report代写/essay代写/project代写-Marketing Plan for TABLE OF CONTENTS


Marketing Plan for TABLE OF CONTENTS

  • About Zoos Victoria
    • Vision
    • Mission
    • Our conservation objectives
  • Market Overview
    • Market Category
    • Market Size…………………………………………………………………………………………………………..
    • Market Growth
    • Market Structure
    • Trends
  • Competitors Analysis……………………………………………………………………………………………..
      1. Merlin Entertainments (Australia) Pty Ltd
      1. Royal Botanic Gardens and Domain Trust (RBGD)
    • Current Positioning
  • Market Segmentation
  • Buyer Behaviour
    • Decision Type
  • Internal Analysis
    • Current Marketing Mix
  • SWOT Analysis for Zoos Victoria
  • Campaign Objectives
  • Target Market
  • Desired Positioning
  • Marketing Mix
      1. Product
      1. Price
      1. Place
      1. Promotion
  • Action Plan
  • Control Program
    • Contingency plan…………………………………………………………………………………………………
  • Reference List
  • Appendix A SWOT Analysis for Merlin (Australia)
  • Appendix B SWOT Analysis for Royal Botanic Gardens Domain and Trust
  • Appendix C Market Segmentation
  • Appendix D Decision roles and stages……………………………………………………………….
    • Decision Roles
    • Decision Stages
  • Appendix E Promotion channels
  • Appendix F Supplies and equipment

About Zoos Victoria

Zoos Victoria is owned by the government and is responsible for controlling three of Victoria zoos: Melbourne Zoo, Healesville Sanctuary and Werribee Open Range Zoo. (IBISWorld


Our vision is to be the worlds leading zoo-based conservation organisation. (Zoos Victoria n.d.)


Our mission is to galvanise communities to commit to the conservation of wildlife and wild places. We will achieve this by connecting people and wildlife in the following ways:

  • Opening the door by providing exceptional wildlife encounters that reach beyond the boundaries of our campuses
  • Leading the way by communicating and demonstrating the role of conservation and research in all we do
  • Catalysing action through inspiring experiences that motivate participation, leading to conservation and sustainability outcomes (Zoos Victoria n.d.)

Zoos Victorias objectives are concentrated in our five action areas: conservation, animals, visitors, people and financial sustainability.

Achieving these objectives will help us become the worlds leading zoo-based conservation organisation within the next 20 years.

Our conservation objectives
  1. To have a robust portfolio of direct conservation programs that:
    • Achieve habitat protection and/or threatened species recovery in the wild
    • Reflect our state, national, Australasian and international (South-east Asia, Papua New Guinea and Sub-Saharan Africa) priorities
    • Are underpinned by strong science
    • Are both recognised and valued by our stakeholders and partners
  2. To run successful call-to-action environmental campaigns and programs that are linked to our priority conservation programs and/or those of our partners.
  3. To ensure staff and Friends of the Zoos volunteers are knowledgeable, supportive, actively engaged and advocates of our conservation programs.
  4. To be recognised as a leader in environmental sustainability.
  5. To position Zoos Victoria as a leading authority and knowledge centre for the conservation of species and habitat in our chosen programs and targeted regions of Australia, Papua New Guinea, South-east Asia and Sub-Saharan Africa. (Zoos Victoria n.d.)

Market Overview

Market Category

Market is a group of customers and companies that have interests in products and services and they acquire purchasing power.

The Zoological and Botanical Gardens industry consists of four services which are the botanical gardens, aquariums, zoos and other sites. (IBISWorld 2017)

Market Size…………………………………………………………………………………………………………..

