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Mktg 317 assignment #2   group 6 g Mktg 317 assignment #2 group 6 g Document Transcript

  • Table of ContentsCustomer Segmentation ...............................................................................................................1 Wealthy Young Philanthropists............................................................................................2 Energetic Young Families ....................................................................................................3 Almost Empty-Nesters .........................................................................................................4Product Strategy ...........................................................................................................................5Pricing ..........................................................................................................................................8Place .............................................................................................................................................10Promotion.....................................................................................................................................12 Target Audience ...................................................................................................................12 Communication Objectives ..................................................................................................12 Communication Strategy ......................................................................................................13 Communication Tactics ........................................................................................................13 Communications Mix ...........................................................................................................14 Creative Execution ...............................................................................................................15References ....................................................................................................................................18Appendix A – Customer Segmentation (First Draft) ...................................................................20Appendix B – Past Marketing Communication ...........................................................................21 i
  • List of FiguresFigure 1 – Wealthy Young Philanthropists ..................................................................................2Figure 2 – Energetic Young Families ..........................................................................................3Figure 3 – Almost Empty-Nesters ...............................................................................................4Figure 4 – Past Marketing Communication ................................................................................. ii
  • Customer Segmentation: Wildwood is a community located in the Southwest quadrant of Calgary, and is a pilotcommunity as part of the City of Calgary’s Inspiring Strong Neighbourhoods (ISR) initiative. Asthe focus of this initiative is to better align the services provided by the city with its citizens,market segments need to be identified describing the lifestyle of various individuals in thiscommunity and their likely usage of these services. In order to properly identify these marketsegments, research needed to be carried out regarding dominant demographic, psychographicand behavioral variables associated with residents of this community. Preliminary research about this community indicated that it is a small and quietcommunity, where its residents spend much of their time outside interacting with one another(Semko 2011). The majority of its residents are university educated individuals who own theirown homes, and represent high-income earning households with children of several differentages (City of Calgary 2012). Several activities offered by the Wildwood Community Associationare targeted towards younger children, while some are targeted towards adults as well but themajority of these activities require community volunteers to be organized and provided(Wildwood Community Association 2012). Based on these findings, the residents of thiscommunity closely resemble the Environics PRIZM (2011) segments “Urbane Villagers”, “Money& Brains” and “Winner’s Circle”. The following market segments for the community of Wildwood were created based onthe information described above: 1
  • Wealthy Young Philanthropists:Figure 1 below depicts what members of these households might look like: Figure 1: Wealthy Young Philanthropists Geographic: Located in the community of Wildwood, Calgary, Alberta, Canada. Demographic: Young (late twenties to early thirties), married without children, university educated, high- income earning, white collar occupations. Source: www.centralwesleyan.org. Reprinted with permission.Psychographic: Based on the Environics PRIZM (2011) segment “Urbane Villagers”, thesehouseholds are somewhat involved in their communities and have a highly cultured mindset.They are just past the beginning stages of their careers, taking on more responsibility and thisconsumes much of their lives. Because of this, they enjoy more relaxing recreational activities, amix of indoor and outdoor. Despite their busy lifestyle, they still make an effort to buildrelationships with other families in the community. Safety and respect for the community as awhole are both important issues for these households. While having children is not a priority forthese households in the near future, they have no issue contributing their time to help organizeactivities in the community for all ages whenever they have time available to do so.Behavioral: Their usage will be less frequent, usually only occurring one day a week. This oneday will usually involve them engaging in several activities however, some that allow them torelieve stress while others will allow them to get to know others and stay up to date with recentconcerns and events in the community. 2
