This document analyzes the bowling industry and provides a competitive analysis of three bowling alleys - La Habra 300 Bowl, Linbrook Bowl, and Golden Lanes. It discusses trends in the industry like personalization and cosmic bowling. It acknowledges competitive factors like other bowling alleys and entertainment options. Technological factors that customers expect are discussed, like electronic scoreboards. Competitive analyses of each bowling alley are given that examine their target markets, pricing, promotions, and more. The document provides a SWOT analysis and discusses how to create a competitive advantage in the industry.

1.
Target Market Project
La Habra 300 Bowl | Linbrook Bowl | ​Golden Lanes
Katherine Steiner | BUSN 231

2. Table Of Contents
Marketing Environment………………………………………………………………………....3
Industry Potential………………………………………………………………………….4
Current Trends in the Industry…………………………………………………………….4
Acknowledgement of Competitive Factors……………………………………………….5
Acknowledgement of Technological Factors……………………………...……………...5
Acknowledgement of Political/Legal Factors……………………………………………..6
Acknowledgement of Social/Cultural Factors…………………………………………….7
Consumer Behavior Factors……………………………………………………………….7
Competitive Analysis: La Habra 300 Bowl…………………………………………………….9
Positioning Map #1………………………………………………………………….…...10
Positioning Map #2………………………………………………………………………11
Primary Target Market Analysis…………………………………………………………12
Customer Experience/ Product Objectives, Analysis and Strategies…………………….13
Pricing Objective, Analysis & Strategies ………………………………………………..14
Place Objectives, Analysis & Strategies………………………………………………....15
Promotion Objectives, Analysis & Strategies…………………………………………....16
Website Objectives, Analysis & Strategies…..…………….……………………………18
Competitive Analysis: Linbrook Bowl………………………………………………………...19
Positioning Map #1……………………………..………………………………….…….20
Positioning Map #2………………………………..……………………………………..21
Primary Target Market Analysis…………………………………………………………22
Customer Experience/ Product Objectives, Analysis and Strategies.……………………23
Pricing Objective, Analysis & Strategies ………………………………………………..24
Place Objectives, Analysis & Strategies………………………………………………....25
Promotion Objectives, Analysis & Strategies…………………………………………....26
Website Objectives, Analysis & Strategies….……………………..……………………27
Time­Out………………………………………………………………………………………...28
Ethical Issues & Action Plan…………………………………………………………….29
S.W.O.T Analysis………………………………………………………………………..30
Competitive Advantage………………………………………………………………….31
Internal Marketing Strategies for 3rd Service…………………………………………....32
Purpose Statement/Mandate……………………………………………………………...35
Why my 3rd service will be successful…………………………………………………..35
Competitive Analysis: Golden Lanes……………………………..…………………..…….....36
Positioning Map #1……………………………………………………………………....37
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3. Positioning Map #2……………………………………………………………………....38
Primary Target Market Analysis………………………………………………………....39
Customer Experience/ Product Objectives, Analysis and Strategies…………………….40
Pricing Objective, Analysis & Strategies………………………………………………...41
Place Objectives, Analysis & Strategies………………………………………………....42
Promotion Objectives, Analysis & Strategies…………………………………………....43
Website Objectives, Analysis & Strategies……….………………………..…………....44
List of Works Consulted………………………………………………………………………..46
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4.
The Marketing Environment
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5. Industry Potential
The Bowling industry is a timeless industry, as it is a sport that any age can enjoy, (C.I. #1, 3, 6,
10, P.I. #5). This industry does have potential for growth, although the possibility of it doing so
is challenging due to increased direct and indirect competitors and technological advances which
might cause bowling to seem outdated (P.I. #9). There has been a decline in the industry and it is
estimated to continue to decline 0.4% each year to 2020 (Web #7). In 2008, the revenue of
bowling centers was about 3.35 billion dollars, and in 2013 was about 3 billion dollars (Web
#13). The decline might partially be due to the decrease in league participation which accounted
for about 70% of revenue in the past and now only 40% (Web #10).
Implications: ​Although the bowling industry has been declining over the past decade, it isn’t
hopeless. Many people enjoy bowling; the challenge is to get them in the bowling alley more
than a couple times a year. As a new owner in this industry, I need to discover what needs to be
done in order for bowling to be the first thing on someone’s mind when it comes to recreation.
Current Trends in the Industry
Trends in this industry include increased personalization, whether that means having the choice
to have bumpers or not, customizing your name, to even customizing the score board design.
Other trends are cosmic bowling and having music videos playing throughout the alley.
Customer expectations haven’t changed much in the past few years as some bowlers prefer the
“old school” feel of a bowling alley (P.I. #2), although some customers do expect more than just
the bowling lanes now. For example, bowlers like to go to bowling alleys to watch sports games
(P.I. #1) which can only be done if there are televisions. Customers can also expect there to be
food offered at the bowling alley, in addition to there being a bar (Art #5, 8). Another trend is
offering karaoke at the bowling alley (Web #1, 2). In addition to karaoke, having a pro shop at
the alley is expected (Web #1, 2). A pro shop is a place where bowling equipment such as balls,
is sold.
Implications: ​As a new owner in this industry, I will need to choose a few significant trends to
follow because if I focus on too many, it will get spendy. First and foremost, I want bowling to
be the main focus of the bowling alley. I think some trends can be lived without, such as
karaoke. But other trends I think are important, such as serving food, and having a pro shop.
Because trends come and go, some quicker than others, I don’t want to always change with the
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6. trends. I want to be consistent with my business, other than trying to keep up with the
technological advances.
Acknowledgement of Competitive Factors
The direct competitors are Linbrook Bowl and La Habra 300 Bowl, which are my top two direct
competitors (Web #1, 2). Linbrook Bowl and La Habra 300 were both created in the late 1950s
(Web #2, 19), and both serve the bowling leagues well, with many leagues to choose from (Web
#1, 2). Other direct competitors include AMF Cerritos Lanes and Keystone lanes (Web #4, 5).
Some indirect competitors are movie theaters, family fun centers and putt putt golf. Bowling,
like it’s indirect competitors, is most popular on the weekends (Web #17). Today, people
generally don’t value putting forth the effort to going out as much as they used to. Now, we have
entertainment at the push of a button on our phones or TVs. Another indirect competitor I have is
Netflix. Netflix is cheaper than bowling, and more convenient (P.I. #9). So, the issue isn’t
necessarily how to be the best bowling alley, but rather how one will create a desire in the
community to want to go out and bowl with friends. This industry is more competitive today and
will presumably continue to become more competitive.
Implications: ​This is discouraging for me as a new owner in this industry, because as
competition rises, the more challenges I will face in gaining loyal customers. I will have to find a
small niche and serve it well.
Acknowledgement of Technological Factors
Customers of the bowling industry expect to be able to customize the scoreboard, let alone have
a scoreboard that is electronic (Art #10, Web #11). In addition to the scoreboard, the technology
of the bowling ball is an important factor, especially for competitive bowlers. The weight of the
bowling ball, and position of the weight, affects the way the ball travels down the lane. Serious
bowlers, and those wanting to enjoy a game, will expect to use a bowling ball that rolls well
(Web #8). The technology of the floor is what I will address next. Material used for the lanes are
now made up of synthetic materials which seem to have increased the amount of strikes and is
more inexpensive than the former material of wood. These synthetic materials help bowling
alleys save money (Web #9). Other technological factors that bowlers expect, are music playing
throughout the alley, different lighting (like for cosmic bowling), and communication via e­mail
(Web #9).
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7. Implications: Because bowling is a timeless activity, it isn’t affected as heavily concerning
technological advances as some products and services are. Technological advances in the
industry won’t need to occur very often, because the main focus of the service is the actual
bowling. Although, customers will expect new and working scoreboards, upbeat music,
well­maintained equipment and decent bowling balls. With that being said, financially, keeping
up with the technology shouldn’t be too painful for this industry.
Acknowledgement of Political/Legal Factors
In the bowling industry, there is potential to be sued for several reasons. One potential reason to
be sued in this industry, is if a bowler or worker gets hurt. One can get hurt by slipping on the
bowling lane, as these lanes are slippery. Another way, is having a bowling ball fall on a foot.
This could be blamed on poorly manufactured bowling balls. A third way to get hurt at a bowling
alley is via food allergies, extremely hot foods, or alcohol related situations. All these might be
used by bowlers or workers to sue the bowling alley, whether or not the alley was at fault. There
is also the issue of alcohol, and the legal drinking age. The bowling alley will have to enforce the
law’s drinking age of 21. Will the bowling alley allow indoor smoking? Weed? It is also
important that employees are getting paid fair wages, and are given proper breaks that align with
state laws. For example, employees shouldn’t be given less than minimum wage, and they must
get breaks every few hours. If employees aren’t treated properly, then they may report the
bowling alley, quit, or even sue. (P.I. #9).
Implications: ​As a new owner of a bowling alley, I need to take precautionary measures in order
to minimize my chances of getting sued. This can be done by putting warnings on food, such as
“caution: extremely hot”, noting on the menu which items contain nuts, milk, wheat, etc., renting
out well­tractioned bowling shoes to prevent slipping, and having the bartenders check for ID if
alcohol is served. I will also need to make sure I am paying my employees fair wages. This
might mean I hire less employees so that I can afford to pay fair wages. I will also need to make
sure my employees are taking breaks every so often (depending on what the law is in the area).
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8. Acknowledgement of Social/Cultural Factors
In today’s American society, people value instant gratification. For example, we have things like
being able to order ahead at Starbucks over an app, in order to skip the line. We have pizzas that
cook in 2 minutes. We don’t have to wait for a letter in the mail, but can text a person in seconds.
We have Netflix, where we don’t have to change out of our pajamas or leave the couch to watch
a movie. People want things fast without much effort. This impacts the bowling industry,
because bowling isn’t something that people can do quickly and without much effort. A bowler
must commute to the bowling alley, wait in line to pay, change shoes, pick out a ball, and wait
their turn to bowl. (P.I. #9)
Implications: Because most people look for convenient entertainment, I will need to find a way
to make my bowling alley convenient as possible. This might look like having an app that allows
bowlers to pay and order rental shoes ahead of time, skipping the line. With this app, bowlers can
pick out their bowling balls and lane, and then an employee can have the lane set up when the