Among the four categories, Zoological Gardens has the highest market segmentation of 41.8%. The annual gross revenue for the Zoological and Botanical Gardens in Australia is around $788.3 million. (IBISWorld 2017)

Market Growth

The Zoological and Botanical Gardens industrys revenue has grown at an annualised rate of 0.2% from 2013-2017; and is forecasted to grow at an annualised rate of 2.7% over the next five years to $898.8 million. (IBISWorld 2017)

Market Structure

The Zoological industry belongs to an oligopoly market structure as there are only few zoos that dominate the market share of the industry. This industry has a high barrier of entry and a high market share concentration level. Like organisations in oligopoly market structures, zoos provide homogenous products and services to customers. (IBISWorld 2017)



The Zoological and Botanical Gardens industry receives funding from two government funding schemes. Heritage and arts, and environment heritage.

Over the years, government funding has helped the industry to perform and it accounts for a major share of the industrys total revenue. However, due to increased annual visitations and admission revenues from zoos and aquariums over the past five years, government funding has fallen as a share of revenue as they become less reliant on public funds. (IBISWorld


As visits to zoos are part of household expenditure on recreation and culture, the increase in household discretionary income over the past 5 years has resulted in an increase in the rate of visitation to the zoos. Furthermore, due to the depreciation of the Australian dollar in the last few years, it has boosted international tourism to Australia as well as domestic travel for Australians. This contributes to the increase in visitations to the industry establishments. (IBISWorld 2017)


Due to a rise in environmental and sustainability awareness, there has been a shift in consumer preferences. Consumers are now trending towards viewing animals in larger areas or open-range zoos. As a result, many zoos have shifted animals to larger and more natural environments. (IBISWorld 2017)


The industry establishments have shifted to utilising computerised databases for the classification and tracking of animals and plants. In addition, to provide better facilities for ticketing and collection of visitor information, Zoos have also installed computerised ticketing systems. (IBISWorld 2017)

Competitors Analysis……………………………………………………………………………………………..

1. Merlin Entertainments (Australia) Pty Ltd

Merlin (Australia) is a direct competitor of Zoos Victoria. Merlin (Australia) has the largest market share (32.9%) in the Zoological industry in Australia and operates six zoological attractions including sea life and wildlife. The parent company of Merlin (Australia), Merlin Entertainments Group Ltd, is the largest entertainment organisation in Europe. The parent company operates 123 tourist attractions across four continents including well-known attractions such as LEGOLAND, Shrek Adventures, Seal Sanctuaries, Warwick Castle etc. (IBISWorld 2017) Appendix A shows a brief SWOT analysis of Merlin (Australia).

2. Royal Botanic Gardens and Domain Trust (RBGD)

An indirect competitor of Zoos Victoria would be the Royal Botanic Gardens and Domain Trust (RBGD). This organisation has the fourth largest market share (7%) in the industry. The RBGD is liable for a few tourist attractions in NSW including the Royal Botanic Garden Sydney, the Domain, The Australian Botanic Garden Mount Annan and The Blue Mountains Botanic Garden Mount Tomah. The RGBDs source of income is derived from renting spaces to private and public events such as weddings, festivals, photoshoots etc. (IBISWorld 2017) Appendix B shows a brief SWOT analysis of RGBD.

Current Positioning

Market Segmentation

The Zoological industry can be segmented into three categories local visitors, interstate visitors and international visitors. Local visitors are the largest segment in the market, taking up a total of 85% in the market segmentation of the Zoological industry. The local visitations mainly consist of local families with young children, school field trips to zoos and events taking place in the zoos. Meanwhile, international visitation takes up 8% of the market segmentation in the industry. International visitors have been growing rapidly for the past five years due to the depreciation of the Australian dollar and the increase in the purchasing power of Asian countries. Lastly, interstate visitors captures 7% of the market segmentation in this industry. Over the past five years, the growth of interstate visitors has also been stable due to the increased domestic travellers in Australia. (IBISWorld 2017) Appendix C states the analysis of each segment in the Zoological industry.

