Presented by Gabriella Bichi, Jordan Minhinnick, Simone Muscolo, Vanessa Muscolo, and Adebi Trad

1 Executive Summary

The following report will provide an overview of the client, 2MCR. Through the research undertaken for use in this report, a comprehensive analysis of the client overview and current market analysis will identify key issues in regards to the client. These key issues that are evident will form the basis of the rebranding efforts to come. The following report will discuss the current market situation, environmental analysis, organisational and customer position along with competitors and SWOT analysis. This will allow us to gain a deeper understanding of our client’s needs and further our efforts in gaining and maintaining their market share.

2

Table of Contents

Executive Summary ...... 2 1. 0 Introduction ...... 6 2.0 Situation Analysis ...... 7 2.1 Current position and situation: ...... 7 2.2 Success of 2MCR and past competitors ...... 7 2.3 Failure of 2MCR and past competitors ...... 8 3.0 Market analysis ...... 9 3.1 Market size ...... 9 3.2 Market potential ...... 9 3.3 Market structure ...... 10 3.4 Market trends ...... 11 4.0 Environmental analysis ...... 12 4.1 PEST analysis of the external environment: ...... 12 4.1.1 Political: ...... 12 4.1.2 Economic: ...... 12 4.1.3 Social: ...... 13 4.1.4 Technological: ...... 13 5.0 Organisation analysis ...... 15 5.1 Mission statement: ...... 15 5.2 Assessment of the marketing mix: ...... 15 5.2.1 Product: ...... 15 5.2.2 Place: ...... 15 5.2.3 Price: ...... 15 5.2.4 Promotion: ...... 16 5.3 Organisation’s brand image: (perceptual mapping) ...... 16 5.4 Organisation’s relative strengths and weaknesses: ...... 16 6. 0 Customer analysis ...... 18 6.1 Segmentation ...... 18 6.2 Influences on the decision to listen, relationships with customers: ...... 18 7.0 Competitor analysis ...... 20 7.1 Direct and Indirect competitors ...... 20 7.1.1 Direct Competitors: ...... 20 7.1.2 Indirect competitors: ...... 20 7.2 Distinct competitive advantage of 2MCR ...... 21 7.3 Current marketing strategies and likelihood of change in the future ...... 21 8.0 TOWS Analysis ...... 23 9.0 Key Issues: ...... 25 9.1 Brand Image ...... 25 9.2 Equipment ...... 25 9.3 Website ...... 25 9.4 Incentive ...... 26 10.0 Objectives ...... 27 11.0 Target market: ...... 28

3 12.0 Marketing Strategy ...... 29 12.1 Product ...... 29 12.2 Price ...... 30 12.3 Place ...... 30 12.4 Promotion ...... 30 13.0 Implementation: ...... 32 13.1 Podcasts ...... 32 13.2 Drive-time ...... 32 13.3 Listener Incentives ...... 33 13.4 Social Media ...... 33 13.5 Promotion Codes ...... 35 13.6 Website ...... 35 13.7 Guerrilla Marketing ...... 36 13.8 Listener suggestions ...... 36 13.9 Internships ...... 36 14.0 Budget ...... 38 14.1 Transit ...... 38 14.2 Facebook ...... 38 14.3 Website ...... 38 14.4 Guerrilla Marketing ...... 39 14.5 Sponsors ...... 39 14.6 Prizes ...... 39 15.0 Control procedures ...... 40 15.1 Contingency Plan ...... 40 16.0 To Conclude ...... 42 References ...... 43 Appendix ...... 49 Appendix A: Forecast population growth for Campbelltown City ...... 49 Appendix B: Revenue Outlook per year for the radio Broadcasting industry ...... 49 Appendix C: Internet usage trends ...... 50 Appendix D: Mobile smartphone trends ...... 50 Appendix E: Market share of in-car entertainment ...... 51 Appendix F: In car entertainment 2015-2020 ...... 51 Appendix G: Monthly Audience Reach ...... 52 Appendix H: List of weekday and weekend shows ...... 53 Appendix I: Survey results for the Purpose of the report ...... 56 I.1 Question 1: ...... 56 I.2 Question 2: ...... 56 I.3 Question 3: ...... 57 I.4 Question 4: ...... 58 I.5 Question 5: ...... 58 I.6 Question 6: ...... 59 I.7 Question 7: ...... 59 I.8 Question 8: ...... 60 I.9 Question 9: ...... 64 Appendix J: McNair Report ...... 69 Appendix K: Hamish and Andy’s Napkin Ninja Starter Kit ...... 75 Appendix L: Tune Rag ...... 75 Appendix M: Personal Interviews ...... 76 Appendix N: Mock Website using Wix ...... 77

4 Appendix O: Wix Upgrade ...... 81 Appendix P: EBAY Boombox ...... 81 Appendix Q: GANT Chart for Implimentation ...... 82 Appendix R: Budget ...... 83 Appendix S: Coverage ...... 84 Appendix T: Cost per Bus advert ...... 84

5 1. 0 Introduction

Community radio is a valuable cultural resource that is used to facilitate cultural citizenship thus separating it from other media (Forde et al 2002). 2MCR is a station that is broadcasted in the Macarthur region they provide a service which consists of a wide variety of informative broadcasting programs with the aim of building awareness by attracting listeners to tune in. 2MCR are currently attempting to build their market share, their main objective is increasing its listener base hence giving them a stronger competitive advantage in comparison to existing radio stations. The situational analysis explores the radio stations history in how and where the station came about. The analysis of the current position makes a clear indication where 2MCR and their competitors currently stand in their markets through their success and failures of the past. The market analysis will then further address the demographics through the research of the market size whilst future prospects of the demographics are studied in the market potential. The report will then go in greater detail to discuss the various other elements that will have an overall impact on the success of the organisation such as the targeted customer and existing competitors. The SWOT and PEST analysis will outline the strengths and weaknesses of 2MCR, which will then help improve the flow of the everyday activities within the organisation.