group of bowlers come.This might also be done by being placed very close to my target market,
eliminating commuting time. For example, if my target market is Biola students, I should be
placed within about a quarter mile of the school.
Consumer Behavior Factors
1. Close to home (C.I. #1, 4, 10, 11, 16)
2. Deals/Low Prices (C.I. #11, 16, 17, 20, 21)
3. Member of a league (C.I. #1, 2, 4, 5)
4. Family and friends bowls at the location (C.I. #4, 14, 15)
5. Kids programs (C.I. #5, 12, 13, 14)
6. Well maintained alley (C.I. #2, 19)
7. Groupon (C.I. #20, P.I. #8)
8. Sports Parties (C.I. #6, 7)
9. Friendly Employees (Web #3)
10. Open Late (Web #3)
11. Good Food (Web #3)
12. Karaoke (Web #3)
13. Birthday Parties (C.I. #11)
14. Can bring own food in (CI. .#11)
15. Desire to win (C.I. #2)
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9.
Implications: ​As a new owner in this industry, I recognize the importance of offering leagues at
my bowling alley. The majority of my customer interviews have been from members of bowling
leagues, and I’ve been able to see how prominent they are to the alley’s business. I also see the
significance of the alley being placed strategically in close proximity to several houses ­­
especially near people more likely to bowl. I know not to have high prices, and to consider
partnering with Groupon. In addition, I will be attentive to the employees I hire, and make sure
they are friendly. To help with this, and also out of good moral, I will treat my employees well.
If my employees are treated well they are more likely to treat others well. While I don’t really
want to be open all night, I recognize the benefit of being open late. I think closing at 1am is a
reasonable time. Because good food plays a part in consumer behavior factors, I will make sure
the food is popular and taste tested by employees or others of the like. Finally, I don’t know if I
want to have Karaoke at my bowling alley, because I don’t think I want to serve alcohol, and the
two tend to go hand in hand.
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10.
The Competitive Analysis­
Competitor #1, La Habra 300 Bowl
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11. Positioning Map #1
Explanation
La Habra 300 Bowl was placed in the top right square of the league/price map because it has a
strong league presence, as it offers several leagues (Web #2, C.I. #1, 4, 5). Also, La Habra has
prices that are below average, yet a small amount more expensive than Linbrook Bowl. (Web #1,
2)
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12. Positioning Map #2
Explanation
La Habra 300 Bowl was placed near the top and center of the kid/hours map because La Habra
has several programs for kids. These programs include junior leagues and scholarship programs.
La Habra 300 is also placed where it is because it has limited hours as it closes between 10pm
and 12:30pm (Web #2, C.I. #5).
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13. Primary Target Market Analysis
Rank 1­ ​Primary Benefits­​ low prices, close to homes, offers leagues (Web #2, C.I. #1, 4, 5)
Why: ​“Primary Benefits” is ranked first, because many customers that I have interviewed go to
La Habra 300 because it is the closest bowling alley to their home, an important benefit. Another
reason I chose it as #1, is because La Habra 300 highly supports league bowlers, which is a large
portion of their customers. Finally, a major benefit is the low prices, which are some of the
lowest in Southern California. The benefits of a particular bowling alley are very important in the
bowling industry, because it’s what sets it apart the most.
Rank 2­ ​Primary Geographic­​ La Habra and Whittier residents (C.I. #1, 4, 10, 18, 19)
Why: I ranked “Primary Geographic” as second, because most of the bowlers at La Habra 300
go there because they are close to the alley. La Habra 300 shouldn’t look to market to bowlers
who are outside of their geographical realm. One of the biggest reasons people said they chose
La Habra 300 is because it is the closest bowling alley to them.
Rank 3­ ​Primary Demographic­​ 50­60’s, middle class, retired, white (C.I. #1, 2, 4, 5)
Why: I ranked “Primary Demographic” as third, because there is an apparent demographic at La
Habra 300, but it’s customers aren’t limited to this description. La Habra 300 attracts mostly 60
year old, retired men, but can also easily attract younger people with the same interests.
Rank 4­ ​Primary Psychographic­​ social, active (C.I. #6, 7, 11, Web #12)
Why: “Primary Psychographic” is ranked fourth, because there is a wide range of
psychographics at La Habra 300. Bowlers range from bowling to pass time, bowling to celebrate,
bowling for the social aspect, and to bowling for competition. The primary reason is the social
aspect, which hardly affects the way the bowling alley runs. Customers who are competitive and
active will go to bowling alleys mainly for the bowling, and not karaoke or the bars, therefore,
everything else in La Habra’s bowling alley comes second to the actual bowling. On the other
hand, social bowlers may be more interested in the other amenities that the bowling alley has to
offer.
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14. Customer Experience/Product Objectives, Analysis
and Strategies Examples Discussion
Objective
The objective for the creation of La Habra 300 Bowl was originally to provide “family
entertainment in La Habra” as stated on the business’s website. La Habra 300 has done well in
keeping the family vibe, as some bowlers are generational (C.I. #4). In addition, for the target
market mentioned above, La Habra 300 was wise to open up next to a neighborhood in La Habra
order to provide entertainment to La Habra residents. One of those forms of entertainment is to
bowl on a league, which La Habra 300 highly supports.
Analysis & Strategies
For example, La Habra 300 has leagues bowling Mon­Sun, several times a day. This is attractive
to league bowlers, because some bowling alleys don’t emphasize league bowling much, or don’t
even have it. Another way La Habra 300 is set apart is by their youth program. Kids are able to
learn how to bowl and can even earn scholarship money. Youth leagues are offered on
Saturdays.
Strengths
­close to bowlers (C.I. #1, 4, 10, 11)
­offers leagues (C.I. #1, 4, 5)
­prices are low (C.I. #11)
­allows outside food (C.I. #11)
­has scholarship program (C.I. #5)
Weaknesses
­equipment is rundown (C.I. #1)
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15.
Pricing Objectives, Analysis & Strategies Discussion
Industry Norm La Habra 300 Bowl Linbrook Bowl
Weekend Evening
Prices/Game
$6.00 $4.25 $4.00
Weekday Day Prices/Game $3.70 $3.50 $3.00
Objective​: Volume
Why: La Habra 300’s prices are “volume” because most of its prices are much lower than the
industry norm, especially for the weekend evening prices.
Analysis & Strategies
Bowling is not a necessity and therefore it is elastic. When prices rise, demand generally goes
down. This is significant because it means owners must be extra cautious about the rates they
charge for a game of bowling. If they charge too high, at a prestige price, bowlers might go
elsewhere, deciding that the prices aren’t worth what is being offered. La Habra 300 offers
special rates depending on the month. For example, for the month of November, on Monday,
Tuesday, Thursday, and Friday during the day, a bowler can get two games and shoe rental for
$5. On Fridays during the day, customers can bowl with $1.00 per game. La Habra 300 also has
night deals. Monday through Thursday night, unlimited bowling is offered with shoe rental for
just $10. Aside from the monthly specials, La Habra 300 offers a “kid’s club package”. Kids
under the age of 18 can bowl two games and rent shoes for $5.00 on Monday through Friday
during the day. (Web #2). La Habra 300 has some price flexibility, as they are placed below the
industry norm, though the weekday price is close to the average price for the industry. If they
raised their prices by 20%, the weekend evening prices/game would rise from $4.25 to $5.10,
still well below the industry norm. If they lowered their price 20%, the weekend evening
prices/game would decrease from $4.25 to $3.40. La Habra 300’s lower prices help set them
apart, and raising their prices by 20% might be unattractive to customers (C.I. #11).
Strengths
­Prices are low (C.I. #11)
Weaknesses
­prices are too high (P.I. #8)
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16. Place Objectives, Analysis & Strategy Examples
Discussion
Objective
La Habra 300 was created in 1958 where the goal was to provide family entertainment to
families in La Habra. With this goal in mind, La Habra 300 was built on Whittier Boulevard
which is in La Habra (Web #2).
Analysis & Strategies
La Habra 300 is located next to several neighborhoods in La Habra which is perfect for their
objective of reaching families in that area. Less than a mile away from the bowling alley is an
elementary school called Sierra Vista Elementary School and even closer to Arbolita Elementary
School and Walnut Elementary School. This is a good indicator that the neighborhoods near La
Habra 300 are full of families and not those without kids (Web #18). Competitor #1 is about 9
miles away from Linbrook Bowl, Competitor #2. This is good because they have two separate
target markets. In fact, La Habra 300 is the only bowling alley in La Habra, making it the closest
bowling alley for families in the area. If La Habra 300 moved 2 miles away from where they are
currently, this could impact them because they would be further from a couple of schools they
are near to now. On the other hand, there are several neighborhoods in La Habra and so La Habra
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17. 300 could reach families in multiple areas, and moving 2 miles away could be beneficial. If La
Habra 300 moved about 2 miles south next to Leslie Street, they would be right off of Imperial
Highway and a close distance away from schools (Web #18). Because of this, off of Imperial
Highway and Leslie Street would be an optimal place for La Habra 300. Place strategy is very
important in this industry! There isn’t a whole lot that sets apart bowling alleys other than their
location (P.I. #9). Because of this, bowling alleys must do their research on the best place to be
located.
Strengths
­close to home (C.I. #1, 4, 10, 11)
Weaknesses
­not off of a freeway/gets less traffic (P.I. #4)
Promotion Objectives, Analysis & Strategy Examples
Discussion
Objective
Competitor #1’s current promotion objectives are to “provide information” and to “differentiate a
product” (Web #2, P.I. #9). La Habra 300 accomplishes the objective of providing information
primarily through their website and secondarily on Facebook. Their website provides location,
contact information, hours, prices, league schedules and more. Their website gives location and
contact information but focuses on deals. La Habra 300 differentiates their bowling alley through
Groupon and their highly discounted price. It is also stated on their website “We offer some of
the cheapest prices around to bowl!” In addition, they also state that they offer leagues everyday
during the week, which helps set them apart (Web #2, 16).
Analysis & Strategies
Competitor #1 does a thorough job of providing information about their business via their
website, as mentioned in the “Website” section below. If someone were to type “bowling alleys
in La Habra” into the google search engine, La Habra 300 Bowl is one of the first websites listed.
From there, any information wanted about the bowling alley can be found on the website. In
addition, La Habra 300 also is promoted on Groupon. This brings in a lot of customers. (C.I. #20,
P.I. #8). They could improve their strategy by expanding to Twitter or Instagram as those are
sources to spread information. La Habra 300 is reaching potential customers when existing
customers share their Facebook posts to their own walls. When this is done, hundreds of new
people are exposed to La Habra 300’s post with just one share. Competitor #1 is reaching
16

