Bachelorscriptie Anneloes Bijl

Anneloes Bijl

Trust the Trust

„The Mancunians and Sport‟

June 2009

Trust the Trust

„The Mancunians and sport‟

Author

Anneloes Bijl

Student number

280244

Date

12th of June 2009

University

Hanze University Groningen

Institute of Sportstudies

Supervisors

Adri Broeke & Gerco van Dalfsen

Principal

Manchester Sport and Leisure Trust

Supervisors

Shaun Brennan

(Manchester Sport and Leisure Trust)

Bob Barber

(Manchester Velodrome)

The author is responsible for the content of this report.

The copyright of this report rests by the author.

„Trust the Trust‟ 3

Preface

This report ‘Trust the Trust’ contains the research of the general attitude of Mancunians

according to sport in general and according to the usage of the facilities of the

Manchester Sport and Leisure Trust. This research has been done by a graduate studying

Sports Management at the Hanze University Groningen in the Netherlands. The principals of this project were Shaun Brennan (Manchester Sport and Leisure Trust) and Bob Barber

(Manchester Velodrome).

Due to the transfer of various council sport and leisure facilities into the Manchester Sport and Leisure Trust a research project has been started. This entire research project

is meant to create a ‘recommended facility program’. At different stages opportunities

will be identified to engage with the public. This report identifies opportunities to engage

with the residents and users.

During this project it became clear that there is still a lot unknown about all the nineteen

facilities. This made it harder to create a clear, orderly report which is useful for the

Manchester Sport and Leisure Trust and for my University. In consideration of a limited

time period the recommendations will not be executed by me. The recommendations, at the end of this report, will make it possible for the Manchester Sport and Leisure Trust to

engage with the residents of Manchester and the users of the nineteen facilities.

The title ‘Trust the Trust’ is used to show that the Mancunians need to trust that the Manchester Sport and Leisure Trust offers activities which fulfill the wants and needs of a

wide community.

Without the help of several people this report was not achievable. I would like to thank a few people. Firstly, Jarl Walsh and Bob Barber who gave me the opportunity to fulfill this

internship at the Manchester Velodrome. In particular, Bob Barber, Cycling Manager of

The Manchester Velodrome, gave me the opportunity to discover track cycling. Shaun

Brennan, Commercial Director of the Manchester Sport and Leisure Trust was very helpful by creating and processing this research project. I would like to thank him also

for giving me the opportunity to mean something for the Manchester Sport and Leisure

Trust by creating this report. Messrs Barber, Walsh and Brennan gave me all support

whenever I needed it.

From the Netherlands I received support of my professors and supervisors Adri Broeke

and Gerco van Dalfsen. Technical assistance for various computer problems was given by

Erik Middelkamp. I also would like to thank Manon Zwakenberg for her mental support

during this process even as my parents Sjaak and Tine Bijl.

I also would like to spread a word of thanks to the other colleagues of the Manchester

Velodrome and my fellow students of my University for their support.

Manchester, June 2009

Anneloes Bijl


Abstract

The Manchester Sport and Leisure Trust manage nineteen different sport- and leisure

facilities across Manchester. All these facilities differ in their offer. The Manchester Sport

and Leisure Trust focus on each resident of Manchester. By using a variety in programs

they try to attract as many people as possible.

This research is meant to discover to what extent the usage of the facilities can become

increased. This subject is split into three different parts; the current product-market-

combinations of the Manchester Sport and Leisure Trust, the general attitude of the

residents of Manchester with respect to sport and what kind of marketing strategies will

be helpful to increase the usage.

To research these aspects, several research methods are used; document research, a

survey and a literature research. The documents are from the Manchester Sport and

Leisure Trust and the Manchester City Council. These documents gave the opportunity to

describe the product-market-combination of each facility. The survey is completed by

200 residents of Manchester and gave an overview of the awareness of the facilities. The

literature study was done by using various marketing books which gave understanding of

marketing.

The document research made clear that the offers of the facilities are not based on the

residents of the ward. The wards do have a multicultural population and the facilities do

not fulfill the needs of different creeds and religions.

The outcomes of the survey resulted in a low awareness of the facilities and a difference

in being physical active. The outcome of the literature study showed that the use of a

marketing communication strategy is the best way for the Manchester Sport and Leisure

Trust to increase the usage of the facilities.

The facilities of the Manchester Sport and Leisure Trust need to focus more on the

residents of the ward wherein the facilities are located. This will increase the satisfaction

of the residents and will make it able to increase the quality of the services. By creating

product-market-combinations the quality of the offer will become increased as well.

It is necessary to increase the awareness of the facilities. In the long run it will increase

the usage as well. The best way to increase the awareness, advertisement will be useful

way. By promoting the facilities by using advertisement, the acquaintance of the facilities

will become improved. Promotional sales activities like a free induction will be helpful to

increase the usage of the facilities. The sales promotion can become communicated on

the advertisements across the city.

The SWOT-analyses used to chart the possibilities in each facility needs, during the next

research, to be done by using a more extensive internal and external analysis.

Another improvement for this research is to survey people which reflects on the entire

community.

It will be useful to research the usage of each facility and to discover to what extent the

residents are satisfied by the offer of the facilities.


Table of contents

1. Introduction ................................................................................................. 10

§1.1 Background .............................................................................................. 10

§1.1.1 Sport in England ................................................................................. 10

§1.1.2 Manchester ......................................................................................... 10

§1.1.3 Management of sport facilities in Manchester .......................................... 10

§1.1.4 Commonwealth Games ........................................................................ 11

§1.1.5 Manchester Velodrome ......................................................................... 11

§1.1.6 Transfer into the Trust ......................................................................... 11

§1.1.7 Current situation ................................................................................. 11

§1.2 Occasion of Research ................................................................................. 12

§1.3 Problem definition ..................................................................................... 13

§1.4 Formulation of research ............................................................................. 13

§1.5 Bookmark ................................................................................................ 14

2. Methodology ................................................................................................. 15

§2.1 Persons involved ....................................................................................... 15

§2.2 Research methods ..................................................................................... 15

§2.2.1 What are the product-market-combinations of the Manchester Sport and

Leisure Trust? ............................................................................................... 15

§2.2.2 To what extent are the Manchester residents aware of the facilities of the

Manchester Sport and Leisure Trust? ............................................................... 17

§2.2.3 Which marketing (communication) strategies can contribute to a

strengthened position of the Manchester Sport and Leisure Trust? ....................... 18

§2.3 Reliability and validity ............................................................................... 19

§2.3.1 Reliability document research (sub question 1) ....................................... 19

§2.3.2 Reliability survey (sub question 2) ......................................................... 19

§2.3.3 Reliability literature research (sub question 3) ........................................ 19

§2.3.4 Validity document research ................................................................... 20

§2.3.5 Validity survey .................................................................................... 20

§2.3.6 Validity literature research .................................................................... 20

3. Literature research ....................................................................................... 21

§3.1 Interpretation of the main question ............................................................. 21

§3.1.1 Manchester Sport and Leisure Trust ....................................................... 21

§3.1.2 Facilities ............................................................................................. 21

§3.1.3 Optimized ........................................................................................... 21

§3.1.4 Usage ................................................................................................ 21

§3.1.5 Residents of Manchester ....................................................................... 21

§3.2 Interpretation of the sub questions .............................................................. 22

§3.2.1 Product-market-combinations ............................................................... 22

§3.2.2 Awareness .......................................................................................... 22

§3.2.3 Marketing ........................................................................................... 22

§3.3 Marketing communication .......................................................................... 23

§3.3.1 The motivation for marketing communication.......................................... 23

§3.1.2 The working of marketing communication............................................... 24


4. Results ......................................................................................................... 26

§4.1 Facilities Manchester Sport and Leisure Trust ................................................ 26

§4.1.1 Additional information .......................................................................... 26

§4.2 The wards ................................................................................................ 27

§4.2.1 Demography ....................................................................................... 27

§4.2.2 Ethnicity and religion ........................................................................... 27

§4.2.3 Economic activity ................................................................................ 28

§4.2.4 Households ......................................................................................... 28

§4.3 Results survey .......................................................................................... 30

§4.4 Results literature research .......................................................................... 35

5. Conclusion .................................................................................................... 37

§5.1 Product-market-combinations ..................................................................... 37

§5.1.1 Abraham Moss Leisure Centre ............................................................... 37

§5.1.2 Arcadia Leisure Centre ......................................................................... 38

§5.1.3 Ardwick Leisure Centre ........................................................................ 38

§5.1.4 Belle Vue Leisure Centre ...................................................................... 39

§5.1.5 Broadway Leisure Centre ...................................................................... 39

§5.1.6 Chorlton Leisure Centre ........................................................................ 40

§5.1.7 Levenshulme Swimming Pools............................................................... 40

§5.1.8 Manchester Aquatics Centre .................................................................. 41

§5.1.9 Manchester National Squash Centre ....................................................... 41

§5.1.10 Manchester Regional Arena ................................................................. 42

§5.1.11 Manchester Regional Gymnastics Centre ............................................... 42

§5.1.12 Manchester Regional Hockey Centre ..................................................... 43

§5.1.13 Manchester Regional Tennis Centre ...................................................... 43

§5.1.14 Manchester Velodrome ....................................................................... 44

§5.1.15 Miles Platting Swimming Pools ............................................................. 44

§5.1.16 Withington Leisure Centre................................................................... 45

§5.1.17 North City Family and Fitness Centre ................................................... 45

§5.1.18 Ten Acres Leisure Centre .................................................................... 46

§5.1.19 Moss Side Leisure Centre .................................................................... 46

§5.2 Analysis SWOT-matrix ............................................................................... 47

§5.2.1 Grow strategy ..................................................................................... 47

§5.2.2 Defense strategy ................................................................................. 48

§5.2.3 Improvement strategy ......................................................................... 48

§5.2.4 Problems ............................................................................................ 48

§5.2.5 The product-market-combinations summarized ....................................... 49

§5.3 The Mancunians in relation to sport ............................................................. 49

§5.3.1 The respondents charted ...................................................................... 49

§5.3.2 Mancunians and physical activity ........................................................... 49

§5.3.3 Awareness of the facilities .................................................................... 50

§5.3.4 Usage of the facilities ........................................................................... 51

§5.3.5 The awareness of the facilities summarized ............................................ 51

§5.4 Marketing communication based on the Manchester Sport and Leisure Trust .... 51

§5.4.1 The marketing (communication) strategies summarized ........................... 52


6. Recommendations ........................................................................................ 53

§6.1 Review the offer of the facilities .................................................................. 53

§6.2 Create product-market-combinations ........................................................... 53

§6.3 Increase awareness ................................................................................... 54

§6.4 Combine functions of facilities ..................................................................... 54

7. Discussion .................................................................................................... 55

§7.1 Realisiation of the SWOT-analyzes ............................................................... 55

§7.2 Respondents ............................................................................................. 55

§7.3 Recommendation new research ................................................................... 55

Bibliography ..................................................................................................... 57

Attachments ..................................................................................................... 63


Tables and figures

Table 1: SWOT-analysis used to describe the facilities .............................................. 16

Table 2: Facilities of the Manchester Sport and Leisure Trust .................................... 26

Table 3: Ethnicities and religions ........................................................................ 27

Table 4: Economic activity .................................................................................... 28

Table 5: Households ............................................................................................ 28

Table 6: Health ................................................................................................... 29

Table 7: SWOT-analysis Abraham Moss Leisure Centre ............................................. 37

Table 8: SWOT-analysis Arcadia Leisure Centre ....................................................... 38

Table 9: SWOT-analysis Ardwick Leisure Centre ...................................................... 38

Table 10: SWOT-analysis Bellevue Leisure Centre .................................................... 39

Table 11: SWOT-analysis Bellevue Leisure Centre .................................................... 39

Table 12: SWOT-analysis Chorlton Leisure Centre.................................................... 40

Table 13: SWOT-analysis Levenshulme Swimming Pools .......................................... 40

Table 14: SWOT-analysis Manchester Aquatics Centre .............................................. 41

Table 15: SWOT-analysis Manchester National Squash Centre ................................... 41

Table 16: SWOT-analysis Manchester Regional Arena ............................................... 42

Table 17: SWOT-analysis Manchester Regional Gymnastics Centre ............................ 42

Table 18: SWOT-analysis Manchester Regional Hockey Centre .................................. 43

Table 19: SWOT-analysis Manchester Regional Tennis Centre ................................... 43

Table 20: SWOT-analysis Manchester Velodrome ..................................................... 44

Table 21: SWOT-analysis Miles Platting Swimming Pools .......................................... 44

Table 22: SWOT-analysis Withington Leisure Centre ................................................ 45

Table 23: SWOT-analysis North City Family and Fitness Centre ................................. 45

Table 24: SWOT-analysis Ten Acres Leisure Centre .................................................. 46

Table 25: SWOT-analysis Moss Side Leisure Centre ................................................. 46


Figure 1: Logo Manchester Sport and Leisure Trust (Manchester Sport and Leisure Trust,

2009)................................................................................................................. 10

Figure 2: Research project (Facility Programme Blueprint) ........................................ 12

Figure 3: Conceptual framework research project .................................................... 13

Figure 4: AIDA-model (Marketingportaal) .............................................................. 18

Figure 5: The Promotional Mix Elements (Shank, 2005) ............................................ 25

Figure 6: Gender ................................................................................................. 30

Figure 7: Age ...................................................................................................... 30

Figure 8: Living situation ...................................................................................... 30

Figure 9: Job status ............................................................................................. 31

Figure 10: Participation in sports ........................................................................... 31

Figure 11: Participation in specifc sports ................................................................. 31

Figure 12: Reasons to be physical active ................................................................ 32

Figure 13: Membership of a sports club or sports association .................................... 32

Figure 14: Reason why people do not participate in sports. ....................................... 32

Figure 16: The awareness of the facilities ............................................................... 33

Figure 17: The usage of the facilities ...................................................................... 33

Figure 15: Do people watch sport?......................................................................... 33

Figure 18: Reasons why people do not use the facilities ........................................... 34

Figure 19: The awareness of where to find information ............................................ 34

Figure 20: Ansoff-matrix Grow strategy on four different ways (Colijn & Kok, 2007) .... 47

Figure 22: The AIDA-model based on the Manchester Velodrome .............................. 50

Figure 23: The AIDA-model based on the Arcadia Leisure Centre ............................... 50


1. Introduction

The Manchester Sport and Leisure Trust is the subject organisation. The introduction

describes this organisation and the structure of this research.

