Marketing Management

BM7012

Word Count 3293

 Contents
Contents................................................................................................................................................2
Executive Summary...............................................................................................................................4
Company Description............................................................................................................................4
Circus Antics Mission Statement...........................................................................................................5
Corporate Goals.....................................................................................................................................5
General:.............................................................................................................................................5
Financial:...........................................................................................................................................5
Marketing:.........................................................................................................................................5
Situation Analysis..................................................................................................................................5
Political..............................................................................................................................................6
Economic...........................................................................................................................................6
Social.................................................................................................................................................7
Technological.....................................................................................................................................7
Legal..................................................................................................................................................7
Environmental...................................................................................................................................7
Competitors...........................................................................................................................................7
Key Competitors................................................................................................................................8
Valerian Entertainment.....................................................................................................................9
Flying Colours Entertainment............................................................................................................9
Circus Uncertainty.............................................................................................................................9
Market Research...................................................................................................................................9
Primary..............................................................................................................................................9
Secondary..........................................................................................................................................9
Market Demand...............................................................................................................................10
Circus Antics Projected Sales...........................................................................................................11
CA Product Pricing...........................................................................................................................12
CA Targeted Marketing....................................................................................................................12
Market Segmentation..........................................................................................................................12
Private.............................................................................................................................................12
Corporate........................................................................................................................................12
Public...............................................................................................................................................12
Associates........................................................................................................................................13
Core Competencies.............................................................................................................................15
Marketing Objectives...........................................................................................................................15
Marketing Strategy..............................................................................................................................16
Product............................................................................................................................................16
Place................................................................................................................................................16
Promotion........................................................................................................................................16
Price.................................................................................................................................................17
People..............................................................................................................................................17
Process............................................................................................................................................17
Physical Evidence.............................................................................................................................17
Branding..........................................................................................................................................18
Positioning.......................................................................................................................................19
Implementation...................................................................................................................................20
CA Action Plan.................................................................................................................................20
References...........................................................................................................................................21
Appendices..........................................................................................................................................23
Appendix 1. Feedback Questionnaire..............................................................................................23
Appendix 2. Marketing Email Questionnaire...................................................................................25
Appendix 3. Culture Segments........................................................................................................26
Appendix 4. Marketing Colour Word Association Chart..................................................................27
 Circus Antics Five Year Marketing Plan

Executive Summary
This marketing plan aims to re-establish a business called Circus Antics (CA), which provides circus
entertainment acts to event promoters. This plan studies the target market, situation analysis and
competitors, which enables a better understanding of the wider external influences on the business.
The mission statement, corporate goals and marketing objectives reflect the direction the business
intends to take.

Using a marketing mix framework (product, place, promotion, price, people, process and physical
evidence), key marketing strategies are highlighted to ensure the objectives are met. CA’s action
plan includes specific marketing and communication tasks, which will be carried out over a five-year
period.

Company Description
CA supplies a variety of circus entertainment including: Circus Workshops; Stilt Walkers; Hula Hoop;
Jugglers; Aerialists; Acrobats; Balloon Modellers; Bubbleologists and Street Performers, for events
throughout the UK.

The business was established in 1998 by sole trader Alice Newton. This year it is being relaunched as
an agency. 2005 a new marketing plan enabled CA to branch out into a different area of circus
workshops. The turnover for 2005-2007 was around £22,000. Due to relocation and other factors CA
has subsequently seen a decline in income as shown in Figure 1.

Figure 1. Circus Antics Sales Figures, Newton, A. (2019)

In September 2019 a new logo/ brand image and website was designed in order to re-launch the
business. The target audience is predominantly event promoters, who fall into four categories:
private bookers; public events; corporate clients; and associates.
Circus Antics Mission Statement
“To be one of the leading providers of circus entertainment within the South West of the UK, using a
diverse portfolio of circus acts and performers to cater for all types of events”.

CA is re-establishing itself in the entertainment sector and aims to be recognised as a key provider of
circus acts. CA is inclusive and strives to bring businesses, communities, arts organisations and
people of all ages together to be captivated, learn, and be inspired through the medium of Circus
Arts.

