Bachelorscriptie Anneloes Bijl

Anneloes Bijl
Trust the Trust
„The Mancunians and Sport‟
June 2009

Trust the Trust
„The Mancunians and sport‟
Author
Anneloes Bijl
Student number
280244
Date
12th of June 2009
University
Hanze University Groningen
Institute of Sportstudies
Supervisors
Adri Broeke & Gerco van Dalfsen
Principal
Manchester Sport and Leisure Trust
Supervisors
Shaun Brennan
(Manchester Sport and Leisure Trust)
Bob Barber
(Manchester Velodrome)
The author is responsible for the content of this report.
The copyright of this report rests by the author.

„Trust the Trust‟
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Preface
This report ‘Trust the Trust’ contains the research of the general attitude of Mancunians
according to sport in general and according to the usage of the facilities of the
Manchester Sport and Leisure Trust. This research has been done by a graduate studying
Sports Management at the Hanze University Groningen in the Netherlands. The principals
of this project were Shaun Brennan (Manchester Sport and Leisure Trust) and Bob Barber
(Manchester Velodrome).
Due to the transfer of various council sport and leisure facilities into the Manchester
Sport and Leisure Trust a research project has been started. This entire research project
is meant to create a ‘recommended facility program’. At different stages opportunities
will be identified to engage with the public. This report identifies opportunities to engage
with the residents and users.
During this project it became clear that there is still a lot unknown about all the nineteen
facilities. This made it harder to create a clear, orderly report which is useful for the
Manchester Sport and Leisure Trust and for my University. In consideration of a limited
time period the recommendations will not be executed by me. The recommendations, at
the end of this report, will make it possible for the Manchester Sport and Leisure Trust to
engage with the residents of Manchester and the users of the nineteen facilities.
The title ‘Trust the Trust’ is used to show that the Mancunians need to trust that the
Manchester Sport and Leisure Trust offers activities which fulfill the wants and needs of a
wide community.
Without the help of several people this report was not achievable. I would like to thank a
few people. Firstly, Jarl Walsh and Bob Barber who gave me the opportunity to fulfill this
internship at the Manchester Velodrome. In particular, Bob Barber, Cycling Manager of
The Manchester Velodrome, gave me the opportunity to discover track cycling. Shaun
Brennan, Commercial Director of the Manchester Sport and Leisure Trust was very
helpful by creating and processing this research project. I would like to thank him also
for giving me the opportunity to mean something for the Manchester Sport and Leisure
Trust by creating this report. Messrs Barber, Walsh and Brennan gave me all support
whenever I needed it.
From the Netherlands I received support of my professors and supervisors Adri Broeke
and Gerco van Dalfsen. Technical assistance for various computer problems was given by
Erik Middelkamp. I also would like to thank Manon Zwakenberg for her mental support
during this process even as my parents Sjaak and Tine Bijl.
I also would like to spread a word of thanks to the other colleagues of the Manchester
Velodrome and my fellow students of my University for their support.
Manchester, June 2009
Anneloes Bijl

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Abstract
The Manchester Sport and Leisure Trust manage nineteen different sport- and leisure
facilities across Manchester. All these facilities differ in their offer. The Manchester Sport
and Leisure Trust focus on each resident of Manchester. By using a variety in programs
they try to attract as many people as possible.
This research is meant to discover to what extent the usage of the facilities can become
increased. This subject is split into three different parts; the current product-market-
combinations of the Manchester Sport and Leisure Trust, the general attitude of the
residents of Manchester with respect to sport and what kind of marketing strategies will
be helpful to increase the usage.
To research these aspects, several research methods are used; document research, a
survey and a literature research. The documents are from the Manchester Sport and
Leisure Trust and the Manchester City Council. These documents gave the opportunity to
describe the product-market-combination of each facility. The survey is completed by
200 residents of Manchester and gave an overview of the awareness of the facilities. The
literature study was done by using various marketing books which gave understanding of
marketing.
The document research made clear that the offers of the facilities are not based on the
residents of the ward. The wards do have a multicultural population and the facilities do
not fulfill the needs of different creeds and religions.
The outcomes of the survey resulted in a low awareness of the facilities and a difference
in being physical active. The outcome of the literature study showed that the use of a
marketing communication strategy is the best way for the Manchester Sport and Leisure
Trust to increase the usage of the facilities.
The facilities of the Manchester Sport and Leisure Trust need to focus more on the
residents of the ward wherein the facilities are located. This will increase the satisfaction
of the residents and will make it able to increase the quality of the services. By creating
product-market-combinations the quality of the offer will become increased as well.
It is necessary to increase the awareness of the facilities. In the long run it will increase
the usage as well. The best way to increase the awareness, advertisement will be useful
way. By promoting the facilities by using advertisement, the acquaintance of the facilities
will become improved. Promotional sales activities like a free induction will be helpful to
increase the usage of the facilities. The sales promotion can become communicated on
the advertisements across the city.
The SWOT-analyses used to chart the possibilities in each facility needs, during the next
research, to be done by using a more extensive internal and external analysis.
Another improvement for this research is to survey people which reflects on the entire
community.
It will be useful to research the usage of each facility and to discover to what extent the
residents are satisfied by the offer of the facilities.

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Table of contents
1. Introduction ................................................................................................. 10
§1.1 Background .............................................................................................. 10
§1.1.1 Sport in England ................................................................................. 10
§1.1.2 Manchester......................................................................................... 10
§1.1.3 Management of sport facilities in Manchester .......................................... 10
§1.1.4 Commonwealth Games ........................................................................ 11
§1.1.5 Manchester Velodrome......................................................................... 11
§1.1.6 Transfer into the Trust ......................................................................... 11
§1.1.7 Current situation ................................................................................. 11
§1.2 Occasion of Research................................................................................. 12
§1.3 Problem definition ..................................................................................... 13
§1.4 Formulation of research ............................................................................. 13
§1.5 Bookmark ................................................................................................ 14
2. Methodology................................................................................................. 15
§2.1 Persons involved ....................................................................................... 15
§2.2 Research methods..................................................................................... 15
§2.2.1 What are the product-market-combinations of the Manchester Sport and
Leisure Trust? ............................................................................................... 15
§2.2.2 To what extent are the Manchester residents aware of the facilities of the
Manchester Sport and Leisure Trust? ............................................................... 17
§2.2.3 Which marketing (communication) strategies can contribute to a
strengthened position of the Manchester Sport and Leisure Trust?....................... 18
§2.3 Reliability and validity............................................................................... 19
§2.3.1 Reliability document research (sub question 1) ....................................... 19
§2.3.2 Reliability survey (sub question 2)......................................................... 19
§2.3.3 Reliability literature research (sub question 3) ........................................ 19
§2.3.4 Validity document research................................................................... 20
§2.3.5 Validity survey .................................................................................... 20
§2.3.6 Validity literature research.................................................................... 20
3. Literature research....................................................................................... 21
§3.1 Interpretation of the main question ............................................................. 21
§3.1.1 Manchester Sport and Leisure Trust....................................................... 21
§3.1.2 Facilities............................................................................................. 21
§3.1.3 Optimized........................................................................................... 21
§3.1.4 Usage ................................................................................................ 21
§3.1.5 Residents of Manchester....................................................................... 21
§3.2 Interpretation of the sub questions.............................................................. 22
§3.2.1 Product-market-combinations ............................................................... 22
§3.2.2 Awareness.......................................................................................... 22
§3.2.3 Marketing........................................................................................... 22
§3.3 Marketing communication .......................................................................... 23
§3.3.1 The motivation for marketing communication.......................................... 23
§3.1.2 The working of marketing communication............................................... 24

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4. Results ......................................................................................................... 26
§4.1 Facilities Manchester Sport and Leisure Trust................................................ 26
§4.1.1 Additional information.......................................................................... 26
§4.2 The wards ................................................................................................ 27
§4.2.1 Demography....................................................................................... 27
§4.2.2 Ethnicity and religion ........................................................................... 27
§4.2.3 Economic activity ................................................................................ 28
§4.2.4 Households......................................................................................... 28
§4.3 Results survey .......................................................................................... 30
§4.4 Results literature research.......................................................................... 35
5. Conclusion .................................................................................................... 37
§5.1 Product-market-combinations..................................................................... 37
§5.1.1 Abraham Moss Leisure Centre............................................................... 37
§5.1.2 Arcadia Leisure Centre ......................................................................... 38
§5.1.3 Ardwick Leisure Centre ........................................................................ 38
§5.1.4 Belle Vue Leisure Centre ...................................................................... 39
§5.1.5 Broadway Leisure Centre...................................................................... 39
§5.1.6 Chorlton Leisure Centre........................................................................ 40
§5.1.7 Levenshulme Swimming Pools............................................................... 40
§5.1.8 Manchester Aquatics Centre.................................................................. 41
§5.1.9 Manchester National Squash Centre....................................................... 41
§5.1.10 Manchester Regional Arena................................................................. 42
§5.1.11 Manchester Regional Gymnastics Centre............................................... 42
§5.1.12 Manchester Regional Hockey Centre..................................................... 43
§5.1.13 Manchester Regional Tennis Centre...................................................... 43
§5.1.14 Manchester Velodrome ....................................................................... 44
§5.1.15 Miles Platting Swimming Pools............................................................. 44
§5.1.16 Withington Leisure Centre................................................................... 45
§5.1.17 North City Family and Fitness Centre ................................................... 45
§5.1.18 Ten Acres Leisure Centre .................................................................... 46
§5.1.19 Moss Side Leisure Centre.................................................................... 46
§5.2 Analysis SWOT-matrix ............................................................................... 47
§5.2.1 Grow strategy..................................................................................... 47
§5.2.2 Defense strategy................................................................................. 48
§5.2.3 Improvement strategy ......................................................................... 48
§5.2.4 Problems............................................................................................ 48
§5.2.5 The product-market-combinations summarized....................................... 49
§5.3 The Mancunians in relation to sport ............................................................. 49
§5.3.1 The respondents charted...................................................................... 49
§5.3.2 Mancunians and physical activity........................................................... 49
§5.3.3 Awareness of the facilities .................................................................... 50
§5.3.4 Usage of the facilities........................................................................... 51
§5.3.5 The awareness of the facilities summarized ............................................ 51
§5.4 Marketing communication based on the Manchester Sport and Leisure Trust .... 51
§5.4.1 The marketing (communication) strategies summarized ........................... 52