18. existing customers via Facebook and their Website. League members can check their schedule
on La Habra 300’s website, where other customers can contact the business through a convenient
contact page which enables customers to write a message directly from the page. Their
promotion efforts are efficient concerning “providing information” because virtually everyone is
on the internet, and their website is so easily found, especially for those searching for bowling
alleys in La Habra (La Habra 300’s target market). However, La Habra 300 doesn’t exert much
energy in differentiating their bowling alley. They provide about three sentences on their website
which serve to set them apart, but other than that they could be doing better. La Habra 300
advertises monthly deals online, but other bowling alleys advertise deals online too.
Strengths
­informative (P.I. #9)
­not pushy (P.I. #9)
­uses Groupon (C.I. #20, P.I. #8)
Weaknesses
­difficult to tell what sets them apart (P.I. #9)
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19. Website Objectives Analysis & Strategies Discussion
www.lhbowl.com
Objective
La Habra 300’s website serves to inform potential and existing bowlers of hours, rates, leagues,
and any other information one would want to know. La Habra 300 Bowl emphasizes its low
prices and league presence on its website. (P.I. #9)
Analysis & Strategies
Each subject has its own webpage on La Habra 300’s website. This aides in providing a well
organized website, rather than being cluttered. There is also a menu lined horizontally on the
home page that is hard to miss. With an easy to find menu, customers are able to quickly find the
information they need. This website provides a wide variety of information, and if there is
information that isn’t present, there is a page that allows customers to send a message to the
business. La Habra 300 is also on Facebook, and there is a link on their homepage that can send
you directly to their Facebook page. The Facebook page is used primarily for announcing deals
and events. When they were getting rid of balls and shoes, they made an announcement on
Facebook that they were free for the taking. (Web #16).
Strengths​ (P.I. #9)
­well organized
­not cluttered
­provides a lot of useful information
­nice graphics
­a map is provided
Weaknesses​ (P.I. #9)
­the “league sheets” page says it’s “coming soon” rather than it already being there
­some of the text could be bigger
­not all the text is the same size (not uniformed)
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20.
The Competitive Analysis
Competitor #2, Linbrook Bowl
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21. Positioning Map #1
Explanation
Linbrook Bowl is placed at the top right corner of the positioning map #1 because it has cheaper
prices than La Habra 300, and the other competitors listed. It also offers many leagues
throughout the week. (Web #1, 2, C.I. #2, 14, 15).
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22. Positioning Map #2
Explanation
Linbrook Bowl is placed towards the top of the right side of positioning map #2 because it is
open 24/7 (Web #1). It is also placed there because Linbrook offers kids leagues and programs
(C.I. #12, 14).
21

