We are informed that there is only one full time administrative staff member at RGC. RGC accept that going forward it is impossible to continue to operate in this manner and needs additional professional staff to take it forward. Cuskelly et al. (2006), acknowledges that an over reliance on a volunteer workforce can impact performance as volunteers can only contribute so much. 54

RGC is heavily subsidised by public money in which it received from Conwy County Council and by funding it receives from the WRU. RGC identify themselves as a non for profit organisation. RGC generate other income in the form of varying sponsorship agreements and ticket sales. We are informed that RGC’s survival is not dependent on the money it receives in gate receipts. Interestingly, there is a complex relationship existing between RGC and the LA regarding ownership of gate receipts, likely due to the partnership agreements in place. Robinson (2010) suggests that professional sports teams require commercial focus, as survival is dependent on generating income. If Premiership/regional status was achieved then RGC would have to increase its commercial orientation as they could not rely on further subsidies from the LA and WRU. If RGC is to play professional rugby then it needs to explore raising new income streams.

Lynch (2012) comprehends the organisational lifecycle as the stages in which an organisation experiences from its start up to its demise. Figure 28 displays Daft’s (2012) organisational lifecycle model. In table 14 we learn that RGC trust its strategies are “…fit for purpose for today, for tomorrow they need to be different”, but “…we need to push to the next level”. This suggests that RGC are aware that they are at the point in which the organisation needs to advance to the next stage of the lifecycle. The identification of such requirements gives RGC an advantage as they understand the importance of developing future plans which make long term ambitions come to life. RGC’s maturation would best fit the entrepreneurial stage with a view of progressing to the collectively stage. Daft (2012) lists creative and informal practices and the need for more employees and as characteristics of the entrepreneurial stage, these are detectible features which exist within RGC. Furthermore, Daft (2012) highlights the importance of managing the transfer between stages. Going forward, this is an aspect in which RGC needs to manage sensitively and attentively.

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Figure 28: Organisational Lifecycle Model (Daft, 2012, p.356)

Lynch (2012) highlights the importance of identifying any threats to future operations early and the necessity of establishing contingency plans in order to combat these. RGC are alert to changes which could impact its existence, identifying areas in which it has little control over such as changes to league structure, funding and political direction. Additionally, RGC are engaged in the process of forward planning and forecasting such situations and have established alternative contingency plans. Beech & Chadwick (2012) identifies this as an essential practice organisations must take in order to reduce the effect of such situations.

5.4 Commercialising & Marketing RGC

Due to RGC’s awareness of where it currently sits within the organisational lifecycle, they haven’t prioritised developing the match day package, citing you shouldn’t invest heavily without knowing “…what the product will be like…”. RGC regards match day as a “…critical chance to engage with supporters…” and supports the notion of “…seeing is believing…”. Furthermore, RGC make a point of match days being ‘visible’, and have a policy of “…making the bigger games bigger…”. RGC highlight the importance of delivering a “…level of service…” which is relative “…to how much they are paying”. RGC accepts that its consumers are not getting “…Royals Royce…” for the amount its paying,

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and that current provisions are basic but appreciates that service “…cannot fall below a certain level…”. Taylor (2011) acknowledges the importance of managing and balancing consumer expectations against what is feasible to deliver. Table 1 suggests that RGC have effectively been able to control expectations as satisfaction levels are reasonably high, with only a minority discontent. There are small offerings available on match day such as match day programme, food and drink and community engagement opportunities. RGC have hospitality packages available but this research has found that some supporters are not aware of these opportunities (figure 26). Robinson (2010) argues that well managed sports teams have vibrant match day products and services and these in itself can attract new consumers but also increase satisfaction amongst its current customers. If RGC achieved Premiership/regional status, then this would have to become a focus.

RGC are very innovate in the way it markets its day to day products and services. Table 11 displays the importance of the marketing mix is to RGC stating the “…mix is massive…” and “…the normal mix is slightly different, ours we want to embed ourselves at every angle in people’s lives in North Wales”. This suggests that RGC’s marketing activities goes beyond attracting spectators for the next home game and attempts to assert its reputation in the community. RGC market its products and services through its local rugby clubs, the web, newspapers and free media. Shank (2008) supports the use of online media and personal contact as these are the most influential marketing tools. RGC deliberated with radio campaigns, posters and leaflets but found that “…people sitting in stand are the ones who go away if they’ve had a great experience and tell someone else and they are going to come and that’s the bait”. Armstrong (2012) supports this marketing concept and highlights the advantages that can be gained from having satisfied consumers who promote the product.

5.5 Contextual Demographics

The demographics of RGC’s consumers gives fascinating reading. Figure 2 and 3 illustrate that majority of RGC’s supporters are over the age of 40 and are mostly in full time employment or retired. This suggests that RGC are not attracting younger audiences. Shank (2008) highlights the importance of capturing the imagination of younger generations as they will be the consumers in future years and without their spend the

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organisation will find it difficult to survive later on. RGC should consider methods to make home games an attractive proposition and accessible to younger spectators in order to secure future audiences while increasing current attendance figures. Kotler & Keller (2009) identifies market segmentation, targeted marketing and promotional campaigns as effective ways in order to attract the unengaged. These approaches could be applied in order for RGC to entice younger audiences to its games.

Figure 4 suggests that the North Wales public is willing to travel to support RGC. 18 supporters live within a five mile radius of Eirias Park, while 19 supporters have travelled 25 miles or more to the game. Surprisingly, two supporters travelled to the game from Tywyn, Mid Wales, one from across the border and numerous from the Wrexham area (figure 5). This indicates that there is an appetite for the product and people are willing to spend significant amounts of time and money travelling to support RGC. This also suggests that RGC have a core group of loyal supporters and they are happy with the quality of the current product. Unsurprisingly, majority of the supporters live in locations which are in close proximity of the A55 carriageway which runs along the coast (figure 6). The number of supporters who live in rural areas such as Snowdonia or Mid Wales is significantly less, suggesting that accessibility and quality of transport links plays a part. This is an aspect in which RGC have little influence and control over and therefore can do little about except making the product a more attractive proportion. RGC recognise the geographical challenges “…10,000 square miles…” brings (table 4).

Almost one/third of RGC’s supporters are members of a local community rugby club (figure 7). 12 out of North Wales’ 34 affiliated clubs were represented amongst the respondents. This suggests that amongst the community rugby clubs in the region there is appetite for RGC. RGC identify the possibility of altering kick off times and dates in order to avoid a Saturday afternoon clash with the community game and give supporters, players and coaches the opportunity to support both their local clubs and RGC. This could boost attendances while attracting first time supporters who were other wised engaged with their local club. RGC identify the importance of “…marketing the bigger games bigger”, therefore there is an opportunity for RGC to move a marquee game to a Friday night, as this would maximise the number of available audience, while making RGC accessible to members of local rugby clubs.

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5.6 Consumer Behaviour & Demand

The supporter’s questionnaire identified two primary communication methods in which the respondents indicated as to how they heard about the game. These were the club website and word of mouth (figure 12). The frequency of these methods, supports RGC’s faith in that face to face promotion and club website are its most effective communication tools. This suggests that RGC’s communication methods have been tailored to the consumer’s requirements. Irwin et al. (2008), supports the use of one to one communication due to its personal interaction characteristics and its ability to influence further than other platforms can. This is an approach which is popular amongst its supporters and an approach in which RGC’s communication focuses around. Additionally, figure 13 illustrates the popularity of RGC’s online media platforms. Coincidently, the club website was most popular followed by Twitter. 25% of RGC’s supporters do not engage with RGC online, therefore RGC needs to ensure it does not exclude and that appropriate communication channels are available for this segmentation.