§1.1 Background

In 2012, the summer Olympics will be hosted in London, England. This mega sports

event has influences on the entire country. Since winning this bidding process the Department for Culture, Media and Sports developed a legacy action plan: ‘Before, during

and after: Making the most of the London 2012 Games’. One of the reasons to bid for the

Olympics 2012 for the Department for Culture, Media and Sport was to fulfil their

ambition to get more people active. In their legacy action plan the department explicates

that two million people more need to be active by 2012. At least one million of these people need to become more active in sport. The Secretary of State Andy Burnham,

asked the government agency Sport England to review its strategy for community sport

to reach this goal. (Department for Culture, Media and Sport, 2008) (London 2012,

2004)

§1.1.1 Sport in England

Sport England is a non-departmental body under the Department of Culture, Media and

Sport. They are responsible for developing a world-class community sport system throughout the country. In Sport England’s new strategy is the ‘one million goal’

included. To reach this goal; sport agencies all over the country are asked to help and,

eventually, review their strategy to attract more people to become active. (Sport

England, 2008)

§1.1.2 Manchester

Manchester is located in Greater Manchester, in the North West. In total 475.000 people

reside there with a varied nationality. Manchester is mostly known as the city were the

industrial revolution started in the 18th century. In 1996 Manchester was attacked by the IRA with a bomb explosion in the centre of the city. Lots of people were injured, but

nobody died. This was the moment for Manchester to change their image of old, dirty,

industrial city. The city worked hard to regenerate and that is visible everywhere.

Manchester is one of the biggest students city in Europe, in the centre are a lot of bars, restaurants and clubs located. Nowadays Manchester is famous because of its football

clubs Manchester United and Manchester City. The Manchester City Council invested a lot

of money in sports in Manchester. (Manchester City Council, 2008) (The Manchester

partnership, 2005) (Manchester Partnership, 2008)

§1.1.3 Management of sport facilities in Manchester

A couple of years ago the Manchester city council handed over the management of their

indoor leisure activities to a non-profit independent body. This was called the Manchester

50 Pool Ltd (M50PL Trust). This organization was responsible to govern the operating and

management of the indoor leisure activities. (M 50 PL Trust, 2007)

In 1997, the M50PL Trust changed to the Manchester

Sport and Leisure Trust (Trust). It is an independent organisation that works together in a partnership with

Manchester City Council. The Trust receives funding

from the council In 1997 the Trust was responsible for

the Manchester Aquatics Centre and ten Leisure Community facilities established in the wards of

Manchester. (Manchester Sport and Leisure Trust,

2008)

Figure 1: Logo Manchester Sport and Leisure

Trust (Manchester Sport and Leisure Trust, 2009)


§1.1.4 Commonwealth Games

In 2002, the Commonwealth Games were hosted by Manchester. A lot of new sporting

facilities were built due to the latest requires of the Commonwealth Games Federation.

All this facilities were built in the same area of the city. This part of the city is called ‘Sportcity’.

Most of the sport facilities in this area are the legacy of the Commonwealth Games.

These are the most modern sport facilities of Manchester. The different facilities, which are part of sport city, are:

1) National Squash Centre

2) Indoor Regional Athletics Arena

3) Outdoor Regional Athletics Arena 4) Regional Tennis Centre

5) Manchester City Football Stadium

6) Manchester Velodrome (pre-existed the Commonwealth Games)

In the national squash centre is also a gym established and the England Institute of Sport. The England Institute of Sport has its own facility where they provide a training

venue and medical knowledge for the best athletes of England.

The Manchester City Football Stadium was during the Commonwealth Games named as the City of Manchester Stadium. In this stadium, the athletics disciplines were hosted.

After the games, the stadium has been transformed into a football stadium for

Manchester City Football Club. (Manchester Sport and Leisure Trust, 2008) (Sportcity)

§1.1.5 Manchester Velodrome

Besides these facilities, also the Manchester Velodrome was used during the

Commonwealth Games 2002. This National Cycling centre has been built in 1994 as a

joint venture between the Sports Council, British Cycling and Manchester City Council. It has a 250-meter track and it is still one of the fastest tracks of the world. The best

cyclists of England, like Chris Hoy and Victoria Pendleton, train on this track. The

Manchester Velodrome offers facilities for netball, badminton and basketball. (Manchester

Velodrome, 2002)

§1.1.6 Transfer into the Trust

In 2008, the facilities of Sportcity transferred into the Manchester Sport and Leisure

Trust. Due to this, the Manchester Sport and Leisure Trust had the opportunity to provide

these elite facilities to the Manchester residents. The facilities are used now for recreational and public purposes diversified with international and national

championships.

This change is of tremendous value for both parties. The facilities of Sportcity keep busy

through usage by the residents, and the Manchester Sport and Leisure Trust has more sporting opportunities to offer to the residents. Sportcity was already fundamentally

helping with the regeneration of East Manchester and now it will stay an important stage

in the way to regenerate East Manchester. People will be able to participate and stay

healthy which improves the life of Manchester residents.

In 2009/2010, also the Manchester Velodrome will transfer into the Manchester Sport

and Leisure Trust. (M 50 PL Trust, 2007) (Manchester Sport and Leisure Trust, 2009)

§1.1.7 Current situation Nineteen sport and leisure facilities are managed by the Manchester Sport and Leisure

Trust on behalf of the Manchester Council. (Includes also The Manchester Velodrome & North City Family & Fitness Centre which will be transfer into the Trust very soon) These

are facilities across the city and all usable by the residents. The Trust has a managing


agent, Serco Leisure who manages eleven facilities. The other eight facilities are directly

managed by the Trust. (Manchester Sport and Leisure Trust, 2008)

§1.2 Occasion of Research

At this moment the Manchester Sport and Leisure Trust is reviewing its policy and

strategy. They are doing a comprehensive research. An audit of the research will be the

current usage of the facilities and how this can become increased. All the different audits

will result in a ‘Recommend Facility Programme’. This will all improve the awareness and

attendance of residents at the sport facilities managed by the Manchester Sport and

Leisure Trust. Due to this, the Manchester Sport and Leisure Trust will fulfil the request

of Sport England to attract more people to become active. This will help Sport England to

reach their ‘one million’ goal.

Figure 2: Research project (Facility Programme Blueprint)

The different stages that need to be researched to develop a professional ‘recommended facility programme’.

Anneloes Bijl is responsible for the residents/users and to identify opportunities to engage.


§1.3 Problem definition

The Manchester Sport and Leisure Trust expect that the majority of the Manchester

community do not use the sport facilities regularly. This is a pity for the residents,

because they indirectly pay (taxes) for these (sport and leisure) opportunities. This

research is meant to chart if it is necessary to develop a strategy to increase the accessibility of the facilities and to increase engagement with the community.

Overall, in England one million people need to become active before 2013. In a national

survey of Sport England 19.1% of the Manchester residents are three times a week at

least active for 30 minutes. This percentage is above the average percentage of 16.5%, nevertheless Manchester can be helpful in the way to reach the one million goal. (Sport

England, 2008)

At this moment there are limited figures known about the different facilities. Due to the recently transfer of the Sportcity facilities into the Trust different research is still ongoing

and needed for the future. It is a matter of reproduce the current situation of each

facility. This research will be useful to get an understanding of the wants and needs of

the Mancunians in relation to sport and in which way how the facilities can contribute to this.

§1.4 Formulation of research

Main question: “How could the facilities of the Manchester Sport and Leisure Trust

become optimized by residents of Manchester?”

1. What are the product-market-combinations of the Manchester Sport and Leisure

Trust?

2. To what extent are the Manchester residents aware of the facilities of the Manchester Sport and Leisure Trust?

3. Which marketing (communication) strategies can contribute to a strengthened

position of the Manchester Sport and Leisure Trust?

Figure 3: Conceptual framework research project

In figure 3 is showed in which way the aspects of this research project belong to each

other. This entire project is focussed on the usage of the nineteen facilities of the

Manchester Sport and Leisure Trust. The usage of the facilities depends on, among other

things; the offer, the attitude of the residents/target group and the marketing strategy.


The offer of the facilities exerts influences on the number of usage. This is the reason

that the offer of each facility will be researched according to the target group. Based on a

survey the attitude of the resident of Manchester will be charted. This is, because the

attitude of the Mancunians according to sport will be of influences on the number of usage. Marketing is a way to promote the possibilities. Various marketing strategies will

be researched which can be helpful to increase the usage. This will all result in

recommendations for the facilities.

§1.5 Bookmark

This report is structured step by step. It contains the desirable aspects which need to be

described for a consistent research report.

The introduction is meant to describe the background and occasion of this research. In

the introduction is also explained what the exact problem is and who this research has

been divided.

Chapter two is meant to show which research methods are used to result in a valid and

reliable report. The various research methods will be explained and defended. This

chapter also describes in which ways the results are processed.

One of the research methods was a literature study. In chapter three the main question

and sub question are explicated to increase the understanding of this research. The

literature study is focused on the added value of marketing and marketing

communication. A more extended description of marketing and marketing communication

will be described in the chapter results.

The results, chapter four, outline the resulted facts of the used research methods. These

results are purely based on facts. The next chapter, chapter five conclusions, is meant to

analyze the results. These analyzes result in conclusions on the main- and sub question.

The conclusions will result in chapter six with recommendations. These recommendations

are based on the outcomes of the research and meant to improve the organization.

It is necessary to look critically at this research report to make sure that this research is

reliable. In chapter seven, discussion, the research, the research methods and the results

will be analyzed critical.

This report is terminated with the bibliography. All the sources which are used are

mentioned in this part of the report. After the bibliography there are some attachments

which will give additional information on this research.


2. Methodology

In this research project as well quantitative as qualitative methods will be used. It is a

market research, because of the fact that this project will show the market of the

Manchester Sport and Leisure Trust. The facilities will be outlined even as the wards

where these facilities are located. This will give an idea of the market of the facilities

according to the offer. After researching different marketing (communication) strategies,

the opportunities for the Trust will be outlined based on these outcomes.

§2.1 Persons involved

In this project are several groups involved. First of all the nineteen facilities of the

Manchester Sport and Leisure Trust will be a part of this project. Due to the fact that this

research project is supposed to attract more people to the facilities.

Also the civilians of Manchester are involved in this project by researching their wants

and needs towards sport. Besides the facilities and the civilians the marketing strategy of

other comparable organizations will used to chart which possibilities for marketing

strategies are possible.

§2.2 Research methods

To describe in which way the usage of the facilities can be increased it is necessary to get

an understanding of the current situation of the facilities and the Mancunians.

In this research as well qualitative as quantitative research methods will be used.

Nevertheless this research project is a qualitative market research and the quantitative

methods are meant as support. Methods used in this research are a survey (quantitative)

and literature study (qualitative). The methods for every sub question will be described

beneath.

§2.2.1 What are the product-market-combinations of the Manchester Sport and Leisure

Trust? To research in which way the usage can become increased it is necessary to know what

the facilities currently have to offer. The nineteen facilities of The Manchester Sport and

Leisure Trust are mostly offer targeted. This is the reason that the facilities do not have

clear pmc’s. This sub question will be split in a description of the offer of the facilities and

a description of the environment of the facilities. A description of the environment will

make it possible to describe the possible market of the accommodation.

Research method

A document research will make it possible to describe the product-market-combinations

of the Manchester Sport and Leisure Trust. The offer of the nineteen facilities will be

described on the basis of the website of the Manchester Sport and Leisure Trust. On this

website the different facilities and the possibilities are described.

Due to the fact that the facilities are not focused on specific markets there will be a

description of the environment of the facility. Assuming that the facilities are mostly used

by residents living in the area. To give an overview of every ward different documents

produced by the Manchester City Council will be combined together with the Census 2001

of the Office for National Statistics and other researches of the Office for National

Statistics.