Buyer Behaviour

The buyer behaviour is based on demographics factors mainly economic situation. Visitation to zoos and aquariums is a form of discretionary spending. Therefore, when there is a growth in discretionary income of consumers, they are more likely to spend their income to visit the zoo. Simultaneously, when discretionary income drops, consumers tend to visit botanical gardens more often.

Decision Type

The type of buying decision behaviour for zoos is dissonance reducing behaviour. Consumers are highly involved in the purchasing stage but do not see much difference between other zoos available in the market.

Appendix D states the decision roles and stages.

Internal Analysis

Current Marketing Mix

The Zoo uses customer and time based pricing to separate the pricing for child, adult, concession and senior tickets as well as the off peak and peak hours prices for the tickets. Zoos Victoria has been promoting their campaign when balloons fly, sea birds die through advertising, digital marketing and public relations. Information of the campaign can be found online as well as in the zoo and physical locations on brochures and streets posters. Through their efforts in advertising the campaign, they hope to reach out to mums in Victoria, schools, councils and businesses and event holders. The aim of promoting the campaign is to raise awareness and educate people about the harmful impacts of irresponsible disposal of balloons and encourage a positive change in the community to save the affected wildlife species. (Zoos Victoria n.d.)

SWOT Analysis for Zoos Victoria

Strengths Weaknesses
  • Significant position: Zoos Victoria has the highest market concentration (11.1%) in the Zoological industry in Victoria
  • History: Melbourne Zoo was the first zoo to open in Australia in 1862.
  • Innovative culture: First carbon neutral zoo in Australia
  • Location: 4km from Melbourne CBD
    • Weak product differentiation: Other zoos provide similar experience
    • Profitability: Required to rely on state government funding during shortfalls or losses
Opportunities Threats
  • Strategic Alliances: Collaborate with other organizations such as museums to raise awareness
  • Growth opportunities: Increase in number of international visitors to the zoo
  • Increase visitor experience: Create more educational activities and programs to increase customer involvement
  • Media advertising: Engage influencers to raise awareness and promote campaigns, educational programs etc – Economic downturn: Lower discretionary income will reduce visitation to zoos – Competition: Zoos can be substituted by sanctuaries, botanical gardens, theme parks etc

Campaign Objectives

  1. To increase awareness of the harmful impacts of using balloons in outdoor events through the campaign and encourage the publics to use wildlife-friendly alternatives like bubbles instead.
  2. To increase the number of supporters pledging online by 20,000 in a year

Target Market

The target market for this campaign in comparison to the current one will reach out more to the public. For this campaign, the event will have two segments 4km non-competitive walk and 10km competitive run. The non-competitive walk will be targeted at families with children aged 3 to 12 and the competitive run will be targeted at runners, individuals who loves running for a cause and individuals and organisations supporting the act.

Desired Positioning

Comparing to Merlin (Australia) and the Royal Botanic Gardens and Domain Trust (RBGD), Zoos Victoria is weaker in reputation and influence due to its size. The desired positioning (x) is to be more positively reputable and have more influence in the industry.

Marketing Mix

1. Product

The marketing strategy for this campaign is event marketing. The fun run event would be the actual product used to further boost the awareness and engagement of the When balloons fly, sea birds die campaign. Each participant will receive a race pack that will include a race information booklet, race shirt, sponsor gifts and a bottle bubble blower to promote blowing bubbles as a wildlife-friendly alternative of using balloons in outdoor events.

2. Price

The pricing strategy will be based on segmented pricing. It can be further divided into 3 categories customer-segment pricing, product-form pricing and time-based pricing. The event will be sold at differentiated prices between adults and kids, competitive run and non- competitive walk, and early bird specials and the usual price.

3. Place

Customers can easily purchase the tickets online or at the zoo. The event will be located at the Royal Botanical Gardens, in the heart of Melbourne which is convenient and easily accessible.

4. Promotion

Advertising and direct marketing will be the promotional tools used to promote this campaign. Appendix E shows the channels that are used for promotional activities.

