• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Marketing Research Focus Group Project - Objective 1: To better understand what factors motivate the decision to become a Winnipeg Goldeyes season ticket holder

Extracts from this document...


Reece Berg 1140947 December 02, 2011 Marketing Research Focus Group Project The Winnipeg Goldeyes previously played in the Northern League and now play in the American Association, where they were named the American Association organization of the year for the 2011 season (source: www.goldeyes.com --> NEWS --> News Releases --> Goldeyes selected organization of the year), as award they previously won in the Northern League in 2003, 2004, 2006, 2008, and 2009. Furthermore, Goldeyes average game attendance was higher than all independent professional baseball teams for the 10th time in 11 seasons and the Goldeyes led the American Association league in total attendance (source: www.goldeyes.com --> NEWS --> News Releases --> Goldeyes tops in attendance again). While changes are required, it is important to recognize these accomplishments. Objective 1: To better understand what factors motivate the decision to become a Winnipeg Goldeyes season ticket holder (subsequently referred to as a 'season ticket holder') or a purchaser of Winnipeg Goldeyes regular tickets or mini-packs (subsequently referred to as a 'non-season ticket holder'). The significantly larger cost associated with becoming a season ticket holder, relative to that which is associated with becoming a non-season ticket holder, necessitates that further investigation into what motivates the aforementioned decisions be conducted. Winnipeg Goldeyes season ticket purchases provide a valuable source of predictable income for the Winnipeg Goldeyes, since season tickets are prepaid in full. ...read more.


The participating parents shall be split into two groups of 8-10 individuals, each comprised of 4-5 couples )(these last two groups shall subsequently and collectively be referred to as 'families'). Lastly, we require 8-10 employers who at present regularly provide their employees with Goldeyes game tickets as a job perk, bonus, reward, or as some other means of acknowledgement (subsequently referred to as 'supporting employers') and 8-10 employers who in the past regularly provided their employees with Goldeyes game tickets as a job perk, bonus, reward, or as some other means of acknowledgement (subsequently referred to as 'past supporting employers'). These last two groups are not referred to in the Recruiting Specifications below, since the possible employers are already well-known to Winnipeg Goldeyes Management and we shall go about recruiting representatives from the respective organizations who are, themselves, authorized to disburse Winnipeg Goldeyes tickets to staff (which is to say that they are themselves functioning in a decision-making capacity in their organization) (source: http://goldeyesbaseball.blogspot.com/2010/02/feb-16-office-blog-taylors-2010-ticket.html ). We have chosen to design the focus groups around individuals who have previously attended at least five Winnipeg Goldeyes games in the past year (with further constraints being listed in the 'Recruiting Specifications' section which immediately follows). Our rationale is as follows: "If everyone has gone to at least X games, then clearly it was 'worth it to attend a Goldeyes game' for all participants at some point." ...read more.


[ ] YES [END WITH THANKS] [ ] NO ** Compensation for this focus group is outside the typical 2-hour focus group compensation range due to the very select Goldeyes clientele we wish to recruit for our focus groups. It would, in all likelihood, not be achievable without considerable effort and, as a consequent, comparable expense, to find families for whom both parents could afford to partake in a focus group simultaneously (as per the Recruiting Specifications preceding this section). For many families, this would require hiring a babysitter, something we are essentially offering to pay for by compensating at this level, rather than at typical rates. The individuals who are in positions which grant them the ability to offer Goldeyes tickets to staff will, in all likelihood, not be participating, should they choose to do so, for the monetary incentive (this is what we want -- sufficient compensation so as to be respectable but not so much as to encourage people to participate who don't actually care about the Winnipeg Goldeyes Baseball Club). Because what we are offering here is a gift certificate and not cash, the net cost to the Winnipeg Goldeyes Baseball Club shall in all likelihood not exceed typical 2-hour focus group compensation rates, though a direct comparison between compensation provided here and typical rates would be individual-specific, depending on what each $125 gift card was ultimately spent on. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Marketing section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Marketing essays

  1. Renault Marketing Project

    The commitment to quality is closely monitored through actual results. These results are measured by independent bodies according to the criteria of appeal, reliability, durability and customer satisfaction. Specifically, Renault will track efforts to place Laguna in the top three using the indicators below: * Design and production quality indicator:

  2. Chapter Notes on Marketing Management by Philip Kotler 10th Edition

    Distinctive: the difference is delivered in a distinctive way. Superior: the difference is superior to other ways of obtaining the benefit. Preemptive: the difference cannot be easily copied by competitors. Affordable: the buyer can afford to pay the difference. Profitable: the company will find it profitable to introduce the difference.

  1. Marketing Dissertation. An investigation of Celebrity Endorsement, with particular focus on the long-term ...

    the 'mere exposure' phenomenon, which suggests that a relationship will become more positive by seeing the product/brand/celebrity more often. There are a number of advantages for celebrities to have a great deal of exposure, one being to increase their involvement (Park and Lessig, 1977), another to increase that celebrity's profile

  2. Rayban Direct Marketing Project for the UAE

    well as a Chameleon-Like technology which allows the lenses to darken in sunlight and become clear in environments devoid of light. The most modern Ray-Ban frames are made of carbon fiber which renders the frames lightweight and strong, flexible and resistant and also provide comfort to the wearer.

  1. MKT research on Latrobe University

    There are some errors that are usually associated with non-probability such as measurement errors, respondents' errors. Questionnaire design errors were prevented by following the guidelines for constructing a questionnaire and pre-coding were used to avoid coding and data capturing errors, thus, measurement errors were prevented.

  2. Markeking Project

    service and a pledge to stand behind its tax services provided to customers at all times. In its maturity stage, the service has grown from just being offered at retail offices to being offered online and at home using software.

  1. Bajaj Pulsar Marketing Project

    The company is headed by Rahul Bajaj who is worth more than US$1.5 billion. The Forbes Global 2000 list for the year 2005 ranked Bajaj Auto at 1946. History ________________ Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited.

  2. A Marketing Research on Etihad Airways

    Introduction of self-service kiosks 2. Extended chauffer service 3. Improved menu - "fine dining experience" (Etihad, 2011) 4. Increased destinations and countries 5. Latest more efficient aircraft 6. Improved loyalty program 7. Improvements in all flight classes 8. New airport lounges 9.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work