6 2.0 Situation Analysis Macarthur community radio was established in 1989. After many location changes and a change of frequency, MCR re-branded themselves in 2002 and became 2MCR accompanied with a new logo and Mascot. The station gained national attention when they broke the Guinness world record for longest radio DJ marathon in 2002, allowing the wider community to gain knowledge of this station.

2.1 Current position and situation:

Currently 2MCR, identify themselves as a growing radio station, in addition, they are working towards ‘future proofing’ the station, thus meaning making themselves efficient enough to keep up with current and future competition. This will assist them in surviving the contemporary environment. Activities that 2MCR want to partake in that will assist in their future sustainability include upgrading the standard of their studios.

2.2 Success of 2MCR and past competitors First established in 1989, 2MCR have been running successfully for 27 years. After a move in location, 2MCR partnered with Campbelltown RSL club making them the first community radio to join forces with a club. A major success that was able to gain them consumer awareness was when they broke the world record for the world's most longest running DJ marathon set in 2002, which was for 4 days, 7 hours and 36 seconds.

2MCR have also had visitors from various budding musicians such as singer/songwriter Karleigh Rose. In addition 100.3 also had a visit from the Brothers 3 group who were on the sixth season of xFactor. Stated in the 2014 May President’s report members managed to achieve and overcome the possibility of cuts to the funding of community radio. 2MCR have gained 16 sponsors for their radio station, drawing in funds for the station.

2MCR’s major competition in the Sydney radio industry is Nova 96.9. This station has the largest market share, reaching 899,000 listeners every day the in Sydney region. The stations largest accomplishment was beating 2dayfm

7 for the number one radio station in Sydney after many years in the coveted spot. As well as having the number one drive show, the station has successfully commissioned broadcasts to other cities around Australia.

In the community radio market, 2MCR’s biggest competitors in Macarthur is C91.3. This community station has a defined target market and successfully reaches its selected audience this is evident through their Facebook page where they have close to twelve thousand likes. C91.3 has a large list of sponsors allowing them to run a selection of competitions for their listeners. The station has recently made itself available for streaming online which extends their reach and improves accessibility for potential listeners.

2.3 Failure of 2MCR and past competitors

It had been sourced from the 2014 February Report that 2MCR had struggled with some technical difficulties, as in they had several problems with equipment used for broadcasting. As a result, equipment had to be replaced causing losses in profit as this cost thousands of dollars. In 2014, 2MCR partook in the Picton Rodeo this had been proven to have a poor outcome after analysing the February report. Unlike their competitors, C91.3, 2MCR have struggled to select a niche market and have therefore spread themselves too thin across the industry.

The regional commercial competitors, Nova 96.9 have had little public failures over the years, and thus have little information available on their weaknesses. In 2009, the station saw the biggest ratings drop in almost 10 years. This was attributed to their separation from their original brand image (Smh, 2010). Overall, the station manages to steer clear of controversies, unlike

Sydney station 2dayFM that have seen several court cases.

The Macarthur station 91.3’s greatest weakness is their lack of differentiation. The station plays the same music as other leading radio stations, as a result, there is no competitive edge or reason for listeners to switch to their station as they are being offered the same programs from commercial stations who offer better competitions and incentives which keep them listening.

8 3.0 Market analysis The overall health of the radio broadcasting market is forecast to see a decline over the next 5 years. With the advances in technology and the changing shape of advertising trends, the industry is seeing an economic decline in its lifecycle (Ibisworld, 2016).

The current target market of 2MCR consists of mostly men aged between 25- 39. These listeners are full-time workers and live in the South West surrounds and Sutherland (McNair Ingenuity Research, 2016).

Outlined in the July 2016 online report by 2MCR, the past 12 months have been dedicated to securing the future of the station. The process began through the commissioning of a new licensing agreement, upgrading of equipment and rebranding efforts by the station.

3.1 Market size 2MCR reaches 104,000 listeners a month. As briefly mentioned above, these listeners are mostly men (69%) and are in a committed relationship without children. These full-time workers are the main grocery purchasers and come from an English-only speaking household. The growth and decline of this reach will be dependant on the population of Campbelltown, Camden, and

Wollondilly.

3.2 Market potential From a broader perspective, the Sydney radio market size has a reach of almost 4 million listeners. The estimated potential reach of 2MCR is close to 254,000 (Macroc, 2016). This reach is forecast to grow alongside the population increase in coming years (see appendix A). Ultimately, 2MCR’s market potential is somewhat limitless as radio broadcasting is able to be reached internationally via online resources.

9 3.3 Market structure Table 1 - Porter's Five Forces model (Karagiannopoulos et al, 2005)

Force 1: The Value generated by an Level of advertisements, degree of industry will be strategies, and level of rivalry determined through competitive advantage will allow head to head the company to differentiate

competition. themselves in the market

Force 2: The There are entry Some entry barriers includes the threat of entry barriers that make it government regulations, customer

difficult for new loyalty, cost regulations

competitors

Force 3: The Substitute services that For example, Free to air TV or threat of customers can replace other radio stations. This usually substitutes service to satisfy the happens when quality and

same basic need availability is compromised.

Force 4: The Customers are able to This may affect the customer's bargaining put the firm under sensitivity to changes within power of pressure programming buyers

Force 5: The Often described as the Impact of inputs on cost or bargaining market of inputs differentiation can what will or will power of not go on air suppliers

10 3.4 Market trends The current market trends have stated that there is a decline in radio listeners due to the increase in advances in technology and strong pull to advertising trends. As a result of industry cuts, there is a negative impact on the market share of the radio broadcasting industry, therefore, smaller enterprises will struggle the most in the market and the bigger competitors will not be so greatly affected.