Action Plan

Timeline – Jan 18 to Nov 18 (11 months)

Event date in Nov 18.

Action Objectives Responsibility Timeframe/
  1. Pre-launch/ Planning (Jan 18 – Mar 18)
Apply for
event permit
and insurance
(City of
Get permissions from
permitting authorities
  • to ensure public safety and amenity in public spaces
  • assist in sustainable management of park
Jan 18 - Mar 18
Application of
permit to be
confirmed by end
of Mar
sponsors and
Find sponsorships
and partners for
event and event
  • Principal sponsors
  • Corporate sponsors
  • Media partners
  • Supplies official
Event Team Important
partnerships to be
confirmed by Mar
18 to be included in
Create advertising
materials for
promotion (print and
Final designs by
Mar 18
Create event
page and
For participants to
find event details and
register online
Department, IT
Mar 18 Low
  1. Launch/ Promotion (Mar 18 – Nov 18) (after permit is granted)
Advertising Strategically promote
campaign through
traditional advertising
and digital advertising
(refer to promotion
table for advertising
Mar 18 - Nov 18 High
Reaching out to
existing and potential
organisations and
Mar 18 - Nov 18 Low
individuals through
mails and emails

Plan logistics To ensure a smooth and successful event (find volunteers, supplies and propose rental of equipment)

Mar 18  Nov 18 Medium
to high
  1. Execution (prior to the actual day and actual day of event)

Checklist Ensure all supplies and equipment* are ready and there are enough volunteers

*Refer to Appendix F
Department and
Event Team
Two weeks before N/A

Staff and volunteers briefing/ training

Brief staff and
volunteers on their
duties and provide
training where
Department and
Event Team
One week before Low

Setup of event venue

Ensure all supplies
and equipment are
available, in place
and functional
Ensure course routes
are lined up
Ensure first aid
stations are well
stocked and ready
Department and
Event Team
One day before
and on the day
Ensure all staff and
volunteers are at their
stations and clear of
their duties
Ensure all
participants are well
and safe
Department and
Event Team
Before run/walk
starts and during

Pre-run/walk Opening ceremony to welcome all attendees

  • talk about purpose of event and the pledge
  • shout out to existing supporting business
Event Team Before official start
of event
organisations and
event holders
Warm up participants

Post run/walk Entertainment and refreshments for participants Award ceremony and ending speech

  • thank all sponsors, partners, volunteers and participants
  • reinforce awareness message
  • encourage participants to pledge online
Department and
Event Team
After run N/A

Post event clean up

Clean up and ensure
cleanliness of venue
Department and
Event Team
After event N/A

Control Program

Action Objectives Responsibility Timeframe
Weekly checkups on
To ensure expenses are kept
within budget
Biweekly monitor
website and event
page visits,
registration numbers
and online pledges
To ensure promotional activities
are effective, improve and boost
Encourage social
media engagement
(hashtag, shoutouts)
More effectively spread
awareness and conversions
Attendee online
satisfaction survey
(participants, staff and
volunteer team,
To be sent out to attendees
within 24 hours after the event
To thank all attendees and
gather feedbacks and evaluate
the success of the event
To convert those who have not
to pledging online
Post event
Monitor post-event
media feedback
To publish positive feedbacks or
deal and recover from negative
feedbacks where necessary
Post event
Post-event update To thank everyone officially on
website/ event page and inform
them of the impacts they have
made in participating of the
event (fundraise amount, no. of
pledges made etc)
Post event
Contingency plan…………………………………………………………………………………………………

In case of bad weather situation, shelters will be provided for attendees. Indoor activities will be provided for attendees.

(Word Count: 249 3 )

Reference List

City of Melbourne 2017, Event permits, City of Melbourne, viewed 28 September 2017, < permits/Pages/event-permits.aspx>.

Investopedia 2017, market, viewed on 12 September 2017

Zoological and Botanical Gardens in Australia (Report No. R8921), IBISWorld 2017 database, viewed on 28 September 2017 < ntid=646>.