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6. Recommendations ........................................................................................ 53
§6.1 Review the offer of the facilities .................................................................. 53
§6.2 Create product-market-combinations........................................................... 53
§6.3 Increase awareness................................................................................... 54
§6.4 Combine functions of facilities..................................................................... 54
7. Discussion .................................................................................................... 55
§7.1 Realisiation of the SWOT-analyzes............................................................... 55
§7.2 Respondents............................................................................................. 55
§7.3 Recommendation new research................................................................... 55
Bibliography ..................................................................................................... 57
Attachments ..................................................................................................... 63

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Tables and figures
Table 1: SWOT-analysis used to describe the facilities.............................................. 16
Table 2: Facilities of the Manchester Sport and Leisure Trust .................................... 26
Table 3: Ethnicities and religions ........................................................................ 27
Table 4: Economic activity .................................................................................... 28
Table 5: Households ............................................................................................ 28
Table 6: Health ................................................................................................... 29
Table 7: SWOT-analysis Abraham Moss Leisure Centre............................................. 37
Table 8: SWOT-analysis Arcadia Leisure Centre....................................................... 38
Table 9: SWOT-analysis Ardwick Leisure Centre ...................................................... 38
Table 10: SWOT-analysis Bellevue Leisure Centre.................................................... 39
Table 11: SWOT-analysis Bellevue Leisure Centre.................................................... 39
Table 12: SWOT-analysis Chorlton Leisure Centre.................................................... 40
Table 13: SWOT-analysis Levenshulme Swimming Pools .......................................... 40
Table 14: SWOT-analysis Manchester Aquatics Centre.............................................. 41
Table 15: SWOT-analysis Manchester National Squash Centre................................... 41
Table 16: SWOT-analysis Manchester Regional Arena............................................... 42
Table 17: SWOT-analysis Manchester Regional Gymnastics Centre ............................ 42
Table 18: SWOT-analysis Manchester Regional Hockey Centre .................................. 43
Table 19: SWOT-analysis Manchester Regional Tennis Centre ................................... 43
Table 20: SWOT-analysis Manchester Velodrome..................................................... 44
Table 21: SWOT-analysis Miles Platting Swimming Pools .......................................... 44
Table 22: SWOT-analysis Withington Leisure Centre ................................................ 45
Table 23: SWOT-analysis North City Family and Fitness Centre ................................. 45
Table 24: SWOT-analysis Ten Acres Leisure Centre.................................................. 46
Table 25: SWOT-analysis Moss Side Leisure Centre ................................................. 46

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Figure 1: Logo Manchester Sport and Leisure Trust (Manchester Sport and Leisure Trust,
2009)................................................................................................................. 10
Figure 2: Research project (Facility Programme Blueprint)........................................ 12
Figure 3: Conceptual framework research project .................................................... 13
Figure 4: AIDA-model (Marketingportaal) .............................................................. 18
Figure 5: The Promotional Mix Elements (Shank, 2005)............................................ 25
Figure 6: Gender ................................................................................................. 30
Figure 7: Age...................................................................................................... 30
Figure 8: Living situation ...................................................................................... 30
Figure 9: Job status ............................................................................................. 31
Figure 10: Participation in sports ........................................................................... 31
Figure 11: Participation in specifc sports................................................................. 31
Figure 12: Reasons to be physical active ................................................................ 32
Figure 13: Membership of a sports club or sports association .................................... 32
Figure 14: Reason why people do not participate in sports........................................ 32
Figure 16: The awareness of the facilities ............................................................... 33
Figure 17: The usage of the facilities...................................................................... 33
Figure 15: Do people watch sport?......................................................................... 33
Figure 18: Reasons why people do not use the facilities ........................................... 34
Figure 19: The awareness of where to find information ............................................ 34
Figure 20: Ansoff-matrix Grow strategy on four different ways (Colijn & Kok, 2007) .... 47
Figure 22: The AIDA-model based on the Manchester Velodrome .............................. 50
Figure 23: The AIDA-model based on the Arcadia Leisure Centre............................... 50

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1. Introduction
The Manchester Sport and Leisure Trust is the subject organisation. The introduction
describes this organisation and the structure of this research.
§1.1 Background
In 2012, the summer Olympics will be hosted in London, England. This mega sports
event has influences on the entire country. Since winning this bidding process the
Department for Culture, Media and Sports developed a legacy action plan: ‘Before, during
and after: Making the most of the London 2012 Games’. One of the reasons to bid for the
Olympics 2012 for the Department for Culture, Media and Sport was to fulfil their
ambition to get more people active. In their legacy action plan the department explicates
that two million people more need to be active by 2012. At least one million of these
people need to become more active in sport. The Secretary of State Andy Burnham,
asked the government agency Sport England to review its strategy for community sport
to reach this goal. (Department for Culture, Media and Sport, 2008) (London 2012,
2004)
§1.1.1 Sport in England
Sport England is a non-departmental body under the Department of Culture, Media and
Sport. They are responsible for developing a world-class community sport system
throughout the country. In Sport England’s new strategy is the ‘one million goal’
included. To reach this goal; sport agencies all over the country are asked to help and,
eventually, review their strategy to attract more people to become active. (Sport
England, 2008)
§1.1.2 Manchester
Manchester is located in Greater Manchester, in the North West. In total 475.000 people
reside there with a varied nationality. Manchester is mostly known as the city were the
industrial revolution started in the 18th century. In 1996 Manchester was attacked by the
IRA with a bomb explosion in the centre of the city. Lots of people were injured, but
nobody died. This was the moment for Manchester to change their image of old, dirty,
industrial city. The city worked hard to regenerate and that is visible everywhere.
Manchester is one of the biggest students city in Europe, in the centre are a lot of bars,
restaurants and clubs located. Nowadays Manchester is famous because of its football
clubs Manchester United and Manchester City. The Manchester City Council invested a lot
of money in sports in Manchester. (Manchester City Council, 2008) (The Manchester
partnership, 2005) (Manchester Partnership, 2008)
§1.1.3 Management of sport facilities in Manchester
A couple of years ago the Manchester city council handed over the management of their
indoor leisure activities to a non-profit independent body. This was called the Manchester
50 Pool Ltd (M50PL Trust). This organization was responsible to govern the operating and
management of the indoor leisure activities.
(M 50 PL Trust, 2007)
In 1997, the M50PL Trust changed to the Manchester
Sport and Leisure Trust (Trust). It is an independent
organisation that works together in a partnership with
Manchester City Council. The Trust receives funding
from the council In 1997 the Trust was responsible for
the Manchester Aquatics Centre and ten Leisure
Community facilities established in the wards of
Manchester. (Manchester Sport and Leisure Trust,
2008)
Figure 1: Logo Manchester Sport and Leisure
Trust (Manchester Sport and Leisure Trust, 2009)

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§1.1.4 Commonwealth Games
In 2002, the Commonwealth Games were hosted by Manchester. A lot of new sporting
facilities were built due to the latest requires of the Commonwealth Games Federation.
All this facilities were built in the same area of the city. This part of the city is called
‘Sportcity’.
Most of the sport facilities in this area are the legacy of the Commonwealth Games.
These are the most modern sport facilities of Manchester. The different facilities, which
are part of sport city, are:
1) National Squash Centre
2) Indoor Regional Athletics Arena
3) Outdoor Regional Athletics Arena
4) Regional Tennis Centre
5) Manchester City Football Stadium
6) Manchester Velodrome (pre-existed the Commonwealth Games)
In the national squash centre is also a gym established and the England Institute of
Sport. The England Institute of Sport has its own facility where they provide a training
venue and medical knowledge for the best athletes of England.
The Manchester City Football Stadium was during the Commonwealth Games named as
the City of Manchester Stadium. In this stadium, the athletics disciplines were hosted.
After the games, the stadium has been transformed into a football stadium for
Manchester City Football Club. (Manchester Sport and Leisure Trust, 2008) (Sportcity)
§1.1.5 Manchester Velodrome
Besides these facilities, also the Manchester Velodrome was used during the
Commonwealth Games 2002. This National Cycling centre has been built in 1994 as a
joint venture between the Sports Council, British Cycling and Manchester City Council. It
has a 250-meter track and it is still one of the fastest tracks of the world. The best
cyclists of England, like Chris Hoy and Victoria Pendleton, train on this track. The
Manchester Velodrome offers facilities for netball, badminton and basketball. (Manchester
Velodrome, 2002)
§1.1.6 Transfer into the Trust
In 2008, the facilities of Sportcity transferred into the Manchester Sport and Leisure
Trust. Due to this, the Manchester Sport and Leisure Trust had the opportunity to provide
these elite facilities to the Manchester residents. The facilities are used now for
recreational and public purposes diversified with international and national
championships.
This change is of tremendous value for both parties. The facilities of Sportcity keep busy
through usage by the residents, and the Manchester Sport and Leisure Trust has more
sporting opportunities to offer to the residents. Sportcity was already fundamentally
helping with the regeneration of East Manchester and now it will stay an important stage
in the way to regenerate East Manchester. People will be able to participate and stay
healthy which improves the life of Manchester residents.
In 2009/2010, also the Manchester Velodrome will transfer into the Manchester Sport
and Leisure Trust. (M 50 PL Trust, 2007) (Manchester Sport and Leisure Trust, 2009)
§1.1.7 Current situation
Nineteen sport and leisure facilities are managed by the Manchester Sport and Leisure
Trust on behalf of the Manchester Council. (Includes also The Manchester Velodrome &
North City Family & Fitness Centre which will be transfer into the Trust very soon) These
are facilities across the city and all usable by the residents. The Trust has a managing

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agent, Serco Leisure who manages eleven facilities. The other eight facilities are directly
managed by the Trust. (Manchester Sport and Leisure Trust, 2008)
§1.2 Occasion of Research
At this moment the Manchester Sport and Leisure Trust is reviewing its policy and
strategy. They are doing a comprehensive research. An audit of the research will be the
current usage of the facilities and how this can become increased. All the different audits
will result in a ‘Recommend Facility Programme’. This will all improve the awareness and
attendance of residents at the sport facilities managed by the Manchester Sport and
Leisure Trust. Due to this, the Manchester Sport and Leisure Trust will fulfil the request
of Sport England to attract more people to become active. This will help Sport England to
reach their ‘one million’ goal.
Figure 2: Research project (Facility Programme Blueprint)
The different stages that need to be researched to develop a professional ‘recommended facility programme’.
Anneloes Bijl is responsible for the residents/users and to identify opportunities to engage.