23. Primary Target Market Analysis
Rank 1­ ​Primary Benefits­​ close proximity, low prices, league bowling (C.I. #2, 12, 14, 15)
Why: ​I rated “Primary Benefits” as first, because most bowlers had these benefits in common.
People like to do things to get something in return, and bowlers who come to Linbrook Bowl get
time convenience, low prices, and have the opportunity to participate in a variety of leagues. The
benefits are the most important aspect of the target market, because a wide variety of people
have these benefits as a common desire. In addition, “Primary Benefits” will affect a bowling
alley’s decisions more than the psychographic and demographic for example.
Rank 2­ ​Primary Geographic­​ Anaheim and nearby areas­­close to Linbrook Bowl (C.I. #12)
Why: I rated “Primary Geographic” as second, because the geographics of an entertainment
center such as a bowling alley is generally a weighty deciding factor on whether or not customers
will go to a particular place or not. For example, if there was a bowling alley 5 minutes away
from someone, and a bowling alley 35 minutes away from someone, they are most likely to pick
the one 5 minutes away, because there isn’t enough to set the two apart other than proximity.
Rank 3­ ​Primary Demographic­​ 50­60s, retired (C.I. #2, 12, 14, 15)
Why: ​I ranked “Primary Demographic” as third, because many bowlers at Linbrook Bowl fit this
category, but this demographic isn’t overwhelming at Linbrook. There are several bowlers who
are younger. There are 5 year olds, there are families, and there are those who are not retired.
Rank 4­ ​Primary Psychographic­ team player, likes to party­­drink and sing karaoke (Web #1,
C.I. #2, 14, 15)
Why: ​I rated “Primary Psychographic” as fourth because there are so many psychographics of
those who bowl. People bowl for different reasons. The psychographics of Linbrook bowlers
don’t carry a strong weight in the target market because they values of each people differ.
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24. Customer Experience/Product Objectives, Analysis
and Strategies Examples Discussion
Product Objective
The objectives for developing Linbrook Bowl were probably to provide a place for friends to
gather and bowl together. When it was created, league popularity was much higher, and so
Linbrook Bowl was most likely the place to be for leagues to be. Linbrook Bowl was probably
created with the intention of being the place for crowds to spend their late nights at the bar
creating new friends and catching up with old.
Product Analysis & Strategies
For example, Linbrook Bowl offers a variety of leagues. There are leagues every day of the week
from as early as 9am to as late as 8pm. (Web #1). These leagues can be for young kids to seniors.
(Web #1, C.I. #14). Linbrook Bowl also puts a lot of emphases in a room called the “Kopa
Room”. This room is used for Karaoke, watching sports, eating and drinking. (Web #1). The
advantage of Linbrook Bowl is that it is open 24 hours, meaning its customers are not restricted
by time.
Strengths
­Well­maintained (C.I. #2, 15)
­inexpensive (C.I. #12, 14, 15)
­has kids program (C.I. #12, 13, 14)
­has leagues (C.I. #2, 14, 15)
­open 24 hours (Web #1)
Weaknesses
­doesn’t play music when leagues are present (C.I. #12, 13, 14)
23

25. Pricing Objective, Analysis & Strategies Discussion
Industry Norm La Habra 300 Bowl Linbrook Bowl
Weekend Evening
Prices/Game
$6.00 $4.25 $4.00
Weekday Day
Prices/Game
$3.70 $3.50 $3.00
Objective:​ Volume
Why: Linbrook’s prices are “volume” because most of its prices are significantly lower than the
industry norm.
Analysis & Strategies: The industry of bowling is an elastic business. This is because it is not a
necessity, but a luxury. In other words, as the price goes up, the demand goes down. This is
important because it shows I’m not able to charge $15 per game and expect the same amount of
customers as if I were charging $5. Pricing is important in this industry, because if I charge too
high, customers are likely to go somewhere else that has a reasonable price. I have flexibility
with prices by a dollar or two, but anything more is too much for me to be successful in the
average market. Competitor #2, Linbrook Bowl, has a couple pricing strategies. They offer
“special rates” during certain times on certain days. For example, Sunday and Tuesday, from
8pm­1am, Linbrook charges $2.25/game instead of the usual $4/game. League players are also
offered discounted prices, with shoe rental only being $1.50 and games being $0.75 cheaper than
usual. (Web #1). This relates to my other competitor, La Habra 300 Bowl, as they also offer
discounts on various days at specific times. For example, for the month of November, on
Mondays­Thursdays from 6pm­11pm, a customer can get unlimited bowling and shoe rental for
only $10. (Web #2). If Linbrook Bowl were to increase or decrease their price by 20%, not much
would change. A 20% price increase would increase their price from $4.00 to $4.80, still placing
itself well below the industry norm.
Strengths:
­prices are low (C.I. #12, 14, 15)
Weaknesses:
­price are a little too much (C.I. #21)
24

26. Place Objectives, Analysis & Strategy Examples
Discussion
Objective
Linbrook Bowl strives to serve the Anaheim community, by being conveniently placed near a
freeway (P.I. #4)
Analysis & Strategies
Linbrook Bowl is near a freeway and therefore has several cars driving by. In addition, this
bowling alley has several neighborhood nearby, providing for a high popularity in the area. One
side of Linbrook Bowl has several houses, one side is line with apartments, and the other sides
are lined with businesses. (Web #18). Linbrook bowl is about 9 miles from competitor #1, La
Habra 300 Bowl. But it is closer to its other competitors, with Bowlmor about 5 miles away.
While 5 minutes still means about a 10 minute drive, this means that a bowler could choose to go
to a different bowling alley is they felt like driving 10 minutes or more. If Linbrook bowl moved
two miles away from their current location then they would have the potential to have more loyal
customers as they would be a little bit further away from other competition. But this difference
25