The following documents which will be discussed:

o M 50 PL Trust Business Plan – Sportcity Facilities

o ‘Improving lives’ Business Plan 2009/2010

o The Manchester Way Manchester‟s Community Strategy 2006-2015

o Manchester’s 2nd State of the Wards Report 2007/2008

Explanation of the research method

This part of the research is purely based on facts. The documents produced by the

council, the Office for National Statistics or the website created by the Manchester Sport

and Leisure Trust are the most reliable sources to receive the information of the facilities

and wards.

Process data

The combination of all these documents and the website will result in a lot of facts and

figures. On the basis of matrixes these results will become clear and orderly.

The facilities will be analyzed by means of a SWOT-analysis. The strengths and

weaknesses of the facilities will be determined on the basis of the offer of the facilities.

Opportunities and threats will ensue from the analysis of the wards wherein the facilities

are located. The SWOT-analysis will result in a SWOT-matrix what will show in which

ways the product-market-combination of the facility can be created/ improved.

Opportunities

The opportunities are based on the

analysis of the wards. It will show

the benefits of the community.

Threats

The threats are based on the

analysis of the wards. These

aspects of the community can be a

„danger‟ for as well the community

as the facility.

Strengths

The strengths will ensue from the

analysis of the offer of the facility.

The strengths are the things that

make the accommodation

attractive.

Grow strategy

The grow strategy will ensue from

the combination of the strengths of

the facility and the opportunities

within the community. The grow

strategy will be created to fortify

the strengths by using the

opportunities of the community.

Defence strategy

The threats will decreased in the

defence strategy by fortifying the

strengths of the facility. The

strengths of an accommodation

will be deployed to decrease the

threat.

Weaknesses

The weakness will ensue from the

analysis of the offer of the facility.

The weaknesses are the services

or products, which lack or are not

good enough. These can be the

reason that some people do not

use the facility

Improvement strategy

The improvement strategy will be

created to reduce the weakness by

an opportunity. By producing an

improvement strategy the

opportunity will be used to

decrease the weakness.

Problems

a combination of weakness with

threats will be called a problem for

an organization. The strategies to

decrease this problems will be

described inhere.

Table 1: SWOT-analysis used to describe the facilities

The results of the research

An analysis of the facilities where the focus lies on the offer of the facility for the

expected market. The recommendations in the SWOT-matrix can be used to increase the

strengths and to decrease the weaknesses of the facility. This can guarantee the usage of

the facility by the residents.


§2.2.2 To what extent are the Manchester residents aware of the facilities of the

Manchester Sport and Leisure Trust?

It is necessary to know what the wants and needs are of the Mancunians according to

sport. If they do not know about the opportunities of the Manchester Sport and Leisure

Trust the usage will not become increased by creating product-market-combinations.

This question will be researched by the general attitude of the Mancunians according to

sport and the awareness of the Mancunians according to the facilities of the Manchester

Sport and Leisure Trust.

Research method

On the basis of a survey the knowledge about the attitude and awareness of the

Mancunians will become increased. About 200 residents of Manchester will be asked to fill

in the survey. This will happen on base of a snap check. These surveys will be handed

out in the supermarket ASDA. The Store Manager, Eastlands ASDA Karl Jones has given

permission for this. The survey will contain only multiple choice questions where people

have the opportunity to give additional information when the right answer is not

available. The respondents will be ‘chosen’ on basis of random selection. Every resident

in Manchester will have the same chance to be selected for this survey. The participants

will receive a voucher of a free gym induction of £11.99 at Sportcity Health & Fitness

Centre. The vouchers are offered by the Manchester Sport and Leisure Trust. (See

attachment 1. for the survey and attachment 2. for the vouchers.)


A survey is used to collect data of a large group. A large number of respondents are

necessary to make sure that your results are based on a representative group. The

surveys need to be filled in by ticking the right, in advance formulated, answers. There

has been chosen for multiple choice questions to facilitate the process of the surveys,

especially because of the number of respondents. A large number of respondents are

neededl for this research because it concerns the entire community of 475.000 people.

The number of 200 surveys is based on the snap check calculator of the company ‘Alles

over marktonderzoek’. ASDA, the location where the surveys will be handed out is the

largest supermarket in Manchester. Due to this it will attract a variety of residents of

Manchester. It is important for this research to ask various people to participate in this

survey. This survey will be handed out to residents on the basis of random selection;

everybody has the same chance to fill in a survey. Stratification will not be necessary for

this research, because of the fact that the results are based on the entire population and

not on specific strata. The vouchers will make it more attractive for people to participate

in this survey and at the same time it is a way to attract people to use and discover one

of the facilities.

Process data

The outcome of the surveys will be typed in, using an online survey tool, named Thesis

Tools. The output of this process is a document with datasheets, which can be opened

with the used statistics software named SPSS. By using SPSS data variables can be

correlated.

The effect of the marketing communication on the customers will be measured on the

basis of the AIDA-model. This model (figure 3) will show to what extent the Mancunians

are aware of the facilities and to what extend they decide to finally use the possibilities.


Attention will show that people are aware of the

possibilities of the Manchester Sport and Leisure

Trust.

Interest shows that people need to feel attracted

to the facilities.

Desire means that people are thinking about

using the facilities.

Action means that people use the facilities.

The survey will show where the Mancunians

belong to.

Result of research

This survey will show to what extend the Mancunians are interested in sports and to what

extend people are familiar with the possibilities of the nineteen facilities of The

Manchester Sport and Leisure Trust. This will be useful to formulate in which way the

usage of the facilities can become increased.

§2.2.3 Which marketing (communication) strategies can contribute to a strengthened

position of the Manchester Sport and Leisure Trust?

It depends on the results of the survey to what extend new marketing strategies need to

be created. Nevertheless is it always useful to discover in which way marketing strategies

can be used in an organization like the Manchester Sport and Leisure Trust. By

developing the marketing strategy more people will become attracted to the facilities.

People will become informed about the new product-market-combinations on the basis of

marketing (communication). The products and services will be communicated to the

specific target group.

Research method

To discover various marketing (communication) strategies a literature study will be done.

By reading reports and books about marketing the possibilities will become clear. The

follow books will be used:

Sports Marketing - Matthew D. Shank

Sport Management - Hans Westerbeek, Russell Hoye,

Aaron Smith, Bob Stewart and

Matthew Nicholson

Sportmarketing - Jolanda Colijn and Robert Kok

Strategische marketingplanning - Karel Jan Alsem

Instrumenten voor strategisch - Ph.J. Gelderman

beleid

The content of these books will be outlined in the literature study. The most specific

subjects, which are of added value for this research, will be discussed in the results.


A literature study will increase the knowledge about the specific subject in an objective

way. By researching these books it will become more clear which strategy fits the best

Figure 4: AIDA-model (Marketingportaal)


into the policy of the Manchester Sport and Leisure Trust. It is a good way to chart which

possibilities are relevant for this organization.

Process data

The information of the books will be summarized in the chapter literature study. The

most relevant parts will be outlined in the chapter results. The literature study will also

make clear what is exactly meant by marketing and marketing communication.

Result of research

The result of this literature study will be possibilities on which ways marketing can

contribute to a strengthened position of the Manchester Sport and Leisure Trust.

§2.3 Reliability and validity

To make the research credible it is necessary that it is reliable and valid. A research is

reliable when, if you do the research repeatedly, receive the same results. A research is

valid when you research what you would like to know. You have to be sure that the

measurements of your research are valid and trustful.

The way how the quality of this research will be guaranteed will be explained in the

following phases. The reliability and validity of every sub question will be described.

§2.3.1 Reliability document research (sub question 1)

The knowledge of the background of the documents is necessary to make sure that the

information of the document research is reliable. The (website) document used to

describe the products of the facilities is created and updated by the Manchester Sport

and Leisure Trust. The website contains only facts about the offered services and

products.

The documents used to describe the markets of the facilities are all created by the

Manchester City Council or the Office for National Statistics. Their figures are based on a National survey and a local survey. These both organizations are reliable enough to use

their facts and figures.

§2.3.2 Reliability survey (sub question 2)

The results of a survey are reliable when you interview a representative group of the total population. For this survey will be interviewed about 200 people. This number of

respondents is based on the calculator of ‘Alles over marktonderzoek’. Hereby is assumed

of a reliability percentage of 95%, a mistake border of 7% and an estimated outcome of

50%.

A reliability percentage of 95% means that 5% of the answers will not be given if you do

the survey for a second time. A mistake border of 7% means that there is a possibility

that 7% of your outcomes are wrong. The estimated outcome of 50% means that every answer can be answered even. The result of this calculation of a population of 475000

people was 196 respondents. This means that 196 people need to full in the survey to

get a reliable result. There will be asked 200 inhabitants, in case that some of the

surveys went wrong.

§2.3.3 Reliability literature research (sub question 3)

There are a lot of sources which can be used to discover what kinds of marketing

(communication) strategies are possible for the Manchester Sport and Leisure Trust. If

you do literature research it is necessary to be critical of your sources. The sources used


for this research are all scientific documents. There are used a few different sources to

illuminate marketing and marketing communication from different point of views.

§2.3.4 Validity document research

During the document research the facts about the facilities and wards are the most important. Because specific information about the offer of the facilities and the usage of a

reliable website the description of the facilities will be valid. Also the descriptions of the

wards are valid, because specific information is used.

The document research is a valid research method, because only information linked to

the facilities and linked to create a description of the wards. The validity will be increased

by using documents created through the Manchester City Council and designed to

describe each ward.

§2.3.5 Validity survey

The questions in the survey are designed by the researcher. In this way it was possible

to design the survey on the basis of what was necessary to discover. It is multiple-choice

questions, whereby the respondents have the opportunity to add information or to give an answer which is not mentioned in the options. By giving some possible answers

people will be ‘pushed’ in various directions, but structured.

§2.3.6 Validity literature research There are many books about marketing, but it is necessary to use the information which

are necessary for this research project. This research method will be valid by researching

specific information about marketing communication strategies which can be useful for

the Manchester Sport and Leisure Trust.

(See attachment 3. for a time table)


3. Literature research

This chapter explains the way of interpret the main question and sub questions. Also the

literature study of marketing and marketing communication in general is outlined in this

chapter.

§3.1 Interpretation of the main question

The subject of this research is the usage of the nineteen facilities managed by the

Manchester Sport and Leisure Trust. This research is done by means of a main question.

§3.1.1 Manchester Sport and Leisure Trust The Manchester Sport and Leisure Trust are, as mentioned in chapter 1, an independent,

non-profit organization which gets financial support of the Manchester City Council. This

financial support is made out of the taxes of the residents of Manchester. For additional

information about the Manchester Sport and Leisure Trust see chapter 1.

§3.1.2 Facilities The facilities of the Manchester Sport and Leisure Trust are in total nineteen. These

facilities vary in their offer of leisure – and sport activities. They are all focused on the

entire community of Manchester. The facilities are located across Manchester.

§3.1.3 Optimized

In accordance with Shaun Brennan, commercial director Manchester Sport and Leisure

Trust are the facilities optimized by the residents of Manchester when there is full

occupancy and usage from open till close.

§3.1.4 Usage

The facilities are usable by each resident of Manchester. The existence of the facilities is

guaranteed by the paid taxes of the community. Nevertheless is usage and the incomes

out of usage important to exist as a facility.

§3.1.5 Residents of Manchester The facilities are meant for each resident of Manchester. There are in total 475.000

Mancunians. To attract as many residents as possible the offer of the various facilities is

of a wide range.


§3.2 Interpretation of the sub questions

The three different sub questions are to create solutions to discover in which ways the

usage can become increased. The sub questions are outlined in this phase.

§3.2.1 Product-market-combinations

The products offered by an organization or company focused on a specific target group is

a product-market-combination (pmc). The focus on a specific target group is a strategic

choice of needs of the customers which an organization would like to fulfill. (Smal, 2004)

By understanding of the product-market-combinations of the Manchester Sport and

Leisure Trust the offer (products) and target groups (markets) of the facility can be

analyzed.

§3.2.2 Awareness

In the second sub question it is all about the awareness of the several facilities.

Awareness is the number of people who know about the facilities. The awareness of a

facility can be happen spontaneous, like passing by, or by means of advertising. A high

percentage of awareness means a bigger chance that people really would use the facility.

(Alsem, 2005)

§3.2.3 Marketing

The third sub question is to discover which marketing strategies can contribute to a

strengthened position of the Manchester Sport and Leisure Trust.

Marketing is the focus on the necessities of the consumers. The instruments used to

focus on the necessities of the consumers are the price, product, place and promotion.

These all together is called the marketing mix (also personnel or staff can belong to this

marketing mix). With these ‘four p’s’ it is able to adapt your offer to the necessities of

the customer. (Colijn & Kok, 2007)


§3.2.4 Promotion

One of the aspects of the marketing mix is promotion, this is also called marketing

communication. Marketing communication is the strategy to communicate with your

customers/target group. Communication can be done in different ways as

advertisements, public relations efforts, sales promotions, personal selling and

sponsorships. The awareness becomes increased by using marketing communication

strategies. (Colijn & Kok, 2007) (Shank, 2005). For a more extensive description of

marketing communication see §3.3.