Corporate Goals
During the next five years, CA will achieve the following:

General:
● To establish a profitable business, which is dedicated to delivering specialist high quality
circus entertainment.
● To predominantly trade in the South West of England with a view to expanding into the U.K.
wide market
● To provide a good standard of living for company manager with financial independence that
is both sustainable and economically viable.
● To raise brand awareness and build relationships with client groups both locally and
nationally.

Financial:
● To increase the income by 60 % by 2021
● To increase sales by 80% by 2023
● Employing a freelance arts administrator/marketing employee by 2023
● To expand the business by establishing a limited company by 2024

Marketing:
● Engage with new clients and target audiences
● Reconnect with current and previous clients
● Carry out marketing campaigns targeting client groups.
● Maintain and update Search Engine Optimised (SEO) website monthly.
● To post regular update and connect with target customers through social media.
● To evaluate and create an annual report of the success of marketing campaigns carried out.

Situation Analysis
CA sits in the private sector within the United Kingdom (UK). Understanding the wider market,
competitors, sales, and the macro environment as mentioned by Kotler and Keller (2016, p.78) is key
to CA’s success. The arts, culture and events industries are CA’s main external influences. Using the
Pestle framework, cited in Dibb and Simkin (2008, p.22), CA can further analyse the macro marketing
environmental forces.
Political
● The government Department for Culture, Media and Sports (DCMS) (GOV.UK, 2019a)is the
main body in control of how the arts and culture budget is spent and distributes arts funding
to local governments and The Arts Council England (ACE).
● General elections results can directly affect the spending patterns on the arts/ events sector.
The Scottish Contemporary Arts Network (2019) summarises all of the UK’s current political
parties’ policies and manifestos on the arts.
● There are guidelines set out by GOV.UK (2019b) of how CA can prepare for Brexit. The
uncertainty of Brexit since the 2016 referendum has affected organisations, councils and
event spending. Performers will also have to be fully aware of the implications when
working/ touring in Europe.

Economic
● According to ACE report, (2016, cited in Shepard,2019), the arts contributed over £10 billion
pounds to the UK economy that year, which is more than the agricultural and some
manufacturing industries. The report highlighted that there were approximately 360,000
more jobs in the arts and the government subsequently received £2.8 billion in tax. The
value of the arts and culture industry increased by £390 million in one year (2015-2016).
● The Business Visits and Events Partnership (BVEP) report cited in HBAA (2019) stated that
the events industry is worth around £39.1 million. Table 1 highlights the overall worth of
each of the event segments. The top 10 event agencies in the UK have an annual turnover of
over £2bn. The events sector now employs 530,000 people in 25,000 events businesses

Table 1. UK Event Statistics, HBAA (2019)

 ACE (2019) are the main distributors of arts funding in the UK and they control how and
where this pool of money is spent, CA can apply for funding for arts projects from ACE.
Social
● Diversity and equality are important factors within the arts and culture industries.
ACE’sdiversity report (2018) highlights gender, ethnicity, disability and agein National
Portfolio Organisations (NPO) and the arts industry in general.
● Arts, Health and Wellbeing report, Creative Health (2019, p.1) states that the arts ‘can
improve the health of people with mental or physical health problems and engaging in arts
can promote prevention of disease and increase wellbeing’.
● CA believes everyone should be able to experience the circus arts, regardless of age, race,
ethnic background, sexual identity and income level. CA works with a diverse mix of
performers from different ethnic backgrounds.

Technological
● Advances in technology, software and management systems have improved the overall
operations of CA business as well as communications with customers. CA aims to use
Customer Relation Management (CRM) systems such as Pipedrive, Xero (accounting
software) and Panda Docs, which are currently used by CA competitors.
● Ofcom (2019) states that on average 87% of adults use the internet and 79% of them use
smartphones. According to The Telegraph(2018), adults spend on average 24 hours a week
on the internet. Online marketing being a good source for reaching out to CA’s current and
new customers

Legal
● CA must be compliant with government regulations. CA adheres to legal policies as cited by
Activate Performing Arts (2019) by holding documents such as Public Liability (PLI)
Certificates, Disclosure Barring Service (DBS), Risk Assessments and Contracts.