11 4.0 Environmental analysis

4.1 PEST analysis of the external environment:

4.1.1 Political:

Australia is a democratic and politically stable country. The laws regulating broadcasting, therefore, are safe. Legal Regulations are set out by the broadcasting Services act (1992), these laws allow for the community broadcasting to spread a sense of identity, ensure community diversity, personality, and culture. Radio broadcasting is governed by the community Radio Codes of Practice which sets guidelines for policies and principles of community broadcasting stations (Acma, 2016).

4.1.2 Economic:

The Industry has planned budget cuts over the next five years that are expected to be detrimental to key revenue sources. The ABC and SBS have a combined cut of $276.2 million, announced by the Federal government in November 2014. The industry's five major players are estimated to account for just over 70% of total revenue in 2015-16. Far smaller enterprises in the industry are government owned or community-radio stations. The big cuts have a large potential to negatively affect the market share of the industry's big players over the next 5 years. Smaller sized enterprises like community radio broadcasters will encounter difficulty as a result of reduced funding. Competition in the industry coupled with budget cuts means that it is likely for enterprise and establishment numbers to decline in the next 5 years (Ibisworld, 2016). The radio broadcasting industry is in the declining stage of its economic life cycle due to it being forecast to not reach real GDP growth of 2.6% (see appendix B). The competitive environment for radio broadcasting is broad as indirect competitors such as television, newspapers, and magazines all generate their revenue from advertising. It is also much more viable for companies to advertise through the internet due to the rise of the population with access to the internet and the internet user growth (see Appendix C),

12 giving media agencies convenience, accessibility, and popularity (Ibisworld,

2016).

4.1.3 Social:

By understanding the demographics of the Campbelltown region such as culture this will make it simpler for 2MCR to create programs that their listeners can relate to and understand. There is a high comparison of residents from Filipino descent of 2.2%, compared to the Thai population of less than 0.5% (ABS 2016). Therefore a program in Tagalog would be most beneficial as opposed to a variety of languages that are not popular in the region such as the Current programs that target the Thai niche market for example (2MCR, 2016). In addition partaking in market research in order to find out the main interests of the population and basing a program on the results would be beneficial in order to gain the most listeners. Understanding that the vast majority of listeners listen to the radio station on the travel to and from work is vital in order to structure the most important programs at that time.

The sphere of community radio encourages the training of journalist. It is critical for these journalists to be sensitive when talking on social issues in relation to Australia’s multicultural and Indigenous groups. Cultural sensitivity is an attribute that differentiates community radio from more commercial radio stations as these mainstream media practices lack knowledge of cultures that alternate from the popular white dominated Anglo-Saxon model (Forde et al 2002). Community radio therefore, is an important vessel when interpreting controversial debates.

4.1.4 Technological:

Technological developments in the Radio Broadcasting industry have allowed for ease of access and quality of radio, however, there is upcoming forceful external competition from online music streaming. The increase in technology has also led to global internet broadcasting being a threat to radio. Such

13 services are likely to continue with their expansion throughout the radio broadcasting industry and will fragment radio audiences (Ibisworld, 2016). The contemporary market allows consumers to individually customise their own listening experience with a website like Pandora, Apple Music, Soundcloud and Podbean which offer podcasts and extensive music libraries. Consumers are increasingly using smartphones with access to mobile networks (see appendix D), this trend is unfavourable to the Radio Broadcasting Industry as it is encouraging strong competition (Ibisworld,

2016).

Media players are the main source of radio broadcasting in vehicles. Dashboards have developed and are continuing to develop to have operating systems and extensions that allow for in-car entertainment on multiple platforms like digital. The ability for consumers to integrate their mobile phones into their dashboards harnesses the option of online music streaming and opens up many digital platform possibilities like listening to internet radio stations. The tech giants Apple and Google have introduced their own operating features with Apples Carplay and Google’s Android Auto (Euronmonitor, 2016). Carplay is compatible in vehicles with aftermarket brands Alpine, Jbl, JVC, Kenwood and Pioneer (Techradar, 2016). Google Andriods Auto is compatible with Pioneer (Android, 2016). These brands are all leaders of in-car entertainment (see Appendix E). The aftermarket in-car entertainment market is expected to drop in the next 5 years as new cars integrate more compatible dashboard systems (see Appendix F). This leads to a phase out of traditional radio broadcasting and a transition to more contemporary digital methods.

14 5.0 Organisation analysis

5.1 Mission statement: As the first radio station within the Macarthur region they aim to support the community by providing a voice for Macarthur by sharing information through broadcasting news, community services, programs, and entertainment which relate to the needs and interests of the community (2MCR, 2016). Macarthur radio takes pride in providing a diversity of programs aimed towards all members of the community which come from a number of different cultures in order to bring them closer together.

5.2 Assessment of the marketing mix:

5.2.1 Product:

2MCR provides a service targeted towards the Macarthur community that includes surrounding suburbs of Campbelltown, Camden, and Wollondilly. 2MCR is a community radio that is operated by the community. The radio is run by volunteers who have an interest in providing the community with relevant news. 2MCR provide informative programs, for instance, local news, programs in a variety of different languages such as Spanish and Filipino due to the large population of individuals that speak those languages. They also play music from a variety of genres including contemporary, classic, country and world to suit the tastes of all listeners.

5.2.2 Place:

2MCR is located in Macarthur the city of Campbelltown which is part of Sydney’s greater western suburbs within . The studio is located Campbelltown RSL club Carbery lane.

5.2.3 Price:

Community radio is a non for profit organisation therefore, funds are needed from sponsors who are also from the Macarthur community who support 2MCR some of the sponsors include Campbelltown RSL, Campbelltown city council and Liverpool smash repairs are just a few of many sponsors. Funds

15 are also raised through memberships there is a cost to join along with the annual fee.