§3.3 Marketing communication

As mentioned in §3.2.4 marketing communication is one of the aspects of the marketing

mix. Marketing communication is according to Floor and Van Raaij to get in touch with

the trade/customers to act upon the attitude and knowledge into a marketing policy

favourable position. (Floor & Raaij, 1998). In the book ‘Sports Marketing; A strategic

perspective’ by Shank is mentioned that promotion of the marketing mix (marketing

communication) involves all forms of communication to consumers. (Shank, 2005)

These descriptions of marketing communication conclude in the definition of marketing

communication used in this research. Marketing communication is a promotional way to

communicate with your consumers to increase awareness, desire, interest and action.

The several ways of promotion are called the promotional mix elements. This consists of

advertising, personal selling, sales promotion, public relations and sponsorship. (Shank,

2005)

“Advertising is a form of one-way mass communication about a

product, service or idea. Personal selling is an interactive form

of interpersonal communication designed to build customer

relationships and produce sales or sports products, services or

ideas. Sales promotion is a short term incentives usually

designed to stimulate immediate demand for sports products or

services. Public relations is an evaluation of public attitudes,

identification of areas within the organization in which the

sports population may be interested. Sponsorship is investing

in a sport entity……..to support overall organizational

objectives, marketing goals and more specific promotional

objectives.” (Shank, 2005)

Alsem mentioned also in store communication, direct marketing communication and

promotions (sales promotion) as ways of marketing communication. (Alsem, 2005) Colijn

& Kok mention the same instruments as Alsem; advertisement, sales promotion, public

relations, direct marketing, personal selling and sponsorship. (Colijn & Kok, 2007)

§3.3.1 The motivation for marketing communication

There has been chosen to research the various marketing communication options,

because of the fact that this marketing strategy will achieve the most awareness and

engagement with the community of Manchester. The other aspects of the marketing mix

as price and place are curtained facts which will be hard to change. The facilities are

located on a certain location that will be difficult to change (place). The price of the


facilities is based on continuing of the existence of a facility not to make profit out of it;

in this way it will be also hard to change the price to increase the usage of the facilities.

Besides the promotion also the product/offer, another aspect of the marketing mix, will

be researched in this report by creating product-market-combinations.

§3.1.2 The working of marketing communication

Alsem mentioned in the book ‘Strategische marketing planning’ that their need to be

taken a few steps before you come to the enforcement of marketing communication. This

is the communication planning process. (Alsem, 2005) The authors of ‘Sportmarketing’

emphasize that marketing communication is used to effort an attitude change which will

be of benefit of the company/organization. (Colijn & Kok, 2007). The marketing

communication process counts two functions:

Marketing communication of sports; positioning and selling of an image through

several ways of marketing communication.

Marketing communication through sports; non-sport brands use forms of sports

by marketing communication to increase their brand value.

(Floor & Raaij, 1998)

The communication planning process consists of four stages which will conclude in the

marketing communication strategy. The four stages are according to Alsem, Colijn & Kok

and Shank;

Target market consideration; The communication target group of the message

needs to be determined. These are all the people who needs to become attracted

by the message. Are these the only people who already use the product/service or

is it meant for people who are not yet aware. (Strategic dimension) The relation

between the customer and the brand/product or service need to be kept in mind

by creating the target group. (Creative dimension). A users profile needs to be

designed to chart the target group. (Media dimension) (Alsem, 2005)

Select a proposition; The proposition is the unique selling point of your product. It

contains the core message of your campaign. The proposition results in a creative

concept, like a slogan. The proposition differs compared to the positioning,

because of the fact that the proposition is focused on the unique selling points of

the product and the positioning is focused on the unique selling point of the entire

brand/organization. (Cotton, 2004)

Create communication aims; What is the reason for your communication? What

would you like to reach by communicating? Communication aims need to be

SMART-formulated (specific, measurable, acceptable, realistic and time framed)

this is necessary to measure to what extent the communication aims are reached.

Communication aims are always focused on cognitive, affective or behavioral

level. (Colijn & Kok, 2007)

Developing of the promotional mix; As stated in §3.3 the promotional mix consists

of four elements. To complete the communication planning process a method of

the promotional mix need to be chosen. In figure four the methods of the

promotional mix are outlined.


Advertising Personal Selling

Sales Promotion

Public Relations

Sender’s control over

the

communication

Low High Moderate to low Moderate to low

Amount of

feedback

Little Much Little to

moderate

Little

Speed of

feedback

Delayed Immediate Varies Delayed

Direction of

message flow

One way Two way One way One way

Speed in

reaching large

audiences

Fast Slow Fast Typically Fast

Message

flexibility

None Customized None Some

Mode of

communication

Indirect and

impersonal

Direct and fact

to face

Usually indirect

and impersonal

Usually indirect

and impersonal

Figure 5: The Promotional Mix Elements (Shank, 2005)

The choice of promotional mix elements needs to be based on the communication group

and the communication aim. The most effective way needs to be considered.


4. Results

The outcomes of the researches are showed in chapter four, the results. The way of

showing the results depends on the kind of research. Some additional information about

the results will be described in the attachments.

§4.1 Facilities Manchester Sport and Leisure Trust

Nineteen facilities belong to the Manchester Sport and Leisure Trust. Every facility offers

varied products and services. The table below shows the possibilities in every facility.

(Manchester Sport and Leisure Trust, 2008)

Table 2: Facilities of the Manchester Sport and Leisure Trust

§4.1.1 Additional information

The activities for older people are like free swimming, swimming hours for over 50’s and

special work out classes for older people. The activities for children vary from holiday

activities to special toddlers and parents’ programs. (See attachment 4. for a more

detailed description of these facilities)


§4.2 The wards

The nineteen facilities are established in twelve wards across the city. Manchester counts

in total 32 different wards. The next tables show facts and figures of every ward where

the facilities are located compared to the Manchester average. (See attachment 5. until

12. for more information)

§4.2.1 Demography

Most of the residents of

Manchester are aged

between 15-29 years. In

Moston live relatively many

people of 65 years and over.

In Old Moat live relatively a

lot people in the age of 15-

29 years.

(Manchester City Council,

2008)

Table 3: Figures of the

demography

§4.2.2 Ethnicity and religion

Table 3: Ethnicities and religions = <0 ,5%

The majority is of a white ethnicity, followed by Pakistani, Black Africans and Chinese

residents. Most of the Manchester residents are Christian, Muslim or non-religious.

(Manchester City Council, 2005)


§4.2.3 Economic activity

With 17% of the ‘working-

age-population’ registered as

a student, Manchester is the

second biggest student city of

Europe. In Hulme live the

most students and in Moston

are the most residents

already retired. (Working-age-

population is 16-74 years) (Office

for National Statistics, 2004)

§4.2.4 Households

Almost a quarter of the

population lives on their own.

A quarter lives together with

children. In Hulme live almost

the half of the population

alone and in Ancoats &

Clayton live many lone

parents.

(Office for National Statistics,

2004)

Table 4: Economic activity

Table 5: Households


§4.2.5 Health

People in Crumpsall have the longest

life expectancy, with 78 years. In Old .

Moat live the healthiest residents.

(Manchester City Council, 2008)

(See attachment 18. for another table)

Table 6: Health


§4.3 Results survey

The survey is meant to discover to what extend the Mancunians are interested in sports.

The results are based on the answers of 200 respondents. The survey was handed out in

the ASDA supermarket nearby Sportcity.

The majority of the respondents were

female (59%) against 41% male

respondents.

Figure 6: Gender

The survey was hand out based on random

selection.

Every age had the same chance to be asked

to complete the survey. Most of the

respondents (35%) were between 22-34

years old, followed by the 35-49 years aged

respondents (23%). The smallest group was

the people aged younger than 16 years and

older than 70 years.

Figure 7: Age

Most of the respondents

live together with a partner

(37%) followed by living

together with partner and

child(ren) (26%). The

smallest group was the

respondents who live alone

with their child(ren) (4%).

The people who stated

‘other’ were mostly living

with their parents or

friends.

41%59%Male

Female

1%

20%

35%23%

10%10%

1%<16

16-21

22-34

35-49

50-59

60-69

70+

13%

37%

4%

26%

20%

Living alone

Together with partner

Alone with child(ren)

Together with partner and child(ren)

Other

Figure 8: Living situation


Of the respondents were the

majority a full-time employee

(58%). Only 2% was

unemployed, retired or stated

other. Due to the fact that the

surveys were handed out to the

customers and staff of the ASDA

the number of employees can be

explained.

Figure 9: Job status

More than a quarter of the

respondents as well sports more than

once a week (27%) are not physically

active at all (26%).

If the respondents

are physically

active they are

mostly participating

in gym and

swimming and also

cycling is a popular

way of be

physically active.

The popularity of

gymnastics, hockey

and cricket is very

low.

58%31%

2% 2% 5% 2%Full-time

Part-time

Unemployed

Retired

Student

Other

27%

19%

1%

9%18%

26%

More than once a week

Once a week

Once a fortnight

Once a month

Infrequently

I do not participate in sport

Figure 10: Participation in sports

0%

5%

10%

15%

20%

25%

Gym

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Foo

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Figure 11: Participation in specifc sports


0% 10% 20% 30% 40%

To stay healthy

To feel good

To lose weight

To relax

To meet other people

High performance competition

Other

The main reason for

people to be

physically active is

mostly for health

reasons (38%),

followed by losing

weight (22%). Only

4% is physical

active to perform at

a high level.

Of the respondents who do

participate in sports only 27% are

member of a sports association or

sports club. Almost three quarters

(73%) is an individual athlete.

The main reason for people to not

participate in sports is because of

limited time (18%). Another

popular reason is the price which

people have to pay to participate.

Figure 12: Reasons to be physical active

73%

27%

Yes

No

0% 5% 10% 15% 20%

Too Expensive

No Time

Current physical condition

Unsure of how I start

Other

Figure 13: Membership of a sports club or sports association

Figure 14: Reason why people do not participate in sports.


The respondents who

do watch sport are

mostly watching football

(58%) and athletics

(27%). Only 15% do not

watch sport at all

Figure 16: The awareness of the facilities

The 200 respondents are most aware of the Manchester Velodrome (82%) and the

Manchester Aquatics Centre (66%). They were (almost) not aware of the Arcadia Leisure

Centre (17%) and the Manchester Regional Hockey Centre (33%).

Figure 17: The usage of the facilities

The most used facilities by the respondents are the Manchester Velodrome (15%), the

Manchester Aquatics Centre (13%) and the Miles Platting Swimming Pools (8%). The

other facilities are used by less than 6% of the respondents.

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0%10%20%30%40%50%60%

Figure 15: Do people watch sport?


Figure 18: Reasons why people do not use the facilities

The reason why people do not use one of facilities is mostly because of the unawareness

of the facilities. Another reason is the fact that the facilities do not offer the desirable

facilities and activities. The Manchester Velodrome is mostly not used because of the fact

that it does not offer what they prefer. (Other means not physical active at all + usage)

Figure 19: The awareness of where to find information

Almost three quarters (69%) know where they can find information about the facilities.

The most mentioned places were internet and by telephone. Also 31% does not know

where they can find more information about the facilities. One of them wishes that there

was more information available.

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It is too expensive

It is too far away

It does not offer what I prefer

I do not know about it

31%

69%No

Yes


§4.4 Results literature research

As described in chapter 3, marketing communication is one of the elements of the

marketing mix (promotion). The promotional marketing mix elements are the ways to

express the message. The promotional mix elements are just about the instruments for

marketing communication.

§4.4.1 Advertisement

Alsem describes advertisement as a non-personal way of promoting your message on the

basis of an identified sponsor. (Alsem, 2005) Advertisement is in particular used to

inform and convince. (Colijn & Kok, 2007)

§4.4.2 Sales promotion

A temporarily benefit for the consumer is a sales promotion. A product/good or services

can be reduced in price or the product/good or services can become more with the same

price. Sales promotion is used to urge to take action. (Colijn & Kok, 2007)

§4.4.3 Public relations

To create goodwill and mutual understanding it is necessary to maintain the relations

with your interest groups. Public relations is used to inform people. (Colijn & Kok, 2007)

§4.4.4 Direct marketing

Marketing which is used to receive a structural, direct relation with your customers is

called direct marketing. It is mainly used to urge to take action. (Alsem, 2005)

§4.4.5 Personal selling

With a personal and interactive contact with your consumer, it is possible to react on the

decision. This makes it possible to convince your customer at the latest moment. (Colijn

& Kok, 2007)

§4.4.6 Sponsorship

To increase awareness and confirm your image sponsorship is the way of marketing

communication. It is mainly used to inform people and create interest. (Colijn & Kok,

2007)

§4.4.7 In store communication

In store communication contains the charisma of the company/shop. The attractiveness

of a company contributes to a higher awareness and interest of the customers. (Colijn &

Kok, 2007)

§4.4.8 The result of marketing communication

Marketing communication is used to cause a change in the attitude of people. Promotion

is focused on cognitive, affective or behavioural effects.