This study has identified that supporters are well engaged with the RGC brand and that a strong and loyal supporter base exists. Interestingly, the majority of supporters are under the impression that Premiership/regional rugby would increase their interest and commitment. 50% of the respondents were able to name five players with 26 squad members listed. This suggests that the RGC brand is renowned, there is a high appetite for the brand and that the attendees are engaging with the team. This is reflected in figure 16 as 48 respondents were returning costumers with 22 of them being season ticket holders. 8% of the respondents were watching RGC for the first time, suggesting that RGC is an attractive and persuasive brand. This research has identified that the type of relationship the supporter holds with the person it watches the game with is varied. Supporters are comfortable watching the game with their partners, friends, parents and members of the same local rugby club. This suggests that supporters believe the RGC product is suitable for varying types of audiences.

5.7 Performance against Objectives

Generally speaking, this study has identified that RGC’s consumers are content with the current match day products and services and the opportunities they have to engage with the team. RGC recognised from the outset the impossible task of satisfying all consumer expectations and requirements. Shank (2008) highlights the importance of accepting this

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and using this as a starting point. Table 1, displays that an overwhelming majority of supporters believe the match day event and experience was enjoyable, they would come again to an RGC game, tickets are cheap and affordable, the match programme is good value and that games are appropriately stewarded and parking is not an issue. The research has identified that there is some dissatisfaction amongst supporters regarding its advertisement, marketing and promotion methods, these will be discussed in detail later.

RGC are performing reasonably well against its strategic objectives as outlined in Appendix A and explained in table 8. RGC are on track to achieve merited promotion to the Premiership within the next two seasons and currently sit 3rd in the WRU Championship table as of 14th March, 2015. At its inception RGC outlined the target of achieving this status within five years. Currently RGC are three years into its operations, and there are only two years left before this deadline passes in which this promotion must be secured. Although this is not worrying, this target might have to be renegotiated as performances on the field are not guaranteed and assumptions cannot be made.

RGC are currently delivering a core product which displays a high quality, attractive style of rugby. 84% of spectators reasoned this as their motive for attending. The quality of the product has captured the imagination of the North Wales public and RGC are attracting attendances of 600-800. In table 8, we are informed that “…attendances are more than one and that’s a positive…”. This suggests that RGC have not established any specific targets relating to attendances but preferred if home games attracted crowds. Not only is this product appealing to supporters but also local businesses are keen to affiliate themselves. Consequently, RGC have been able to secure a catalogue of sponsors. This is also the product of RGC’s ability to effectively manage stakeholders and the regard in which the organisation is held by the North Wales public and local/national stakeholders.

RGC are performing above expectations against its targets for player and employee development. Several RGC players have gone on to represent Wales at age grade levels and a number of players have been exposed into the regional game. Furthermore, a number of RGC staff have achieved career progressions and taken up elevated roles within the WRU. Cuskelly et al. (2006), argues that volunteers should be given the opportunity for progression and continuous professional development, this is an aspect in which RGC could look to explore further in order to keep the volunteers it heavily relies on satisfied.

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Financially, RGC are on budget. RGC opted out of spending significant amounts of money on marketing and advertisement due to the uncertainty of its impact and the availability of free media platforms. This suggests that RGC is well governed, financially responsible and control measures are in place in order to regulate spend.

From a community perspective, the activities in which RGC deliver are being performed well. RGC are delivering numerous activities from physical literacy programmes to community engagement opportunities and these are delivered in close collaboration with several public organisations and charities. RGC are reliant on funding from Conwy County Council and therefore its performance in the community is vital to protecting future funding. RGC are making positive contributions to the regeneration of people and the area and consequently are being positively received across the county.

From a marketing and promotions perspective it appears there is a dissatisfaction amongst a number of its supporters on the way these aspects are delivered. RGC appreciate that its marketing and promotions can be improved. Figure 13 displays the popularity of the club website and social media platforms amongst its supporters. Contrastingly, table 1 suggest that there is a belief amongst some supporters that RGC’s media coverage before, during and post-game is inadequate. This suggests that the supporters want to be communicated via these channels, but they feel there is a lack of stimulating content released and activity on these accounts. Interestingly, 39% of the respondents in this study believe that RGC games are not advertised well (figure 23). Although RGC have not established any goals in relation to marketing and promotion, but believe in the notion of “…igniting the flame in the brain…”. RGC will need to increase its activity and adjust the direction of these areas in order to increase satisfaction, but also for them to be compatible for future development.

5.8 Review & Adaptation Process

Once performance attainment against objectives has been identified, Lynch (2012) highlights the importance of utilising this information in order to direct the next course of action. RGC are ‘on target’ to achieve its long term goals and is achieving success in its broad objectives of developing a brand, business, people and community. This research has identified an aspect in which RGC might feel disappointed with, that being the consumer’s appreciation of its marketing and promotional activities. If RGC are to solve this issue then it needs to consider why the consumers are dissatisfied. A legitimate

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reason for why RGC’s marketing and promotional activities cause dissatisfaction amongst some supporters is their reliance on a volunteer workforce. Consequently, information might be irregularly or not be released, due to the volunteer’s inability to commit. Cuskelly et al. (2006), emphasises that organisations need to be supported by volunteers but not over reliant on them. Currently RGC rely heavily on peoples goodwill, RGC identify in table 4, that they require more professional staff in order to meet its future aspirations.

Taylor (2011) highlights the importance of continuously improving services and products as consumer expectations are always rising. Beech & Chadwick (2012) acknowledges the importance of exceeding expectations. Currently, RGC’s consumers’ expectations are being met, but failing to improve its services and goods could see a decline in these levels. RGC concede that the secondary services and goods available at its home games hasn’t been a focus. If and when RGC achieve Premiership/regional status, exceeding expectations and developing the match day package needs to become a focus otherwise the sustainability of the business could be in jeopardy.

If RGC are to advance forward to the next stages of the organisational lifecycle and put itself in a position to achieve its long term objectives, RGC need to re-evaluate its current strategies, implementation and direction. RGC acknowledge that their strategies are “…fit for purpose today, but not for tomorrow.” This suggests that RGC are aware that they are in a transitional stage of the organisational lifecycle. RGC are fully aware of its aspirations and identify there needs to be a change in emphasis and urgency. We see a lack of clarity and purpose in the current strategy document as no short and medium term KPI’s are indicated. Forbes (2015) emphasises the importance of setting short and medium KPI’s which support the achievement of long term objectives. In order for the next strategic document to be purposeful, it is essential that KPI’s are recognised.

RGC’s performance against objectives is regularly monitored (table 14). Stakeholders are met monthly, quarterly and annually in order to report on how well it is performing. RGC’s performance is monitored by the WRU and by Conwy County Council against how well it performs financially, on field activity and community engagement.

Table 15: SWOT analysis of RGC.

Helpful Unhelpful

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Strengths Weaknesses

 Security of funding for five years  Dependency on core funding  Relationship with Conwy Council  Reliance on volunteer workforce  Eirias Park  Quality of complete match day ‘package’  600-800 average home gate  Lack of clarity in strategy document  Players going on to represent regions and age  Lack of measurable short term targets & grade national side KPI’s Internal  Quality of on field product  Perceived marketing and promotion  Catalogue of sponsors performance by consumers  Control over marketing costs

 On budget  Embedded organisational values  Customer satisfaction and demand levels  Brand recognisability

Opportunities Threats

 Reaching Premiership/regional status (increased  Changes to league structures interest and revenue)  Funding beyond five years  Expand workforce  Change in LA’s political agendas

External  Expand match day ‘package’  Change in WRU agendas  Size of North Wales audience and region  Future availability of Eirias Park for RGC  Develop marketing and promotion use  Modify strategy document  Only two years left to achieve promotion to  Develop KPI’s Premiership before targeted deadline passes

In order to appreciate the effectiveness of an organisation’s internal processes and practices and the external climates in which it operates, Wilson and Gilligan (2005) argue that strategic analysis should take place. Data collected from the questionnaires, interview and RGC’s strategic document has been used to create a SWOT analysis of the organisation (table 15). SWOT was chosen as the analysis tool due to its design features which allows the internal/external environments and helpful/unhelpful aspects to be considered. Lynch (2012) highlights the importance of exploiting organisational strengths and opportunities and minimising the effect weaknesses and threats have in the process of maturing an organisation. RGC should consider undertaking similar analysis during the

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consultation period it is currently in over its new strategic document as it could assist with directing and informing content.