13
§1.3 Problem definition
The Manchester Sport and Leisure Trust expect that the majority of the Manchester
community do not use the sport facilities regularly. This is a pity for the residents,
because they indirectly pay (taxes) for these (sport and leisure) opportunities. This
research is meant to chart if it is necessary to develop a strategy to increase the
accessibility of the facilities and to increase engagement with the community.
Overall, in England one million people need to become active before 2013. In a national
survey of Sport England 19.1% of the Manchester residents are three times a week at
least active for 30 minutes. This percentage is above the average percentage of 16.5%,
nevertheless Manchester can be helpful in the way to reach the one million goal. (Sport
England, 2008)
At this moment there are limited figures known about the different facilities. Due to the
recently transfer of the Sportcity facilities into the Trust different research is still ongoing
and needed for the future. It is a matter of reproduce the current situation of each
facility. This research will be useful to get an understanding of the wants and needs of
the Mancunians in relation to sport and in which way how the facilities can contribute to
this.
§1.4 Formulation of research
Main question: “How could the facilities of the Manchester Sport and Leisure Trust
become optimized by residents of Manchester?”
1. What are the product-market-combinations of the Manchester Sport and Leisure
Trust?
2. To what extent are the Manchester residents aware of the facilities of the
Manchester Sport and Leisure Trust?
3. Which marketing (communication) strategies can contribute to a strengthened
position of the Manchester Sport and Leisure Trust?
Figure 3: Conceptual framework research project
In figure 3 is showed in which way the aspects of this research project belong to each
other. This entire project is focussed on the usage of the nineteen facilities of the
Manchester Sport and Leisure Trust. The usage of the facilities depends on, among other
things; the offer, the attitude of the residents/target group and the marketing strategy.

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The offer of the facilities exerts influences on the number of usage. This is the reason
that the offer of each facility will be researched according to the target group. Based on a
survey the attitude of the resident of Manchester will be charted. This is, because the
attitude of the Mancunians according to sport will be of influences on the number of
usage. Marketing is a way to promote the possibilities. Various marketing strategies will
be researched which can be helpful to increase the usage. This will all result in
recommendations for the facilities.
§1.5 Bookmark
This report is structured step by step. It contains the desirable aspects which need to be
described for a consistent research report.
The introduction is meant to describe the background and occasion of this research. In
the introduction is also explained what the exact problem is and who this research has
been divided.
Chapter two is meant to show which research methods are used to result in a valid and
reliable report. The various research methods will be explained and defended. This
chapter also describes in which ways the results are processed.
One of the research methods was a literature study. In chapter three the main question
and sub question are explicated to increase the understanding of this research. The
literature study is focused on the added value of marketing and marketing
communication. A more extended description of marketing and marketing communication
will be described in the chapter results.
The results, chapter four, outline the resulted facts of the used research methods. These
results are purely based on facts. The next chapter, chapter five conclusions, is meant to
analyze the results. These analyzes result in conclusions on the main- and sub question.
The conclusions will result in chapter six with recommendations. These recommendations
are based on the outcomes of the research and meant to improve the organization.
It is necessary to look critically at this research report to make sure that this research is
reliable. In chapter seven, discussion, the research, the research methods and the results
will be analyzed critical.
This report is terminated with the bibliography. All the sources which are used are
mentioned in this part of the report. After the bibliography there are some attachments
which will give additional information on this research.

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2. Methodology
In this research project as well quantitative as qualitative methods will be used. It is a
market research, because of the fact that this project will show the market of the
Manchester Sport and Leisure Trust. The facilities will be outlined even as the wards
where these facilities are located. This will give an idea of the market of the facilities
according to the offer. After researching different marketing (communication) strategies,
the opportunities for the Trust will be outlined based on these outcomes.
§2.1 Persons involved
In this project are several groups involved. First of all the nineteen facilities of the
Manchester Sport and Leisure Trust will be a part of this project. Due to the fact that this
research project is supposed to attract more people to the facilities.
Also the civilians of Manchester are involved in this project by researching their wants
and needs towards sport. Besides the facilities and the civilians the marketing strategy of
other comparable organizations will used to chart which possibilities for marketing
strategies are possible.
§2.2 Research methods
To describe in which way the usage of the facilities can be increased it is necessary to get
an understanding of the current situation of the facilities and the Mancunians.
In this research as well qualitative as quantitative research methods will be used.
Nevertheless this research project is a qualitative market research and the quantitative
methods are meant as support. Methods used in this research are a survey (quantitative)
and literature study (qualitative). The methods for every sub question will be described
beneath.
§2.2.1 What are the product-market-combinations of the Manchester Sport and Leisure
Trust?
To research in which way the usage can become increased it is necessary to know what
the facilities currently have to offer. The nineteen facilities of The Manchester Sport and
Leisure Trust are mostly offer targeted. This is the reason that the facilities do not have
clear pmc’s. This sub question will be split in a description of the offer of the facilities and
a description of the environment of the facilities. A description of the environment will
make it possible to describe the possible market of the accommodation.
Research method
A document research will make it possible to describe the product-market-combinations
of the Manchester Sport and Leisure Trust. The offer of the nineteen facilities will be
described on the basis of the website of the Manchester Sport and Leisure Trust. On this
website the different facilities and the possibilities are described.
Due to the fact that the facilities are not focused on specific markets there will be a
description of the environment of the facility. Assuming that the facilities are mostly used
by residents living in the area. To give an overview of every ward different documents
produced by the Manchester City Council will be combined together with the Census 2001
of the Office for National Statistics and other researches of the Office for National
Statistics.

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The following documents which will be discussed:
o M 50 PL Trust Business Plan – Sportcity Facilities
o ‘Improving lives’ Business Plan 2009/2010
o The Manchester Way Manchester‟s Community Strategy 2006-2015
o Manchester’s 2nd
State of the Wards Report 2007/2008
Explanation of the research method
This part of the research is purely based on facts. The documents produced by the
council, the Office for National Statistics or the website created by the Manchester Sport
and Leisure Trust are the most reliable sources to receive the information of the facilities
and wards.
Process data
The combination of all these documents and the website will result in a lot of facts and
figures. On the basis of matrixes these results will become clear and orderly.
The facilities will be analyzed by means of a SWOT-analysis. The strengths and
weaknesses of the facilities will be determined on the basis of the offer of the facilities.
Opportunities and threats will ensue from the analysis of the wards wherein the facilities
are located. The SWOT-analysis will result in a SWOT-matrix what will show in which
ways the product-market-combination of the facility can be created/ improved.
Opportunities
The opportunities are based on the
analysis of the wards. It will show
the benefits of the community.
Threats
The threats are based on the
analysis of the wards. These
aspects of the community can be a
„danger‟ for as well the community
as the facility.
Strengths
The strengths will ensue from the
analysis of the offer of the facility.
The strengths are the things that
make the accommodation
attractive.
Grow strategy
The grow strategy will ensue from
the combination of the strengths of
the facility and the opportunities
within the community. The grow
strategy will be created to fortify
the strengths by using the
opportunities of the community.
Defence strategy
The threats will decreased in the
defence strategy by fortifying the
strengths of the facility. The
strengths of an accommodation
will be deployed to decrease the
threat.
Weaknesses
The weakness will ensue from the
analysis of the offer of the facility.
The weaknesses are the services
or products, which lack or are not
good enough. These can be the
reason that some people do not
use the facility
Improvement strategy
The improvement strategy will be
created to reduce the weakness by
an opportunity. By producing an
improvement strategy the
opportunity will be used to
decrease the weakness.
Problems
a combination of weakness with
threats will be called a problem for
an organization. The strategies to
decrease this problems will be
described inhere.
Table 1: SWOT-analysis used to describe the facilities
The results of the research
An analysis of the facilities where the focus lies on the offer of the facility for the
expected market. The recommendations in the SWOT-matrix can be used to increase the
strengths and to decrease the weaknesses of the facility. This can guarantee the usage of
the facility by the residents.