5.2.4 Promotion:

Currently, 2MCR do most of their promotions through their website which informs listeners about the different types of programs that are on air during the week and what time they are scheduled to be on. The home page notifies the community about the latest news and upcoming events locally such as the monthly community markets. The second form of promotion 2MCR uses to build awareness is through a Facebook page dedicated to the radio station they have over a thousand likes on the page with numerous posts each day promoting the different programs and types of music which will be played throughout the day.

5.3 Organisation’s brand image: (perceptual mapping) An organisation’s brand image is developed overtime through the use of advertising and promotions a consumer then develops an impression of the brand. 2MCR gives back to the community through fundraisers and raising money for charities. They are recognised locally for their diversity of programs and music which is broadcasted seven days a week. The organisation’s biggest competitors according to the National Listener Survey (2016) are Nova 96.9 with 31% market share and Smooth FM 95.3 with 30% currently

2MCR have 1% of listeners.

5.4 Organisation’s relative strengths and weaknesses: Within an organisation, there are parts in which a company strives in and other areas which lack attention causing them to impact a business in a negative way. 2MCR has a number of positives making the radio station unique. Community radio stations help bring the community together this will encourage listeners as they know the station is targeted directly to the locals, therefore, the news and music is relevant to their needs and wants. 2MCR helps up and coming radio presenters by giving individuals who have an interest in radio the opportunity to present and eventually get their own time

16 slot. What makes 2MCR different is the fact they offer a variety of programs to suit a larger audience and cater to a number of differing tastes. On the hand there are weaknesses there needs to be greater awareness not many people know about the radio station due to the lack of a strong online presence the website layout needs to be updated to suit current trends. The target market is too broad it needs to more specific targeting a smaller group of people in order to create consistency and airing programs that have a large listener reach.

17 6. 0 Customer analysis 6.1 Segmentation

The target audience are those individuals living within the Macarthur region. The majority of listeners are males which are 69% of listeners aged between 25-39 couples without children and have full-time jobs these people who are constantly on the road having more exposure to radio stations (National Listeners Survey, 2016). The most common language spoken at home is English with 65% (National Listeners Survey, 2016). The content of the radio provides is in relation to the Macarthur demographic where news and programs are directed towards the people of Macarthur in the hopes of bringing the community closer together through events and the encouragement of memberships.

6.2 Influences on the decision to listen, relationships with customers:

Listeners are strongly influenced by the content presented on the radio since it is a community radio station here the locals want to hear news and programs, which are directly targeted towards them and are relevant to their community. 2MCR provide a diverse range of different programs and music which cannot be heard on other radio stations giving them a competitive advantage majority of radio stations play the latest and current music, therefore, consumers can easily switch from one station to the next since there is no differentiation. On the other hand, 2MCR play a range of everything from old to new covering a variety of different music genres. Listeners are encouraged to get involved in community events such as the monthly market stalls this is a great way to gain exposure.

Customer relationships are vital in today's competitive environment it is important that brands such as 2MCR to gain brand loyalty in order to gain repeat listeners for their programs this will then create long term customer relationships which is essential due to the number of existing competitors in the industry listeners can easily be switched from one station to the next therefore organisations need to give people a reason to stay through providing entertainment through programs. 2MCR offer a membership

18 program this is a great strategy to ensure and secure listeners by becoming a member people are offered a number of benefits such as opportunities to gain experience through training and potentially become a radio presenter.

19 7.0 Competitor analysis

7.1 Direct and Indirect competitors

7.1.1 Direct Competitors:

The National listener survey outlines the market share of Sydney radio stations on a monthly basis (see appendix G). Nova 96.9, previously mentioned, has the greatest share, closely followed by Smooth FM. Both of these stations have differentiated brand images and market to different target segments. 2MCR’s indirect competitors have a strong sense of brand image and do not stay from their core functions. In comparison, 2MCR has a vast selection of images known to the brand.

The company's marketing environment is surrounded by various public groups. Citizens can question the company’s decisions when issues affect environmental groups and minority groups, as general public's attitudes towards issues may vary. Local residents and community organisations are a direct competitor for funds as they have an opinion on their priority community issues.

7.1.2 Indirect competitors:

Indirect competitors are those that satisfy the same need as a given supplier (Business Dictionary). Given the nature of the entertainment provided by radio, free to air television is the main indirect competitor. Free to air TV in Sydney reaches 99.7% of people (Chitty et al 2015), making it the most effective media coverage. This is a much larger market share than community radio. The differentiation between entertainment media selection by consumers is mostly based on the time of day/ situational environment (Chitty et al 2015).

20 7.2 Distinct competitive advantage of 2MCR

The main point of difference supplied by 2MCR compared to other radio stations is the diversity of its programs. These programs span across various topic and languages such as Spanish with Padro and Gospel sessions (see appendix H) for a full list of programs.

The station has a subscription program that encourages the listeners to engage with the station from an industry level. This is revolutionary within the Australian broadcasting market. After completing a broadcasting course with the community radio station, listeners are able to apply for an announcing slot of their own. This increase consumer involvement and may potentially encourage a listener growth.

2MCR has a strong community presence and works as a platform for community involvement. This creates a unique feature for the region which is not available in other areas. This may prove beneficial for the community as a whole as studies show a correlation between community involvement and crime levels (Riger et al 1981).

7.3 Current marketing strategies and likelihood of change in the future

Community radio, like any non for profit organisation, needs to establish a strong marketing strategy in order to grow and reach a wider audience. In saying this, 2MCR have adopted limited strategies to satisfy the needs of their current and future audiences by holding fundraising events. By doing this they gain free advertisements and are able to establish a presence in the community. Although the Picton rodeo was seen as a disappointment (2014

February report) this is still a step in the right direction in terms of marketing.

In an updated report from 2MCR (May 2016 report) mentioned having a presence at events like the Camden show, Wilton Markets, Picton Markets, and Ingleburn markets. The van they use at these events has the radios logo on the side and this is great advertising while driving around the community.

21 Although these strategies are important they are not enough. Through this project, our aim is to help 2MCR gain a wider audience and achieve a bigger audience awareness.