  • Energetic Young Families:Figure 2 below depicts what members of these households might look like: Figure 2: Energetic Young Families. Geographic: Located in the community of Wildwood, Calgary, Alberta, Canada. Demographic: Middle-aged (mid-thirties to early forties), married with young children, university educated, high-income earning, Source: www.estateplanshop.com. Reprinted with permission. mix of white collar and trade occupations.Psychographic: Based on the Environics PRIZM (2011) segment “Winner‟s Circle”, thesewealthy families enjoy partaking in activities with their young children but mostly outdoors. Theparents are very career oriented and their children are often actively involved in sports year-round. They are not considered philanthropists, but enjoy spending time with each other andothers in the community, so they are willing to volunteer their time for services and activitiesprovided in the community. Money is not a primary concern for these families, however they trynot to spend exorbitant amounts of money so they try to avoid expensive leisurely activities.They enjoy activities that promote physical health and encourage time spent outdoors. These aresocial and outgoing families, and their reputation/presence in the community is important tothem.Behavioral: Their usage of services provided by the city would consist primarily of outdoorrecreational activities, allowing them to remain active and provide opportunity to interact withothers in the community. The services would be used primarily on weekends, occasionallyweeknights, due to their busy lifestyle. 3
  • Almost Empty-Nesters:Figure 3 below depicts what members of these households might look like: Figure 3: Almost Empty-Nesters. Geographic: Located in the community of Wildwood, Calgary, Alberta, Canada. Demographic: Middle-aged (late forties to late fifties), married with university aged children, university educated, high-income earning, mix of white collar and trade Source: www.guardian.co.uk. Photo by Mango occupations. Productions/Corbis. Reprinted with permission.Psychographic: Based on the Environics PRIZM (2011) segment “Money & Brains”, parents inthese families are well established in their careers and their children are often occupied by thetheir university studies. In the past, these parents would contribute generously to variouscharities and programs around the city rather than volunteer their time due to their busylifestyles. As their children become more self-sufficient and their careers become less demandingtheir lifestyle is beginning to change, and these parents would like to become more involved inthe community. They have been a part of the community for a long time and occasionallyinteract with their neighbors, but they have never been quite aware of events or issues in thecommunity and would like that to change.Behavioral: These parents are willing to contribute their time at least a few times a week. Theywant to feel a better sense of belonging in their community, and feel that building closerrelationships with their neighbors by participating more in community gatherings anddiscussions will allow them to achieve this. 4
  • Product Strategy: All organizations that need to market services face challenges that providers of productsdon‟t normally encounter, so the ISN initiative will need to address these challenges as well.These challenges are the intangibility, inconsistency, inseparability and inventory of services.The level of involvement from individuals in the community with the initiative will be a measureof how successful it is when responding to these challenges. Unlike physical products, services are strictly intangible so they cannot be held, touchedor seen by a consumer before they are purchased. As a result, the quality of a service can only bedetermined once it has been used by the consumer and this is a particular challenge that the ISNinitiative will need to address. Having reputable sources who are knowledgeable of and/orinvolved with the initiative were to endorse it and spread information about it through word ofmouth might be a solution to this problem. Examples of such sources are Aldermen for the pilotcommunities or the board of directors for their respective community associations, as they coulddistribute the information at community gatherings or through community newsletters. Once asmall group of community residents are aware of the initiative in more detail and what they cando to become involved, they might be more inclined to discuss it with their neighbours. Ensuringthose involved with the initiative have a strong presence in the community and are enthusiasticabout promoting change will help provide tangible cues to residents that suggest the initiative isbeing carried out in a high quality manner. Creating a recognizable brand image that reflects thisenthusiasm and high quality will help with this as well, which will be discussed later in thissection. 5