17
§2.2.2 To what extent are the Manchester residents aware of the facilities of the
Manchester Sport and Leisure Trust?
It is necessary to know what the wants and needs are of the Mancunians according to
sport. If they do not know about the opportunities of the Manchester Sport and Leisure
Trust the usage will not become increased by creating product-market-combinations.
This question will be researched by the general attitude of the Mancunians according to
sport and the awareness of the Mancunians according to the facilities of the Manchester
Sport and Leisure Trust.
Research method
On the basis of a survey the knowledge about the attitude and awareness of the
Mancunians will become increased. About 200 residents of Manchester will be asked to fill
in the survey. This will happen on base of a snap check. These surveys will be handed
out in the supermarket ASDA. The Store Manager, Eastlands ASDA Karl Jones has given
permission for this. The survey will contain only multiple choice questions where people
have the opportunity to give additional information when the right answer is not
available. The respondents will be ‘chosen’ on basis of random selection. Every resident
in Manchester will have the same chance to be selected for this survey. The participants
will receive a voucher of a free gym induction of £11.99 at Sportcity Health & Fitness
Centre. The vouchers are offered by the Manchester Sport and Leisure Trust. (See
attachment 1. for the survey and attachment 2. for the vouchers.)
A survey is used to collect data of a large group. A large number of respondents are
necessary to make sure that your results are based on a representative group. The
surveys need to be filled in by ticking the right, in advance formulated, answers. There
has been chosen for multiple choice questions to facilitate the process of the surveys,
especially because of the number of respondents. A large number of respondents are
neededl for this research because it concerns the entire community of 475.000 people.
The number of 200 surveys is based on the snap check calculator of the company ‘Alles
over marktonderzoek’. ASDA, the location where the surveys will be handed out is the
largest supermarket in Manchester. Due to this it will attract a variety of residents of
Manchester. It is important for this research to ask various people to participate in this
survey. This survey will be handed out to residents on the basis of random selection;
everybody has the same chance to fill in a survey. Stratification will not be necessary for
this research, because of the fact that the results are based on the entire population and
not on specific strata. The vouchers will make it more attractive for people to participate
in this survey and at the same time it is a way to attract people to use and discover one
of the facilities.
Process data
The outcome of the surveys will be typed in, using an online survey tool, named Thesis
Tools. The output of this process is a document with datasheets, which can be opened
with the used statistics software named SPSS. By using SPSS data variables can be
correlated.
The effect of the marketing communication on the customers will be measured on the
basis of the AIDA-model. This model (figure 3) will show to what extent the Mancunians
are aware of the facilities and to what extend they decide to finally use the possibilities.

18
Attention will show that people are aware of the
possibilities of the Manchester Sport and Leisure
Trust.
Interest shows that people need to feel attracted
to the facilities.
Desire means that people are thinking about
using the facilities.
Action means that people use the facilities.
The survey will show where the Mancunians
belong to.
Result of research
This survey will show to what extend the Mancunians are interested in sports and to what
extend people are familiar with the possibilities of the nineteen facilities of The
Manchester Sport and Leisure Trust. This will be useful to formulate in which way the
usage of the facilities can become increased.
§2.2.3 Which marketing (communication) strategies can contribute to a strengthened
position of the Manchester Sport and Leisure Trust?
It depends on the results of the survey to what extend new marketing strategies need to
be created. Nevertheless is it always useful to discover in which way marketing strategies
can be used in an organization like the Manchester Sport and Leisure Trust. By
developing the marketing strategy more people will become attracted to the facilities.
People will become informed about the new product-market-combinations on the basis of
marketing (communication). The products and services will be communicated to the
specific target group.
Research method
To discover various marketing (communication) strategies a literature study will be done.
By reading reports and books about marketing the possibilities will become clear. The
follow books will be used:
Sports Marketing - Matthew D. Shank
Sport Management - Hans Westerbeek, Russell Hoye,
Aaron Smith, Bob Stewart and
Matthew Nicholson
Sportmarketing - Jolanda Colijn and Robert Kok
Strategische marketingplanning - Karel Jan Alsem
Instrumenten voor strategisch - Ph.J. Gelderman
beleid
The content of these books will be outlined in the literature study. The most specific
subjects, which are of added value for this research, will be discussed in the results.
A literature study will increase the knowledge about the specific subject in an objective
way. By researching these books it will become more clear which strategy fits the best
Figure 4: AIDA-model (Marketingportaal)

19
into the policy of the Manchester Sport and Leisure Trust. It is a good way to chart which
possibilities are relevant for this organization.
Process data
The information of the books will be summarized in the chapter literature study. The
most relevant parts will be outlined in the chapter results. The literature study will also
make clear what is exactly meant by marketing and marketing communication.
Result of research
The result of this literature study will be possibilities on which ways marketing can
contribute to a strengthened position of the Manchester Sport and Leisure Trust.
§2.3 Reliability and validity
To make the research credible it is necessary that it is reliable and valid. A research is
reliable when, if you do the research repeatedly, receive the same results. A research is
valid when you research what you would like to know. You have to be sure that the
measurements of your research are valid and trustful.
The way how the quality of this research will be guaranteed will be explained in the
following phases. The reliability and validity of every sub question will be described.
§2.3.1 Reliability document research (sub question 1)
The knowledge of the background of the documents is necessary to make sure that the
information of the document research is reliable. The (website) document used to
describe the products of the facilities is created and updated by the Manchester Sport
and Leisure Trust. The website contains only facts about the offered services and
products.
The documents used to describe the markets of the facilities are all created by the
Manchester City Council or the Office for National Statistics. Their figures are based on a
National survey and a local survey. These both organizations are reliable enough to use
their facts and figures.
§2.3.2 Reliability survey (sub question 2)
The results of a survey are reliable when you interview a representative group of the
total population. For this survey will be interviewed about 200 people. This number of
respondents is based on the calculator of ‘Alles over marktonderzoek’. Hereby is assumed
of a reliability percentage of 95%, a mistake border of 7% and an estimated outcome of
50%.
A reliability percentage of 95% means that 5% of the answers will not be given if you do
the survey for a second time. A mistake border of 7% means that there is a possibility
that 7% of your outcomes are wrong. The estimated outcome of 50% means that every
answer can be answered even. The result of this calculation of a population of 475000
people was 196 respondents. This means that 196 people need to full in the survey to
get a reliable result. There will be asked 200 inhabitants, in case that some of the
surveys went wrong.
§2.3.3 Reliability literature research (sub question 3)
There are a lot of sources which can be used to discover what kinds of marketing
(communication) strategies are possible for the Manchester Sport and Leisure Trust. If
you do literature research it is necessary to be critical of your sources. The sources used

20
for this research are all scientific documents. There are used a few different sources to
illuminate marketing and marketing communication from different point of views.
§2.3.4 Validity document research
During the document research the facts about the facilities and wards are the most
important. Because specific information about the offer of the facilities and the usage of a
reliable website the description of the facilities will be valid. Also the descriptions of the
wards are valid, because specific information is used.
The document research is a valid research method, because only information linked to
the facilities and linked to create a description of the wards. The validity will be increased
by using documents created through the Manchester City Council and designed to
describe each ward.
§2.3.5 Validity survey
The questions in the survey are designed by the researcher. In this way it was possible
to design the survey on the basis of what was necessary to discover. It is multiple-choice
questions, whereby the respondents have the opportunity to add information or to give
an answer which is not mentioned in the options. By giving some possible answers
people will be ‘pushed’ in various directions, but structured.
§2.3.6 Validity literature research
There are many books about marketing, but it is necessary to use the information which
are necessary for this research project. This research method will be valid by researching
specific information about marketing communication strategies which can be useful for
the Manchester Sport and Leisure Trust.
(See attachment 3. for a time table)

21
3. Literature research
This chapter explains the way of interpret the main question and sub questions. Also the
literature study of marketing and marketing communication in general is outlined in this
chapter.
§3.1 Interpretation of the main question
The subject of this research is the usage of the nineteen facilities managed by the
Manchester Sport and Leisure Trust. This research is done by means of a main question.
§3.1.1 Manchester Sport and Leisure Trust
The Manchester Sport and Leisure Trust are, as mentioned in chapter 1, an independent,
non-profit organization which gets financial support of the Manchester City Council. This
financial support is made out of the taxes of the residents of Manchester. For additional
information about the Manchester Sport and Leisure Trust see chapter 1.
§3.1.2 Facilities
The facilities of the Manchester Sport and Leisure Trust are in total nineteen. These
facilities vary in their offer of leisure – and sport activities. They are all focused on the
entire community of Manchester. The facilities are located across Manchester.
§3.1.3 Optimized
In accordance with Shaun Brennan, commercial director Manchester Sport and Leisure
Trust are the facilities optimized by the residents of Manchester when there is full
occupancy and usage from open till close.
§3.1.4 Usage
The facilities are usable by each resident of Manchester. The existence of the facilities is
guaranteed by the paid taxes of the community. Nevertheless is usage and the incomes
out of usage important to exist as a facility.
§3.1.5 Residents of Manchester
The facilities are meant for each resident of Manchester. There are in total 475.000
Mancunians. To attract as many residents as possible the offer of the various facilities is
of a wide range.