22 8.0 TOWS Analysis Threats Opportunities

• Competitors; such as Nova/C91.3 • More subscribers for the outlined in 7.0 broadcasters program

• Declining Radio industry→ deriving • More members to the from social and technological organisation’s changes and innovation community

• The synergy of remaining community • More sponsors to orientated. generate additional funds

• Large Market with potential for growth (3.2)

Weaknesses Strengths

• Too many programs offered; this • Strong ties to creates an overload of content, for community (Goodwill)

instance a wide variety of language • Ability to seek speciality programs when there is only a small presenters for each of percentage of that language spoken the unique programs

in the region. • Mobile broadcasting van

• Company website looks outdated and (Ant Van)

unappealing. Particularly in • Can do outside comparison to the website for fellow broadcasting

community radio station 91.3 • Niche Markers covered,

• 1 % Market Share. This is very i.e. Gospel Show

insignificant with comparison to their • Memberships

competition • 16 Sponsors

• Poor promotional activities • Memberships can be

• Do not play music just for money applied online or value, play music so up and coming through the office

artist can be heard and have a • Memberships give the chance. opportunity to gain

23 training to become a radio presenter

• Free rent from the RSL

24 9.0 Key Issues:

Through the analysis of the above topics, key issues have been identified. These key issues span across several marketing principles and also functional aspects of the station. To improve the efficiency and reputation of the station, it is strongly recommended that these issues are addressed through strategic planning.

9.1 Brand Image

Potentially the most important issue highlighted has been the brand image of the station. 2MCR have a wide variety of programs, however, this is not necessarily beneficial. This has caused the radio station to ‘spread themselves too thin’, meaning they do not have a strong brand image. When listeners think about the station, there is no clear simple image representing the station, this causes low brand resonance.

In order for the station to reach its potential, 2MCR must establish a point of differentiation. This is what separates the station from its competitors and aids the consumer purchasing decision. A new hook or unique factor will foster brand resonance and loyalty amongst the community.

9.2 Equipment

From a functional aspect, an update to the broadcasting equipment will reduce most, if not all the technical issues addressed in the 2016 July report. The lack of quality equipment being used to broadcast programs severely affects the quality of service and may deter listeners. The repeated maintenance of out-dated equipment can result in loss of revenue and other opportunity cost such as time.

9.3 Website

The presentation of the website is a major deterrent for listeners. For a media which is viewed as a high-tech industry, an out-dated and unpleasant website does not reflect the image it should. The recreation of a website is not costly, and will have a significant impact on the brand image.

25 9.4 Incentive

The lack of incentives for listeners acts as a lost opportunity cost for consumers. They may be reluctant to listen to 2MCR as they may miss out on winning substantial prizes on competitor stations. Not only does 2MCR’s commercial competitors host exciting competitions for their listeners, but also their community station competitors, C91.3. An increase in sponsors may provide the additional fund for prizes.

26 10.0 Objectives

In order for 2MCR to enhance their radio station, they must follow a clear set of objectives that are specific, realistic, understandable and achievable. This will create a clear outcome on what needs to be implemented and accomplished. The main objective is to increase the market share, thus listener base. To achieve this, we must create a greater awareness about community radio, and change the current perception listeners have of the radio station. These objectives will be implemented in order to achieve the main objective of developing an increased listener base.

The objectives have been established to better improve the current state of the organisation. Brand awareness needs to be increased in order for the objectives to be achieved successfully. The greater the awareness the target market has of 2MCR, the greater the chance of potential listeners for the station. Changing the current perception of the market can be implemented through enhanced advertising. This will reinvent the radio station’s present image, therefore gaining the attention of potential listeners. Advertising can be improved through increasing their social media and website presence where the reach is broader. As a result of these improvements, the radio station will hope to achieve and maintain customer satisfaction which will essentially lead to an increased listener base.

27 11.0 Target market:

Through the research conducted by our group (Appendix I) and McNair Ingenuity Research (Appendix J), we have established the current target market for 2MCR are females and males aged between 25-39. The recent influx of young families to the Macarthur area amplifies the attractiveness of this market segment (Georgopoulos, 2016). However, we have concluded that in order to increase market share the target market must be expanded to include the second largest listener base; 18-24-year-old females and males.

As a result of the survey responses, it is evident that majority of individuals listen to the radio (Appendix I.2 and J). Although, a number of improvements need to be made in order to achieve customer satisfaction leading to a larger listener base. The most active listening experience occurs to and from work (Appendix I.3), where listeners are most engaged as they are isolated in their cars, hence drive-time programs are very important. Although, almost all respondents listen to the radio very regularly, more than half are not aware of their community radio station (Appendix I.5). The target market mostly listens to talk-back during drive time and music at various times of the day (Appendix I.5 and I.6).

With this new strategy, we will endeavour to position the station as a community hub for mature young consumers. These listeners will be interested in the stations focus being contemporary in arts, culture, social justice and community-based advertising. It is essential for 2MCR to position themselves with a strong differentiation strategy, while also drawing on the strengths of their competitors.

28 12.0 Marketing Strategy

As a result of research conducted through the survey, and available information that has been provided by 2MCR, a marketing strategy has been developed specifically targeting the intended market. The marketing mix has been established with the purpose of meeting the target market’s needs, and the objectives that have been put forward. The marketing mix consists of product, price, place, and promotion. All these factors will be utilised in order to create the most appropriate marketing strategy that best suits the organisation, aligning with their goals.

12.1 Product

Through observing the program segment of the 2MCR website, it has been made apparent that 2MCR has a vast majority of broadcasting programs. This could be an overwhelming choice for when potential listeners view the website. In comparison to Fbi Radio 94.5 FM, 2MCR has an overload of programs. It is suggested that 2MCR reduce the amount of programs they have in order to create more specialised content. By 2MCR having less variety, this will allow the client to have a stronger focus and a clearer brand image. Moving specialty shows to podcasts will decrease clutter and allow for smoother programming, creating a seamless experience for the consumer. Apple podcasts are free to submit and the consumer does not need an apple ID to listen, hence being a prefect solution that will reach the wider audience. (iTunes Partner, 2016) (Apple, 2016).