27. would be very great as it is only two miles. On the other hand, if Linbrook Bowl was two miles
closer to the freeway they have the potential to generate even more awareness of their bowling
alley. They are currently in a very optimal location. Linbrook Bowl could have been placed
anywhere else in Anaheim, but they were built a couple miles off of a freeway, near an
intersection, near several neighborhoods, near apartments, and near other businesses. This
location is great for a lot of exposure, and has plenty of opportunity for people to come 24/7.
Strengths
­off of a freeway (P.I. #4, P.I. #9)
­easy to see sign (P.I. #9)
Weaknesses
­there are several other bowling alleys in Anaheim (Web #3)
Promotion Objective Analysis & Strategy Examples
Discussion
Objective
Competitor #2’s current promotion objective is to provide information. Linbrook Bowl primarily
provides information via its website (Web #1).
Analysis & Strategies
Linbrook Bowl has very few promotion strategies. The business’s website provides general
information about the bowling alley. If “bowling in Anaheim” is typed into the google search
bar, Linbrook’s website will be the fourth one to show up. Linbrook is hardly on Facebook, but
when they write a post, followers of Linbrook Bowl can share the post with their own friends,
which gives Linbrook Bowl more exposure. Linbrook Bowl sets itself apart by being open 24
hours, but this isn’t highly advertised (Web #1). Linbrook’s promotional efforts are inefficient as
they are hardly doing anything to get the word out that they exist. One advantage Linbrook has,
is that it has been open for decades, and so many people know about it (P.I. #9). Linbrook used
to be on Groupon, but they no longer are.
Strengths
­has a website (Web #1)
­has a Facebook page (Web #17)
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28. Weaknesses
­barely has promotions (P.I. #7)
­only use Facebook, and not very often (P.I. #7, P.I. #9)
­no longer on groupon (P.I. #9)
Website Objectives Analysis & Strategies Discussion
www.linbrookbowl.com
Objective
Linbrook Bowl’s website provides general information such as hours, rates, location and contact
information. The website emphasizes Karaoke at Linbrook (P.I. #9)
Analysis & Strategies
With color schemes of black and red, Linbrook Bowl’s website gives off an edgy vibe in contrast
to competitor #1. Unlike La Habra 300 which appears warm and family friendly, Linbrook’s
website is not aimed towards families but rather to adults who like to drink and sing karaoke
during late hours of the night. Karaoke is emphasized on the website as it is mentioned several
times and has its own page on the website. Not only does it have a page on the website, but it has
a link to a “Karaoke In The Kopa Room” fanpage, (which wasn’t up and running). Linbrook
Bowl’s website is concise and easy to navigate. The menu is clearly located in red horizontally
on the top of each webpage. Each web page is brief except to the rates page. There are weekday
rates, weeknight rates, weekend day rates, weekend night rates, special rates, and discounts for
league players. The rates page is a bit overwhelming. Linbrook’s website sets the tone for its
bowling alley with its dark colors and karaoke emphasis, but primarily it serves to provide basic
information. Linbrook Bowl is also on Facebook where announcements and events are shared.
Though, there are only one or two posts per month at the most, so they aren’t very active on
social media.
Strengths​ (P.I. #9)
­well organized
­concise
­follows a theme
Weaknesses​ (P.I. #9)
­ “Rates” page is overwhelming
­ “Karaoke In The Kopa Room” fan page isn’t running (P.I. #9)
27

29.
TIME­OUT
28

30. Ethical Issues & Action Plan
A. Situation ­ ​During the day, large groups can rent out up to three­quarters of my bowling
alley for company events. These events bring in a lot of money since several games are
usually purchased along with many orders of food and drinks. It’s springtime, and the
past few months have been slow, and profits are dwindling. I am feeling pretty hopeless,
when I get a call from some ILGA (International Lesbian, Gay, Bisexual, Trans and
Intersex Association) members wanting to rent out my place for 5 hours next Tuesday.
This would be the longest event that I have hosted, and would bring in a large sum of
money. Members for the ILGA would bowl 3 games and then have a social gathering in
our party room with plenty of food for everyone. My bowling alley is a place where the
market consists mostly of high school and college students who are pretty
impressionable. Also, I do not support the practices of ILGA. Do I allow the ILGA to
come next Tuesday and boost my business financially?
B. Tension ­ ​This is a difficult decision for me because my business is suffering, and
allowing a large group from the ILGA to come would boost my sales. On the other hand,
if I don’t allow them to come, I will be missing out on a good financial opportunity. In
addition, the ILGA might spread the word that I am not welcoming, and that I
discriminate. I don’t want to discriminate, but that is what I would be doing if I don’t
allow them to come.
C. Ethical Dilemmas ​­ ​On one hand I want to be accepting to everyone, and be known as
loving. If I deny the ILGA from renting out my bowling alley then that wouldn’t seem
loving towards them. In fact, they might see it as hateful. On the other hand, if I do allow
them to rent my place out, others will take notice and may think that I support them,
which isn’t something I want to stand for as a business. There is also the issue of legality.
Do I have the right to deny people?
D. Biblical References ​­ Although practicing homosexuality isn’t biblically right, we are
called to love others and spend time with sinners rather than avoid them. In Mark 2:15,
Jesus is said to be eating with “​many tax collectors and sinners” (NIV). And Galatians
5:14 says, “For the entire law is fulfilled in keeping this one command: “Love your
neighbor as yourself.” (NIV). These verses don’t instruct Christians to avoid sinners, and
those we disagree with, but rather to love others and even dine with them, or bowl with
them in this case.
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31. E. Action Plan ​­ I will allow member from the ILGA to have an event at my bowling alley.
F. Rationale ​­ I am allowing the ILGA to have an event at my bowling alley, because I
wouldn’t feel morally right if I were to deny them from coming. Jesus ate with sinners
and doesn’t tell us to shun them. Perhaps I will have a chance to share God’s love with
them.
S.W.O.T. Analysis
Strengths
● I am not bound by a brand image yet.
● I am able to decide my location.
● I am not expected to have certain events.
Weaknesses
● I don’t have experience.
● Most people don’t know about my existence.
● I don’t have a lot of money.
Opportunities
● I can strive to satisfy customers who aren’t satisfied by my competitors.
● I have the opportunity to partner with the local college to be the location for bowling as a
P.E., or team sport.
Threats
● Someone might get hurt at my bowling alley and sue me.
● I might fail because people refuse to come to my business.
● People might bring in their own food and drinks instead of purchasing mine.
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32. Competitive Advantage
Problem:​ There are hardly any promotion strategies that are put into place. (P.I. #7, 9)
Solution: When I open up my bowling alley, I will make sure to have strategies to promote my
business. My objective will be to first and foremost make potential customers aware of me,
because no one will know I exist if I don’t. One way I will do this is by putting up flyers at the
college that is across the street from me. In addition to this, I will actively post on my social
media accounts such as Facebook and Twitter. I will also have a website that provides all the
information that customers would want to know. I also want to set my bowling alley apart by
have especially low prices for bowling games.
Problem:​ The bowling equipment is rundown and/or old. (C.I. #1, 15)
Solution: I won’t have to worry about this problem too much in the beginning, because I will be
new to the bowling industry and my equipment will be old. Although, eventually, my equipment
may be endangered to becoming worn out. I first need to prevent this from happening as much as
I can. I will do this by turning off my equipment when my bowling alley isn’t open. For
example, I will make sure the ball retrievers and electronic screens are turned off. Even though I
will take measures to prevent my equipment from becoming worn out, wear and tear is bound to
happen. Because of this, I will have someone come in twice a year to check on my equipment
and make sure things are still running smoothly. When my equipment needs to be fixed, I will
have it fixed promptly rather than waiting months and months to get fixed. Finally, when
equipment ­­ball retrievers, screens, balls, shoes­­ have lived out their lifespan, I will get them
replaced.
Problem:​ The prices are too high. (P.I. #8, C.I. #21)
Solution: There are always going to be people who think prices are too high. However, my price
objective is going to be “volume”, and I plan on charging about $2 per game. This is
significantly cheaper than the industry norm, and even much cheaper than my two competitors.
My target market will be Whitter College, and college students are almost always looking for
inexpensive things to do. My bowling alley will be an affordable option for them.
Problem:​ The website has glitches, and isn’t fully running. (P.I. #9, Web #1, 2)
Solution: If I can’t get a page to properly run on my website, I will avoid publishing the page
until I can get it to run properly. I will set aside time each week learning how to fix glitches so
that I can make the website the best it can be. Eventually when I get enough money, I will
considering hiring an IT person, or perhaps having an intern who is tech savvy.
31