Cognitive effects are changes in the awareness and knowledge about the promoted good

or service. This is caused by advertisement, public relations and sponsorship.

Affective effects are changes in the attitude of the consumer towards the brand, good or

service. These people are aware of the possibility, but still not convinced. To focus on

affective changes advertisement, public relations and sponsorship will help.


Behavioural effects are focused on the visible behaviour of a consumer. Marketing

focused on behavioural effects are to persuade people to change one’s mind. Techniques

used to create behavioural effects are sales promotion, direct marketing and personal

selling. (Colijn & Kok, 2007)


5. Conclusion

The results of chapter four are analyzed in this chapter. This paragraph will give an

answer on the sub questions. The analyzes are done in different ways.

§5.1 Product-market-combinations

The Manchester Sport and Leisure Trust do not have specific product-market-

combinations (pmc’s). The products/services of the nineteen facilities are not based on

specific target (market) groups. (Except some toddler activities and swimming hours

based on older people.) In this way it is difficult to describe what the pmc’s of the

Manchester Sport and Leisure Trust are. To show what kind of possibilities there are for

each facility the products are compared with the markets.

The facilities are charted, purely, based on their offer. The markets of the facilities are

described in chapter 4. To combine the offer and the markets of the facilities the follow

SWOT-analyses will show in which way the products do or do not fit into the market.

These analyses are done for each facility.

The strengths, weaknesses, opportunities and threats are based on the services/products

offered by the various facilities and the figures of the wards where the facilities are

located. In the attachment will be a more expended analysis of the SWOT’s.

§5.1.1 Abraham Moss Leisure Centre

The Abraham Moss Leisure Centre is a facility with varied possibilities and is accessible

for every age. It is located in Crumpsall a ward with people over every age. There lives

relatively a high population of Pakistani. Most of the residents are Christian, Muslim or

Jewish. Unfortunately, none of the classes are based on their creeds, which can cause a

problem for participation. Most of the people in Crumpsall are economically active.

Residents are healthy and satisfied with their life. (See attachment 19 for more

information)

Abraham Moss Leisure Centre

Crumpsall

Opportunities

O1 = Over 60’s Swim Free

O2 = Varied ages

Threats

T1 = Religions

Strengths

S1 = Varied possibilities

S2 = Extensive opening hours

S3 = Different associations

Grow strategy

S1:O1

Over 60’s can swim for free.

Special packages will attract them

to get involved in more activities.

S2:O2

Adapt times on target groups.

S3:O2

Create different activities for

different ages.

Defence strategy

S1:S2:S3:T2

Through the different religions and

their rules specific activities need

to be organised.

Weaknesses

W1 = Few target group related

classes


W1:O1:O2

Over 60’s swim free, create work

out classes combined with the

swimming hours of over 60’s.

Problems

W1:T1

Seeing that different creeds

classes need to focus on different

religions.

Table 7: SWOT-analysis Abraham Moss Leisure Centre


§5.1.2 Arcadia Leisure Centre

Two squash courts and a multi-purpose sports hall are present in the Arcadia Leisure

Centre. It is the home base of the Roller Hockey Club. In Levenshulme, the location of

the ward, most people are aged 15-29 years. It is a mixed culture with different religions

and ethnicities. (See attachment 20. for more information)

Arcadia Leisure Centre

Levenshulme

Opportunities

O1 = People get on well together

O2 = High population of 15-29

years.

Threats

T1 = Religions

Strengths

S1 = Roller Hockey Club

S2 = Used by local schools/holiday

activities

Grow strategy

S1:O1:O2

Set up a roller hockey competition

focused on the 15-29 years age

category.

S2: O1:O2

Extension of usage by extra

(school) competitions.

Defence strategy

S1: T1

Due to different religions the Roller

Hockey Club needs to focus their

policy on varied creeds.

S2:T1

During school activities and holiday

activities the focus needs to be on

playing together with different

religions.

Weaknesses

W1 = Limited possibilities

W2 = No associations


W1:O1:O2

Involve residents to increase

possibilities

W2:O1:O2

People get on well together

increase involvement and create

new associations.

Problems

W1:T1

Due to different religions the

possibilities need to be expanded

to satisfied different creeds.

W2:T1

Associations focused on different

religions will increase the

involvement.

Table 8: SWOT-analysis Arcadia Leisure Centre

§5.1.3 Ardwick Leisure Centre

The Ardwick Leisure Centre is an indoor sports hall where the local community

participates in different ball sports and racket sports. Ardwick is known for its mixed

culture where many students live. (See attachment 21. for more information)

Ardwick Leisure Centre

Ardwick

Opportunities

O1 = Location

O2 = Lots of students

Threats

T1 = Religions

T2 = Students/financial situation

Strengths

S1 = Wide range of group sports

S2 = Opening hours

Grow strategy

S1:O1:O2

Student competitions to sport

together in a competitive, relaxed

environment besides their study

S2:O1:O2

Create activities based on target

group to attract as many residents

as possible.

Defence strategy

S1:S2:T1

Due to the different creeds focus

on specific activities gear to rules

of religion.

S2:T2

To attract students create

packages on off-peak hours for

reduction.

Weaknesses



W1:O1:O2

Promote the location of the facility

to attract associations to organise

activities for students

Problems

W1:T1

Due to different religions

associations need to become

attracted to guarantee sport

possibilities in relation to creeds.

W1:T2

Associations can make it cheaper

for students to participate.

Table 9: SWOT-analysis Ardwick Leisure Centre


§5.1.4 Belle Vue Leisure Centre

The Belle Vue Leisure Centre contains a few unique possibilities like a cricket academy

and multi-media conference. During the week it is used by the St. Peter High School

which causes limited accessibility. Gorton North, the location, counts many full-time

employees and relatively a high percentage of pensioners. (See attachment 22. for more

information)

Bellevue Leisure Centre

Gorton North

Opportunities

O1 = Mixed population

O2 = Wide population of

pensioners

Threats

T1 = A lot full-time employees

Strengths

S1 = Unique possibilities


Grow strategy

S1:S2:O1

Expand possibilities by involving

the population

S2:O2

Create possibilities for pensioners

based on their needs

Defence strategy

S1:S2:T1

Point out the unique and varied

possibilities to attract the

employees after work and organise

short, effective workout programs.

Weaknesses

W1 = Accessibility

W2 = No age group/ target group

related activities


W1:W2:O1:O2

Research needs to organise

specific age group/target group

related activities on popular times.

Problems

W1:W2:T1

Seeing that a lot employees live in

this area. The accessibility and

activities need to be improved to

attract people with limited time.

Table 10: SWOT-analysis Bellevue Leisure Centre

§5.1.5 Broadway Leisure Centre The Broadway Leisure Centre is especially focused on children activities. It contains a

health and fitness suite together with a 25-meter swimming pool. Moston is known for its

high percentage of Chinese residents and a relatively high percentage of pensioners.

Unfortunately, the inhabitants do not get on well together. (See attachment 23. for more

information)

Broadway Leisure Centre

Moston

Opportunities

O1 = Chinese population

O2 = many older people who are

already retired.

Threats

T1 = People do not get on well

together.

Strengths

S1 = Wide range of opportunities

S2 = Children focused activities

Grow strategy

S1:S2O1

There are different opportunities

so create activities popular by

Chinese population.

S2:O2

Organise activities for older people

on non-popular children times.

Defence strategy

S1:S2:T1

Because of people do not get on

well together use different

opportunities optimal to keep

everybody satisfied.

Weaknesses

W1 = The absent of work out

classes/work out studio


W1:O1:O2

Due to a high concentration of

Chinese people and retired people

attract this people to organise

aimed activities.

Problems

W1:T1

Because people do not get on well

together, work out classes can

help to bring different people

together.

Table 11: SWOT-analysis Bellevue Leisure Centre


§5.1.6 Chorlton Leisure Centre

In this multi-functional sports centre different sport programmes are created. Recently it

has undergone a modernization of various facilities. Chorlton is a difficult ward to

succeed, because of the high percentage of full-time employees and the variety of

people. On the other hand, there is a high percentage of same aged people and people

get on well together. (See attachment 24. for more information)

Chorlton Leisure Centre

Chorlton

Opportunities

O1 = 30-44 years


O3 = Healthy/satisfied population.

Threats

T1 = Religions/Ethnicities

T2 = A lot of full-time employees

Strengths

S1 = Modernized

S2 = Containing different

possibilities

Grow strategy

S1:O1

Attract the target group by

promoting modernized

possibilities.

S2:O1:O2:O3

Organise (group) activities to give

people the opportunity to fulfil

various motives to participate in

sport.

Defence strategy

S1:T1

Clear descriptions and

explanations to increase the return

on investment of different

ethnicities and religions.

S2:T2

Create specific sport programmes

for people with few time.

Weaknesses

W1 = Few associations


W1:O1:O2:O3

Due to the fact that people get on

well together and that there is a

specific age group attract more

associations.

Problems

W1:T1:T2

Attract associations to create a

wide range of target group related

activities.

Table 12: SWOT-analysis Chorlton Leisure Centre

§5.1.7 Levenshulme Swimming Pools

The Levenshulme Swimming Pools are known for its swimming opportunities, but it offers

also a weight room, health suite and massage area. It has the opportunity to work

together, but the different religions and creeds can be a problem in this swimming

facility. (See attachment 25. for more information)

Levenshulme Swimming Pools

Levenshulme

Opportunities

O1 = Arcadia Leisure Centre

Threats

T1 = Religions

Strengths

S1 = Target group aimed classes

S2 = Well known for years

Grow strategy

S1:S2:O1

Expand the possibilities of both

centres to combine the

opportunities. (packages,

marketing)

Defence strategy

S1:S2:T1

Because of the fact that there are

so many different religions and

creeds special classes need to be

created.

Weaknesses

W1 = Limited opening times

weekends


W1:O1

Gear opening hours to Arcadia

Leisure Centre to make sure

residents can optimal use the

facilities.

Problems

W1:T1

Due to the variety in the

population opening times need to

be expanded.

Table 13: SWOT-analysis Levenshulme Swimming Pools


§5.1.8 Manchester Aquatics Centre

The Manchester Aquatics Centre is located in Ardwick surrounded by the Manchester

University. It contains unique facilities such as a 50-meter pool and a diving platform.

The variety in the population of Ardwick is a fact, which needs to get more attention.

(See attachment 26. for more information)

Manchester Aquatics Centre

Ardwick

Opportunities

O1 = Lots of students (15-29

years)

O2 = Location

Threats

T1= Mixed culture

T2 = Single persons

Strengths

S1 = Variety of mixed leisure

(unique)

S2 = Wide range of opening hours

S3 = Specific associations (Male

Muslim Swim Club)

Grow strategy

S1:S2:O1:O2

Give students the opportunity to

sport with reduction on off-peak

hours.

S3:O1:O2

Fortify the offer of associations to

involve students.

Defence strategy

S1:S2:S3:T1

Due to a mixed culture with mixed

creeds, activities/classes/opening

hours need to be scheduled based

on different ways of life.

S1:S2:S3:T2

Their live a lot of people on their

own so they are probably looking

for company. More group activities

need to be organised to increase

the social motive to participate.

Weaknesses

W1 = Work out classes not based

on older people


W1:O1:O2

Involve students to organise

activities for older people by

promoting the unique facility and

creating work out classes for

seniors.

Problems

W1:T1:T2

Seeing that there live many

different people on their own and

there are no specific classes for

older people, offer need to be

more specialised.

Table 14: SWOT-analysis Manchester Aquatics Centre

§5.1.9 Manchester National Squash Centre The Manchester National Squash Centre is located at Sportcity. The squash courts are

used for racket ball as well. The ward Bradford, the location of the centre, counts many

permanently sick/disabled people and a high population of Chinese. (See attachment 27.

for more information)

Manchester National Squash

Centre

Bradford

Opportunities

O1 = Wide population of Chinese

O2 = High population of 45 years

and over

Threats

T1 = High percentage of

permanently sick/disabled

Strengths

S1 = Modern facility

S2 = Used for squash and racket

ball

Grow strategy

S1:S2:O1

Extend possibilities to attract also

the Chinese population like table

tennis or organize special lessons

for this ethnicity.

S2:O2

Extend offer of lessons to increase

the accessibility to participate.

Defence strategy

S1:S2:T1

Because of a high percentage of

permanently sick/disabled people

low impact lessons can help to

attract this people as well. The

modern possibilities will make it

accessible for wheelchair riders.

Weaknesses

W1 = Nothing for children

W2 = Just a few organised

activities


W1:O2

Involve pensioners to organise

activities for children.

W2:O1

To attract different ethnicities

organise more activities.

Problems

W1:W2:T1

More organised activities need to

improve the accessibility for

different target groups.

Table 15: SWOT-analysis Manchester National Squash Centre


§5.1.10 Manchester Regional Arena

The Manchester Regional Arena is used for athletics and holiday activities for children. In

addition, the Manchester City reserves team plays at the Manchester Regional Arena.