Through reviewing the results, respondents stated: ‘I find the commercial radio stations are pretty much all the same’ (Appendix I.9). This is an attractive opportunity for 2MCR to implement a strategy to make them distinct in the market. Other respondents stated that they prefer strong radio host personalities like ‘Hamish and Andy’ (Appendix I.8). In order for customers to perceive 2MCR as contemporary, it is important for listeners to have a strong relationship with the hosts.

29 Research has made it apparent that many factors will encourage consumers to listen to community radio, such as less chat, community events, better music, good flow of discussion between hosts, interesting topics, and interviews (Appendix I.8 and I.9).

12.2 Price

Given that radio has no associated costs for consumers, 2MCR must revise their membership costs strategy. The concept of premium pricing suggests consumer’s perception of a brand is increased as the price increases (Ravald and Gronroos, 1996). This is an important consideration when altering the stations brand image. We suggest increasing the yearly membership fees, as well as the joining fee. Other than increasing revenue, this will also increase the consumer’s perception of the brand’s image. The increased costs will also ensure members continue to actively participate in their duties and involvement.

12.3 Place

There is an opportunity to expand the product line through new and innovative techniques that will help the radio station to increase its market share. The use of podcasts will allow listeners to access specialty shows in their own time, while also freeing up the valuable drive-time slots for programs that appeal mostly to the target market. Digital radio is another area that will allow the station to expand its product line, as it gives its listeners access to clearer reception, artist and song information, exceptional sound quality, and even a pause and rewind function (Digitalradioplus.com.au, 2016). This will satisfy the objective to expand the market share, while also changing consumer’s perception of the station for a more favourable, technologically advanced firm.

12.4 Promotion

Promotion refers to raising customer awareness of a product or brand, creating sales, and generating brand loyalty (Chitty et al. 2014). 2MCR should

30 promote their station via a variety of methods. This will assist them in reminding, persuading and informing, through advertising to enhance customer attitudes. The client’s implement advertisements via bus panels in the local surrounding areas will assist them in gaining brand awareness through repeated exposure. The use of Guerrilla marketing campaigns provides maximum exposure for a minimal cost (Prévot, 2009). Exciting marketing ideas will elicit emotion in consumers, assisiting them in gaining attention, as well as building awareness.

Social Media is another effective strategy in order to achieve awareness, through the use of Facebook, Snapchat, and Instagram. However, it must be taken into account that these profiles need to be updated on a regular basis in order to ensure ‘top-of-mind’ awareness in consumers. The more consumers experience the brand by seeing it, the higher the chances of familiarity (Chitty et al. 2014).

Sponsorships with local sporting teams and small businesses will develop brand associations for the client. Sponsorships can be aligned with ‘promo codes’, by 2MCR partnering up with sporting teams or businesses this will allow the client to offer discounts on goods or services offered by these sponsorships. For instance ‘Add us on Snapchat to get a 20% discount ‘. This way 2MCR will be able to gain followers through the added exposure on social media.

31 13.0 Implementation:

Please see Appendix Q for GANT chart

13.1 Podcasts

To help create a clearer brand image of the station in the consumer’s mind, a universal theme of radio programs needs to be established. To best achieve this, we suggest transferring segments to iTunes podcasts. This maintains the engagement with the member associated with the shows, as well as presenting the segments to a worldwide audience. Podcasts are easily searched on Apple iTunes, which allows for international listeners to potentially form a positive perception of the station, and listen online. Alternatively, domestic listeners can also form a positive relationship with the station via podcasts, thus encouraging them to tune in on their radios.

To decide which programs to transfer to podcasts, we must evaluate which shows the best appeal to the live audience. Considering the demographics are younger than first anticipated, the station needs to customise programs better suited to them. Directing a show with “Music from when we were young” (1950’s), may be counter productive as only 19% of listeners are from that generation. A more productive use of the timeslot may be to establish and maintain a positive consumer/host relationship with the 15-39-year-olds (75% of listeners as shown in Appendix J). This is a great example of a program that has an existing following and can be moved over to another time slot, or a podcast.

13.2 Drive-time

The majority of respondents made a number of suggestions to better improve community radio such as ‘less talk time and more music’. Other factors which could potentially enhance the radio is an increase in community events sponsored by the client, this is a great opportunity to maintain community involvement. To improve the drive-time segment, it is recommended to introduce a second co-host to join alongside TJ Miller. Furthermore, this will

32 create interest in discussions. It is important for radio presenters to have a strong, attention-grabbing personality to further improve and create interest in regards to discussions, as stated by respondents. A recommendation in relation to drive-time sessions should include the introduction of competitions.

13.3 Listener Incentives

The implementation of competitions will create excitement amongst listeners and will result in listener participation. This will create a customer ‘loyalty effect’ as providing competitions is an incentive for listeners to maintain engagement. Competitions will give listeners a reason to tune in and continuing to listen to broadcastings, as well as participate in online engagement. Spending a great amount of money on prizes from hosts (non social media related competitions) is not a wise option for 2MCR. However, prizes with little monetary value can be perceived as desirable through a sense of personal connection with the host and show. An example of this could be Hamish and Andy’s branded Napkin Ninja starter packs (Appendix K) or Triple J’s ‘Tune Rag’ (Appendix L). Both of these examples have been paired with either a

Guerrilla or social media marketing campaign.