33.
Problem:​ There isn’t music playing at all times. (C.I. #12, 13)
Solution: It is understandable to not have music playing when league members are bowling, as it
can be distracting (C.I. #14,15). However, at my bowling alley, there will not be an emphasis on
league bowlers, but rather college students. College students are constantly listening to music.
For this reason, I will need to have music playing constantly. Later on under “Research systems”
I talk about how I will get help deciding what music to play. But, in summary, I will gain insight
from my customers. Until I gather enough feedback from my customers, I will listen to the
popular radio stations often in order to get a sense of what is well­liked music. I will play music
through speakers throughout my bowling alley.
Internal Marketing Strategies for 3rd Service
Systems of Quality & Consistency
Concern #1: ​Making sure the bowling shoes are well­maintained and clean.
Solution #1: ​Bowlers cannot bowl well without the right kind of shoes. I will need to ensure that
the bowling shoes I provide are convenient, clean, and well­maintained for my customers. One
way I can do this is to have my employees untie any knots in the laces when shoes are returned
by customers after they have bowled. Another way I can do this is replacing old and tattered
shoes with new ones. This will cost me more money, but it’s a necessity in order to maintain
high quality. In addition, I will need to buy and continue to replenish shoe spray which keeps the
shoes fresh after each wearer.
Concern #2:​ Making sure to always have what is on the menu.
Solution #2: There are going to be bowlers who have their favorite snack at the bowling alley,
and I would hate to run out. With being on a low budget, I will need to keep my menu small and
simple. This way I will be able to afford to keep all the ingredients in stock without going broke.
For example, I can have a menu of nachos, pizza, and wings with a side of carrots and celery. In
addition, I will have a sweet item or two, and an array of soft drinks. On top of weekly grocery
trips, I will check the kitchen each morning and make sure there are enough ingredients for the
evening. If there are an insufficient amount, I will take it upon myself to go to the grocery store
before we open up.
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34. Employee Satisfaction & Training
Concern #1: ​Employees aren’t satisfied with how often they are working.
Solution #1: ​Some employees feel as if they are working too little, and others may feel that they
are working too much. In order to keep my employees satisfied, I will need to communicate with
them often. One way in particular that I can ensure their satisfaction with the amount that they
are working is to simply check in with them regularly to see how they are doing; are they
underwhelmed/overwhelmed? Another way I can help my employees work the hours they want
is by setting up a google doc, or something of the like, where each day of the week and hours of
operation are listed. Employees will then be instructed to mark when they are available to work,
in addition to letting me know their ideal number of hours per week.
Concern #2:​ Employees feel unable to help customers with problems and answer questions.
Solution #2: This issue can be a big one, as it can result in customers feeling unsatisfied. To
supplement initial employee training, I will host monthly training sessions on a Saturday
morning, (before we open). Before these meetings, I will have my employees communicate to
me what topics would be helpful to cover. During the meetings, I will take time to cover those
topics. I will especially cover the topic of what to do when a ball gets stuck in the lane, and what
to say to customers when there will be a wait to get them to a lane. In addition to the monthly
meetings, I will make sure to have a list of upcoming events kept behind the register counter for
easy reference for employees.
Customer Service & Complaints
Concern #1: ​The bowling balls are unorganized on the racks.
Solution #1: ​Choosing a bowling ball to bowl with should be a quick endeavor, unfortunately
that is not always the case. To make sure bowling balls are well organized at my bowling alley I
will first make it very clear to my employees that they are to check the ball racks a couple times
per hour. If they notice that balls are not organized by size, then they are to place them in their
correct spots. In addition to just checking the racks, once a group is done with their bowling lane,
employees are to move the balls from the lane to the racks and organize them. Racks will be
placed close behind the lanes for customer convenience.
Concern #2:​ Employees are rude and short with customers.
Solution #2: Rude employees are something I will not tolerate. This is an issue best to prevent
rather than fix. One way I can help prevent rude employees is by being careful how I interact
with them. I will need to be kind and caring to my employees, so that they feel loved and so that
they will have an example of how to act. This might not be enough though. I will also ask my
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35. employees to report to me when coworkers are not treating customers right. In addition to having
employees report to me, I will have a spot on the bottom of the receipts that instruct customers
where to report if they have complaints. Furthermore, I will try to daily check yelp and respond
to customers with complaints.
Research Systems
Concern #1: ​I want to make sure the music I play is enjoyable.
Solution #1: ​Choosing the right music at a bowling alley is important because it helps set the
atmosphere. I want to ensure that I am playing likable music that is fun to bowl to. In order to do
so, I will need customer feedback. One easy way to do this is by setting a pad of paper on each
table at each lane, asking bowlers to write down any music suggestions. By doing this, I will be
providing a research system that isn’t pushy, and can also be fun! When customers are waiting
for their turn to bowl, they can jot down a song a two that they would like to hear. At the end of
each night, or every couple of hours, I or an employee will go around to each table to collect the
song requests. I will later filter out the inappropriate songs. I will especially look for songs that
were jotted down multiple times. I will then add those songs to my playlist.
Concern #2: ​Feedback concerning the hours my bowling alley is open.
Solution #2: From personal observation, my target market of college students doesn’t usually
bowl until the evening or late at night. Because of this I want my bowling alley to be open from
around 4pm to 1am. However, some bowlers may wish to come earlier, and some may wish to
stay later. The best way for me to get feedback is to ask. I will ask on Facebook and Twitter what
customers would like concerning hours. Do they want me to open earlier? To stay open an hour
later? Asking online might not be the best way at the start of my business, however, as I will
have limited online exposure. For this reason, I will casually interview customers when they are
at my bowling alley about what they think of the hours I have.
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36. Purpose Statement/Mandate
Our mission is to serve the surrounding community, especially the students of Whittier College,
with affordable prices and a welcoming environment. We will be a place where the stresses of
life can be set aside, and friends can gather to bowl a game or several, and create positive
memories. We will not be rude to our customers nor will we look down on them. We will
measure our success by how well we satisfy our customers.
Why My 3rd Service Will Be Successful
My third service will be successful because I have done research as to what customers in the
bowling industry like and dislike. I have discovered a niche that hasn’t been targeted, and I will
strive to serve it well. I will put research systems into place to discover customer complaints and
potential problems, and I will take the measures to solve those problems.
35