Also, the Manchester Regional Arena is located at Sportcity. Bradford is known for its

high population of Chinese residents. Many people in this ward are permanently

sick/disabled. (See attachment 28. for more information)

Manchester Regional Arena

Bradford

Opportunities



and over

Threats



Strengths

S1 = Indoor and outdoor facility

S2 = Multi-functional possibilities

Grow strategy

S1:S2:O1:O2

Extend equipment/program to

attract a new target group.

Defence strategy

S1:S2:T1

Because of the fact that a high

percentage of the population has

physical problems; the building

can be optimal used by organising

special activities for this group.

Weaknesses

W1 = Accessibility


W1:O1:O2

Because of the fact that there live

many Chinese and older people,

increase accessibility by organising

activities.

Problems

W1:T1

Accessibility needs to be improved

to attract more people by creating

different sport programs.

Table 16: SWOT-analysis Manchester Regional Arena

§5.1.11 Manchester Regional Gymnastics Centre

The Manchester Regional Gymnastics Centre is unique, because it contains extensive

equipment. It organises many activities for children, but is located in an area where

many ‘older’ people live. (See attachment 29. for more information)

Manchester Regional Gymnastics

Centre

Gorton North

Opportunities

O1 = Lots of 45 year aged and

over

Threats

T1 = Different ethnicities

Strengths

S1 = Unique in its kind

S2 = Kids programs

Grow strategy

S1:S2:O1

Extend activities program based on

target groups like gymnastics for

older people. Organise activities

for parents when their kids are

playing as well.

Defence strategy

S1:S2:T1

Because of the different ethnicities

programs need to be extend to

give different people the possibility

to participate.

Weaknesses

W1 = Limited opening hours

W2 =Limited usage


W1:W2:O1

Create activities in the morning to

attract older people and to extend

usage of the facility.

Problems

W1:W2:T1

The accessibility is limited so it will

be harder to attract different kind

of people. By increasing the

opening hours and programs more

people will feel attracted.

Table 17: SWOT-analysis Manchester Regional Gymnastics Centre


§5.1.12 Manchester Regional Hockey Centre

The Manchester Regional Hockey Centre is unique, because of its outdoor hockey pitches.

Together with cooperation with the Belle Vue Leisure Centre causes for an optimal offer.

The accessibility of the hockey pitches is very difficult. This unique centre, with many

activities for young people, counts a lot of 45 years and over aged people in environment

mixed with cultures. (See attachment 30. for more information)

Manchester Regional Hockey

Centre

Gorton North

Opportunities


over

Threats


Strengths

S1 = Unique facility

S2 = Cooperation Belle Vue

Leisure Centre

Grow strategy

S1:S2:O1

Extend activities by creating

hockey activities based on the

needs of older residents to attract

them as well.

Defence strategy

S1:S2:T1

Due to different ethnicities with

different habits specific activities

need to be organized to attract

different kind of people.

Weaknesses

W1 = Accessibility


W1:O1

Create opportunities for older

residents to increase accessibility

by organising activities.

Problems

W1:T1

Accessibility needs to be improved

by extra opportunities to attract

also other ethnicities.

Table 18: SWOT-analysis Manchester Regional Hockey Centre

§5.1.13 Manchester Regional Tennis Centre

The Manchester Regional Tennis Centre is unique. A facility where people can participate

with different weather conditions; inside and outside. In this area live a lot of lone

parents, permanently sick/disabled people and different religions. (See attachment 31.

for more information)

Manchester Regional Tennis Centre

Ancoats & Clayton

Opportunities

O1 = A lot of lone parents

Threats

T1 = Different religions

T2 = Permanently sick/disabled

Strengths


S2 = Usable all year round

S3 = Easy access

Grow strategy

S1:S2:S3:O1

Create hours for lone parents to

play tennis while somebody takes

care over their kids to attract them

as well.

Defence strategy

S1:S2:S3:T1

Due to different religions activities

to attract them as well need to be

organized, keep in mind different

creeds.

S1:S2:S3:T2

Offer tennis activities on a lower

impact level and make this easier

with softer balls to attract people

with a physical problem as well.

Weaknesses

W1 = Limited opportunities


W1:O1

Increase opportunities to create

activities for parents and children

together.

Problems

W1:T1:T2

The opportunities need to be

extended to involve also other

ethnicities. There will be attracted

less people if the possibilities are

limited.

Table 19: SWOT-analysis Manchester Regional Tennis Centre


§5.1.14 Manchester Velodrome

The Manchester Velodrome is a facility where people can cycle on a track. It is one of the

three Velodrome’s in England. Besides track cycling also playing netball, badminton or

basketball are possible. The Manchester Velodrome needs to operate wider

(regional/national) than the other facilities. (See attachment 32. for more information)

Manchester Velodrome

Ancoats & Clayton

Opportunities

O1 = Local community schools

Threats


Strengths

S1 = Unique in its kind/different

possibilities

S2 = National popular

Grow strategy

S1:S2:O1

Organise school competitions to

attract children to participate in

sport/cycling.

Defence strategy

S1:S2:T1

Because of different ethnicities

with different habits some

ethnicities will be excluded. By

organising more target group,

related activities more ethnicities

will feel attracted.

Weaknesses

W1 = Can not fulfil all the requests

W2 = Misuse of programs


W1:W2:O1

Make sure that the intended

people participate in the programs

so that the circulation goes more

fluently. On this way, also other

groups can join the track.

Problems

W1:W2:T1

The accessibility for different

ethnicities need to be improved by

organizing more programs and by

aggravate the conditions to take

part in the different programs.

Table 20: SWOT-analysis Manchester Velodrome

§5.1.15 Miles Platting Swimming Pools

The core business of the Miles Platting Swimming Pools is the swimming facilities, besides

this there is also a small fitness suite. In the ward Miles Platting and Newton Heath live

relatively a lot of people aged 45 years and over. (See attachment 33. for more

information)

Miles Platting Swimming Pools

Miles Platting and Newton Heath

Opportunities

O1 = Lot of older people

Threats

T1 = High population of lone

parents

Strengths

S1 = Attendance of associations

S2 = Package membership

(fitness+swimming)

Grow strategy

S1:S2:O1

Increase participation of older

people by scheduling combination

activities on off-peak hours.

Defence strategy

S1:S2:T1

A nursery gives lone parents the

opportunity to sport, while their

kids are playing under

accompanying.

Weaknesses


weekend

W2 = Limited fitness facilities


W1:W2:O1

Organise fitness group activities to

optimise the usage of the fitness

suite.

Problems

W1:W2:T1

Extend opening hours in the

weekends and organise child-

parents activities.

Table 21: SWOT-analysis Miles Platting Swimming Pools


§5.1.16 Withington Leisure Centre

A work-out studio, a swimming pool and a fitness suite contain the Withington Leisure

Centre. The centre is located in Old Moat, a ward where live a lot of different cultures and

students, but where people get on well together. (See attachment 34. for more

information)

Withington Leisure Centre

Old Moat

Opportunities



O3 = People are healthy (pay

attention on their life style)

Threats

T1 = Variety of cultures

Strengths

S1 = Range of facilities and

activities

S2 = Opening hours

Grow strategy

S1:O1:O3

Because of a positive attitude of

the residents they will feel

attracted by the several

opportunities of the centre.

S2:O1:O2

The wide opening hours will attract

different kind of people throughout

the day. A reduction for students

on off-peak hours will attract

them.

Defence strategy

S1:S2:T1

Because of the different

possibilities several cultures will

feel attracted by the centre. To

attract more cultures activities

need to reckon with different

creeds and habits.

Weaknesses

W1 = No target group related

classes


W1:O1:O2:O3

Take wide target groups to specify

programs, but because of the fact

people get on well together a wide

range of target groups will be

enough.

Problems

W1:T1

Because of the absence of specific

classes some cultures will not be

able to participate in the classes.

More creed specified programs will

attract more cultures.

Table 22: SWOT-analysis Withington Leisure Centre

§5.1.17 North City Family and Fitness Centre The North City Family and Fitness Centre are surrounded by different ‘daily-used’

companies, that increases the publicity. It contains a wide range of equipment and offers

a wide range of activities. The obstacles for different ethnicities and disabled people need

to be decreased in Harphurhey. (See attachment 35. for more information)

North City Family and Fitness

Centre

Harpurhey

Opportunities

O1 = Location close to other

facilities

Threats

T1 = Ethnicities


population permanently

sick/disabled

Strengths

S1 = Equipment/wide range of

offer

S2 = Target group related classes

Grow strategy

S1:S2:O1

Attract more residents by working

together with the nearby

companies and advertise with wide

range of offer.

Defence strategy

S1:T2

A lot of residents have physical

problems. To attract this people

create work out programs.

S2:T1

The target group related classes

need to keep different habits in

mind.

Weaknesses



W1:O1

Attract associations to involve in

centre by promoting the perfect

location.

Problems

W1:T1:T2

Increase accessibility by attracting

associations for different

ethnicities and groups.

Table 23: SWOT-analysis North City Family and Fitness Centre


§5.1.18 Ten Acres Leisure Centre

In Miles Platting & Newton Heath is, besides the Miles Platting Swimming Pools, also the

Ten Acres Leisure Centre located. This centre is known for its group activities like

football, hockey and basketball. In Miles Platting & Newton Heath live a lot older people

and a lot of lone parents. This needs to be kept in mind when producing schedules. (See

attachment 36. for more information)

Ten Acres Leisure Centre

Miles Platting & Newton Heath

Opportunities


Threats

T1 = A lot of older people

Strengths

S1 = A lot of associations

Grow strategy

S1:O1

Special activities after school hours

will attract children who live with

only one parent. While the parent

works, somebody takes care over

the child.

Defence strategy

S1:T1

Activities in the morning focussed

on older people will attract another

target group.

Weaknesses

W1 = Accessibility



W1:W2:O1

Extension of the opening hours in

the weekends makes it more

accessible for lone parents to let

their children participate in an

activity or to play together.

Problems

W1:W2:T1

Extension of the possibilities will

attract older people as well to

participate in a group activity.

Table 24: SWOT-analysis Ten Acres Leisure Centre

§5.1.19 Moss Side Leisure Centre

The Moss Side Leisure Centre offers a lot of different activities. It is located in Hulme,

where a lot of students live. (See attachment 37. for more information)

Moss Side Leisure Centre

Hulme

Opportunities

O1 = Students

O2 = A lot of singles

Threats

T1 = Religion

Strengths

S1 = Associations

S2 = Offer of activities

Grow strategy

S1:S2:O1:O2

The wide range of activities will

attract different people. Special

student hours/reduction and

student group activities will fulfil

the social need of this group.

Defence strategy

S1:S2:T1

Due to different religions the offer

needs to be based on the needs

and habits of different ways of life.

Weaknesses

W1 = Limited work out classes


W1:O1:O2

Because of the many single living

students their social needs need to

be fulfilled by extension of the

work out classes.

Problems

W1:T1


religions needs to be improved by

work out classes that fit to their

creeds.

Table 25: SWOT-analysis Moss Side Leisure Centre


§5.2 Analysis SWOT-matrix

The SWOT-analysis result in different strategies (possible pmc’s), which can be of added

value for the several facilities. Several strategies are usable in different facilities. In this

phase, the different strategies will be explicated.

§5.2.1 Grow strategy

Grow is possible in four different ways so Ansoff (1957). These possibilities are of

consequence of these SWOT-analyses.

Existing products New Products

Existing

market

New market

By analysing the different facilities several times, the same possibilities stand out.

In facilities where swimming pools as well as fitness suite are present, none of them tries

to attract people over 60’s to participate in fitness, where they can swim for free.

Combinations packages and programs will attract older people to combine a fitness work

out with a swim session. (Market development)

All the facilities with a workout studio offer different kind of classes. These classes are

usually not based on different age groups. By classes focused on different ages, also

older people will feel attracted to participate on their own level. (Market development)

Due to the taxes paid by the residents, the facilities need to try to attract as many

residents as possible. By organizing school competitions/student competitions in multi-

functional facilities, the usage can be improved. At the same time, the awareness of the

facilities becomes improved. (Diversification)

By organizing activities focused on a specific target group like, student and older people

the attendance of groups can be influenced. Create activities for older people in the

morning, attract people on off-peak hours with reduction and schedule student group

activities so that they can play sport together. (Diversification)

Market penetrationExisting products expanding on existing

market

Product developmentA new product on an existing market

Market developmentExpanding of the market with an existing

product

DiversificationNew products on new markets

Growstrategy

Figure 20: Ansoff-matrix Grow strategy on four different ways (Colijn & Kok, 2007)


Another opportunity is to extend facilities with a nursery, in this way the accessibility for

parents will be improved. The offer of child focused activities after school will give lone

parents the opportunity to work while their children play sports.

Some facilities are able to attract more people by cooperation with the nearby

companies, like vouchers in supermarkets and combination tickets for different

possibilities. (Product Development)

The extension of programmes can be made by involving pensioners. A possibility is to

attract them to organise activities/lessons in exchange for free sporting opportunities. In

this way the programme can be extend, more people can be reached and the pensioners

have something to do and they can do sport for free. (Product development)

§5.2.2 Defense strategy

In Manchester are a lot of different ethnicities and religions. The different ethnicities have

different needs. For example, Chinese people feel attracted by table tennis activities, but

none of the facilities offers this. Some wards have a high population of Chinese people

and the facilities will be able to offer table tennis. In this way, a new target group will

feel attractive. The facilities need to base their activities on the needs of the population.