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CHAPTER VI

CONCLUSION

Conclusion

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6.1. Research Findings

The purpose of this research was to identify whether RGC’s business and marketing strategies are fit for purpose. The research was conducted with a view of exploring whether RGC’s long term ambitions of playing at regional level can be achieved under the current strategies that are in place. This research has identified that RGC’s strategies are “fit for purpose for today, but not tomorrow”. RGC’s current strategies make its ambitions achievable, but there is scope for repurposing and enhancing the planning, implementation and review stages of these strategies RGC’s appreciates the organisational lifecycle and this impacts its strategy (Daft, 2012).

The rapid growth achieved by RGC since its first competitive game in 2012 is down the security of funding it receives, the relationships held with stakeholders and the Eirias Park facility. RGC have matured as an organisation and now have a quality on field product, a large supporter base, catalogue of sponsors and players going on to play representative rugby which has created a recognisable and investable brand

This research identified that RGC do not rigorously follow processes suggested by academic literature and industry best practice (Beech & Chadwick, 2012; Lynch, 2012). RGC’s one page strategic document lacks purpose and clarity due to the lack of detail in the content, lack of measurable KPI’s and lack of short medium term objectives which contribute to achieving long term objectives (Forbes, 2015). RGC’s strategies consider the business, performance, marketing, match day experience and community elements of the organisation. RGC interact effectively with the review process. Performance attainment is regularly internally and externally reviewed, while contingency plans have been set. RGC are currently re-visiting its strategy document and direction,

This research has identified that there is a demand for a regional rugby team in North Wales and that RGC have a loyal supporter network who are engaged with the brand and are satisfied with the current products and services (table 1). This is supported by the fact that supporters travel far and wide to watch RGC (figure 6). RGC and its consumers, similarly identify that there is scope to improve and invest in its match day, marketing and promotions. RGC identify that the next step is to focus on delivering a customer experience and invest in marketing in order to attract more supporters. Hoye et al. (2006) and Wilson & Gilligan (2005) suggests this can be achieved by informed marketing strategies and increasing the number of full time administrative staff.

6.2 Research Limitations 66

Following the completion of the research, two limitations have been identified. The first limitation concerns the lack of interaction this research had with RGC’s employees and volunteers. This research design explored RGC’s strategy from managers’ perspective and consumer’s perspective but failed to consider employees and volunteers who are responsible for delivering the strategy and delivering the service/goods to the consumer. Gratton & Jones (2014) appreciates that interviews should only take place with participants who have detailed knowledge and context around the subject. Therefore, a questionnaire exploring their knowledge and awareness of the strategy, the goals and values could be included in future research.

The second limitation concerns the analysis methods used to interpret the questionnaires and interviews. In order to generate enhanced and meaningful data, codification of data could have been used to group the responses given in the questionnaire and in the semi- structured interview (Gratton & Jones, 2014). Considering that only one interview was held, this approach was not essential in the research, due to the ease of interpreting a singular set of data. If interviews were held with additional employees of varying power and influence in the organisation then codification would make themes easier to be recognised and interpreted. This design could be used in future research.

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World Rugby. (2014). [Online]. IRB becomes World Rugby as New Brand is Launched. http://www.worldrugby.org/news/37400. [Accessed 28th November, 2014].

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APPENDICES

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Appendix A RGC Strategy Document (2012) RGC Mind map document that we created after 3 & revised after 6 months in post – gives shape and guidance.

We then targeted key areas with the team based on available resource. We regularly revisit the map.

One of the key areas was linking Performance & Development to ensure the conveyor belt of talent continues.

After the recent restructure the new P&D Manager and the team are creating a linked 12 month plan due by the end of October.

Quick RGC overview -

1. Background - A clear local pathway was required for a 1/3 of the population of Wales (circa 1million)

2. Objectives - I said we needed to be in the Premiership within 5 years & a Regional team competing in B & I Cups & Amlin Competitions in 10 years.

3. Benefits - Quality & participation numbers in club rugby in North Wales will rise resulting in a strong Wales.

4. Principles - Traditional values with a holistic approach to develop good people as well quality rugby players all based on local talent development.

5. Strategies - Communication is key, regular assessment & close working relationship with the clubs - imbed RGC at the heart of the community.

6. Responsibilities - Engaging and motivating the staff and clubs with the clear objective and demonstrating how important they are as a key piece of the jigsaw of success.

7. Goals - At present only 1 quality rugby all weather training venue exists and we have a low standard coaching. We need to improve facilities, coach the coaches & ignite the flame in the brain of young kids. We want to have 3 geographical quality training centres in North Wales. This will create a strong foundation for the game up here.

Three big challenges for 2013 and beyond.

1. Lack of Senior Coaches willing and able to help raise standards

2. The long distance to reach the quality training venue from across the region

How are we going to continue the development of the Region after 2015 - (financial underwrite agreement with CCBC expires.

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Appendix B Participation Information Sheet - Questionnaire Participant Information Sheet RGC’s Business & Marketing Strategy; A Case Study Why have you been asked to participate? As a member of a general public visiting RGC’s home match you have been invited to participate so that the current RGC’s match day experience and engagement opportunities can be analysed. Furthermore you have been invited to participate in this questionnaire so that your match day requirements can be identified. What happens if you agree to participate? If you agree to participate you will undertake a questionnaire asking you about your engagement with RGC and your match day experiences and requirements. What are the benefits if I participate? Through participation in this research, the research’s finding may potentially improve RGC’s commercial and marketing readiness for regional rugby and improve the general public’s match day experience and engagement opportunities. Are there any risks? There are no substantial risks in participating in the research. Your Rights Participation in this research is completely voluntary. You may withdraw from the study at any time, without giving any prior warning or reason. What happens with your data? The data will be coded so we can remove the participant’s name. A record of the codes will be kept so comparison of the data can take place. No individual will be identified in the study. What happens next? Attached to this participant information sheet is the participant consent form. If you so wish to be involved in this research please complete the form. This form will need to be completed before you participation in the questionnaire. Your privacy In order to protect your individual privacy we have taken a number of appropriate steps which ensure you cannot be directly identified. Your information will be kept securely and away from your consent form. Once the study is completed your information will be destroyed, but your consent forms will be kept securely for 10 years as we are required to do so by Cardiff Metropolitan University. Further information Should you have any question in relation to this research please feel free to contact us. Elgan Williams [email protected]

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Appendix C Participation Information Sheet - Questionnaire Participant Information Sheet RGC’s Business & Marketing Strategy; A Case Study Why have you been asked to participate? As the manager of RGC you have been invited to participate in a semi structured interview which concerns the strategic planning, implementation and review process of RGC’s business and marketing strategy. You have been selected due to your enhanced knowledge on the subject. The purpose of the interview is to identify whether the current strategies are fit for purpose and contribute towards achieving RGC’s long term objectives of playing regional rugby. What happens if you agree to participate? If you agree to participate you will participate in a semi-structured exploring strategic planning, implementation and the strategic review process. What are the benefits if I participate? The research’s finding may potentially help RGC’s refocus its business and marketing strategies and make them more compatible to achieve regional rugby. Are there any risks? There are no substantial risks. Your Rights Participation in this research is completely voluntary. You may withdraw from the study at any time, without giving any prior warning or reason. What happens with your data? The data will be anonymised so we will remove the participant’s name. A record of the codes will be kept so comparison of the data can take place. No individual will be identified in the study. What happens next? Attached to this participant information sheet is the participant consent form. If you so wish to be involved in this research please complete the form. This form will need to be completed before you participation in the questionnaire. Your privacy In order to protect your individual privacy we have taken a number of appropriate steps which ensure you cannot be directly identified. Your information will be kept securely and away from your consent form. Once the study is completed your information will be destroyed, but your consent forms will be kept securely for 10 years as we are required to do so by Cardiff Metropolitan University. Further information Should you have any question in relation to this research please feel free to contact us. Elgan Williams [email protected] C - 1

Appendix D Consent Form

Participant Consent Form Participant Reference Number: ………… All participants are required to complete this section. Please initial each box if you are happy with the box’s content. If you have any questions or require clarification please ask. 1) I confirm that I have read and understand the information disclosed on the information sheet for the research. I had the opportunity to consider the information sheets context, ask questions and these have been appropriately answered.