Environmental
● In a survey by Curtiset al.(2014), the role of the arts in moving society towards ecological
sustainability are highlighted and 3 main pathways are identified as ways for achieving it:
communicating information in an engaging format; encouraging empathy towards the
natural environment; carrying out ecologically sustainable arts practices and development.
● Event promoters sometimes want to book acts that have an environmental/ nature theme,
which can directly influence audiences on nature and the environment issuese.g.: trees,
bumble bees and woodland creatures.

Competitors
CA is based in Bristol in the South West of England. It is a thriving circus city which hosts a well
reputed circus school ‘Circomedia’ where you can train and complete BA and MA course in Circus
Arts. Students graduating from circus school’s increases the competition each year. There are other
UK based circus training centres e.g.: The National Centre for Circus Arts; No Fit State circus;
Greentop Community Circus Centre.

In the UK there are over 200 entertainment agencies. Largercompanies are; Trevor George
Entertainment; Contraband Entertainment; Julia Charles Entertainment. Figure 2 shows
informationcollated from Ents Web (2019) highlights how many agencies there are in each
geographical location in the UK.

Number of Entertainment Agencies

Wales
Scotland
London
Northern Ireland
Yorkshire & Humberside
West Midlands
South West
South East
North West
North East
East of England
East Midlands
0 5 10 15 20 25 30 35 40

Figure 2. Entertainment Agencies Ents Web (2019)

There arearound 25 circus agencies in the UK. UK wide agencies include: Fool’s Paradise; Flaming
Fun; Missing Link productions.

Key Competitors
There are a number of direct competitors in the local area, see Figure 3 for points of difference or
points of parity, between quality of service and how well established they are.

Figure 3. Perception Map of Bristol Circus Agencies, Newton. (2019)

Valerian Entertainment
This company are local and made up of young circus performers aged 20-30 years old, who have
created a fantasy themed and theatrical approach to their work. The company has been established
within the last 4 years. They are very professional looking and have a huge range of acts on offer and
offer bespoke entertainment packages and have high quality costumes. They have: 5562 Instagram
followers and 1059 Facebook followers (Valerian, 2019).

Flying Colours Entertainment

This circus entertainment agency based in Bristolhas 4 staff members. CA company manager also
works for this agency so has first hand personal experience and knowledge of how a company such
as this operates. They have a number of different websites that all interlink, which enables them to
have a wider online presence and reach. They have their own production company/ costumes that
get hired out but also outsource acts from other companies. They have been established for 17 years
and have a very large customer base,(Flying Colours Events ,2019).

Circus Uncertainty
This is a new local company that has been established within the last 3-5 years. They have a wide
range of acts and have 262 Instagram followers and 864 Facebook followers. The people who run
this company are young (in their 20s) and fresh out of Circus School, so not as experienced as CA or
FCE(Circus Uncertainty, 2019).

Market Research
Marketing research is fundamental process in which CA aims to carry out. Its function is to link the
client to CA through the information that is gathered. The information is used to identify and define
opportunities and solve problems in CA’s marketing of circus acts, as stated by Kotler and Keller
(2016).

Primary
● CA to compile previous clients and potential new client’sinformation into a database, which
will enable quick access to important information about the different client groups.
● CA aims to have direct contact with each of the customer groups, either by phone or face to
face.

Secondary
The analysis of surveys from new or potential clientsabout the CA brand and the service it provides
will enable a deeper understanding of client’sincome levels, budgets and spending patterns.

● CA will carry out structured questionnaires, based on gathering information on their

preferences for booking entertainment using both qualitive and quantifiable questions.
● Using targeted online feedback surveys such as Survey Monkey (2019) Appendix 1 would
inform CA’s understanding of customers including their behaviours, satisfaction levels and
attitudes to booking entertainment. This will be done via email and social media after a
booking has been made and event fulfilled.
Market Demand
The total accessible market (TAM) can be shown using a funnel approach(Salari,2019).

Figure 4 shows the estimated demand for a private client group (children’s circus parties). CA can
calculate the demand for each client group over the next 2 years using this process.