22
§3.2 Interpretation of the sub questions
The three different sub questions are to create solutions to discover in which ways the
usage can become increased. The sub questions are outlined in this phase.
§3.2.1 Product-market-combinations
The products offered by an organization or company focused on a specific target group is
a product-market-combination (pmc). The focus on a specific target group is a strategic
choice of needs of the customers which an organization would like to fulfill. (Smal, 2004)
By understanding of the product-market-combinations of the Manchester Sport and
Leisure Trust the offer (products) and target groups (markets) of the facility can be
analyzed.
§3.2.2 Awareness
In the second sub question it is all about the awareness of the several facilities.
Awareness is the number of people who know about the facilities. The awareness of a
facility can be happen spontaneous, like passing by, or by means of advertising. A high
percentage of awareness means a bigger chance that people really would use the facility.
(Alsem, 2005)
§3.2.3 Marketing
The third sub question is to discover which marketing strategies can contribute to a
strengthened position of the Manchester Sport and Leisure Trust.
Marketing is the focus on the necessities of the consumers. The instruments used to
focus on the necessities of the consumers are the price, product, place and promotion.
These all together is called the marketing mix (also personnel or staff can belong to this
marketing mix). With these ‘four p’s’ it is able to adapt your offer to the necessities of
the customer. (Colijn & Kok, 2007)

23
§3.2.4 Promotion
One of the aspects of the marketing mix is promotion, this is also called marketing
communication. Marketing communication is the strategy to communicate with your
customers/target group. Communication can be done in different ways as
advertisements, public relations efforts, sales promotions, personal selling and
sponsorships. The awareness becomes increased by using marketing communication
strategies. (Colijn & Kok, 2007) (Shank, 2005). For a more extensive description of
marketing communication see §3.3.
§3.3 Marketing communication
As mentioned in §3.2.4 marketing communication is one of the aspects of the marketing
mix. Marketing communication is according to Floor and Van Raaij to get in touch with
the trade/customers to act upon the attitude and knowledge into a marketing policy
favourable position. (Floor & Raaij, 1998). In the book ‘Sports Marketing; A strategic
perspective’ by Shank is mentioned that promotion of the marketing mix (marketing
communication) involves all forms of communication to consumers. (Shank, 2005)
These descriptions of marketing communication conclude in the definition of marketing
communication used in this research. Marketing communication is a promotional way to
communicate with your consumers to increase awareness, desire, interest and action.
The several ways of promotion are called the promotional mix elements. This consists of
advertising, personal selling, sales promotion, public relations and sponsorship. (Shank,
2005)
“Advertising is a form of one-way mass communication about a
product, service or idea. Personal selling is an interactive form
of interpersonal communication designed to build customer
relationships and produce sales or sports products, services or
ideas. Sales promotion is a short term incentives usually
designed to stimulate immediate demand for sports products or
services. Public relations is an evaluation of public attitudes,
identification of areas within the organization in which the
sports population may be interested. Sponsorship is investing
in a sport entity……..to support overall organizational
objectives, marketing goals and more specific promotional
objectives.” (Shank, 2005)
Alsem mentioned also in store communication, direct marketing communication and
promotions (sales promotion) as ways of marketing communication. (Alsem, 2005) Colijn
& Kok mention the same instruments as Alsem; advertisement, sales promotion, public
relations, direct marketing, personal selling and sponsorship. (Colijn & Kok, 2007)
§3.3.1 The motivation for marketing communication
There has been chosen to research the various marketing communication options,
because of the fact that this marketing strategy will achieve the most awareness and
engagement with the community of Manchester. The other aspects of the marketing mix
as price and place are curtained facts which will be hard to change. The facilities are
located on a certain location that will be difficult to change (place). The price of the

24
facilities is based on continuing of the existence of a facility not to make profit out of it;
in this way it will be also hard to change the price to increase the usage of the facilities.
Besides the promotion also the product/offer, another aspect of the marketing mix, will
be researched in this report by creating product-market-combinations.
§3.1.2 The working of marketing communication
Alsem mentioned in the book ‘Strategische marketing planning’ that their need to be
taken a few steps before you come to the enforcement of marketing communication. This
is the communication planning process. (Alsem, 2005) The authors of ‘Sportmarketing’
emphasize that marketing communication is used to effort an attitude change which will
be of benefit of the company/organization. (Colijn & Kok, 2007). The marketing
communication process counts two functions:
 Marketing communication of sports; positioning and selling of an image through
several ways of marketing communication.
 Marketing communication through sports; non-sport brands use forms of sports
by marketing communication to increase their brand value.
(Floor & Raaij, 1998)
The communication planning process consists of four stages which will conclude in the
marketing communication strategy. The four stages are according to Alsem, Colijn & Kok
and Shank;
 Target market consideration; The communication target group of the message
needs to be determined. These are all the people who needs to become attracted
by the message. Are these the only people who already use the product/service or
is it meant for people who are not yet aware. (Strategic dimension) The relation
between the customer and the brand/product or service need to be kept in mind
by creating the target group. (Creative dimension). A users profile needs to be
designed to chart the target group. (Media dimension) (Alsem, 2005)
 Select a proposition; The proposition is the unique selling point of your product. It
contains the core message of your campaign. The proposition results in a creative
concept, like a slogan. The proposition differs compared to the positioning,
because of the fact that the proposition is focused on the unique selling points of
the product and the positioning is focused on the unique selling point of the entire
brand/organization. (Cotton, 2004)
 Create communication aims; What is the reason for your communication? What
would you like to reach by communicating? Communication aims need to be
SMART-formulated (specific, measurable, acceptable, realistic and time framed)
this is necessary to measure to what extent the communication aims are reached.
Communication aims are always focused on cognitive, affective or behavioral
level. (Colijn & Kok, 2007)
 Developing of the promotional mix; As stated in §3.3 the promotional mix consists
of four elements. To complete the communication planning process a method of
the promotional mix need to be chosen. In figure four the methods of the
promotional mix are outlined.

25
Advertising Personal
Selling
Sales
Promotion
Public
Relations
Sender’s
control over
the
communication
Low High Moderate to low Moderate to low
Amount of
feedback
Little Much Little to
moderate
Little
Speed of
feedback
Delayed Immediate Varies Delayed
Direction of
message flow
One way Two way One way One way
Speed in
reaching large
audiences
Fast Slow Fast Typically Fast
Message
flexibility
None Customized None Some
Mode of
communication
Indirect and
impersonal
Direct and fact
to face
Usually indirect
and impersonal
Usually indirect
and impersonal
Figure 5: The Promotional Mix Elements (Shank, 2005)
The choice of promotional mix elements needs to be based on the communication group
and the communication aim. The most effective way needs to be considered.

26
4. Results
The outcomes of the researches are showed in chapter four, the results. The way of
showing the results depends on the kind of research. Some additional information about
the results will be described in the attachments.
§4.1 Facilities Manchester Sport and Leisure Trust
Nineteen facilities belong to the Manchester Sport and Leisure Trust. Every facility offers
varied products and services. The table below shows the possibilities in every facility.
(Manchester Sport and Leisure Trust, 2008)
Table 2: Facilities of the Manchester Sport and Leisure Trust
§4.1.1 Additional information
The activities for older people are like free swimming, swimming hours for over 50’s and
special work out classes for older people. The activities for children vary from holiday
activities to special toddlers and parents’ programs. (See attachment 4. for a more
detailed description of these facilities)

27
§4.2 The wards
The nineteen facilities are established in twelve wards across the city. Manchester counts
in total 32 different wards. The next tables show facts and figures of every ward where
the facilities are located compared to the Manchester average. (See attachment 5. until
12. for more information)
§4.2.1 Demography
Most of the residents of
Manchester are aged
between 15-29 years. In
Moston live relatively many
people of 65 years and over.
In Old Moat live relatively a
lot people in the age of 15-
29 years.
(Manchester City Council,
2008)
Table 3: Figures of the
demography
§4.2.2 Ethnicity and religion
Table 3: Ethnicities and religions = <0 ,5%
The majority is of a white ethnicity, followed by Pakistani, Black Africans and Chinese
residents. Most of the Manchester residents are Christian, Muslim or non-religious.
(Manchester City Council, 2005)

28
§4.2.3 Economic activity
With 17% of the ‘working-
age-population’ registered as
a student, Manchester is the
second biggest student city of
Europe. In Hulme live the
most students and in Moston
are the most residents
already retired. (Working-age-
population is 16-74 years) (Office
for National Statistics, 2004)
§4.2.4 Households
Almost a quarter of the
population lives on their own.
A quarter lives together with
children. In Hulme live almost
the half of the population
alone and in Ancoats &
Clayton live many lone
parents.
(Office for National Statistics,
2004)
Table 4: Economic activity
Table 5: Households

29
§4.2.5 Health
People in Crumpsall have the longest
life expectancy, with 78 years. In Old .
Moat live the healthiest residents.
(Manchester City Council, 2008)
(See attachment 18. for another table)
Table 6: Health

30
§4.3 Results survey
The survey is meant to discover to what extend the Mancunians are interested in sports.
The results are based on the answers of 200 respondents. The survey was handed out in
the ASDA supermarket nearby Sportcity.
The majority of the respondents were
female (59%) against 41% male
respondents.
Figure 6: Gender
The survey was hand out based on random
selection.
Every age had the same chance to be asked
to complete the survey. Most of the
respondents (35%) were between 22-34
years old, followed by the 35-49 years aged
respondents (23%). The smallest group was
the people aged younger than 16 years and
older than 70 years.
Figure 7: Age
Most of the respondents
live together with a partner
(37%) followed by living
together with partner and
child(ren) (26%). The
smallest group was the
respondents who live alone
with their child(ren) (4%).
The people who stated
‘other’ were mostly living
with their parents or
friends.
41%59%
Male
Female
1%
20%
35%23%
10%
10%
1%
<16
16-21
22-34
35-49
50-59
60-69
70+
13%
37%
4%
26%
20%
Living alone
Together with partner
Alone with child(ren)
Together with partner
and child(ren)
Other
Figure 8: Living situation

31
Of the respondents were the
majority a full-time employee
(58%). Only 2% was
unemployed, retired or stated
other. Due to the fact that the
surveys were handed out to the
customers and staff of the ASDA
the number of employees can be
explained.
Figure 9: Job status
More than a quarter of the
respondents as well sports more than
once a week (27%) are not physically
active at all (26%).
If the respondents
are physically
active they are
mostly participating
in gym and
swimming and also
cycling is a popular
way of be
physically active.
The popularity of
gymnastics, hockey
and cricket is very
low.
58%
31%
2% 2% 5% 2%
Full-time
Part-time
Unemployed
Retired
Student
Other
27%
19%
1%
9%
18%
26%
More than once a
week
Once a week
Once a fortnight
Once a month
Infrequently
I do not participate
in sport
Figure 10: Participation in sports
0%
5%
10%
15%
20%
25%
Gym
Aerobics
Football
Swimming
Cycling
Running
Tennis
Golf
Badminton
Basketball
Rugby
Squash
Gymnastics
MartialArts
Hockey
Netball
Cricket
Waterpolo
Other
Figure 11: Participation in specifc sports

32
0% 10% 20% 30% 40%
To stay healthy
To feel good
To lose weight
To relax
To meet other people
High performance competition
Other
The main reason for
people to be
physically active is
mostly for health
reasons (38%),
followed by losing
weight (22%). Only
4% is physical
active to perform at
a high level.
Of the respondents who do
participate in sports only 27% are
member of a sports association or
sports club. Almost three quarters
(73%) is an individual athlete.
The main reason for people to not
participate in sports is because of
limited time (18%). Another
popular reason is the price which
people have to pay to participate.
Figure 12: Reasons to be physical active
73%
27%
Yes
No
0% 5% 10% 15% 20%
Too Expensive
No Time
Current physical condition
Unsure of how I start
Other
Figure 13: Membership of a sports club or sports association
Figure 14: Reason why people do not participate in sports.