In some religions, women are not allowed to do sport together with men or they have

clothing regulations that discourage them to participate in a (sports) activity. The

facilities need to offer possibilities for these religions to attract them ass well.

In some wards, there live relatively a high percentage of permanently sick/disabled

people. To involve them in the community special work out programmes can be of

benefit. This will increase the usage of the facility.

In other wards, there live relatively many lone parents. By offering childcare parents will

be able to sport. The costs of a childcare can be reduced by offering these on specific

hours or to work together with nearby located companies.

A threat for some wards is that people work a lot. The danger of this is that people do

not have enough energy and/or time to sport after work. By offering, short, effective

workout programmes, which are focused on people who do not prefer to do sport the

accessibility for some people, will be improved.

§5.2.3 Improvement strategy Most of the facilities are offering activities without knowing the needs of the customers.

By involving, the residents programmes can be more based on the needs of the potential

customers. The involvement of students and pensioners can be of benefit by organising

classes. It can be an internship for a student or pastime for a pensioner.

This counts also for the associations. In some facilities are missing associations, which

can fulfil the needs of customers, like religion-focused associations. Only the associations

are able to offer programs.

People aged over 60’s are able to swim for free, but in this way it is less attractive to

participate in fitness and other sport activities as well, due to the fact that they have to

pay for this. By creating a combination programme of fitness and swimming, the

attractiveness will be increased.

§5.2.4 Problems

Some facilities are not optimized due to the presence of limited numbers of associations.

The importance of associations is underestimated by the facilities. Different associations

will increase the usage, awareness and needs of the residents. There are only a few


facilities that offer activities based on different religions. The absence of associations

causes limited opening hours and limited fulfilment.

More associations will be able to offer more activities and to base their offer on different

creeds. The limited opening hours can make it difficult for full time employers to join one

of the facilities.

The facilities need to focus more on the needs of their customers to optimise the usage

of every facility.

§5.2.5 The product-market-combinations summarized The Manchester Sport and Leisure Trust do not have specific product-market-

combinations. The offer is mainly not based on specific groups, but accessible for

everyone. To show what kind of product-market-combinations are possible, the offer of

the facilities are compared with the markets of the facility.

The SWOT-analysis show to what extent the current offer is based on the target group

and in which way this can become increased. Product-market-combinations will make the

access to participate in one of the facilities easier for customers. The quality of the offer

will become increased by pmc’s due to the more specified programs.

§5.3 The Mancunians in relation to sport

The survey is meant to chart to what extent the Mancunians are aware of the nineteen

facilities and to what extend they use the facilities. Based on analyzes of the results it is

possible to chart the Mancunians according to sports.

§5.3.1 The respondents charted The respondents were mainly women. This was expected, because of the fact that the

surveys were handed out in a supermarket on a weekday. This will not disrupt the

research.

Most respondents were aged between 22 – 49 years (58%), also the Mancunians across

the city aged between 22 – 49 years are in a majority (55%). Most of the respondents do

live with their partner or with their partner and their child(ren) (50%) this is

proportionally a high percentage compared to the percentage of the entire city of 35%.

A high percentage of the respondents do work full-time or part-time (89%). Only 42% of

the entire population of Manchester do work full-time or part-time. This percentage is

explainable based on the location where the surveys are handed out. In ASDA the staff

members were asked to complete a survey.

§5.3.2 Mancunians and physical activity Almost the half of the respondents are regularly, (at least once a week), physically active

(46%), only 27% of the respondents who is an active member of a sports club or sports

association and almost 90% of the respondents watch sport in a stadium or on television.

The main reason for the respondents to be physically active is for healthy reasons. The

most popular sports to participate in are gym and swimming. The most popular sport to

watch on television is football.

Of the respondents at least 44% are never physically active or infrequently. No time

available, is a common reason why people are not physically active at all (17%).


That 44% is not physical active at all means that there is still a wide market for the

Manchester Sport and Leisure Trust who they can try to attract to the facilities. Because

of the fact that ‘no time available’ is a common reason for people activities, classes and

programs needs to focus on this.

§5.3.3 Awareness of the facilities

The facilities are focused on everyone in the community. Besides this, also the residents

pay council tax for the facilities. The facilities cannot continue without this financial

contribution of the Manchester Council.

The awareness of a facility contributes to a higher number of usages. The facilities of

the Manchester Sport and Leisure Trust are not well known in the community. Of the

nineteen different facilities, eleven of them are only known by less than 40% of the

community. This is a conspicuous fact especially because of the fact that these facilities

are focussing on everybody in the community.

The AIDA-model is used to show what the effect is of marketing on the target group. At

this moment the most Mancunians are not even in the ‘attention/aware’ stage.

Figure 22: The AIDA-model based on the Figure 23: The AIDA-model based on

Manchester Velodrome the Arcadia Leisure Centre

Figure 21: AIDA-model of Strong

(Marketingportaal)


Figure 21 depicts the awareness, interest, desire and action stages of the Manchester

Velodrome. The awareness of the Manchester Velodrome is pretty good, due to big

international events held in this venue. Only 11% uses the facility, but there are still a

number of residents 15% who are interested in this venue, but who still are in the

interest or desire stage. By focusing on the 11% of the people who are still interested the

usage can become increased. The figure of 11% is based on the people who knew about

the facility, but did not use the facility because of several reasons. These reasons were; it

is too far away, it is too expensive or the usage of the same facility somewhere else. The

reason, does not offer what I prefer has not been calculated in this number, because of

the fact that these people are not interested at all.

As is shown in figure 22 the stages of the AIDA-model focused on the Arcadia Leisure

Centre, the most unaware facility. The awareness of this facility is pretty low, only 11%

knows about the facility. The facility has only been used by 1% of the respondents. For

the Arcadia Leisure Centre are also 16% of the people in the interest or desire stage.

This can be a new target group to attract by focusing on their wants and needs.

The awareness of the facilities need to become increased to increase the usage and to

fulfill the wants and needs of the Manchester residents. Communication aims needs to

focus on increasing awareness of the several facilities.

§5.3.4 Usage of the facilities

The usage of the facilities depends especially on the awareness of the facilities. As

showed in figure 16 the Manchester Velodrome and the Manchester Aquatics Centre are

the most used facilities, but also the most aware facilities (figure 15) The usage of the

facilities is obviously connected with the awareness of the facilities. These graphics show

that the awareness of a facility is necessary to exist.

The most common reason for not participating in one of the facilities is, besides the

awareness about the facilities that the facilities do not offer what the residents prefer.

This can be called conspicuous due to the multifunctional options in the facilities. Out of

the survey can be conclude that the awareness and the usage can become increased by

offering services and products based on the wants and needs of the customers.

§5.3.5 The awareness of the facilities summarized

The awareness of the facilities is low. Most of the facilities are only known by less than

40%. The survey showed that the facilities are mostly not used, because people do not

know about the possibility. The attention of the facilities need to become increased to

increase the number of people who use the facility.

The research of the attitude of the Mancunians according to sport showed that more than

the half (53%) is not regularly physical active. This can be a good reason why the

awareness of the facilities is low, people are not interested in being active at all.

§5.4 Marketing communication based on the Manchester Sport and Leisure Trust

The usage of the nineteen facilities needs to become increased. To urge people on to

participation in one of the facilities first of all the awareness (cognitive) needs to become

increased. The most effective ways for marketing communication is for the Manchester

Sport and Leisure Trust by advertisement, public relations and sponsorship. Because

these ways of marketing communication are focussed on increasing awareness. As the


awareness has become increased, it is necessary to focus on increasing usage. This will

be possible on the basis of sales promotion, direct marketing and personal selling.

Seeing figure 4 advertising would be the best way for the Manchester Sport and Leisure

Trust to increase awareness of the nineteen facilities. Advertising makes it possible to

inform a wide range of the community about the facilities. This in combination with sales

promotional activities would attract people to visit one of the facilities.

To create the marketing communication strategy the target group needs to be

considered. Who do the Manchester Sport and Leisure Trust try to attract? Due to the

fact that everybody pays for the facilities, the focus will be on every resident of

Manchester.

With the advertising across the entire city, the corporate identity of the nineteen facilities

needs to become cleared. The facilities are meant for everybody, irrespective of age,

gender, ethnicity or religion. This needs to be interwoven with the message of the

advertising.

Message: Try one of the nineteen facilities managed by the Manchester Sport and Leisure

Trust.

Positioning: The Manchester Sport and Leisure Trust is meant for everybody.

Target group: All the residents of Manchester.

Promotional mix element: Advertisement

Sales promotional activities would make it more attractive for people to act on the basis

of the advertisement. These sales promotional activities need to differ from each facility.

Due to the fact that each facility has something different to offer and tries to attract

other target groups. A sales promotional activity can be a free gift/merchandising in each

facility. Communicate this on the advertisements.

§5.4.1 The marketing (communication) strategies summarized

The literature study showed that a type of marketing communication will be a good way

to increase the awareness and usage of the facilities. Especially, advertisement and sales

promotional activities will be of benefit to reach these goals.

A strengthened position of the Manchester Sport and Leisure Trust will happen when the

awareness and the usage of the facilities become increased. This will make the existence

of the facilities reliable.


6. Recommendations

This research focuses on the usage and awareness of the facilities managed by the

Manchester Sport and Leisure Trust. The sub questions result, all together, in

recommendations to increase the usage of the nineteen different facilities. This chapter

outlines the recommendations based on the results and conclusions of the sub questions.

First of all, it is important to summarize in which ways the facilities can become

optimized by the residents of Manchester (main question). These suggestions are based

on chapter 5.

The nineteen facilities of the Manchester Sport and Leisure Trust can become optimized

by increasing the awareness of the facilities, creating target group related activities and

review the current offer of the facilities.

The suggestions are outlined below and show in which way this will be reliable.

§6.1 Review the offer of the facilities

Research to what extent the facilities currently do fulfil the wants and needs of the

environment. Are the customers satisfied with the possibilities of each facility or do they

miss services? It is necessary that the offer is satisfying the residents of the ward

wherein the facility is located, because the facilities are there for the residents. Because

of the fact that the current offer is not focused on specific target groups there will be a

possibility that the facility does not fulfil the wants and needs of its customers.

§6.2 Create product-market-combinations

The facilities are not offering their services based on the residents of the ward. In this

report, the wards are charted. By using these figures, it will be possible to base the offer

on the residents with different ages, ethnicities and religions. The facilities need to offer

activities, which are interesting for every resident of the ward, due to the fact that the

Manchester Sport and Leisure Trust is focused on every resident of Manchester.

By creating product-market-combinations - products focused on a specific group/market

- the quality of the products become increased. This is, because the offer can be based

on a more specific group. Workout-classes, lessons and activities will be attended by

people who feel attracted to belong to this ‘target group’.

Product-market-combinations make it possible to base the offer on the wants and needs

of the residents. For example 50+activities; special workout programs for people who

have limited time to sport and activities for people with different religions and creeds.

This will make the facilities accessible for a wider range of people.

In some wards, a high percentage of people are permanently sick or disabled. Especially

for a lot of these people, it is important to stay active. By creating product-market-

combinations, activities for this group can be designed too.

By creating product-market-combinations it is important to focus the strategy on what

you would like to reach. Create value of your product. So, do not focus only on what your

offer, but also on how you offer this. Try to give the customers a feeling that the facilities

of the Manchester Sport and Leisure Trust are worth to participate in, because of their

unique selling points like; extra activities, cleanliness and the friendly staff.


By creating product-market-combinations focus on which wants and needs you fulfil by

offering your ‘product’. Base this on your market group. Which kind of people would like

to fulfil that kind of wants or needs. If you have got a specific target group, try to chart

this group as specific as possible.

Stages to create a product-market-combination (summarized):

- Create value for you service (why is this ‘unique’, not only because of the product,

but because of the extra services)

- Which wants and needs do you fulfil?

- Who is availed by the fulfilment of these wants and needs?

- Specify your target group, try to know as much as possible of this group.

§6.3 Increase awareness

The awareness of the facilities is pretty low (about 40%) when you consider that the

facilities are meant for everybody (100%). This means that about 60% of the population

are ignorant with respect to the possibilities offered by the Manchester Sport and Leisure

Trust. This number of people is still a target group, because these people do not use the

facilities, since they are not aware of the possibility.

The best way to increase the awareness is by advertisement and promotional sales.

Advertisement will make people aware of the facilities. To attract them to visit one of the

facilities with promotional actions like reduction, free induction for a day and special

activities will be useful. By communicating this on your advertisement people will be

aware of the sales. Make it also attractive for children to visit the facilities, by organizing

children’s activities like a clowns, balloons and special guests.

§6.4 Combine functions of facilities

Some facilities are very close to each other located and have different services to offer.