2) I understand that my participation in the research is voluntary and I have the opportunity to withdraw from the research without giving any reason at any time.

3) I understand that information from the study may be used for reporting purposes, but I will not be identified.

4) I agree to take part in this study.

Name______Signature______Date ______

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Appendix E Pilot Questionnaire Personal Survey Reference Number: ____

Age? 0-17 18-30 31-40 41-50 51-60 60+ Sex? Male Female Postcode? ______Occupation? Student Unemployed Part Time Full Time Retired Are you connected to a local rugby club? Yes No Club? ______Role? ______Your RGC Connection How did you hear about today’s game? RGC website Social Media Newspaper External Website Physical Local Advertisement Word of Mouth Suggest Others? ______Are you a member of the supporters club? Yes No In what capacity are you watching? Tick Season Ticket Holder Returning Supporter (paid on gate) First Time RGC Supporter Away Supporter RGC Sponsor/Partner

How do you engage with RGC official handles online? Club Website Twitter Facebook None Can you name 5 current RGC players? ______Who are you watching today’s game with? Tick Tick By Yourself Friends Members of same local rugby club Parents With people in official capacity at game Partner Business Partners/Clients Children Wider Family

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RGC Experience Why are you watching today’s game? Tick Opportunity to watch high quality rugby in North Wales Opportunity for a family day out Tickets are cheap and affordable Opportunity to be at a high quality event I have a family/friend connection in RGC Business purposes

Dis Strongly agr Agree Strongly Agree Disagree ee RGC’s match day event and experience was enjoyable. I would come again to an RGC home game. I feel engaged, loyal and committed to RGC. RGC games are well advertised. RGC’s media build up to games are informative and build excitement. RGC’s media coverage during game is informative and builds excitement. RGC’s media coverage following a game is informative and builds excitement. Tickets are affordable and good value for money. I am aware of RGC’s sponsorship and hospitality packages. RGC’s match programme is good value for money and of high quality. I am aware of external promotions and offers I can get with my RGC ticket. Eirias is appropriately stewarded at RGC games and parking is not a problem. Premiership/Regional rugby would increase my interest and commitment.

At Future RGC games I would like to see? Club Shop Half Time Entertainment Post Match Interviews Online Match Highlights Online Matchday Children Birthday Parties Suggest Others? ______E- 2

Appendix F Final Questionnaire

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APPENDIX G Pilot & Final Interview Guide

1) In 2010, the North Wales Rugby Council identified the necessity of RGC functioning as a business, does RGC currently see themselves as a business and is it being operated as one? Is the focus on the business or on field activity? 2) Do RGC have a business strategy? How did RGC’s business strategy come to light? Who created these strategic and operational plans? Was strategic analysis and planning undertaken to develop this strategy? 3) What are the current limitations in RGC’s ability to operate as a business and deliver its strategies? What are RGC’s competitive advantages? 4) Where do RGC see themselves in 5 years’ time? How are RGC going to get here? 5) What are the business goals RGC aim to achieve? Who is responsible for delivering these? Are these goals communicated to all employees, volunteers and stakeholders at RGC? 6) How well are RGC performing against the business objectives? What does business success look like? Are these measured and monitored, if so how, how often and why? Who are these reported to? 7) What are the organisational values do RGC uphold? How important is consumer satisfaction? Who are RGC’s consumers? 8) How do RGC generate revenue? 9) How is RGC currently marketed and advertised? How much time and money is spent on marketing? 10) Does the marketing mix and market segmentation play a prominent role in how RGC market’s its goods and services? 11) What limitations exist in RGC’s ability to advertise and market its goods/services? 12) In order to perform well as a business, consumer satisfaction is vital to securing returning customers, do you believe RGC’s consumers are satisfied with the current services RGC has to offer? How can RGC increase customer satisfaction and increase consumer usage and numbers? 13) Finally, do you believe RGC’s current business and marketing strategies are fit for purpose? Are these strategies being implemented week in week out? Do these implemented strategies help RGC achieve their long term business goals?

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Appendix H Pilot Interview Transcript

EW: This is Pilot interview number one from the case study of RGC's business and marketing strategy. The researcher is Elgan Williams, the purpose of this pilot is to gauge the question appropriateness and style whilst seeking insights on the topic from an alternative industry situation. Please could you introduce yourself and your job title?

L: Anonymous A, my job title was Principle Officer for leisure services.

EW: So which organisation were your experiences and knowledge on the topic referred to?

L: Local Authority A, which is…erm...I think the fourth largest authority in Wales, budget of about £300 million and about 9000 employees, so quite a big organisation.

EW: Brilliant. Ok. Moving on to question one, does Local Authority A currently see themselves as a business and is it being operated as one?

L: Erm…it doesn't see itself as a business, it is a public sector organisation. Erm…so it's spending public money and its accountable to…erm...not just shareholders but stakeholders and communities. But…erm…it would be expected to be and is managed in in a way that is business like.

EW: Would the focus be on the control aspect of the business or would the focus be on the activities and policies it runs?

L: Erm...it should be a skilful balance and blend of clear considered policy direction from the politicians and the strategic managers with, you know, kind of…erm...consistent high quality disciplined implementation by sort of middle managers and operation staff, that's what it should be. But, you know, it's a big organisation, it's geographically quite a big area so it doesn't always work out like that and would be a fair comment.

EW: So could you refer to an experience where it hasn't worked out?

L: Erm...that's a good question. Erm...I mean my immediate response was to refer to an example of where it had worked well. Erm...so, erm... okay. Erm...yeah a big, a big part of public sector and local authority…erm...policy and ambition is to you know get close to and serve the community, and one thing we found in the sport and leisure which was leisure H - 1

centres, gyms, swimming pools, sports development and our remit also enclosed included cultural activity so arts and arts development, why they've given it to a bunch of thugs like us I dunno but there we are. But we had…erm... poor IT and data management it was a bit antiquated and was paper driven. So we needed…erm...you know, modern IT system with proper tills to gather data, allow us to analyse it and then understand individuals and therefore families and communities better so we could tailor services and target resources. So we…erm...we, you know, made a business case for the technology got the money erm... had a good proters of procurement including actively involving the staff, we purchased all this kit, introduced it and I think, you know, we now had or have better information which allows the managers to better manage the business but also allows us to get closer to and…erm...you know, connect with what the customers in the community want. So I guess that was good idea, well argued, supported by the organisation and pretty well implemented and I think it's still going now.

EW: Excellent. So moving on…erm...did Local Authority A have a leisure strategy?

L: Yes.

EW: Yeah. What did it include?

L: Erm...the leisure it was based on the premise of more people, more active, more often. So it was very much at the kind of the community participation end of the pathway. We did have a scheme to identify and encourage excellence. Erm...we had a scheme whereby talented athletes could apply for department or authority support and they would get free or heavily subside access to training facilities and so on. But, so a later strategy was more people, more active, more often it was about what Local Authority A wanted to achieve but it also paid close attention to you know what the Welsh Assembly Government and the national politicians wanted and it was, you know, underpinned by, you know, Climbing Higher and all these documents.

EW: So…did the strategy come to light based on what Sport Wales and the Welsh Assembly Government required of you or did you take your own direction in?

L: No, it was, that’s a good question, it was a hopefully a skilful, you know, kind of politically sort of negotiated balance of what we felt was right for our local area you know this think local think global, act local. So, we were very mindful of what the national politicians and H - 2

Sport Wales, what their aspirations were but it was how it was interpreted for what our politicians felt was important but our patch. So was a bit of both and that was reflected in the way the document was…erm... you know, written.