33
The respondents who
do watch sport are
mostly watching football
(58%) and athletics
(27%). Only 15% do not
watch sport at all
Figure 16: The awareness of the facilities
The 200 respondents are most aware of the Manchester Velodrome (82%) and the
Manchester Aquatics Centre (66%). They were (almost) not aware of the Arcadia Leisure
Centre (17%) and the Manchester Regional Hockey Centre (33%).
Figure 17: The usage of the facilities
The most used facilities by the respondents are the Manchester Velodrome (15%), the
Manchester Aquatics Centre (13%) and the Miles Platting Swimming Pools (8%). The
other facilities are used by less than 6% of the respondents.
0
10
20
30
40
50
60
70
80
90
100
Abraham
Arcadia
Ardwick
BelleVue
Broadway
Chorlton
Levenshulme
Aquatics
Squash
RegionalArena
Gymnastics
HockeyCentre
TennisCentre
Velodrome
MilesPlatting
MossSide
NorthCity
TenAcres
Withington
No
Yes
0
10
20
30
40
50
60
70
80
90
100
Abraham
Arcadia
Ardwick
BelleVue
Broadway
Chorlton
Levenshulme
Aquatics
Squash
RegionalArena
Gymnastics
HockeyCentre
TennisCentre
Velodrome
MilesPlatting
MossSide
NorthCity
TenAcres
Withington
Not physical active at all
No
Yes
0%
10%
20%
30%
40%
50%
60%
Figure 15: Do people watch sport?

34
Figure 18: Reasons why people do not use the facilities
The reason why people do not use one of facilities is mostly because of the unawareness
of the facilities. Another reason is the fact that the facilities do not offer the desirable
facilities and activities. The Manchester Velodrome is mostly not used because of the fact
that it does not offer what they prefer. (Other means not physical active at all + usage)
Figure 19: The awareness of where to find information
Almost three quarters (69%) know where they can find information about the facilities.
The most mentioned places were internet and by telephone. Also 31% does not know
where they can find more information about the facilities. One of them wishes that there
was more information available.
0
10
20
30
40
50
60
70
80
90
100
Abraham
Arcadia
Ardwick
BelleVue
Broadway
Chorlton
Levenshulme
Aquatics
Squash
RegionalArena
Gymnastics
HockeyCentre
TennisCentre
Velodrome
MilesPlatting
MossSide
NorthCity
TenAcres
Withington
Other
I use the same facilities somewhere
else
It is too expensive
It is too far away
It does not offer what I prefer
I do not know about it
31%
69%
No
Yes

35
§4.4 Results literature research
As described in chapter 3, marketing communication is one of the elements of the
marketing mix (promotion). The promotional marketing mix elements are the ways to
express the message. The promotional mix elements are just about the instruments for
marketing communication.
§4.4.1 Advertisement
Alsem describes advertisement as a non-personal way of promoting your message on the
basis of an identified sponsor. (Alsem, 2005) Advertisement is in particular used to
inform and convince. (Colijn & Kok, 2007)
§4.4.2 Sales promotion
A temporarily benefit for the consumer is a sales promotion. A product/good or services
can be reduced in price or the product/good or services can become more with the same
price. Sales promotion is used to urge to take action. (Colijn & Kok, 2007)
§4.4.3 Public relations
To create goodwill and mutual understanding it is necessary to maintain the relations
with your interest groups. Public relations is used to inform people. (Colijn & Kok, 2007)
§4.4.4 Direct marketing
Marketing which is used to receive a structural, direct relation with your customers is
called direct marketing. It is mainly used to urge to take action. (Alsem, 2005)
§4.4.5 Personal selling
With a personal and interactive contact with your consumer, it is possible to react on the
decision. This makes it possible to convince your customer at the latest moment. (Colijn
& Kok, 2007)
§4.4.6 Sponsorship
To increase awareness and confirm your image sponsorship is the way of marketing
communication. It is mainly used to inform people and create interest. (Colijn & Kok,
2007)
§4.4.7 In store communication
In store communication contains the charisma of the company/shop. The attractiveness
of a company contributes to a higher awareness and interest of the customers. (Colijn &
Kok, 2007)
§4.4.8 The result of marketing communication
Marketing communication is used to cause a change in the attitude of people. Promotion
is focused on cognitive, affective or behavioural effects.
Cognitive effects are changes in the awareness and knowledge about the promoted good
or service. This is caused by advertisement, public relations and sponsorship.
Affective effects are changes in the attitude of the consumer towards the brand, good or
service. These people are aware of the possibility, but still not convinced. To focus on
affective changes advertisement, public relations and sponsorship will help.

36
Behavioural effects are focused on the visible behaviour of a consumer. Marketing
focused on behavioural effects are to persuade people to change one’s mind. Techniques
used to create behavioural effects are sales promotion, direct marketing and personal
selling. (Colijn & Kok, 2007)

37
5. Conclusion
The results of chapter four are analyzed in this chapter. This paragraph will give an
answer on the sub questions. The analyzes are done in different ways.
§5.1 Product-market-combinations
The Manchester Sport and Leisure Trust do not have specific product-market-
combinations (pmc’s). The products/services of the nineteen facilities are not based on
specific target (market) groups. (Except some toddler activities and swimming hours
based on older people.) In this way it is difficult to describe what the pmc’s of the
Manchester Sport and Leisure Trust are. To show what kind of possibilities there are for
each facility the products are compared with the markets.
The facilities are charted, purely, based on their offer. The markets of the facilities are
described in chapter 4. To combine the offer and the markets of the facilities the follow
SWOT-analyses will show in which way the products do or do not fit into the market.
These analyses are done for each facility.
The strengths, weaknesses, opportunities and threats are based on the services/products
offered by the various facilities and the figures of the wards where the facilities are
located. In the attachment will be a more expended analysis of the SWOT’s.
§5.1.1 Abraham Moss Leisure Centre
The Abraham Moss Leisure Centre is a facility with varied possibilities and is accessible
for every age. It is located in Crumpsall a ward with people over every age. There lives
relatively a high population of Pakistani. Most of the residents are Christian, Muslim or
Jewish. Unfortunately, none of the classes are based on their creeds, which can cause a
problem for participation. Most of the people in Crumpsall are economically active.
Residents are healthy and satisfied with their life. (See attachment 19 for more
information)
Abraham Moss Leisure Centre
Crumpsall
Opportunities
O1 = Over 60’s Swim Free
O2 = Varied ages
Threats
T1 = Religions
Strengths
S1 = Varied possibilities
S2 = Extensive opening hours
S3 = Different associations
Grow strategy
S1:O1
Over 60’s can swim for free.
Special packages will attract them
to get involved in more activities.
S2:O2
Adapt times on target groups.
S3:O2
Create different activities for
different ages.
Defence strategy
S1:S2:S3:T2
Through the different religions and
their rules specific activities need
to be organised.
Weaknesses
W1 = Few target group related
classes
W1:O1:O2
Over 60’s swim free, create work
out classes combined with the
swimming hours of over 60’s.
Problems
W1:T1
Seeing that different creeds
classes need to focus on different
religions.
Table 7: SWOT-analysis Abraham Moss Leisure Centre

38
§5.1.2 Arcadia Leisure Centre
Two squash courts and a multi-purpose sports hall are present in the Arcadia Leisure
Centre. It is the home base of the Roller Hockey Club. In Levenshulme, the location of
the ward, most people are aged 15-29 years. It is a mixed culture with different religions
and ethnicities. (See attachment 20. for more information)
Arcadia Leisure Centre
Levenshulme
Opportunities
O1 = People get on well together
O2 = High population of 15-29
years.
Threats
T1 = Religions
Strengths
S1 = Roller Hockey Club
S2 = Used by local schools/holiday
activities
Grow strategy
S1:O1:O2
Set up a roller hockey competition
focused on the 15-29 years age
category.
S2: O1:O2
Extension of usage by extra
(school) competitions.
Defence strategy
S1: T1
Due to different religions the Roller
Hockey Club needs to focus their
policy on varied creeds.
S2:T1
During school activities and holiday
activities the focus needs to be on
playing together with different
religions.
Weaknesses
W1 = Limited possibilities
W2 = No associations
W1:O1:O2
Involve residents to increase
possibilities
W2:O1:O2
People get on well together
increase involvement and create
new associations.
Problems
W1:T1
Due to different religions the
possibilities need to be expanded
to satisfied different creeds.
W2:T1
Associations focused on different
religions will increase the
involvement.
Table 8: SWOT-analysis Arcadia Leisure Centre
§5.1.3 Ardwick Leisure Centre
The Ardwick Leisure Centre is an indoor sports hall where the local community
participates in different ball sports and racket sports. Ardwick is known for its mixed
culture where many students live. (See attachment 21. for more information)
Ardwick Leisure Centre
Ardwick
Opportunities
O1 = Location
O2 = Lots of students
Threats
T1 = Religions
T2 = Students/financial situation
Strengths
S1 = Wide range of group sports
S2 = Opening hours
Grow strategy
S1:O1:O2
Student competitions to sport
together in a competitive, relaxed
environment besides their study
S2:O1:O2
Create activities based on target
group to attract as many residents
as possible.
Defence strategy
S1:S2:T1
Due to the different creeds focus
on specific activities gear to rules
of religion.
S2:T2
To attract students create
packages on off-peak hours for
reduction.
Weaknesses
W1:O1:O2
Promote the location of the facility
to attract associations to organise
activities for students
Problems
W1:T1
Due to different religions
associations need to become
attracted to guarantee sport
possibilities in relation to creeds.
W1:T2
Associations can make it cheaper
for students to participate.
Table 9: SWOT-analysis Ardwick Leisure Centre

