Parmar Sports Training aims to expand its soccer academy business by establishing brand loyalty, creating mentorship incentives, and expanding partnerships. Started in 2003, the academy now offers various soccer programs, camps, and teams. To grow, Parmar will focus on attracting coaches, securing its own facility, building loyalty from youth levels, and leveraging current interest to promote and recruit over the next 3-5 and 10 years.

1. By: Brody Stevens, Cam Robichaud, Colin Burns, and Tom
Dolan

2.  Our plan for Parmar Sports Training:
 Establish brand loyalty with other companies that are
associated with soccer
 Create incentives which will have older players mentor
the younger players
 Establish more partnerships with other soccer coaches
in the area
 Expand the business (Through new products,
additional facilities, staff, word of mouth, etc.)

3.  Parmar Sports Training was started in 2003
 Started with speed training for all sports but, as it
now has developed into only a soccer academy
 The academy offers various programs such as;
speed training, ball mastery, summer camps,
season programs, a girls academy, a company team
combined with the Ottawa Royals (which is a club
team in Ottawa), and many more.
 Sponsors include; Addidas, Gatorade, Disalvo
Sports, etc.

4.  Products:
 Training Apparel
 Parmar half zip training top,
 Sillicone training watches,
 Futuro rain jacket,
 Training jersey
 Player Exposure
 Soccer in Motion (video
analysis for recruiting)
 Showcases
 Camps
 Soccer Academy- (teams)
 Development program/league
 Speed, Strength, and
Conditioning
 Ball Mastery
 Plus 20 Elite
 Training:
 Individual, Team, and
Preseason, Goalkeeper
 Futuro Soccer Academy
 Competitive Teams
 Boys
 U9, U10, U11, U12
 Girls
 U9
 Junior Academy (non-
competitive
developmental year-round
program)
 Boys/Girls
 U5/6, U7/8

5.  STRENGTHS
 Sangeev well known and decorated coach.
 Programs offered.
 Qualification for each program
 Sponsors
 Involvement in the community
 Provide 4 seasons of programs (fall, winter, spring, and
summer)

6.  WEAKNESS
 Lack of Facility times.
 Difficulty finding quality assistant coaches.
 Website
 Primary source of advertising (word of mouth- doesn’t
reach out to maximum potential target market)
 Lack of staff

7.  OPPORTUNITIES
 Added age groups.
 Involvement with more female teams.
 Growth/Room for expansion
 Growing business/market (Participation double over 7
yrs making most widely participated sport in the city
and nation

8.  THREATS
 Longer winter months forces the need for indoor facility
use.
 Competition (other clubs, programs, leagues, and other
sports with same or similar target market).
 Competition provides more resources/benefits to
consumers
 Ex: Facility, More, New, Better, Advanced Programs (allowing
competitors to edge out Parmar)

9.  How is it impacting/changing the sport companies
products and market?
 Social Medias:
 Facebook, YouTube, Twitter, and Skype
 To reach out to consumers inside and outside of Canada.
 Soccer in Motion-
 Company that uses video analysis for recruiting purposes.
 Personal Website-
 To provide detailed information regarding what Parmar
Sports Training offers to consumers, while promoting the
business

10. Direct Competitors
 Companies in the area or
in Canada within the
same league, or other
soccer clubs with the
same business.
 Similar companies or
programs, but those that
are involved in other
sports like hockey for
example who target’s
same market of
consumers that
influence decision
making to play other
sports instead of soccer.
Indirect competitors

11.  Specific Consumers
 Ages of 5-18years old.
 Individuals work to improve on personal skill
development
 EX:
 Foot Speed/Explosiveness
 Agility
 Strength
 Conditioning.
 Works with teams to improve
 Teamwork
 Team chemistry
 Team systems.

12.  Qualification of Parmar, and using that to promote
training programs are stronger and better compared to
competition, by going through Parmar Sports Training
to appeal to a large target market in an expanding
business, providing a better choice for children’s future
in soccer.

13. Reach out to segments and
consumer
 Open house
 Get involved with local
town/school teams
 Advertisements through
local
facilities/organizations
 Trying to create
opportunities with local
pro organizations
 Intermission Promotions
 Create organizations
showcase teams
 Offer showcase events
Example:

14.  500+ annual children participate in Parmar Sports Training
 of existing or once participated in Parmar Sports Training
 Growing with the increase of programs offered each year
 Adding new age group for boys and girls team until both have
teams at each age group U9-17.
 Higher level of participation in Ottawa then hockey
 showing demand double for participation numbers for
soccer.
 The more soccer programs expand and interest level
continues to grow the demand from players will increase in
order to filling programs.