EW: Good, good. Was there any limitations to the strategy?

L: Oh yeah! Erm...part of the strategy included a risk management assessment where in affect we took a formal approach to, you know, what are the risks or the constraints and list the usual things, you know, erm...you know, there's only so much money. Erm...so we had to prioritise and that meant some difficult decisions. Erm...we had twelve/thirteen leisure centres which were very old…erm...and required a lot of expensive maintenance. Erm…the other thing we noticed was that although we were one authority and you just asked me a question about you know we had national policy locally interpreted but even within the borough there was a north and south so the south of the borough was quite wealthy, the north was very deprived, so yeah that created a some challenges in terms of strategy.

EW: Did the strategy alternate between the north and the south, was there different objectives to be achieved?

L: I would have said again that's a good question. Erm...it was a kind of political strategic compromise because…erm…there's nothing so unfair as treating everybody the same because of course people are different. But then people value consistency, you know, well you’re not, you know, treating them different to us. So we tried to have some broad strategic objectives but we tried to make them locally negotiated between the north and the south and even within some leisure centres in the north that were really deprived, and I think that was a bit of a struggle. Erm...and I'm not sure that we got it right or that we went as far as we could of done because members, politicians found it a little bit unsettling. And of course it's a far more complex argument far easier just too, but yeah, we tried, we had a go at that.

EW: Excellent, erm...moving on does the local authority leisure department where do they see themselves in five years’ time?

L: Erm...well there's two answers to that question, the first is when I was there we produced…erm…and not just me Anonymous B, was you know, Anonymous B and I H - 3

worked together. Anonymous B was, you know, really active strategic member of, you know, the department. So we…erm...produced a, what did we call it, options appraisal where we said look members these are all the options open to you stay with us go to trust, go to the private sector. Erm...we did a good job it was the document was actually wholly endorsed by the Wales Audit Office so that was nice. Erm...in the end the members went for the safe option, actually was a good option carry on as we are but perhaps do a bit better. I think the second answer to the question is that the landscape has changed completely now, erm...and that probably in the next five years those facilities if the political argument is won and members have an anxiety about seeding control because you know they've been elected and erm...but I think it'll go to a trust.

EW: Great stuff. Erm...so what objectives did the LA leisure department want to achieve?

L: Erm...well we had all the usual gizmos you know strategic management, we had balance score cards. With performance management erm...I think we had Quest. In fact Leisur Centre A, was one of the first centres in Wales to get Quest. Erm... and we, you know, we had other bits and bobs. Erm…but I think our objectives were to…erm... you know, deliver a good service to the budget we had. Erm...to sort of manage and develop our staff resource. Erm... and…erm…to make sure that we stayed connected to and had satisfied you know…erm... customers. Yep that's about it I would say.

EW: How well did you perform against those targets?

L: Erm...again, another good question and we had good years and bad years. Erm...I think…erm…the Wales Audit Office came in and gave us a going over and I think we were recognised as having provided a good service within budget and they identified I think between three and five areas of our practice that should be shared. On the basis of that the Wales Assembly Government included us as a best practice exemplar in an industry scheme. Erm...and the authority had their own sort of, what do you call it, they used to do a kind of…erm...what was it called, sort of customer satisfaction survey. Erm...and I think we were one of the out of all the services we were in the sort of top half dozen services in terms of improvements.

EW: Was customer satisfaction at the heart of the business, or the LA?

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L: Erm...you know what I think it was a pragmatic blend of keeping the customers at the heart of what we did but mindful that…erm...we couldn't give them everything. And that part of it was managing expectations, but you know one famous example was where we, you know, we went to do a survey and they were one of the most deprived centres in the north of the valley. You know, which have very low participation and they wanted us to build a brand new swimming pool. So, it was about managing expectations, making them aware of the, you know, and seeing them as equal partners in a way so you know these are the constraints and the realities and doing what we could for them.

EW: Excellent, so how did the LA generate revenue from its leisure activities?

L: Erm...we generated income through…erm...activities, courses, events and memberships basically. Erm...that's how we did it. Erm...also things like food and beverage and secondary spend. Erm…yeah that's how we did it. So it's essentially getting people into the leisure centres to generate income or going out into the community to generate…erm...you know income in particular sports development stuff, and merchandising, we did some merchandising.

EW: Did this income generate profit?

L: Erm...goodness me no. We were not the point was to…erm... minimize the subsidy that we received from the local authority. Erm...and, you know, that that decreased year on year because of budget cuts.

EW: Was there a target for that?

L: Oh yeah we were big into…erm... financial management, because without going into the you know the boring history, the department had been split into…erm…sort of direct services which was run commercially which is where I first got involved and then the community side which was kind of, you know, prudent but less business orientated and over time we merged the two and I would of said we were we were you know we were pretty good financially, you know, we as far as we could we ran along pretty commercial lines so we had you know good budgets, we were commercially orientated, you know, we looked at minimize costs maximize income ect.

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EW: That leads me on nicely to the next question. How was it marketed and advertised around the local area?

L: Erm...we used a private sector ratio we committed three to five percent of our budget to marketing activity, we were very clear on having a good brand. And…erm...and then rolling out that main brand to sub brands around health and fitness, erm...you know, etc. Erm...and then we underpinned the brands with staff uniform and with appropriate, you know, marketing material, I think we were we actually won an award for innovative marketing…erm...but we got a bit carried away and convoluted at times if I'm honest, but yeah we were fairly proactive and I think we got it.

EW: Excellent, did the marketing mix and market segmentation play a vital part?

L: Erm...yeah I mean it there's two issues there we were into mosaics and segmentation we had heat maps of the borough so we could see you know where the…erm...you know, what sort of socioeconomic groupings and lifestyle patterns well that was colour coded and we tried to tailor our price scene and marketing to that. But mindful of what I said earlier sometimes politically that works, sometimes politically it was, you know, it was it was difficult to get that point across. Erm...and then, sorry, so that was the erm...so that was the market segmentation and I think we that meant that we put on sometimes different activities and price them in slightly different ways. Yep.

EW: Was there any ways you could improve your marketing activities?

L: Erm...I think we could've perhaps presented a stronger argument for…erm...in a way we were very corporate and quite stylised and sort of consistent but I think we should have been a bit more confident and a bit more persuasive about for going for more local initiatives, with local pricing. I think that would of got us closer to communities and individual customers. Yeah.

EW: Good, erm...in order to perform well as a business consumer satisfaction is vital securing returning customers, do you believe the LA's consumers are satisfied with the current services that is on offer?

L: Erm...I can't remember the figures but we did, I do remember the customer satisfaction…erm...you know, did improve over time. It did become more difficult because

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of course you’re trying to do more for less which means it's difficult to maintain the quality and the tailoring. Erm...some, some customers you know want to be consulted but some are kind of thinking well it's your job you get on with it you know that's what we are paying our rates for you to make these decisions. So I would of said, yes they were fairly satisfied and we surveyed it and we tracked it…erm...but it it's increasingly competitive and demanding, you know, environment I would of said.

EW: Good, that leads me on to our last question do you believe the LA's current business and marketing strategies are fit for purpose and are these strategies implemented week in week out and do they help achieve the long term business goals?

EW: Are the strategies fit for purpose?