37.
Service #3­ ​Golden Lanes
36

38. Positioning Map #1
Why: ​Golden Lanes is placed in the lower right quartile, because it will have very low prices and
not cater towards league bowling. It will have the lowest prices in the area at $2 per game, any
day of the week. These low prices will distinguish my bowling alley. Unlike competitors 1 and 2,
Golden Lanes will not have leagues every day of the week. Rather, I will have time slots
available for league bowlers between the hours of 9:30am and 1pm on Tuesdays, Wednesdays,
and Thursdays. This will allow for at least three leagues per week. Furthermore, general bowling
will not open until 3pm anyways, so the leagues and general bowl won’t interfere with each
other. When the league members play there won’t music, because that distracts them (C.I. #14,
15). And when the general bowlers come, music will be played without interfering with the
league bowlers.
37

39. Positioning Map #2
Why: Golden Lanes is placed in the lower left quartile because it has fairly limited hours and
does not offer many programs for kids. In contrast to my two competitors, my bowling alley will
not be open until 3pm, except for Tuesdays, Wednesdays, and Thursdays where we will open at
9:30am for league bowlers only. However, we will be open past midnight, until around 1:30am.
The hours Golden Lanes will be open is flexible to a small extent, as it will take a few weeks to
see what the demand is of my market. Furthermore, Golden Lanes will not have intentional perks
for kids (ages under 12). However, any age will be welcome to bowl.
38

40. Primary Target Market Analysis
Rank 1­ ​Primary Demographic­​ 18­22 year olds, Whittier College students
Why: The primary demographic for my target market is Whittier College students who are
between the ages of 18 and 22. This is my chosen demographic because we will be located
across the street from Whittier College, where this is the most common age range.
Rank Explanation: “Primary Demographic” is ranked first because this is who we particularly
are aiming to reach. The majority of the population nearby to my bowling alley is this
demographics.
Rank 2­ ​Primary Geographic­​ residents within 0.5 miles of my bowling alley.
Why: The primary geographic of my target market are those residing within 0.5 miles of my
bowling alley. This is because my targeted market is Whittier College students, who are across
the street from my Golden Lanes. In addition, the furthest residence hall is about a half mile from
my bowling alley.
Rank Explanation: “Primary Geographic” is ranked second because the location of my targeted
customers are only second to the demographic of Whittier College students. There are going to
by others who reside within 0.5 miles from my bowling alley who aren’t Whittier College
students, who will want to bowl at Golden Lanes because it’s closest, as this is one of the most
common consumer behaviour factors. (C.I. #1, 4, 10, 11, 16)
Rank 3­ ​Primary Benefits­​ Low cost, close to school, open late
Why: The primary benefits that will attract my target market are low cost, being close to
Whittier College, and open late. I chose these benefits, because they relate well to my primary
demographic and primary geographic. College students strive for low prices (P.I. #9, C.I. #16,
17). In addition, many college students don’t have cars, or aren’t willing to drive for, and
therefore one of my major benefits will be the close proximity to Whittier College. Finally,
college students are often up late, whether because they are studying or hanging out with friends
(P.I. #9). My bowling alley will be the place for college students to hang out late.
Rank Explanation: “Primary Benefits” is ranked third because while the benefits are important,
they don’t mean much without my target demographic or geographic.
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41. Rank 4­ ​Primary Psychographic­​ Social, enjoys bowling, seeks study breaks
Why: The primary psychographic of my target market caters towards those who are social, like
to bowl, and need a study break. This is my psychographic because most people bowl with
friends and like bowling at least a little. My target market in particular will seek study breaks
because they will be college students.
Rank Explanation: ​“Primary Psychographic” is ranked fourth, because there can be a wide
range of values and attitudes within the ages of 18­22 who are Whittier College students. The
Psychographic aspect is important, but not as important as the previous three sections.
Customer Experience/Product Objectives, Analysis
and Strategies Examples Discussion
Objective
The objective of Golden Lanes is to provide the Whittier College community with an affordable
and welcoming environment. We will be a place where students can take a break from their
school work and cultivate friendships with one another.
Analysis & Strategies
We will accomplish our objective by being convenient, both in location and hours open. The
location will be discussed in the “Place” section later on. In order to be a welcoming
environment, each bowling lane will have leather couches instead of the hard, swivel chairs like
many of my competitors. Couches will provide Whittier College students a place to relax and
unwind while they are waiting for their turn to bowl. Students spend enough time in chairs at
school, and we will be a place that provides comfort. There will also be music playing during
general bowl hours. This music will be upbeat, and popular amongst college students. Music that
is popular is familiar and therefore generally welcoming. In Golden Lanes, there will be a sock
vending machine in the case that bowlers forget their own socks. These socks can be purchased
for a price, and will have fun patterns. These socks can be worn again if customers desire.
Having a sock machine is an idea I found on the yelp page for my competitor, Linbrook Bowl
(Web #3). A very important strategy we will have is our affordable prices which will be
discussed further in the “Price” section. In summary, we will charge $2.00 per game. Also,
unlike competitor 1 and 2, we will not sell alcohol. I will also talk to Whittier College staff about
partnering with them to host their bowling PE classes and bowling team practices.
40