13.4 Social Media

In recent years, there has been an increased importance for a business to have a strong online presence. This could be due to the increase in consumers information search (Peterson, 2003). 90% of consumers aged between 18-39 use their smartphones for social media engagement (Sensis Social Media Report, 2016). Thus, it is essential to regularly update social media sites. It not only keeps consumers engaged with the station and the community, but also encourages consumer interaction. Snapchat, Instagram, and Facebook Messenger are social media platforms that are continually developing. The radio station will be able to develop personal relationships with consumers leading to customer loyalty. Through creating a public

33 Snapchat, the radio station will be able to interact with customers and local businesses on a personal level.

An online social media campaign will use different platforms in synergy to increase brand awareness and change the consumer's perception of the brand. The company should set viewer objectives, and when different milestones are reached, different promotions should be introduced. When the first platform out of Instagram, Facebook Messenger, and Snapchat reaches 100 views, the promotion will start offering a caller a $100 voucher if they are the first to call up and say the specific catch phrase. The catch phrase will be found by viewing the different ‘stories’ found on Instagram, Snapchat, and Facebook Messenger. This will encourage synergy within the social media platforms. The vouchers will be sourced from local businesses within the community, thus, putting funds, and support back into the community. Further Milestones should be set if the campaign is successful at 200, 400 and so as a monetary figure can be assigned to each additional listener in congruence with the prize money. As the campaign succeeds the catch phrase can further deepen into online media involving the website and Twitter, rewarding the listener with bigger prices for the more tiers they can provide. The campaign can also segway into relevant and important topics such as the catchphrase being a topic of the week, or Artist of the week to further emphasize the radio’s mission to provide music and culture.

The greater the social media presence the station has, the more opportunities it will have to connect with its listeners. A successful online media networking system requires constant attention and effort. Due to there being different accounts for the different platforms, different administrators can be in charge of entertaining audiences with “stories”. Upcoming events, artists, and keeping the followers up to date with what is going on in the station, will help to develop stronger relationships. Interviews with artists and tours inside the studio are one way these “stories” can help the listeners change their perception by putting a face to the presenters. A positive perception change will encourage followers to share the station's social media platform resulting in a rise of followers. The more followers on social media, the more brand

34 awareness, thus an increase in listeners. This can be in implemented by interns.

13.5 Promotion Codes

Promotion codes have the opportunity to be an integral part of increasing the listening base and getting the community involved in local businesses. An example; “add us on Instagram for our promo code to get you “20% off Joe’s Pizza”. Promotion codes can be integrated into all social media platforms, and as online advertising does not count towards the five minute on air-time legally allowed, this can be a way for the station to produce additional revenue. This can be spent on promotions to further increase the listener base. Encouraging consumer involvement online, which will aid other online campaigns. Offering promotional codes will essentially raise market share while persuading the consumers to perceive the station as community driven.

13.6 Website

Similarly to social media, it is important to have a consumer friendly website. A business’s website is seen to be it’s most reliable source of information, and plays an important part in consumer’s information search. In a personal interview, a respondent claimed they were less likely to tune into the radio station based on the website alone (Appendix M). The demographic of this participant is consistent with the key target market of 2MCR. Thus, it is important to address this issue to improve not only brand image, but to engage a larger listener base. The recent emergence of WIX (wix.com, 2016), allows businesses to easily create websites that are cost effective and of a professional quality. To model this, a mock website has been created for the purpose of this report (Appendix N). To best improve this digital asset, we suggest modernising, and simplifying the website. While achieving this, it is important to maintain the station’s values and image. As per appendix N, the colour scheme reflects the current 2MCR logo, and the noticeboard background reflects the community feel of the station. This is a creative and

35 influential way to present the station to consumers. We recommend the use of the Wix Combo upgrade (Appendix O). This includes necessary features such as the removal of Wix ads and the inclusion of your own existing domain name.

13.7 Guerrilla Marketing

There are many exciting and innovative ideas 2MCR can implement in their upcoming Guerrilla campaigns. For instance, inflatable boom-boxes can be placed in various businesses and locations around Macarthur. The key to its success is a call of action slogan: ‘Tune into the Sounds of Macarthur 100.3’. These inflatables cost as little as $14 on eBay (Appendix P); its estimated 15 in total for effectiveness. To enhance the effectiveness of this strategy, it’s recommended to be paired with a ‘viral social media campaign’. Ensuring the campaign features 2MCR’s social media handles.

13.8 Listener suggestions

Allowing listeners to suggest what type of programs and topics to discuss is an effective strategy to not only encourage consumer involvement but also increasing the listeners. By acting on suggestions from the target market, 2MCR will better navigate their content and music in the right direction. This will encourage listeners to return to the station, and spread the new image of 2MCR via word of mouth and social media trends. Listener suggestions can be made online through the radio station’s website. Consumers are given the opportunity to make suggestions on what they want to hear in relation to both music and programs, giving the consumers exactly what they want. A number of survey participants stated they would like to hear a range of different topics discussed.

13.9 Internships

In conjunction with the member’s program, we suggest the implementation of an Intern Initiative. 2MCR could benefit from student’s existing knowledge in

36 areas such as marketing, PR, communications and journalism. This would allow students to learn on the job, thus, gain valuable on-air experience with 2MCR. These students could potentially join the member’s program, ensuring the quality of work and commitment to the station. This strategy could be paired with a specific university or college ( or WSU Campbelltown), or implemented independently. An intern initiative is a cost effective way of recruiting quality ‘employees’ with fresh ideas and attitudes.

37 14.0 Budget

With a yearly marketing budget of $20,000 there are limitations on where money should be spent, and it is essential to spend accordingly. By looking at past annual reports it gives an indication on the future expenses. Through the newly added marketing strategies, costs will be increased in advertising due to the implementation of several promotional activities.

14.1 Transit Australia

According to Transit Australia, bus coverage in the Campbelltown area reaches to approximately 3,000,000 passengers annually (Appendix S). With 38 buses, the quote supplied by Transit Australia include $125 per week for a landscape back (Appendix T). It is recommended that do this in intervals of one month per quarter, totalling $2250, annually. This includes a one-off production fee.