  • Providing a consistent service is difficult to maintain in comparison to the manufacture ofphysical products. This consistency is dependent upon the people providing the service, and isonly possible when they clearly understand what is expected of them. Because of this, the ISNinitiative should communicate unequivocally to those involved what needs to be accomplishedand what type of relationship to build with residents who participate in order for the initiative tobe successful. Inseparability implies that services must be consumed at the same time they are provided,and residents of the community need to be as involved as those organizing the ISN initiative inorder for it to be successful. Residents will also have an impact on each other, in the sense thattheir opinions of the initiative will either encourage or deter others to participate as well. As aresult, those involved with the initiative must be highly trained to be receptive of suggestionsprovided by members of the community and effective at communicating these suggestions tothose who are able to implement them. As mentioned earlier, those involved must also displayenthusiasm about the initiative‟s objectives and confidence in its ability to achieve theseobjectives in order to maintain the interest of residents in the community. The fact that services cannot be stored as inventory is another challenge the ISR initiativeshould take into consideration. The supply and demand of services is difficult to track, but thoseinvolved with the initiative can do their best to manage supply by budgeting what resources theyhave available to satisfy demand and allocating them according to the degree of whichcommunities need them. They can create supply through the recruitment of volunteers from thecommunity to help achieve the initiative‟s objectives as well, which might satisfy demand thatcannot be met by the initiative‟s own resources. 6
  • As mentioned earlier, creating a recognizable brand image for the initiative as a tangiblecue for the communities involved will give the impression that it is successfully meeting itsobjective of „inspiring strong neighbourhoods‟. The development of this brand image is not somuch in the name itself, but rather what types of characteristics are associated with the brand.Trueman, Cook & Cornelius (2007) identified that encouraging creativity, defined as a“multifaceted resourcefulness to solve intractable, unexpected, unusual problems orcircumstances”, is crucial in generating positive change and when communities are lessconcerned with “mere survival”, they become more concerned with civic pride and creativity.This innovation and creativity is something that the initiative should strive to maintainthroughout its implementation. Encouraging fresh and unique perspectives regarding the issuesbeing addressed in pilot communities, as well as how to apply successful techniques used in oneneighbourhood to another, will be essential to the success of this initiative. Maintaining asuccessful brand image can be accomplished by providing an environment in which all of thiscan take place while implementing the initiative in pilot communities. 7
  • Pricing: Much of the cost associated with this initiative involved the research needed to identifywhat drives community attachment, while some was allocated to repurpose existing resources tobetter meet the needs of the community (City of Calgary 2012). A total of $225,000 wasbudgeted and approved by city council, broken down into the following: $50,000 for consultingservices related to the project, $50,000 to repurpose existing resources, $100,000 to collectinformation through surveys and $25,000 for communications support (City of Calgary 2012). A similar community engagement initiative carried out by Halifax consisted of a budgetthat was less costly and more thoroughly allocated than the ISN initiative, amounting to only$62,000 but distributed among several strategic approaches that describe in great deal whatactions will be carried out, the progress of these actions and which departments will provide stafffor each (Halifax Regional Municipality 2008). This could be due to the fact that Halifax issignificantly smaller in size compared to Calgary, however the simplicity of the ISN budgetcould have a negative impact on the success of the initiative due to its lack of transparency incomparison to Halifax. As discussed in the prior section, providing tangible cues are quite usefulin countering the challenges faced by service oriented organizations and this transparency couldbe one of those cues. Since this is not a revenue producing project and relies only on funding from the city,justification for these costs can be measured in terms of how well the results of this projectsatisfy community needs in Calgary. It can be qualitatively described by the emergence ofstronger relationships within the community and the presence of individuals who are moreactively involved in the community, where its well-being becomes one of their primary concerns. 8
  • It can also be quantitatively described in terms of a change in the level of productivity of thecommunity as a whole, and its contribution to overall growth of the city. Sorensen & Grove (1977) provide an accounting perspective of how to manage costsrelated to non-profit services like the ISN initiative, and how to measure the performance andoutcome of these services. In order to properly allocate costs, they emphasize controllingprogram operations through assessing population needs and demand for services, clearlyestablished organizational objectives, identifying the amount of resources needed and how theywill be consumed, and evaluation of the outcome of particular programs and services (Sorensen& Grove 1977). They also stress periodic evaluation of the program in terms of its ability to meetobjectives, research of potential direct and indirect competition in the form of similar objectivesbeing pursued by other programs, and developing objectives for improvement throughout theprocess (Sorensen & Grove 1977). Aside from the lack of transparency in the budget, these areall factors that the ISN initiative successfully took into consideration when submitting itsproposal to the city, especially competition in the form of other groups with similar objectiveswhich they actually choose to collaborate with instead (City of Calgary 2012). 9
