Objective
The strategic revitalisation of an ailing sporting facility that faced diminishing
customer numbers and was on the brink of closure.
Challenge
Aging demographic: There was a need to attract a younger demographic to
ensure the sustainability of the customer base.
Infrastructure costs: Upgrading infrastructure involves high costs.
Lack of atmosphere and culture: The facility lacked atmosphere and a positive
culture, reducing customer engagement and satisfaction.
Limited offerings: Offering a single sport limited the facility’s appeal and
accessibility to a wider range of customers.
Solution
- A comprehensive overhaul of programming, introducing a diverse range of
- activities to cater to various interests and ages.
- Upgraded facilities and amenities through careful planning and budget
- allocation, enhancing the customer experience.
- A bar and café were installed to create a social hub.
- Introduction of additional offerings such as a golf simulator, high-performance
- sports gym, allied health services, and padbol.
Outcome
- Increased participation from 20 to 350 players per week in the five to 25 age
- brackets, and from 200 to 600 players per week in the 25 to 55 age brackets.
- Optimised facility operations through predictive analytics, including human resources and customer service.
- Newly created pathways from grassroots programs to elite.
- Diversified activities attracted and engaged a wider range of customers, including younger demographics.
- The bar, café, and social spaces improved atmosphere and fostered community, leading to higher satisfaction and repeat visits.
- Multipurpose offerings attracted more customers and diversified revenue, community and engagement streams, reducing reliance on a single sport.