Zoos Victoria n.d., our objectives, viewed on 14 September 2017

Zoos Victoria n.d., Marketing & Communications Strategy, lecture notes, RMIT University, Melbourne, Zoos Victoria.

Appendix A SWOT Analysis for Merlin (Australia)

Strengths Weaknesses
  • Market Share: Largest market share in Australias Zoological industry and operates 12 tourist attractions in Australia
  • Environmental sustainability: Constantly review and identify opportunities to improve ways to sustain the environment – Future profitability: Revenue of Merlin (Australia) is expected to fall significantly due to the planned termination of Manly Sea Life Sanctuary in 2018
Opportunities Threats
  • Expansion: Constantly improving attractions through planned investment cycles
  • New revenue stream: Include on-site themed accommodations/hotels in zoos, sanctuaries and theme parks – Global economic recession: Global economic downturn will heavily impact all attractions of Merlin Entertainments – Competition: Can be substituted by other zoos, theme parks, sanctuaries etc

Appendix B SWOT Analysis for Royal Botanic Gardens Domain and Trust

Strengths Weaknesses
  • History: The Royal Botanic Garden, Sydney is the first botanic garden and scientific institution in Australia – Financial: Required to heavily rely on government funding in order to operate
Opportunities Threats
  • Develop product line: Grow saleable plants that can be sold to earn revenue – Poor weather: Affect visitations and events taking place in botanical gardens – Pests: Negatively affect botanical gardens by causing infections and diseases to plants and crops

Appendix C Market Segmentation

Local tourists International tourists Interstate tourists
Price sensitivity High Low Medium
Involvement High Low Medium
Loyalty position High Medium to Low High to Medium
Frequency of visitation High Low Medium

Appendix D Decision roles and stages……………………………………………………………….

Decision Roles
Families (Local, interstate and international)
Initiator The initiator are usually the kids in the family as they make suggestions
on where to go
Influencer Both parents and kids are the influencers in the families as their opinions
contributes to the final decision
Decider Both parents and kids can be the decider depending on situations
Parents are the ones who make the actual purchase because of their
buying power
Consumer Families are the consumers as they visit the zoos together
Decision Stages
Families (Local, interstate and international)
Triggered by internal stimuli (interests in visiting the zoo) and external
stimuli (discretionary income).
Seeks information of zoos available in the market
Comparison of activities that are offered by different zoos
Selection of a zoo that satisfy all individuals in the family and make actual
purchase of zoo tickets
Feedbacks of the zoo (customer satisfaction, loyalty intentions, future
purchase intentions)

Appendix E Promotion channels

Advertising Traditional advertising
Brochures available in Zoos Victoria, key retail locations
Newspapers - Herald Sun, The Age, Geelong Advertiser, Northcote
Leader, Melbourne Leader
TV - Channel 7, Channel 9, Channel 10, ABC
Radio - 3AW, ABC Local, ABC Radio National, Triple R, PBS, triple j, Fox
Digital marketing
Social Media - Facebook, Twitter, Instagram, engagement with
influencers and bloggers
Websites - Zoos Victoria, Run Calendar Australia, The Australian
Running Calendar
(Zoos Victoria n.d., p. 3 and 4)
Email marketing to existing and potential businesses, event holders and

Appendix F Supplies and equipment

Supplies and equipment needed
  • Bubble blowing machines promote
  • Speakers
  • Stage for opening and award ceremony
  • Drink stations
  • Portable toilets
  • First aid stations
  • Coolers
  • Booths – on-the-day registration booth, information booth, photo booth
  • Race pack
  • Refreshments
  • Finish and starting line structures
  • Award medals for winners of competitive run
  • Sponsors tents/ marquees
  • Play area/ activities corner for kids or non-participating attendees
  • Miscellaneous supplies (tables, chairs, cups)


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