  • Place: Recent research has shown that approximately 83% of Fortune 500 companies use someform of social media to connect with consumers in the marketplace, and that consumers arebecoming increasingly more dependent upon using social media to investigate unfamiliar brands(Naylor, Lamberton & West 2012). Social media has even become a popular tool for civicengagement, as more citizens are talking to each other regarding issues in their communitiesthrough various mediums such as tweets, blogs and podcasts (Mann 2010). Perhaps the mostuseful form of social media in civic engagement is the use of forums that are used by bothresidents and city officials to discuss issues in the community (Mann 2010). With so many ofthese mediums available, it is difficult to determine which ones are best suited for the needs of anorganization. In the case of the ISN initiative, the most benefit would be derived from a medium thatoffers both a way to disseminate information about the initiative and a method of exchange forcommunication between those involved with the initiative and citizens providing feedback. Forthis reason, Facebook would be an ideal social media tool the initiative could use to achievedirect contact with residents. Information about upcoming events or progress being made withthe initiative can be posted by those responsible for monitoring the Facebook page, and concernsor comments can be addressed directly as responses to posts made on the page by residents. Thatbeing said, the initiative should not be entirely focused upon using Facebook as a medium forcommunication. Depending on their resources and ability to monitor other mediums ofcommunication (such as Twitter, forums or blogs) they should branch out to maximize theirpresence in the online community. 10
  • An assumption that is made when using social media for this purpose is that the targetaudience is highly familiar with technologies like this, and that achieving direct contact with thisaudience will prove to be successful. This may be more of a challenge with an olderdemographic, which represents the majority of residents in the community of Wildwood. Giventhat most of these residents hold post-secondary degrees and high income earning positionshowever, exposure to technology in their workplace could be higher than expected and in turntheir familiarity with social media would be higher as well. Indirect communication with residents can also result from the use of social media,particularly through word of mouth from those who already use it as a means of communication.The number of times the Facebook page is liked or shared can have a significant impact on howquickly its popularity rises, and how far its communication will spread. Encouraging those whoare already interested in the initiative and its objectives to share this information through socialmedia will greatly increase awareness in this community. 11
  • Promotion:Target Audience: The majority of Wildwood residents fit into an age category that would fit well with themarket segment “Almost Empty-Nesters”. In addition to a significant number of residents fittingthe demographic description, their lifestyles would also be congruent with the objectives of theISN initiative. Information regarding the initiative could be easily communicated to this segment,given their existing interest in community involvement, and it is likely they would be highlyreceptive to such communications given their philanthropic nature. Wildwood is a quiet, clean and safe community that offers several amenities for itsresidents to make use of such as athletic facilities, plenty of green-space and walkways forleisure time spent outdoors and several community activities that cater to all ages. This marketsegment has been a part of the community for quite some time and is knowledgeable of thesecharacteristics, however they have not been thoroughly involved in their maintenance orfacilitation. They are proud to be a part of the community, and with more free time or their handsthey are looking to become more involved now. There should be no difficulty inspiring interestin this market segment to utilize the ISN initiative to do so.Communication Objectives: Since the ISN initiative was only recently developed, and investigating what drivescommunity attachment will be a relatively new concept to the target audience, an informativecommunications approach would be most effective. These residents may personally have theirown conception of what would make their community a better place to live, or what makes it agreat place to live already, but the objective is to provide them with the ability to communicate 12
  • these ideas to other members in the community and to city departments. Whatever the form ofcommunication, the target audience should be able to identify that it is promoting the opportunityfor residents to provide feedback regarding the well-being of their community.Communication Strategy: Because the objective of the ISN initiative is to identify what drives communityattachment, a pull oriented communication strategy would be most effective. Identifying whatthis demand consists of will allow the city to better align its services with the target audience, orallow them to be „pulled‟ through the appropriate distribution channel and to the end user in amore efficient manner. Feedback is an essential element of the initiative and researching community attachment,so a two-way communication strategy is necessary. The easiest and most inexpensive method offacilitating this is to use social media in order to promote the initiative, provide informationabout it and provide a medium to track feedback and input from the target audience. It is not known with absolute certainty how successful this initiative will be, either for thecity overall or any individual community, but it needs to be conveyed that this is the most viablesolution to improve community attachment and inspire growth and positive change incommunities throughout Calgary. For this reason, an asymmetrical communication strategy isnecessary, and should leave no room for skepticism about the potential success of the initiative.Communication Tactics: The central idea of our communication strategy is to provide examples of what mightmake a community a better place to live, then proceed to ask the question „What makes yourcommunity a great place to live?‟. This would leave the target audience with the opportunity to 13