L: Erm...okay this a kind of bit of a mix because I'm drawing on what we did but I'm kind of I'm also aware of what they are currently doing. I would of said, and the authorities had some bad press because it had one or two bad people unfortunately in senior positions and of course that that tends to blur peoples. Erm…Local Authority A was recognised as quite an innovative authority even though it was quite big. Erm…I would of said the strategy process was quite good, it was quite consultative, erm...it was mindful of the political and sort of wider context. It was kind of sort of good live document. Erm…I think implementation was pretty good, you know, we were good at getting out there and meeting regularly. Erm...we could of perhaps…erm...managed certain people a bit better…erm...which kind of created a sort of strategic inconsistency sometimes. Erm...but and there were work load pressures cause you were been asked to do more for less, which translated sometimes into, sort of, erm...sort of management and service delivery inconsistencies. But I would say it was a pretty good approach a pretty good plan they were implementing it as well as they could. Erm...and there were some fairly regular and formal review, internal and external but you know increasingly demanding environment. Erm...I would of said, you know, but as some point you simply say well there's not enough money simply to do the minimum and you know that's tough and that's why the leisure trusts of course, because of the vehicle free up a lot of money which other vehicles can't access.

EW: Brilliant, so finally did these strategies help…erm...the LA achieve their long term business goals?

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L: I would of said so otherwise, you know, it's like putting a team onto the park without a game plan. It might work, it might not it might not work as well as it could. So, we did stop and think about it we had a game plan, I think it was a reasonable game plan…erm...and it worked quite well but to use the sporting analogy, you know, the rules of the game were changing, the competition was getting tougher…erm... and so I think in the future, you know, in house provision of a non-essential service in the current environment is it's gonna be trusts as a vehicle to free up access to resources or you know, in more commercially orientated authorities, political authorities. I think they'll just hand it over to the private sector.

EW: Ok, brilliant thanks very much for your time.

L: Ok.

EW: Cheers.

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Appendix I Transcript from Interview with RGC Manager

EW: Moving onto the first question. In 2010, the North Wales Rugby Council identified the necessity of RGC functioning as a business. Does RGC currently see themselves as a business and is it being operated as one?

M: Erm…RGC...erm...Does in one instance see themselves as a business because of the nature of…erm…developing a brand, but also its being operated as a non for profit organisation.

EW: Erm…Obviously within RGC there's two entities the performance and the business which one takes more priority?

M: From our perspective they have to work together, so the performance element gives you the respect so if you are not performing then you're not bringing the spotlight of success in the short term you can't get respect. So it’s important to get the balance right, so we need to have performance, we need to have success and we can talk a bit later on how success is measured...erm…but from a business point of view it needs to be a successful business in other words it needs to work well with sponsors and partners to look at future investments and development together.

EW: Excellent, moving onto the next question, does RGC have a business strategy if so what is it?

M: The business strategy is, as we set out early on, erm…is within five years to be playing in the Premiership…erm...in ten years to be available to be selected as a region...erm...that plan has been made public and in simple terms it’s been looked at from a business point of view but from a playing pathway, do we have enough players to supply a region at that level, do we have enough business' that have an appetite to support and invest in a region.

EW: Can that process be accelerated or decelerated?

M: So, the process of development...erm...is about you can buy your way to success, basically you can invest in a different number of players to help you win games, which

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would win the league in the short term, but as your developing a business or a brand it needs to keep its core identity which is North Wales, so the balance of having North Wales products playing on the field, that people can recognise and want to come and support is really key. Sometimes you shoot yourself in the foot because you are playing young players without the experience you played an outsider...erm...but as you’re developing a brand people connect to young players growing through. So you really having to get that very delicate balance right.

EW: Understandably, how did this strategy plan come to light then?

M: So, the original plans go back even further than 2010 when the league structure was changed, and Division One North had a glass sealing put on it and they restructured the leagues. Erm…if you are an elite performer, how would you develop if you wanted to stay in North Wales. Erm...so without having a player drain south or a player drain east to England they needed to come up with a solution and setting up an academy was based on being on the centre of excellence dovetailed into the fact that Conwy were looking to regenerate Colwyn Bay, so, Conwy built it and the plan was to build it then you find a partner to fill it and if you build it they'll come and they'll grow from there. It was a plan for regeneration of Conwy, and Colwyn Bay but also the partnership worked for both because they were able to grow and develop at the same time.

EW: Excellent, so at the strategic…erm...planning stage how much analysis was undertaken?

M: I think from the first stage will they build it...erm...I think the plan before I arrived was they needed something that the regeneration strategy can be hooked onto and the developing the facility was due to availability, it was down to funding availability and it was the vision of a guy by the name of anonymous W from Conwy Council and councillor anonymous X who said build something and we'll find someone to put in it with an appetite to grow together so I think it was their vision rather than a thought process of analysing what’s the requirement of the area, I think it was pretty clear to them that something was needed and it was an investment in the community and performance.

EW: At the moment what are the current limitations in RGC's ability to operate as a business and deliver its strategies?

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M: Erm...I think the facilities are first rate and we are very fortunate to have the £6.5 million facility, athletics track, pitch, indoor training area, gym and erm...being attached to the leisure centre as well. At the next stage we want the asset to sweat and at the moment it is sweating with all sports and now its availability for training sessions is not what we require if we are going to push on so we need more availability but that means more use of facilities, erm…which means it could have a knock on effect of available hours to community use. So, we need another pitch, and we need additional people and facilities as we grow.

EW: So would you say at the moment we're reliant on a volunteer workforce?

M: Very much, we do rely on a volunteer workforce in lots of areas. I'm the only administrator, full time administrator in RGC. And I think in the first three years it was erm...we were unsure what the success rate was going to be like and i think the idea is have we got enough players in North Wales, have we got enough appetite and support to have a team in North Wales. So, certainly in the first instance, a lot of people have given up a lot of their time to help us grow. There is that tipping point where do we need additional professional staff to help take us to the next level. We are at that crossroads now.

EW: That links very nicely to the next question, where does RGC see themselves in five years’ time?

M: Ok…so...as I said when we walked through the doors three years ago, it was a five year plan to be in the Premiership and certainly within ten years to be available to become another region. Erm…we are two years means five years’ time we should already be in the Premiership by then so where we need to be within the next five years is to be cemented ourselves at the Premiership, finding our level within the Premiership, I would like to think middle to top half of the Premiership.

EW: Moving on, what are the business goals at RGC, the broad business objectives?

M: Okay, the broad goals is to continue developing players and what we are trying to do is to develop people and players and if that makes sense. The people within the organisation are our physio, our coaches, our coaching staff our community staff we want them to be the best people they can be. So we want them to be promoted within the organisation either within North Wales or certainly within the WRU. Demonstrated success is with our I - 3

physio, becoming the Wales sevens physio, our conditioner becoming promotion within the S&C department within the WRU and also our coach becoming the Wales u20s coach. So progress off the field is good, on the field we need our players to play representative rugby but also to play regional and be picked up and to be developed in that way. So player and people development is one of the key goals but also but erm...we need to show that we are growing in developing within the business and the community. So we need to erm...tentacles need to go far and wide from Colwyn Bay and we need to be seen making a difference within our community in North Wales, so that’s the clubs but also the people of North Wales who may not necessarily be supporters of RGC.

EW: So, match day wise what would your objectives, goals and visions be?

M: Ok. So, match day experience to us is very different to most other regions. Erm…as we see as a critical chance to engage with the supporters. So from the song we play just before kick-off which is erm... a traditional North Wales song, which is played at the start and end of the game, to the bilingual pieces in the programme to the messages we put in the programme to the stories which are written in the week that lead up to the game, to what people expect with the talent that is on show, the list of sponsors and partners that support us through the player sponsorship but also the community engagement, so what we try to do is strategically invite clubs and schools from all over North Wales to have the experience of Eirias Park, who not necessarily go to Eirias Park other than if they are invited to do so. So if you are in Pwllheli, Wrexham or Maccynlleth you may not have a reason to go there, so we are reducing the excuses not to attend so when they are there not just play basic rugby and just stand on the touchline and wave a flag we do physical literacy, we identify what we are trying to do within the community but also we need to play and showcase a brand of rugby which is appealing. So we call it about igniting the flame in the brain, that’s the really important thing because we want the parents, volunteers and supporters to have a pleasurable experience but also to see progress.

EW: So, would you agree that consumer satisfaction is at the heart of RGC?