15. Age, level of
interest, and
dedication,
defines level
of usage by
targeted
market.
Target
Market
Usage:
 Heavy-
 participates involved in all 4 season
and most potential programs a
consumer can access, fulfilling
maximum involvement. Repeated
consumer.
 Medium-
 newly repeated consumer, in at least 2
seasons of programs and in the Futuro
Soccer Academy, participate in
training programs.
 Light-
 new consumer, 1 season of
involvement, only participate in a few
training programs.

16.  Compare with similar
programs, or competition
with high involvement,
demographics, for
secondary information
about target market and
consumers. What works
for and doesn’t to influence
decision making for
potential consumers, and
whether marketing can
expand.
 Primary information can
be gathered from past,
current and repeated
consumers, why the
consumers choose PST and
what could apply to
consumers more.

17.  http://www.youtube.com/watch?v=GiUXzCTA2oU

18.  First, Parmar must contact and attract new coaches.
 These coaches should start with a specific age group and
stay the coach of that team through the age groups until
they advance out of the program.
 Second, Parmar should work to expand financially to
secure their own permanent space or join a
partnership with a facility.
 Finding a permanent location will show and secure
more of a sense of belonging to the customer.
 A facility will give Parmar a leg up on competition,
opportunity to increase the number of year-around
programs increase the number of participants.

19.  Expanding as a club means creating loyalty at a young
age so additional focus should be put on the younger
clubs to secure happiness and loyalty into the
program.
 Players and members need to be focused on not just
the team they belong to (age group) but the brand as a
whole.

20.  Older players should work with the younger aged kids
to develop closeness as a club and showing the loyalty
all members have.
 Younger players always learn more from older kids than
coaches or adults, its human nature and something that
should be taken advantage of.
 Offer the older players incentives to help out with the
younger players (free equipment or apparel, make it a
competition; anything that will create a spark to push
the older players).

21.  Parmar needs to activate a multi-year plan, growth of
this company will not happen overnight.
 Goals must be set, short-term and long-term for the
organization to competitively thrive.

22.  First, all teams will not happen at once: Start with the
middle age group and work backwards
 Focus on brand loyalty (the tendency of some
consumers to continue buying the same brand of goods
rather than competing brands) and building the team
and as the years progress your oldest teams will be the
most loyal as the most energy is spent making sure the
younger kids will follow the same paths.

23.  Focus should be set now to the 12-14 age group as that
is the middle and the support of being a role model for
the members playing on teams aged 9-11 while also
following after the loyalty of the 15-17 year old teams
and continuing to build the “rep” of Parmar Academy:

24.  Ages 9-11: Focus on skills and team play and hopefully
locking up premier teams for years to come
 NEXT SEASON:(Skills, team play, interest, loyalty)

25.  Ages 12-14: Focus on brand loyalty, that Parmar sports
will get your individual skills and team play to the
competitive yet elite level all are focused on achieving
 NEXT SEASON: Upcoming of the brand, loyalty, team-
play, improving competitively as a team and as
individuals

26.  Ages 15-17: Focus on advanced skills, these members
are the star players and idols which will attract younger
talent to the program. Focus must be made to make
these teams as elite and competitive as possible while
still creating idolization and attraction to the players
representing this program and age group.
 NEXT SEASON: Brand loyalty, individual/team
attributes, representation of brand

27.  Parmar Academy is growing as a company right now, it
is expanding in membership, interest and known
quality of the brand so the time to promote, market,
grow and scout is now and is a window of opportunity
that requires attention and action immediately, change
in interest and the economy could all play substantial
roles affecting the growth of Parmar Sports Academy
and all of the intended goals Parmar Academy is set
out to accomplish.
 Expand while rising, take an initiative to expand on the
way to the top and achieve multiple goals at once.

28.  3-5 Years:
 Parmar’s top age group will be the first group where the
brand loyalty was overly exaggerated.
 All members must feel that Parmar Academy is more of
a brotherhood or club wide family than representing
individual teams or age groups that just “belong” to
Parmar Sports.
 This will make teams play better together on the field
and showing that Parmar Academy is making a name for
its’ self to become a premier soccer club.

29.  10 Years:
 Parmar or Futuro Academy should be expanded in
membership to fill all ages’ groups and teams that were
targeted when the company was created.
 Parmar Academy should be a prestigious club that appeals to
parents to not only have an impact on soccer skills but to
develop model soccer players and idolized members of
society.
 This will be appealing to players as a gateway to higher levels
of soccer or the missing piece to an individual that will push
them to the next level in soccer while giving them the
satisfaction of belonging to one of the most widely-known
brands of soccer clubs around.