14.2 Facebook

The promotional costs for advertising on Facebook, and the guarantee of likes for each post will equal to $20 a day, on a 7-day basis. It is recommended that this advertisement happen on a monthly basis, equalling $1680 a year. This targeted Facebook advertising allows the user to customise their reach and location of the advertisement, and the age of the targeted consumer. The client has the option to choose the monetary amount they prefer according to the duration they choose, for example, seven, fourteen and twenty-eight days.

14.3 Website

It is proposed that 2MCR uses WIX to design a new website. It is suggested that they use the premium combo plan, this being a monthly subscription costing $11.06, which amounts to $132.72 yearly.

38 14.4 Guerrilla Marketing

It is also recommended that 15 of the inflatable boom-boxes be ordered. They cost $14 each, being $210 in total. Custom stickers will be placed on these inflatable boom boxes, as well as any other promotional items. These will be $99 for a pack of 1000 from Fast Printing. It is suggested that 2MCR set aside $1000 for promotional novelty branded products to be given away in competitions.

14.5 Sponsors

Advertisements through local club sponsorships will help increase brand awareness. It is suggested to put aside $4000 for this. It can either be broken up and given to different programs or given as a lump sum. Public events and fundraisers should also be considered and for this, it is recommended that $5000 be put aside for this.

14.6 Prizes

Weekly prize vouchers (from community businesses) are to be considered as prizes for loyal listeners. These are expected to cost $100 a week, totalling $5200.

In total, the marketing budget is expected to be $19,571.72 Please see appendix Q to view the marketing budget plan.

39 15.0 Control procedures

The marketing plan has been developed in order to achieve objectives that have been established due to the current position of 2MCR community radio. The purpose of promotional activities is to speak to the audience with one voice through a number of communication channels. The performance will be measured and evaluated after the action plan has been implemented. Results will soon prove if strategies have worked in the station’s favour. The sole purpose of the implementation strategies is to ensure the objectives are achieved as they are interrelated. After the trial period has passed, it's important to review changes made and analyse previous results with current statistics to determine if improvements have been made. This will be evident if the market share has enhanced through the listener base. For instance, an increase in social media presence will result in a rise in likes and followers on their Facebook and Instagram accounts. The rise in membership is another factor indicating a positive outcome of marketing implementations and change in consumer behaviour and attitudes.

15.1 Contingency Plan

The contingency plan will consist of the following elements if the strategies developed do not fall through for 2mcr. Risks need to be assessed in order to ensure there are no gaps in the plan. For instance, what if the Guerrilla advertising strategy is not effective in developing brand awareness? These aspects need to be considered in order to design a back up plan. Other following questions need to be addressed, for example what could happen? What will we do as a response? What can we do to prepare for this? All members must be made aware of the contingency plan, this will result in all members being prepared if something doesn’t go to plan. Below is a basic example of a contingency plan outlining the sections that need to be addressed in case an idea does not go to plan.

40 Exemplar:

Scenario • Guerrilla Marketing is not effective in grabbing attention and brand awareness

Response • Strategize and implement new methods in order to build Strategy awareness

Implementation • Change marketing scheme that will attract target markets’ Plan attention

Operational • Assign members and or a marketing team to design a new Support Plan and more effective plan

Preparedness • Identify why the plan failed

Plan • Create a PR team of members who will be able to help when the strategy fails (PR team could consist of interns from Universities or Colleges, that specialize in these topics).

Budget • $20,000

41 16.0 To Conclude

This report has examined ways in which 2MCR should implement in order to improve their overall performance as a radio station and brand image. Implementing marketing strategies in order to fulfil the overall main objectives should help in order to achieve this.

Through the research conducted 2MCR are able to better improve their current situation in the market. By establishing a set of objectives the radio now have a strong focus leading them in the right direction, to assist with increasing their brand awareness. This will be accomplished by the enhancement of exposure through a number of appropriate communication channels targeting potential listeners. Due to the improvements made in the marketing strategy 2MCR will then change the attitudes and perceptions which exist about community radio, therefore, leading to an increase in listeners. By 2mcr implementing the strategies suggested throughout the report this should assist them in developing and succeeding their main objective of gaining more listeners for the station.

The analysis and strategies suggested throughout this report should be beneficial to 2MCR in regards to building awareness of not only community radio but of the station themselves.

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48 Appendix

Appendix A: Forecast population growth for Campbelltown City

Appendix B: Revenue Outlook per year for the radio Broadcasting industry

49 Appendix C: Internet usage trends

Appendix D: Mobile smartphone trends

50 Appendix E: Market share of in-car entertainment

Appendix F: In car entertainment 2015-2020

51 Appendix G: Monthly Audience Reach

52

Appendix H: List of weekday and weekend shows

53

54

55 Appendix I: Survey results for the Purpose of the report

100 participants were surveyed from the Macarthur area and surrounds

I.1 Question 1:

I.2 Question 2:

56 I.3 Question 3:

Alternate answers include:

57

I.4 Question 4:

I.5 Question 5:

58

I.6 Question 6:

I.7 Question 7:

59

I.8 Question 8:

What would Influence you to listen to community radio? Some responses include:

60

61

62

63

I.9 Question 9:

What is something missing from commercial radio that you would like to see on community radio? Some responses include:

64

65

66

67

68 Appendix J: McNair Report

69

70

71

72

73

74 Appendix K: Hamish and Andy’s Napkin Ninja Starter Kit

Appendix L: Triple J Tune Rag

75 Appendix M: Personal Interviews Three Individual interviews were conducted with western Sydney Locals aged between 22-26

76 Appendix N: Mock Website using Wix

77

78

79

80 Appendix O: Wix Upgrade NOTE: US$

Appendix P: EBAY Boombox

81 Appendix Q: GANT Chart for Implimentation

82 Appendix R: Budget

83 Appendix S: Coverage

Appendix T: Cost per Bus advert

84