M: Erm…you can't...and I think in football and multi million pounds that are involved in football and Manchester City you can't buy success. Erm…you can't win every game and there is no magic wand. What we need to show is that the endeavour, the attitude the passion is right, we need the customary experience of arrival at the game and the welcome you get

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through the turnstiles, the ability to eat and drink but also the quality of the experience you watch and feel. And if you are seeing boring rugby or violent rugby all the wrong messages are being sent it’s not a good advert for anybody.

EW: So, who is responsible for delivering these goals?

M: Interesting, erm...ultimately...erm...the bloke in the office with the managers tag is me, but we have a collective of people coming up with ideas but basically when I arrived three years ago engaging with all our staff and informing some of the key stakeholders the vision, so I basically I have, and I could probably show you on my laptop, erm...I have basically a mind map, so basically dump down from all the stakeholders from all the personnel within their, thoughts and ideas then we create a plan based on, RGC in the centre, and all the activities which we think are linked with and then responsibilities to continue to work in it. I'd like to think that erm…I'm a manager that allows and works with our staff to come up with ideas to progress within the organisation. Erm...but also I accept responsibility to take on the lead in lots of areas and be proactive. So, we do have a plan and we keep revisiting it.

EW: Erm…how well is RGC performing against the business objectives?

M: Yeah, I think, if you are looking from a performance point of view, the measurement of success of international players at age grade is good, more than we've ever had, and there are facts and figures we can give you on that at u16's, u18's and u20's, our regional progress as in players getting regional development contracts is very successful and that is there factually with three players going into the Ospreys and one into the Blues, erm...in the last 12 months. From a business point of view, erm…we're on budget and attendances at games are more than 1 that's always a positive.

EW: Are there any specific targets regarding attendances?

M: Not in the first three years were we ambitious enough to say we wanted ex per game because it was about what we could deliver on the field. Until you know what the quality of the performance on the field is you shouldn't set unrealistic goals. So, next five years we are in the planning stage as we speak.

EW: Brilliant, so there is no rough number?

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M: I wouldn't even, what we always talked about is that we are ambitious in the fact we wanted people to come, but to organically grow so we couldn't throw money at the kitchen sink at advertising and marketing because we didn't know what the product is like, you are not going to invest in advertising and marketing.

EW: So what are RGC's main competitive advantages?

M: Compared to other teams, obviously our facilities, erm…our coaching, we got full time members of staff at our academy level meaning our development pathway is full time, erm...our relationship of Conwy County Council is critical and crucial, and I think from the next level of support we get is that the funding we are having and the ring fenced nature of the WRU and Conwy support for the next five years.

EW: Excellent, so, moving on, how do RGC broadly generate revenue?

M: From a revenue point of view, there is the standard, erm...stuff you have, which is player sponsorship, individual partners that are supporting different community projects, erm...advertising at the venue, erm…which is critical...then we also got sponsors that sponsor branding on the shirt as well.

EW: How reliant is RGC on the money, gained from the gate?

M: Ok, the gate receipts, erm...comes through and is managed by Conwy and it’s a complex relationship that we have, but the income that is generated doesn't go against. Erm...are we reliant on the match revenue? No we are not it just plays another part of the development of the facility and RGC.

EW: So how is RGC currently marketed and advertised?

M: Ok, so, in simple terms marketing is done via normal stuff, channels through our clubs, through the web, radio and free media. So, we work very hard on newspapers in North Wales, Daily Post, Pioneer and Chronicle and build a relationship with the guys who write in those because they are key to us, but the crucial one is the actual clubs themselves, I mean igniting that flame in the brain I'll go back to that, face to face is the best form of marketing, so what we say if you communicate that message in a good way, when they have the experience, seeing is believing, so that's why we are very strategic in who we invite, when we invite to every home game and that is our biggest marketing tool. I - 6

EW: So, personal contact?

M: Vital, one to one is so key, so we considered big radio campaigns, posters everywhere, we tried posters, we tried leaflets, erm…but we found that Facebook, social media and the people that actually sit in the stand are the ones who go away if they've had a great experience and tell someone else and they're gonna come and tell someone else and that's the bait. It brings you a stronger base of loyal fans, where previously you can do offers and weird and wonderful things that stimulate large audiences for particular games, but actually you are better to have an average of hundreds than one game which is a thousand. Now it is an interesting concept for us because it’s important to have a strong base, erm...not saying that will be the same next season where we then might do something different, we have done a number of initiatives in order to test the water in a number of different ways.

EW: So, would you say trying to reduce how much you spend on marketing is the way you could potentially take?

GM: Yes.

EW: Less is more?

M: Well, what we did is re-channelled our funding into erm…the balloons and t-shirts and the flags that we give the kids, erm…and discount merchandise and price of programme versus spending thousands and thousands on radio campaigns to get people there. As I said it’s important to us to have that good customers experience when you are there and make sure we engage face to face with our fans of the future.

EW: Excellent, so, erm…how much of a prominent role does the marketing mix play in RGC's marketing strategy?

M: To me the mix is massive, and so we have got to get that complete balance right, and making sure that you’re investing in the community which is critical so your supporters are seeing from every angle you are making a difference so the programmes that we do in schools, programmes we do in the clubs, stuff we do with North Wales Police and the Princes' Trust, the community engagement we have on a club Sunday morning, players going back, age grade involvement at u16's and u18's, how we are perceived within the

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local clubs erm...so the stuff we do with charities is really key. So every angle, wherever they turn in their lives they read something which is in the Daily Post which is fabulous, they drop their son off at school and they'll pick their son up from school afterwards and say o'll we had such and such at our school and they taught us something about physical literacy, working with the teachers, so we are making a difference at so many levels. So the mix, marketing mix, the normal marketing mix is slightly different, ours is we want to embed ourselves at every angle, at every level, you know in people's lives in North Wales.

EW: Interestingly, you, erm...going onto...erm...how you said about....erm...engaging with the clubs do you find it difficult playing on a Saturday while the clubs are playing on a Saturday as well.

M: In my first year it was one of the things we tested. Saturday clash with rugby supporters who wanna watch rugby, good rugby, obviously they are playing or supporting their local team. In all purposes, a new venture, a new team with no supporters. So, we tried 5.30 kick offs, erm…what we were finding was that it was effecting our performance and with a sense of realism, if you live in Pwllheli are you gonna come after playing Nant Conwy at home, get in the car and drive to watch us play Beddau or Tata Steel? Erm...we realised that at that point having done it a number of times that yeah its possible but actually that people would only travel out of their way if we were playing Llanelli, Swansea or Cardiff. It was a good test case during that year we found that our performances were effected as we were waiting all day to play, erm…we were giving a better competitive advantage to the team coming up, because they were leaving at nine, having a nice jolly ride up, stopping for lunch and enjoying the experience of that. So, it didn't affect our crowds dramatically, erm...but we do recognise that with a high profile opposition we could, move it, and having talked to a number of different clubs there is an appetite for them to move their games to Friday and for us to be free on a Saturday. Both Nant Conwy, Caernarfon and Ruthin are all agreeable to move some of their derby games to a Friday, so their supporters can come. Practicalities limit that, because obviously Holyhead to Llanidloes, Pwllheli to Wrexham. You can't do that for every game.

EW: Would you say that is a challenge, the wide base of North Wales?

M: The 10,000 square miles is, the geography is the biggest challenge. Whether that is, a supporter or a players. For a player you have to be good enough, but also you got to have

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a support network around that can get you to training, but if you haven't you could still be good enough but you just haven't got that regional facility you can train at. So that crucial, whereas as a supporter, if the product ain't good you ain't gonna travel a long way to it. As you know, we have supporters from all over the region because the product we are putting and developing, we are not the finished article, and more people will come the better we get.

EW: Excellent, so what limitations exist in the advertisement of the services and goods?