Figure4.TAM of Private Client Group. Office for National Statistics, (2019),Statista and GOV.UK
(2019), Bristol Gov(2019)

CA can monitor the market demand for their services by calculating the total volume of bookings in
each customer group. As stated by Kotler and Keller (2016, p.109) one of the first steps is to
compare the current and potential levels of market demand.

Figure 5shows CA’s the demand in each customer group within the last three years. CA will set a
realistic budget for marketing over the next 5 years, which will increase income potential.
 Circus Antics Income from Events
£5,000.00
£4,500.00
£4,000.00
£3,500.00
£3,000.00
£2,500.00
£2,000.00
£1,500.00
£1,000.00
£500.00
£0.00
2016-2017 2017-2018 2018-2019

Public Events Private Events Corporate Events Assosiates

Figure 5. CA Income from Events, Newton(2019).

Circus Antics Projected Sales

Table 2 shows the projected sales of CA from 2019 – 2023, there is a sharp increase in bookings in
the 1st year. For the first two years a marketing budget is set, once relationships with clients and
brand awareness is established, this cost will decrease each year.

Table 2.CA Projected Sales, Newton (2019)

CA Product Pricing
The guide price for CA acts is £200-350 per performer, plus travel. The client quote includes the cost
of the performer fee plus 20% commission. CA is not VAT registered; this is an asset as other
agencies are VAT registered, which increases their overall charges to clients.

CA Targeted Marketing
According to Jones (2019) Appendix 2, ‘Fool’s Paradise’ agency market their entertainment acts to
clients through online communications and send out two seasonal brochures a year to all clients.
They also send monthly newsletters/ updates and post weekly social media posts about any new
acts. CA aims to use this similar format in their marketing strategy.

Market Segmentation
CA customers can be divided into four segments: Private, Corporate; Public; Associates.

Some of the cultural segment (CS) groups in Appendix 3 can be associated with the client groups as
cited in McIntyre MH, (2018). The main ones identified are:

● Essence (well educated, professionals and active arts and cultural consumers);
● Release (younger adults, families with busy lives and who enjoy the arts);
● Stimulation (a highly active group who enjoy all arts and culture and like to be at the cutting
edge of things they do);
● Entertainment (younger adults who enjoy spectacle and ‘must see’ shows and events).

Each of these segments have different entertainment preferences and identifying what motivates
them to book acts is useful. Each event group has its own objectives for audience attendance and
engagement.

Private
This customer group is mainly young to mature adults. They are in the Release CS. They are made up
of adults aged 25-65 years old; they are mostly parents or married couples looking to book/hire
entertainment for their children’s parties, birthday celebrations, private celebrations and weddings.
They want fun, highly skilled and interactive entertainers. There is usually a mixture of different
cultures and ethnic backgrounds who book entertainment.

Corporate
Corporate event customers are working professionals, aged 25-60 and they are in the Essence CS.
The corporate companies are in the highest income bracket; they employ more than 250 employees
and have very large budgets to work with when booking entertainment for their Annual Staff Parties
or Christmas Parties. They want high quality, eye catching and engaging circus acts to entertain their
clients.
Public
These are small businesses, arts organisations, schools, councils and community groups/ venues.
This group can be identified as the Essence and Entertainment CS, they tend to put on public events
that aim to engage the local community and like to book a range of acts to suit different themes and
seasons. They are situated in towns or city centres and people employed by the companies are in
the 20-60 age bracket; their overall income levels are lower and are more varied. Councils are the
exception in this group; however, they too can have limited budgets for entertainment for public
events.

Associates
Other agencies and performers (in Stimulation CS) outsource acts during busy periods. This provides
a strong way to build relations by word of mouth and personal recommendations.
SOAR Table:
CA is using the SOAR strategic planning model to focus on the strengths and opportunities of the
business which creates a vision for future aspirations and the results that will bring.
Table 3, SOAR Table, Newton (2019)
Core Competencies
● Company manager has been in business for 22 years and has relevant business skills to take
the company forward.
● Financial support from stakeholders (family members), and company manager investment.
● Marketing and SOE support from ‘Gfive’ design and Google Ads. New updated acts launched
quarterly.
● Has a team of highly skilled and experienced performers.
● Has strong relationships with clients and performers.