  • reflect on either why they enjoy their community or what changes they desire in order to make itbetter. The execution of this communication will relay how implementing this initiative can fit inwith the lifestyle of the target audience, without requiring any substantial changes to be madewith regards to their attitudes and behaviour. The rational appeal of this communication needs tojustify why the target audience needs to become more involved in their community, but it will bedifficult to illustrate the impact it will have once this has been accomplished. The best way to dothis is to remind the target audience what it is that makes them feel attached to their communityin an effort to inspire them to actively maintain these characteristics, or possibly encourage themto reflect on what is missing from their community and what they can do to solve the issue. Theemotional appeal of this communication is psychological, in the sense that the level ofattachment to one‟s community can be measured in terms of their perceived satisfaction withliving in that particular community.Communications Mix: When developing an appropriate communications mix, factors such as availableresources and the potential effectiveness of certain elements should be taken into consideration.Given the small amount allocated to communications in the ISN initiative‟s budget, a less costlyapproach should be utilized. This would most likely focus on online promotion and social mediaas a means of communication, since it will reach the largest audience at the lowest cost and allowfor two-way communication. Internally managing the image of the initiative and its objectivesshould also be essential component of the communications mix, and ensuring that it is associatedwith growth and positive change throughout communities in the city should be a main priority ofthose in charge of its implementation. This strength of this image can be measured in terms ofthe initiative‟s perceived credibility and effectiveness in encouraging community involvement. 14
  • Television and print ads could be utilized as well, but should be used sparingly considering theycarry a higher cost. Because this is not a revenue producing project, the use of sales promotionwould not be an appropriate fit and neither would personal selling considering the initiative ismeant to communicate with whole communities and not individuals.Creative Execution: Before carrying out any creative execution, a recent communication attempt from theCity of Calgary to promote civic engagement was assessed in order to determine whether or notour strategy would employ similar tactics already used or if our strategy would aim to improveupon them. The communication that was assessed can be found in Appendix B. This communication was meant to create interest in the new East Village communitythrough events, activities and a showcase of what the community will look like whendevelopment has been completed. While the target audience is quite clear, it is also quite broadas it includes all of Calgary. Our communication will be targeted to a much more specificaudience (the “Almost Empty-Nesters”), however this is due to the nature of the project and thefact that the initiative will only affect those in the pilot communities during its implementation.A broad communication such as the East Village one might actually be appropriate once resultsfrom the pilot have been gathered and potential solutions can be applied to all communities in thecity. The advertising objective was very clear, to inform Calgarians about the new East Villagedevelopment and what the community will have to offer when it is complete. This informativeapproach is something we hope to achieve when implementing our communication strategy aswell, however the push strategy used in this promotion conveys “look what we have developed,you should be interested in it”, whereas ours should adopt a pull strategy that conveys “we wantyou to be interested so you can provide us with feedback that will be useful developing a 15
  • solution”. This communication employs a two-way, asymmetrical strategy where consumerreaction can be measured and only positive aspects of the development are portrayed, which issomething we also hope to achieve in our strategy. Its interactive feature allows for tracking offeedback regarding the development, which is similar to the social media platform we willdevelop for our strategy. The central idea of the ad is to get people excited about what thedevelopment will have to offer once it is complete, and its execution style is aimed towards howthis new development will fit with the lifestyle of the target audience. Its rational appeal istowards those who prefer to live in an area that promotes strong community interaction through“pedestrian-focused streetscapes, a National Music Center, and a robust calendar of communityfocused events and activities”, since that is what this development will offer. Thesecharacteristics are very similar to what we are looking for in our strategy. There is a weaknesshowever with regards to how the city decided to display this information. The