42. Why:
I chose to have couches rather than chairs because couches are comforting, and create a relaxed
and welcoming environment. I am choosing to have music playing whenever there is general
bowling because music provides energy and good moods. In addition, familiar music allows
customers to connect those songs with their current bowling experience. I am choosing to have a
sock vending machine because it is a kind gesture to my customers. It will also help generate a
few extra dollars. The socks are going to have fun patterns because this will increase the chances
of the bowlers wearing them elsewhere, serving as a way to promote my bowling alley. I am
choosing to have low prices because the more affordable something is, the more people will
come. Bowling, like other forms of entertainment, is an elastic industry. Finally, I am choosing
not to serve alcohol because I don’t want a drunk environment, or to cause underage students to
be tempted to drink. Furthermore, I want my customers to cultivate friendships together while
sober.
Pricing Objective, Analysis & Strategies Discussion
Industry Norm La Habra 300 Bowl Linbrook Bowl
3rd Service
Weekend
Evening
Prices/Game
$6.00 $4.25 $4.00 $2.00
Weekday
Day
Prices/Game
$3.70 $3.50 $3.00 $2.00
Objective
Golden Lanes’ price objective is “volume”. We will charge significantly less than our
competitors and the average price charged.
Analysis & Strategies
We will charge $2.00 per game of bowling, whether on the weekend or weekday. The thinking
behind this lies in the fact that bowling is an elastic sport. Bowling is not a necessity, nor is it
something that people are going to spend money on no matter the cost. For elastic items and
services, when the price rises, demand decrease. On the other hand, when prices decrease,
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43. demand generally increases. Through research, it has been gathered that people would bowl
more if prices were lower, like $2.00 (C.I. #16, 17, 21).
Why:
Because of the law of elasticity, Golden Lanes is charging very low prices. College students are
stereotypically broke, or at least close to broke. The higher Golden Lanes’ prices are, the less
Whittier College students will want to bowl there. But the lower the prices are, the more Whittier
College students will desire to bowl at Golden Lanes.
Place Objectives, Analysis & Strategy Examples
Discussion
Objective
We will be placed across the street from Whittier College in order to serve them as our target
market.
Analysis & Strategies
We will be located right across the street from Whittier College. This will allow us to be the
closest bowling alley to the campus, serving as an advantage. Being located at an intersection,
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44. we will have two entries/exists. One entry/exist will be on Philadelphia Street and the other will
be on Painter Ave. If we were moved 2 miles elsewhere, we would not be as convenient to
Whittier College students as they wouldn’t be able to walk as easily if necessary.
Why:
By being across the street from Whittier College, we will be the most convenient bowling alley
to students who live on campus or to students who simply take classes on campus. Students are
able to walk to Golden Lanes if they don’t have a car. Even if they do have a car, walking would
not be a hastle. Having Whittier College students as the target market is the reason we are placed
conveniently in walking distance. In addition, by having two different entries and exits, traffic
jams will be minimized.
Promotion Objectives Analysis & Strategy Examples
Discussion
Objective
The promotion objectives for my bowling alley are to “provide information” and to “differentiate
a product”.
Analysis & Strategies
We will provide information about what Golden Lanes is about, the hours we are open, and how
much bowling costs. One way we will provide information is by handing out flyers on campus,
and posting some flyers on walls/boards at Whittier College. In addition to this, by placing
Golden Lanes right across the street from Whittier College, it will be one of the last buildings
seen when arriving on campus and one of the first buildings when leaving campus. We will let
others know that we are set apart by price, by emphasizing our low prices on the flyers we hand
out.
Awareness­ ​With these flyers we will provide awareness of Golden Lanes In addition, our
website and twitter handle will be on the flyers. Our website will provide information such as
hours we are open, rates, contact information, and an “About Us” section like competitor #1 has
(Web #2).
Trial­ ​We will get others to actually come into our bowling alley, by saying the first fifteen
people to retweet a certain post of Golden Lanes’, will receive free pizza the first time they come
in. They will simply need to show the employee working the cash register that they retweeted
our tweet, and in return they will get a coupon for pizza that they will give their waiter once at
their lane.
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45. Repeat­ ​Once they have experienced Golden Lanes, we will need to know about any problems,
concerns, or suggestions. I will have myself, and my employees be very intentional about asking
our customers if they had any problems or suggestions. Then, I will fix what I can. If business is
slow in the beginning, we will continue to hand out flyers on campus every week. After a while,
we will rely on word of mouth, and curiosity as students pass by Golden Lanes daily.
Why:
I first need to provide information about my bowling alley because I am new to the industry, and
no one knows who I am, or what I have to offer. It is essential for me to provide information,
because many people know about my competitors, but not me, so I am at a disadvantage. I also
chose the objective of differentiating my bowling alley, because I want my customers to become
loyal to my business. I want customers to see value in my bowling alley, and that value is low
price, and close proximity.
Website Objective Analysis & Strategies Discussion
www.goldenlanes.com
Objective
Golden Lanes’ website objective is to provide potential and existing customers with any
information that they might desire to know about concerning our bowling alley.
Analysis & Strategies
Our website will be concise and easy to navigate. A menu bar will be placed horizontally on our
website. This provides an easy way to quickly navigate to various pages. Unlike competitor #2,
our price page will not be cluttered (Web #1). This is due to the fact that we don’t have different
prices depending on the day or time of day. We will also have pictures of college aged students
on our website, because our target market is college students. My website will represent my
bowling alley, in the sense that it will have an inviting environment, unlike competitor #2’s
website, which gives off a dark feeling. In addition to a website, we will have a Twitter and a
Facebook page. I will make sure they are both up­to­date. I will also make sure to post once a
week. If I post too frequently, customers will get annoyed, and if I post too little, it will appear as
if I don’t care about my social media accounts. Yelp is an important website as well. When
customers write reviews about Golden Lanes I will respond to each review. It is especially
critical to respond to negative reviews, in order to fix problems. Even if the review isn’t
negative, customers want to be heard, and responding to reviews is a great way to make my
customers feel heard. These strategies relate to the other strategies listed because both
communicate that we care about the customer’s convenience, and that we value what our
customers think and the experience that they have.
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46.
Why:
I am choosing to have a website, Twitter, and Facebook, because college students are almost
constantly on social media. By having a presence on social media, I am making information
about my bowling alley easily accessible to my target market. I will also check yelp daily in
order to respond to reviews, because this shows that I value what others have to say.
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47.
List of Works Consulted
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48. Articles
Article #1: Goulding. ​Orange County Register, “​The Last Frame: Tustin Lanes Closed After
Nearly 4 Decades.” September 09, 2015.
Why Relevant: A nearby bowling alley is closing after several decades. Like the competitors
I’m observing, this alley was family owned and had many great features.
Article #2: Clark. ​Bloomberg Business, “​America’s Vanishing Bowling Alleys.” July 10, 2014.
Why Relevant: The bowling industry is losing popularity which could negatively affect my
competitors that I’m researching.
Article #3: Fass. ​The New York Times​, “THE MEDIA BUSINESS: ADVERTISING; So who
needs leagues? AMF wants you and your family.”​ ​pg. 4, August 08, 2002
Why Relevant: AMF is making a comeback with its bowling industry. (AMF is one of my
direct competitors.) Their strategy for advertising is to depict bowling as a fun break from hectic
life.
Article #4: Martin. ​Herald Sun (Australia)​, “New game will bowl you over.” ​pg. 11, August 20,
2015
Why Relevant: Instead of the typical bowling night, Strike Bowling in Australia put on a human
bowling night where humans slid down a slippery lane hitting every skittle they could. This is
relevant because it is an exciting bowling event that is out of the box.
Article #5: Loten. ​The Wall Street Journal, “​Bowling Chain Bowlmor Puts Its Own Spin on
American Pastime.” ​October 09, 2014.
Why Relevant: In order to boost business, Tom Shannon improved the food and drinks and
created a more modern atmosphere. In my customer interviews I can ask how current
atmospheres are liked, what could be better, etc.
Article #6: ​Markiewicz. ​The Atlanta Journal­Constitution, “TECHNOLOGY; Bowling app lets
players roll against whole world.” Pg. 20A, December 25, 2012
Why Relevant: ​The article explains a phone app which allows bowlers to compete with other
bowlers across the world.
Article #7: N.A. ​Zoom Company Information, ​“Bowling Music Network.” October 2015
Why Relevant: Bowling Music Network is a company that partners with bowling alleys to
enhance the music section of the bowling industry.
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