39
§5.1.4 Belle Vue Leisure Centre
The Belle Vue Leisure Centre contains a few unique possibilities like a cricket academy
and multi-media conference. During the week it is used by the St. Peter High School
which causes limited accessibility. Gorton North, the location, counts many full-time
employees and relatively a high percentage of pensioners. (See attachment 22. for more
information)
Bellevue Leisure Centre
Gorton North
Opportunities
O1 = Mixed population
O2 = Wide population of
pensioners
Threats
T1 = A lot full-time employees
Strengths
S1 = Unique possibilities
S2 = Varied possibilities
Grow strategy
S1:S2:O1
Expand possibilities by involving
the population
S2:O2
Create possibilities for pensioners
based on their needs
Defence strategy
S1:S2:T1
Point out the unique and varied
possibilities to attract the
employees after work and organise
short, effective workout programs.
Weaknesses
W1 = Accessibility
W2 = No age group/ target group
related activities
W1:W2:O1:O2
Research needs to organise
specific age group/target group
related activities on popular times.
Problems
W1:W2:T1
Seeing that a lot employees live in
this area. The accessibility and
activities need to be improved to
attract people with limited time.
Table 10: SWOT-analysis Bellevue Leisure Centre
§5.1.5 Broadway Leisure Centre
The Broadway Leisure Centre is especially focused on children activities. It contains a
health and fitness suite together with a 25-meter swimming pool. Moston is known for its
high percentage of Chinese residents and a relatively high percentage of pensioners.
Unfortunately, the inhabitants do not get on well together. (See attachment 23. for more
information)
Broadway Leisure Centre
Moston
Opportunities
O1 = Chinese population
O2 = many older people who are
already retired.
Threats
T1 = People do not get on well
together.
Strengths
S1 = Wide range of opportunities
S2 = Children focused activities
Grow strategy
S1:S2O1
There are different opportunities
so create activities popular by
Chinese population.
S2:O2
Organise activities for older people
on non-popular children times.
Defence strategy
S1:S2:T1
Because of people do not get on
well together use different
opportunities optimal to keep
everybody satisfied.
Weaknesses
W1 = The absent of work out
classes/work out studio
W1:O1:O2
Due to a high concentration of
Chinese people and retired people
attract this people to organise
aimed activities.
Problems
W1:T1
Because people do not get on well
together, work out classes can
help to bring different people
together.
Table 11: SWOT-analysis Bellevue Leisure Centre

40
§5.1.6 Chorlton Leisure Centre
In this multi-functional sports centre different sport programmes are created. Recently it
has undergone a modernization of various facilities. Chorlton is a difficult ward to
succeed, because of the high percentage of full-time employees and the variety of
people. On the other hand, there is a high percentage of same aged people and people
get on well together. (See attachment 24. for more information)
Chorlton Leisure Centre
Chorlton
Opportunities
O1 = 30-44 years
O3 = Healthy/satisfied population.
Threats
T1 = Religions/Ethnicities
T2 = A lot of full-time employees
Strengths
S1 = Modernized
S2 = Containing different
possibilities
Grow strategy
S1:O1
Attract the target group by
promoting modernized
possibilities.
S2:O1:O2:O3
Organise (group) activities to give
people the opportunity to fulfil
various motives to participate in
sport.
Defence strategy
S1:T1
Clear descriptions and
explanations to increase the return
on investment of different
ethnicities and religions.
S2:T2
Create specific sport programmes
for people with few time.
Weaknesses
W1 = Few associations
W1:O1:O2:O3
Due to the fact that people get on
well together and that there is a
specific age group attract more
associations.
Problems
W1:T1:T2
Attract associations to create a
wide range of target group related
activities.
Table 12: SWOT-analysis Chorlton Leisure Centre
§5.1.7 Levenshulme Swimming Pools
The Levenshulme Swimming Pools are known for its swimming opportunities, but it offers
also a weight room, health suite and massage area. It has the opportunity to work
together, but the different religions and creeds can be a problem in this swimming
facility. (See attachment 25. for more information)
Levenshulme Swimming Pools
Levenshulme
Opportunities
O1 = Arcadia Leisure Centre
Threats
T1 = Religions
Strengths
S1 = Target group aimed classes
S2 = Well known for years
Grow strategy
S1:S2:O1
Expand the possibilities of both
centres to combine the
opportunities. (packages,
marketing)
Defence strategy
S1:S2:T1
Because of the fact that there are
so many different religions and
creeds special classes need to be
created.
Weaknesses
W1 = Limited opening times
weekends
W1:O1
Gear opening hours to Arcadia
Leisure Centre to make sure
residents can optimal use the
facilities.
Problems
W1:T1
Due to the variety in the
population opening times need to
be expanded.
Table 13: SWOT-analysis Levenshulme Swimming Pools

41
§5.1.8 Manchester Aquatics Centre
The Manchester Aquatics Centre is located in Ardwick surrounded by the Manchester
University. It contains unique facilities such as a 50-meter pool and a diving platform.
The variety in the population of Ardwick is a fact, which needs to get more attention.
(See attachment 26. for more information)
Manchester Aquatics Centre
Ardwick
Opportunities
O1 = Lots of students (15-29
years)
O2 = Location
Threats
T1= Mixed culture
T2 = Single persons
Strengths
S1 = Variety of mixed leisure
(unique)
S2 = Wide range of opening hours
S3 = Specific associations (Male
Muslim Swim Club)
Grow strategy
S1:S2:O1:O2
Give students the opportunity to
sport with reduction on off-peak
hours.
S3:O1:O2
Fortify the offer of associations to
involve students.
Defence strategy
S1:S2:S3:T1
Due to a mixed culture with mixed
creeds, activities/classes/opening
hours need to be scheduled based
on different ways of life.
S1:S2:S3:T2
Their live a lot of people on their
own so they are probably looking
for company. More group activities
need to be organised to increase
the social motive to participate.
Weaknesses
W1 = Work out classes not based
on older people
W1:O1:O2
Involve students to organise
activities for older people by
promoting the unique facility and
creating work out classes for
seniors.
Problems
W1:T1:T2
Seeing that there live many
different people on their own and
there are no specific classes for
older people, offer need to be
more specialised.
Table 14: SWOT-analysis Manchester Aquatics Centre
§5.1.9 Manchester National Squash Centre
The Manchester National Squash Centre is located at Sportcity. The squash courts are
used for racket ball as well. The ward Bradford, the location of the centre, counts many
permanently sick/disabled people and a high population of Chinese. (See attachment 27.
for more information)
Manchester National Squash
Centre
Bradford
Opportunities
O1 = Wide population of Chinese
O2 = High population of 45 years
and over
Threats
T1 = High percentage of
permanently sick/disabled
Strengths
S1 = Modern facility
S2 = Used for squash and racket
ball
Grow strategy
S1:S2:O1
Extend possibilities to attract also
the Chinese population like table
tennis or organize special lessons
for this ethnicity.
S2:O2
Extend offer of lessons to increase
the accessibility to participate.
Defence strategy
S1:S2:T1
Because of a high percentage of
permanently sick/disabled people
low impact lessons can help to
attract this people as well. The
modern possibilities will make it
accessible for wheelchair riders.
Weaknesses
W1 = Nothing for children
W2 = Just a few organised
activities
W1:O2
Involve pensioners to organise
activities for children.
W2:O1
To attract different ethnicities
organise more activities.
Problems
W1:W2:T1
More organised activities need to
improve the accessibility for
different target groups.
Table 15: SWOT-analysis Manchester National Squash Centre

42
§5.1.10 Manchester Regional Arena
The Manchester Regional Arena is used for athletics and holiday activities for children. In
addition, the Manchester City reserves team plays at the Manchester Regional Arena.
Also, the Manchester Regional Arena is located at Sportcity. Bradford is known for its
high population of Chinese residents. Many people in this ward are permanently
sick/disabled. (See attachment 28. for more information)
Manchester Regional Arena
Bradford
Opportunities
O1 = Wide population of Chinese
O2 = High population of 45 years
and over
Threats
permanently sick/disabled
Strengths
S1 = Indoor and outdoor facility
S2 = Multi-functional possibilities
Grow strategy
S1:S2:O1:O2
Extend equipment/program to
attract a new target group.
Defence strategy
S1:S2:T1
Because of the fact that a high
percentage of the population has
physical problems; the building
can be optimal used by organising
special activities for this group.
Weaknesses
W1 = Accessibility
W1:O1:O2
Because of the fact that there live
many Chinese and older people,
increase accessibility by organising
activities.
Problems
W1:T1
Accessibility needs to be improved
to attract more people by creating
different sport programs.
Table 16: SWOT-analysis Manchester Regional Arena
§5.1.11 Manchester Regional Gymnastics Centre
The Manchester Regional Gymnastics Centre is unique, because it contains extensive
equipment. It organises many activities for children, but is located in an area where
many ‘older’ people live. (See attachment 29. for more information)
Manchester Regional Gymnastics
Centre
Gorton North
Opportunities
O1 = Lots of 45 year aged and
over
Threats
T1 = Different ethnicities
Strengths
S1 = Unique in its kind
S2 = Kids programs
Grow strategy
S1:S2:O1
Extend activities program based on
target groups like gymnastics for
older people. Organise activities
for parents when their kids are
playing as well.
Defence strategy
S1:S2:T1
Because of the different ethnicities
programs need to be extend to
give different people the possibility
to participate.
Weaknesses
W1 = Limited opening hours
W2 =Limited usage
W1:W2:O1
Create activities in the morning to
attract older people and to extend
usage of the facility.
Problems
W1:W2:T1
The accessibility is limited so it will
be harder to attract different kind
of people. By increasing the
opening hours and programs more
people will feel attracted.
Table 17: SWOT-analysis Manchester Regional Gymnastics Centre