blog article is justover a year old, yet no comments were left on the page and there is no way to tell how manyvisitors came to the page suggesting that it did not receive much exposure to the target audience.This is why we would prefer to use Facebook to disseminate information and keep track offeedback. Based on the above, we propose that using Facebook as an avenue for communicationand feedback, as well as a source of information about the ISN initiative, will obtain the positiveresults and strong community involvement in the initiative. This Facebook page will carry photosof areas of interest and activities in the community, it will pose questions to visitors regardingtheir opinion of the community and their level of attachment to it which can be responded tousing wall posts on the page, frequent polls with a similar nature will be posted andannouncements about activities taking place in the community will be posted as well. It is 16
  • expected that, along with a thirty second video announcement to stimulate interest in theinitiative and point the target audience in the direction of the Facebook and ISN webpages, thisstrategy will attract a high number of visitors to the page and promote a high level of communityinvolvement from the target audience. This video announcement will explain what theinitiative‟s objectives are and provide examples of “what makes Wildwood a great place to live”.For example, it promotes an active lifestyle, it is a safe and clean community, and it has a familyfriendly environment just to name a few. It will go on to ask “what makes Wildwood a greatplace to live” in the viewer‟s opinion, and provide information for the Facebook page and City ofCalgary website as to encourage them to voice this opinion. The idea behind this strategy is toidentify what the target audience loves most about this community and hopefully gain insightfulknowledge that can be applied to other communities that are in need of improvement.Community engagement and/or attachment could still be improved in Wildwood, but ourstrategy would provide a solution to this as well when the Facebook page encourages moreinteraction between residents of the community and city officials as well as amongst theresidents themselves. An alternative method of promotion we recommend to undertake in addition to the videoannouncement and social media platform would involve an essay competition in whichparticipants would write an essay describing why they enjoy being a part of the Wildwoodcommunity. Our target market would not be eligible to participate, however their school-agedchildren would be. The opportunity for their children to become involved in the community andpotentially receive a monetary prize for their work might capture the attention of “AlmostEmpty-Nesters”, and as a result they might be more inclined to participate in the initiative aswell. 17
  • ReferencesCentral Wesleyan Church (2013), “Mentoring Small Groups – Central Wesleyan,” online image, (accessed March 18, 2013), [available at: http://www.centralwesleyan.org/mentoring- small-group/].City of Calgary (2013), “Application to the City of Calgary Council Innovation Fund,” (accessed March 21, 2013), [available at: http://lgdata.s3-website-us-east- 1.amazonaws.com/docs/739/695953/Application_to_City_of_Calgary_Innovation_Fund. pdf]Calgary City News Blog (2012), “Grand public opening of the East Village Experience Centre,” (accessed March 23, 2013), [available at: http://www.calgarycitynews.com/2012/03/grand-public-opening-of-east-village.html]Environics Analytics (2011), "Money & Brains," Prizm CE Marketers Handbook 2011. (accessed March 18, 2013), [available at ftp://mcqueen.tetrad.com/PRIZM_C2_Handbook_2011.pdf].Environics Analytics (2011), "Urbane Villagers," Prizm CE Marketers Handbook 2011. (accessed March 18, 2013), [available at ftp://mcqueen.tetrad.com/PRIZM_C2_Handbook_2011.pdf].Environics Analytics (2011), "Winner‟s Circle," Prizm CE Marketers Handbook 2011. (accessed March 18, 2013), [available at ftp://mcqueen.tetrad.com/PRIZM_C2_Handbook_2011.pdf]. 18
  • The Estate Plan Shop (2013), “The Estate Plan Shop,” online image, (accessed March 18, 2013), [available at: www.estateplanshop.com]Halifax Regional Municipality (2008), “Community Engagement Strategy,” (accessed March 21, 2013), [available at: http://libguides.ucalgary.ca/content.php?pid=425165&sid=3477061]Mango Productions/Corbis (photographer) (2010). “Should I ask my parents to match the cash they gave my brother?,” (accessed March 18, 2013), [available at: http://www.guardian.co.uk/money/blog/2010/apr/23/cash-parents-university]Mann, Bonnie (2010), “Cities Embrace Social Media for Public Engagement,” Nation’s Cities Weekly, (September 13), 3Naylor, Rebecca Walker, Cait Poynor Lamberton & Patricia M. West (2012), “Beyond the “Like” Button: The Impact of Mere Virtual Presence on Brand Evaluations and Purchase Intentions in Social Media Settings,” Journal of Marketing, 76 (November), 105-120Semko, Jesse (2011), “Calgary‟s Best Neighbourhoods 2011: Wildwood,” (accessed March 18, 2013) [available at: http://www.avenuecalgary.com/articles/calgarys-best- neighbourhoods-2011-wildwood]Sorensen, James. E & Hugh D. Grove (1977), “Cost-Outcome and Cost-Effectiveness Analysis: Emerging Nonprofit Performance Evaluation Techniques,” The Accounting Review, 52 (July), 658-675Trueman, Myfanwy, Diana Cook & Nelarine Cornelius (2007), “Creative dimensions for branding and regeneration: Overcoming negative perceptions of a city,” Place Branding and Public Diplomacy, 4 (September), 29-44 19
  • Appendix A – Customer Segmentation (First Draft) 20
  • Appendix B – Past Marketing Communication Figure 4: Past Marketing CommunicationSource: http://www.calgarycitynews.com/2012/03/grand-public-opening-of-east-village.html 21