M: I think the product, I could allocate thousands to wiso campaigns and invests in a significant amount, but the product has to be as good as the money you are spending on it. Erm...having fortunately worked for the Millennium Stadium, the WRU and for the Scarlets the biggest challenges was how do you make a non-attractive game attractive. So to the rugby officiatada. So if were Wales were playing Georgia, and you wanted to charge £60, you can have the best campaign ever but if you are charging £60 for Wales v Georgia you are not going to get a lot of people through the door. Erm...so you got to be realistic in what the product is, same with the Scarlets if you are playing Treviso on a Sunday at four o clock, no matter what campaign you get, the voting public still know Treviso ain't great, Sunday at four is not an attractive proposition so how we looked at it is, making the bigger games bigger, sounds crazy but the model that works with Saracens, where Saracens hire out Wembley and they charge half the price and have ten times the many people. But that for them, averages their gates out, they usually get seven or eight thousand a week, they do 90,000 or 80,000 thousand three times a year and that works for them. That's eight times their average gates in one hit, so they've been very acute with how they do it, our view for next year will be make the more attractive fixtures more attractive, target those, look to grow those on a support base and engage with our fans and help them bring a friend. We have done a number of campaigns encouraging our supporters to bring a friend, with the Scarlets it was certainly that, we target the support base that was available on that day. So for example, if it was a Sunday game, we would target families and available punters and it wouldn't business to business target market as they would be a Friday night seven o clock, is that the type of crowd we want? We are not going to get u8 and u9s coming to a Friday night and expecting them to come from Pembroke. Same with us on a Saturday, if we are playing a name that parents might know, so for example we were playing Swansea say at home, then we will market big because it is Swansea, and

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we will make the effort because that will capture the imagination of parents but also hopefully engage young players.

EW: Erm...moving on, in order to perform well as a business, consumer satisfaction is vital to securing returning customers, do you believe RGC consumers are satisfied with the current services RGC has to offer?

M: I don't think any business or organisation, erm...customers will ever be satisfied. If you recognise that from the outset you are in a good starting point. So we have to be continuingly proactive to listen, so I make a point on match days being very visible...erm...and making sure that people can have an opinion and that's the view of what the team is doing, so that's how many North Walians are in the team to style of play to whether they get a pie and a pint available and if we are delivering a service which falls below a certain level and it’s got to be relative to how much they are paying, so if they pay five or three quid then there needs to be a certain level of, you know, you're not gonna get Royals Royce for that, but you should have a certain level of expectation which should exceed people's expectations. And likewise, what we need to do is encourage thou stakeholders to tell us what they want, and encourage us and when we have done certain promotions like the double ticket for Narberth game when we played the u20's game and our game before, it was interesting we thought it was a great value deal because you get two games for the price of one but geography...erm...was a challenge because you may only be able to get here in the afternoon and not in the evening because of public transport but also from a season ticket holders point of view even though they are only paying £50 they felt weren't getting their value for money from the two ticket offer, erm...even though they were only paying £50. So it was an interesting one, but what we are trying to do is try things and because unless you don't try you don't know. But also, my challenge is to be more inclusive of that support base because there are challenges that would be different from when I was at the Millennium Stadium, to where I was at the Scarlets to where I am with North Wales because of the personalities and the geography.

EW: Brilliant, so, any, do you believe RGC can increase customer satisfaction and usage?

M: Without a shadow of doubt, we can, as I said we should always start as a minus. If you do that test casing we will build from that. Can we help grow and develop that customer experience? Yes we can. It's not been a focus, the only focus has been what's on the field,

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the product. We have got a basic, from a supporters, what we are delivering for the supporters is basic off the field. But the next offering is to develop the facility, which I can talk about, later on in the clubhouse, and the environment we can have, cause we then want the family to come together and that is key.

EW: So, the family is at the heart of RGC?

M: Yeah, and I refer to the family as the, that’s our clubs, that’s our volunteers, that’s our fans, that’s our players, so the longer we can get them spending time together the better. So we have no clubhouse, well it only holds 65 people at the moment, deliberately so, because we want our fans to go back to their clubs, we want our players to go back to their clubs, because we are trying to bring the clubs along with us on this journey. So if we suck all the fans away, and suck all the players away, from their clubs they are not going to come on the journey. So, at the same time as us growing, we need to broaden our player base which will benefit the club game, so they will come, so ideally we want to change our kick off time to a Friday night or they change their kick off time to a Friday night where if possible so we avoid a clash.

EW: So, to our last question now, do you believe RGC's current business and marketing strategies are fit for purpose?

M: Erm...at the moment they are fit for purpose for today, for tomorrow they need to be different. Erm...have we got it right in all aspects, no we haven't. Erm...have we got it right within the resources we have, I'd say 80% of the time we have. Erm...we rely a lot of people's goodwill. So that's marketing expertise, erm...people from a press and PR and comms, from our players who are new to having profile, the expectations of a person to come more well-known attached to a recognisable brand is something that some may be more comfortable with. Asking your friend to come watch you play, erm...is challenging for some because you are asking them to pay to watch you play. The family and how you broaden that out is education. So educate from within and look from how we have more confidence in the product, invest in that development of strategy of marketing and making sure we push to that next level that being more creative. We have, I have, more ideas up my sleeve.

EW: That's great, more creative, more often?

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M: Yeah, I think the regularity of fixtures is key which we've got. The spikes in attendance are there. We are starting to track who plays when and what the clashes are, and where the fans are coming from. This is a good as, support mechanism for me, by the question is that you then investigation that you done, the conversation that ideas that may come from it will help us grow.

EW: So finally, are these strategies implemented week in week out and do these strategies help the long term goals of RGC?

M: The strategies are there from a community point of view, community engagement point of view, from a performance point of view, yes, do we need to tweak and adjust? Yes, because depending on how quickly we need to be there, and we have another five years of funding. Erm...which may be channelled in a different way depending on success of the team, depending on the pathway of the team and also things which we are also not in control of which is the structure of the league above us. So if the structure of the league changes, then we could be effected by that and not be in control of it, we need to be fluid but still ambitious, and our strategies need to have pillars in which success can be measured against. So, how many players are produced, how many people come through the turnstiles to a degree, but also what we need to be, is maybe we need to change our direction depending on what the product looks like.

EW: You mention about funding might change and league structures, is there contingency plans in place?

M: Our core funding is secure for the next five years. The league structure is above us, it’s only gonna get better not worse. The reason why I work very closely with the regions and obviously and based in Colwyn Bay but down in Cardiff a lot is because an ever moving feast. Basically, an assumption, although you should never make an assumption, but the Premiership is the tier below regional rugby, but it needs more games, which means more teams, which means we need to be at the top end of the, the, league below, only three teams have the ability to move into that Premiership. At the same time I'm working on the fact that actually that might change, and it might be the A road, and A teams might be the way forward. And by no coincidence, we will be announcing in the next two weeks that on April 13th, Ospreys A will be playing Sale A on a Monday night in Colwyn Bay. Now, if an A league develops as the next tier below regional rugby, we may fit into that role as a

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development region in a different guise. So in other words, we will be an A team but not a full region. So, the different competitions and the different opportunities, have been thought of, so we have a plan A, a plan B and potentially a plan C.

EW: To close it off, erm...you say we have goals and how we are performing against them, how are they measured and how often are they reviewed?

M: Ok, so I...erm...monthly I meet the head of rugby and against budget I am monthly reviewed. So the financial targets and that are there, from a rugby perspective I meet the head of rugby, to discuss the national picture, and then on a more local basis I deal with player pathway, which is anonymous Y, and then anonymous Z is measured monthly against community figures, so how we are doing with registrations within North Wales and the activities which happens below that. Then quarterly, I have quarterly review with the stakeholders, the main stakeholders where I present facets of our development but also...erm...there are two different organisations below that which is the Conwy strategy, so the regeneration of Conwy as a whole, I sit on a board which is monthly and then we are talking about the overall strategy about rugby and I work in a working party on that regarding national figures on how to move rugby forward. So yes, regularly reviewed, in lots of different ways!!

EW: Thank you very much for your time, really appreciate it.

M: No problem.

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