43
§5.1.12 Manchester Regional Hockey Centre
The Manchester Regional Hockey Centre is unique, because of its outdoor hockey pitches.
Together with cooperation with the Belle Vue Leisure Centre causes for an optimal offer.
The accessibility of the hockey pitches is very difficult. This unique centre, with many
activities for young people, counts a lot of 45 years and over aged people in environment
mixed with cultures. (See attachment 30. for more information)
Manchester Regional Hockey
Centre
Gorton North
Opportunities
O1 = Lots of 45 year aged and
over
Threats
Strengths
S1 = Unique facility
S2 = Cooperation Belle Vue
Leisure Centre
Grow strategy
S1:S2:O1
Extend activities by creating
hockey activities based on the
needs of older residents to attract
them as well.
Defence strategy
S1:S2:T1
Due to different ethnicities with
different habits specific activities
need to be organized to attract
different kind of people.
Weaknesses
W1 = Accessibility
W1:O1
Create opportunities for older
residents to increase accessibility
by organising activities.
Problems
W1:T1
Accessibility needs to be improved
by extra opportunities to attract
also other ethnicities.
Table 18: SWOT-analysis Manchester Regional Hockey Centre
§5.1.13 Manchester Regional Tennis Centre
The Manchester Regional Tennis Centre is unique. A facility where people can participate
with different weather conditions; inside and outside. In this area live a lot of lone
parents, permanently sick/disabled people and different religions. (See attachment 31.
for more information)
Manchester Regional Tennis Centre
Ancoats & Clayton
Opportunities
O1 = A lot of lone parents
Threats
T1 = Different religions
T2 = Permanently sick/disabled
Strengths
S1 = Unique facility
S2 = Usable all year round
S3 = Easy access
Grow strategy
S1:S2:S3:O1
Create hours for lone parents to
play tennis while somebody takes
care over their kids to attract them
as well.
Defence strategy
S1:S2:S3:T1
Due to different religions activities
to attract them as well need to be
organized, keep in mind different
creeds.
S1:S2:S3:T2
Offer tennis activities on a lower
impact level and make this easier
with softer balls to attract people
with a physical problem as well.
Weaknesses
W1 = Limited opportunities
W1:O1
Increase opportunities to create
activities for parents and children
together.
Problems
W1:T1:T2
The opportunities need to be
extended to involve also other
ethnicities. There will be attracted
less people if the possibilities are
limited.
Table 19: SWOT-analysis Manchester Regional Tennis Centre

44
§5.1.14 Manchester Velodrome
The Manchester Velodrome is a facility where people can cycle on a track. It is one of the
three Velodrome’s in England. Besides track cycling also playing netball, badminton or
basketball are possible. The Manchester Velodrome needs to operate wider
(regional/national) than the other facilities. (See attachment 32. for more information)
Manchester Velodrome
Ancoats & Clayton
Opportunities
O1 = Local community schools
Threats
Strengths
S1 = Unique in its kind/different
possibilities
S2 = National popular
Grow strategy
S1:S2:O1
Organise school competitions to
attract children to participate in
sport/cycling.
Defence strategy
S1:S2:T1
Because of different ethnicities
with different habits some
ethnicities will be excluded. By
organising more target group,
related activities more ethnicities
will feel attracted.
Weaknesses
W1 = Can not fulfil all the requests
W2 = Misuse of programs
W1:W2:O1
Make sure that the intended
people participate in the programs
so that the circulation goes more
fluently. On this way, also other
groups can join the track.
Problems
W1:W2:T1
The accessibility for different
ethnicities need to be improved by
organizing more programs and by
aggravate the conditions to take
part in the different programs.
Table 20: SWOT-analysis Manchester Velodrome
§5.1.15 Miles Platting Swimming Pools
The core business of the Miles Platting Swimming Pools is the swimming facilities, besides
this there is also a small fitness suite. In the ward Miles Platting and Newton Heath live
relatively a lot of people aged 45 years and over. (See attachment 33. for more
information)
Miles Platting Swimming Pools
Miles Platting and Newton Heath
Opportunities
O1 = Lot of older people
Threats
T1 = High population of lone
parents
Strengths
S1 = Attendance of associations
S2 = Package membership
(fitness+swimming)
Grow strategy
S1:S2:O1
Increase participation of older
people by scheduling combination
activities on off-peak hours.
Defence strategy
S1:S2:T1
A nursery gives lone parents the
opportunity to sport, while their
kids are playing under
accompanying.
Weaknesses
W1 = Limited opening hours
weekend
W2 = Limited fitness facilities
W1:W2:O1
Organise fitness group activities to
optimise the usage of the fitness
suite.
Problems
W1:W2:T1
Extend opening hours in the
weekends and organise child-
parents activities.
Table 21: SWOT-analysis Miles Platting Swimming Pools

45
§5.1.16 Withington Leisure Centre
A work-out studio, a swimming pool and a fitness suite contain the Withington Leisure
Centre. The centre is located in Old Moat, a ward where live a lot of different cultures and
students, but where people get on well together. (See attachment 34. for more
information)
Withington Leisure Centre
Old Moat
Opportunities
O2 = Lots of students
O3 = People are healthy (pay
attention on their life style)
Threats
T1 = Variety of cultures
Strengths
S1 = Range of facilities and
activities
S2 = Opening hours
Grow strategy
S1:O1:O3
Because of a positive attitude of
the residents they will feel
attracted by the several
opportunities of the centre.
S2:O1:O2
The wide opening hours will attract
different kind of people throughout
the day. A reduction for students
on off-peak hours will attract
them.
Defence strategy
S1:S2:T1
Because of the different
possibilities several cultures will
feel attracted by the centre. To
attract more cultures activities
need to reckon with different
creeds and habits.
Weaknesses
W1 = No target group related
classes
W1:O1:O2:O3
Take wide target groups to specify
programs, but because of the fact
people get on well together a wide
range of target groups will be
enough.
Problems
W1:T1
Because of the absence of specific
classes some cultures will not be
able to participate in the classes.
More creed specified programs will
attract more cultures.
Table 22: SWOT-analysis Withington Leisure Centre
§5.1.17 North City Family and Fitness Centre
The North City Family and Fitness Centre are surrounded by different ‘daily-used’
companies, that increases the publicity. It contains a wide range of equipment and offers
a wide range of activities. The obstacles for different ethnicities and disabled people need
to be decreased in Harphurhey. (See attachment 35. for more information)
North City Family and Fitness
Centre
Harpurhey
Opportunities
O1 = Location close to other
facilities
Threats
T1 = Ethnicities
population permanently
sick/disabled
Strengths
S1 = Equipment/wide range of
offer
S2 = Target group related classes
Grow strategy
S1:S2:O1
Attract more residents by working
together with the nearby
companies and advertise with wide
range of offer.
Defence strategy
S1:T2
A lot of residents have physical
problems. To attract this people
create work out programs.
S2:T1
The target group related classes
need to keep different habits in
mind.
Weaknesses
W1:O1
Attract associations to involve in
centre by promoting the perfect
location.
Problems
W1:T1:T2
Increase accessibility by attracting
associations for different
ethnicities and groups.
Table 23: SWOT-analysis North City Family and Fitness Centre

46
§5.1.18 Ten Acres Leisure Centre
In Miles Platting & Newton Heath is, besides the Miles Platting Swimming Pools, also the
Ten Acres Leisure Centre located. This centre is known for its group activities like
football, hockey and basketball. In Miles Platting & Newton Heath live a lot older people
and a lot of lone parents. This needs to be kept in mind when producing schedules. (See
attachment 36. for more information)
Ten Acres Leisure Centre
Miles Platting & Newton Heath
Opportunities
O1 = A lot of lone parents
Threats
T1 = A lot of older people
Strengths
S1 = A lot of associations
Grow strategy
S1:O1
Special activities after school hours
will attract children who live with
only one parent. While the parent
works, somebody takes care over
the child.
Defence strategy
S1:T1
Activities in the morning focussed
on older people will attract another
target group.
Weaknesses
W1 = Accessibility
W2 = Limited possibilities
W1:W2:O1
Extension of the opening hours in
the weekends makes it more
accessible for lone parents to let
their children participate in an
activity or to play together.
Problems
W1:W2:T1
Extension of the possibilities will
attract older people as well to
participate in a group activity.
Table 24: SWOT-analysis Ten Acres Leisure Centre
§5.1.19 Moss Side Leisure Centre
The Moss Side Leisure Centre offers a lot of different activities. It is located in Hulme,
where a lot of students live. (See attachment 37. for more information)
Moss Side Leisure Centre
Hulme
Opportunities
O1 = Students
O2 = A lot of singles
Threats
T1 = Religion
Strengths
S1 = Associations
S2 = Offer of activities
Grow strategy
S1:S2:O1:O2
The wide range of activities will
attract different people. Special
student hours/reduction and
student group activities will fulfil
the social need of this group.
Defence strategy
S1:S2:T1
Due to different religions the offer
needs to be based on the needs
and habits of different ways of life.
Weaknesses
W1 = Limited work out classes
W1:O1:O2
Because of the many single living
students their social needs need to
be fulfilled by extension of the
work out classes.
Problems
W1:T1
The accessibility for different
religions needs to be improved by
work out classes that fit to their
creeds.
Table 25: SWOT-analysis Moss Side Leisure Centre

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