Marketing Objectives
As cited in Gibb and Simkin (2008) the overall marketing objectives set out in Table 3 are essential
part of the marketing plan and gives CA a clear direction. The assessment of performance and the
evaluation of the success in achieving the targets is easily measured as each objective will have
timescales of when they will be carried out.

Table 4,Marketing Objectives, Newton (2019)

Marketing Strategy
CA’s marketing strategies are classified into the extended marketing mix, also known as the 7 p’s,as
stated byHollensen (2015).

Product
The main customer value of the CA service is to sell circus themed entertainment packages to
clients. CA aims to offer circus workshops and themed acts to each of the client groups. The range of
acts and themes offered, will increase each year, with new acts being showcased and launched each
season.

Place
CA aims to market services over the next 5 years by:

● Monthly website updates.

● Online marketing campaigns for each client group
● Monthly online blogs, news updates.
● Create social media posts 3 a week.
● 2 seasonal online marketing newsletters/ brochures emailed to clients
● Print materials, business cards and branded company clothing.

Promotion
Marketing communications (or promotion) is seen and the most visible aspect of the marketing mix
Egan (2015, p.11). CA currently has an advertising campaign with Google Ads. Figure 6shows one of
the current digital adverts. CA will monitor the data as shown in Figure 7and change/ add new
adverts to increase traffic to the website. In one month, CA has had 30,000 + impressions and over
400 clicks through the website, and 17 actual enquires. This is likely to increase during spring/
summer months and Christmas next year.

Figure 6, CA Google Advert, Google Ads (2019)

Figure7, CA Google Ads (2019)

Price
CA will remain competitive on price, and VAT free for the next 5 years. Guide prices £250 -450 +
Travel per performer per event. This variation is based on performer availability and size and type of
event. 20% of each booking is commission for CA. There can be discounts offered on block bookings.

People
The company manager and performers, working for CA, must be friendly and professional in their
relations with clients and audiences. CA sells to working professionals and companies/organisations,
so appropriate language needs to be used in all communications.

Performers will be informed on each of the clients’ objectives prior to each event to ensure that
their needs are met.

Process
The process of taking enquiries and making bookings is the service value we offer for clients. From
taking a call, answering an email, sending quotes, contracts and delivering the entertainment, CA will
ensure that each step is carried out professionally.

Physical Evidence
CA is providing a service for events that are experiences and therefore intangible, which is
characterised by Hollensen (2015) as ‘Intangibility’.CA provides clients with a visual tangible image/
photograph of the entertainment it is providing which will give clients opportunity to assess the
quality the acts prior to booking. Clients are able take their own promotional photographs or videos
of the acts during the events.
Table 5 shows the CA service process; each step of communication with clients is important in
building satisfaction of service and trust.

Table 5, Service Steps, Newton (2019)

Branding
A new logo was designed, which will enable repositioning of the business in the events market. CA
would like its clients to feel/ think that we are a stylish, modern exciting business, which captivates
audiences with fantastic acts.

CA can create long term relationships with their clients, using the Brand Resonance Pyramid shown
in Figure8. CA intends to create a psychological bond with clients, building trust in the brand and the
services it provides.

Figure 8, Brand Resonance Pyramid, Kotler and Keller (2016 p.330)

Positioning
CA is aiming to be an exciting, stylish and circus agency that captivates audiences.

The colours and symbols of the CA logo in Figure 7 have been selected to target how CA wants their
customers to feel about the brand.

Figure 9, CA Logo, Circus Antics (2019)

Using the word/ colour association guide Appendix 3, Table 6 highlights the choices of colours/
symbols CA has used, this guide is a useful tool when selecting colours for marketing a brand

Table 6, CA Brand Logo Colours/ Meanings

Implementation

CA Action Plan

CA Marketing Action Plan, Newton (2019)

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Appendices

Appendix 1. Feedback Questionnaire, Alice Newton, Survey Monkey (2019)

Appendix 2.Marketing Email Questionnaire, Jones, R. (2019)
Appendix 3.Culture Segments, McIntyre, M. H. (2018)
Appendix 4.Marketing Colour Word Association Chart, Bright Owl Marketing

(2019)