By combining the possibilities of the both centres, the number of customers could

increase. Some of these facilities have limited opening hours. These hours are not based

on the opening hours of the other facility. It is necessary that the residents of a ward have as many chances as possible to be physical active. By reviewing the opening hours

of each facility, it can be possible to give people the opportunity to be physically active

every day. Opening hours should not stand in the way of physical activity!

Besides the opening hours, special packages could also encourage people to sport in both

facilities, which can increase the usage in both facilities.


7. Discussion

This chapter explains the demerits of this research project. This way, these demerits can

be prevented in further research projects.

§7.1 Realisiation of the SWOT-analyzes

A SWOT-analysis exists of an internal and external analysis. In this research project the

outcomes used to create a SWOT-analysis are very limited. The strengths and

weaknesses of an organization result from an internal analysis. The opportunities and

threats of an organization result from an external analyses.

The internal facts were only based on information from the websites of the Manchester

Sport and Leisure Trust. The entire facility is not charted, but only the offer of the facility.

The next time, the facility needs to be researched on the base of an extensive internal

analysis. This can be done by using the BLIM(O)-model or a 7-Smodel. These are

methods to analyze an organization.

The opportunities and threats (external analysis) were only based on the residents of the

wards wherein the facilities are located. The conveyed opportunities and threats are

purely based on the figures from the tables. By using a DESTEP-model, the entire

environment of the facility will be researched.

Because the facilities do not have figures about usage, it was difficult to base the results

of the external analysis on real opportunities and threats. This is the reason that is

chosen to create opportunities and threats for a SWOT-analysis, out of expected threats

and opportunities based on the figures of the residents.

The outcomes of the SWOT-analyses are still useful, because of the fact that they are

really based on the offer and target group of the facility.

§7.2 Respondents

The respondents used for the survey were not based on a reflection of the entire

community. For this research, the surveys were conducted at the ASDA supermarket.

Here do not come many people of several ethnicities and religions, while other ethnicities

than ‘white’ represent a quart of the community. Another point is that the surveys are

were conducted at one spot. People who live in that area, probably only visit that

supermarket. This will make it plausible that some facilities are not used by them,

because they are probably too far away.

By handing out the surveys in different areas of Manchester the outcomes will differ, but

because this research had to be done in a couple of months there was too limited time.

For the next research it will be useful to hand out the surveys in different areas and to

make sure that the respondents are a reflection of the community.

§7.3 Recommendation new research

A research of the usage of each facility will make it easier to focus the offer on the most

popular activities. Also a customer satisfy research is useful to make sure that your

customers are satisfied with the current offer or that you can change something in your

facility to make sure that people are satisfied.


This research resulted in a low awareness of the facilities. To make sure that these

numbers are right, an awareness research in each ward of a facility will show the correct

awareness numbers of the target group.


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http://www.manchester.gov.uk/downloads/A26k_Crump.pdf

Manchester City Council. (2008, July). Population factsheet Gorton North. Retrieved

2009, from Manchester City Council

http://www.manchester.gov.uk/downloads/A26o-GorNor.pdf

Manchester City Council. (2008, July). Population factsheet Harpurhey. Retrieved 2009,


http://www.manchester.gov.uk/downloads/A26q_Harp.pdf

Manchester City Council. (2008, July). Population factsheet Hulme. Retrieved 2009,


http://www.manchester.gov.uk/downloads/A26s_Hulme.pdf

Manchester City Council. (2008, July). Population factsheet Levenshulme. Retrieved

2009, from Manchester City Council

http://www.manchester.gov.uk/downloads/A26t_Leven.pdf

Manchester City Council. (2008, July). Population factsheet Miles Platting & Newton

Heath. Retrieved 2009, from Manchester City Council

http://www.manchester.gov.uk/downloads/A26v_Miles.pdf

Manchester City Council. (2008, July). Population factsheet Moston. Retrieved 2009,


http://www.manchester.gov.uk/downloads/A26x_Moston.pdf


Manchester City Council. (2008, July). Population factsheet Old Moat. Retrieved 2009,


http://www.manchester.gov.uk/downloads/A26z_Old.pdf

Sport England. (2008). Active People Survey 2007/2008. Retrieved 2009, from Sport

England: www.sportengland.org/one_million_fact_sheet2.pdf

Sport England. (2008, June). Sport England Strategy 2008-2011. Retrieved March 2009,

from http://www.sportengland.org/sport_england_strategy_2008-2011.pdf

Sportcity. (n.d.). Retrieved from Sportcity: http://www.sportcity-manchester.com/


Attachments

1. The survey


2. Vouchers survey

The front of the voucher

The pass has been sealed to make sure

that people will not make copies of these

passes.

The back of the voucher


3. Timetable

Week number Task

Week 8 – week 12

Collect information

Get informed

about the

Manchester Sport

and Leisure Trust

Get informed

about the

Manchester

Velodrome

21/02 Revolution – Track

Cycling Event

25/02 Tour National

Squash Centre – Mark Wilson

25/02 VIP Tour

Manchester Velodrome –

Bob Barber

26/02 Appointment Jarl Wash, Bob Barber,

Shaun Brennan

03/03 Safety tour


06/03 Tour Manchester

City stadium

09/03 Managers meeting

– Manchester Velodrome

11/03 Progress project –

Gerco van Dalfsen

12/03 Taster Session –


12/03 Discuss project -Shaun Brennan

16/03 Handing in – Plan

of approach; Adri Broeke,

Gerco van Dalfsen, Bob

Barber, Shaun Brennan, Jarl Walsh

16/03 Managers meeting

– Manchester Velodrome

Week 13 – Week 15 Process

information and

handle with

question 1

Produce survey

26/03 Taster Session –


Discuss Progress/Survey

– Shaun Brennan


– Adri Broeke/Gerco van


Dalfsen

Week 16 – week 18 Hand out surveys

Process surveys

Handle with

question 2


– Shaun Brennan



Dalfsen

Week 19 – Week 21 Handle with

question 3

Handle with ‘main

question’


– Shaun Brennan



Dalfsen

Week 22 – Week 24 Finish thesis

Hand in draft essay –

Adri Broeke/Gerco van

Dalfsen

Week 25 Add comments in

essay

Week 26 Hand in essay

Week 27 Final presentation


4. Description facilities

The Manchester Sport and Leisure Trust manage seventeen (sport) facilities across the

city. By 2010 also the Manchester Velodrome and the North City Familiy & Fitness Centre

will be transferred into the Trust. All the facilities have other activities to offer. A

description of every facility will follow.


This centre is located in the ward Crumpsall. It offers a wide variety of activities destined

for a varied public. There are two pools, a fitness suite, squash courts and a multi-

purpose sports hall. In the two pools swimming sessions and swimlife swimming lessons

are given. In the fitness suite is participation in work out classes possible. The multi-

purpose sports hall is used to play among other things basketball, cricket, football and

netball. This hall is also available to hire for great societies. The pool and a meeting room

will be used for children parties. Different associations are active in this centre; Abraham

Moss Football Club, Abraham Moss Taekwondo Club, Karate Club, Abraham Moss

Kickboxing Club, Elton Dog Obedience Club, College of the third age Tai Chi, Zest Yoga

and Sub Aqua.


This activity centre is used by the local schools for their gymnastics. During holidays the

Arcadia Leisure Centre is used to organize activities for children. The centre consists a

multi-purpose sports hall and two squash courts. The hall is used for (roller) hockey,

netball and five-a-side football. The Arcadia Leisure Centre is also available to hire for

private parties. This facility is in vogue because of the attendance of the Roller Hockey

Partnership. It is located in Levenshulme.


The local community of Ardwick is active in the Ardwick Leisure Centre which is a multi-

purpose sports hall and centre. It offers a wide range of sports activities like netball,

badminton, basketball, five-a-side football and volleyball. There are no associations

situated in here.

Belle Vue Leisure Centre

This is one of the eight centres which are directly managed by the Manchester Sport and

Leisure Trust. The Belle Vue Leisure Centre is known for its indoor sports hall, fitness

suite, a cricket academy and a multi-media conference. The indoor sports hall contains

eight international standard badminton courts. The aerobic and work out studio, which is

part of the fitness suite, is used for step, Boxercise, Taekwonde, Karate and, of course,

work out lessons. The Abraham Moss Badminton Club, Manchester Handball Club, City of

Manchester Hockey Club and the Poynton Ladies Hockey Club use the Belle Vue Leisure

Centre.



A sport facility located close to a junction. Swimming pools and health and fitness suites

are the core-businesses of this centre. A 25 meter swimming pool is used for aqua tone,

swimlife swimming lessons, water polo, casual swimming and children activities. The gym

is consisting in tread mills, rowers, bikes and weight equipment. During some evenings

and in the weekends special junior activities are organised. Saunas and a steam bath are

also available. The Broadway Amateur Swimming Club, Broadway Lifesaving Club and

Northfields Centre are based in this facility.


A 22 meter pool, fitness studio, multi-purpose sports hall and a sauna are the facilities of

the Chorlton Leisure Centre. Badminton squash is possible in the sports hall even as

squash. Besides this play sessions for children under the age of five are organised in here

and a varied offer of sport (group) activities. In the pool are casual swimming sessions

and swimlife swimming lessons, also participation in classes as Aqua Natal or Aqua Tone

are part of the possibilities. Special classes are organised for disabled people and people

with arthritic. The fitness studio is popular for circuit training, ladies only and 50+

programs. The Manchester Divers association and the G Camp

Kick-Boxing association are based in the Chorlton Leisure Centre.


The Levenshule Swimming Pools are located in the ward Levenhulme, close to the City

Centre. Two pools, a weights room, a health suite and a massage area are present in this

centre. In the pools different classes are offered; Aqua Fit, Parent and Toddler Swim,

50+ Swim, Water Polo, Senior Citizens morning, Swimlife Swimming sessions, Anti-natal

swim, Fun sessions and Single Sex only sessions.


The Manchester Aquatics Centre is one of the buildings which contain the legacy of the

Commonwealth Games 2002. It is located in the heart of the city close to the University

of Manchester. Two 50 meter pools, a diving pool and a separate leisure pool is what this

Aquatics Centre makes unique compared to other centers across the country. The pools

are used by the local community as well as professional swimmers. With 2.500 seats it is

attractive enough to host big swimming events and galas. Additional to the swimming

pools are a fitness suite and a health suite. Swimming lessons and work out classes are

provided by the Manchester Aquatics Centre. The associations which are based in this

centre are; University Canoe and Sub-aqya, Male Muslim Swim Club, Octopush Club

(underwater hockey) and Water Polo.

Manchester National Squash Centre

In this centre are various most modern squash courts, one of them is a glass-walled

court, meant for important matches. This centre is also used to play the popular sport

racket ball. National and international champions are a common phenomenon in the

Manchester National Squash Centre, located at Sportcity.



In this facility indoor and outdoor athletics is provided. The outdoor track is a 400 meter

track with eight lanes. All the field disciplines are capable to be hosted in the Manchester

Regional Arena. There are seats for 6500 spectators. The field is also used by the

Manchester City Football Club for the games of the MCFC reserve team.

The indoor athletics is a multi-purpose facility. The 200 meter running track with four

lanes, the 60 meter sprint track an indoor jumping pit and designed nets for throwing

events are the main purposes of the indoor athletics. The central area is also usable for

badminton, netball and basketball. During school holidays the central area is optimal

used for local community activities.

Besides Manchester City Football Club also the follow associations and Clubs use the

facilties of the Manchester Regional Arena; Sale Harriers, Moston & District Harriers,

Manchester Harriers, Manchester Kestrels and Belle Vue Racers.

Manchester Regional Gymnastics Centre

All residents and visitors of Manchester are able to enjoy the Manchester Regional

Gymnastics Centre. All the equipment is of a high quality even as the entire

accommodation. There are activities for every age, size and motivation. Classes can be

booked for eight weeks. Especially for the toddlers special classes are given. The base of

development starts in this centre, established in Gorton.

Manchester Regional Hockey Centre

The Manchester Regional Hockey Centre is located next to the Belle Vue Leisure

Centre.Two full sized hockey pitches contains the Manchester Regional Hockey Centre.

These fields are used for hockey and handball activities. The Manchester Handball Club,

the City of Manchester Hockey Club and the Poynton Ladies Hockey Club use the fields

extensively.


All year round residents of Manchester can use six indoor and six outdoor tennis courts.

Sport Development sessions are running by the Manchester City Council during school

holidays. The tennis centre is the home base of the National Governing Body For

Taekwondo in the UK.


The National Cycling Centre is also based in Sportcity. Everybody is allowed to go on the

250 meter wooden track and participate in different sessions. Also netball, badminton

and basketball are provided. Different events can be hosted in the Manchester Velodrome

like taekwondo and cheerleading.


In the Miles Platting Swimming Pools three different sized swimming pools are offered

together with a small gym. All the facilities are accessible for the local community. A few

of the different activities which are organised in this centre are swimming sessions,

swimlife swimming sessions and aqua aerobic sessions. The pools are used by varied

associations and clubs: East Manchester PADI Seals Trafford Syncro, Xarifa, Octopush

Under Water Hockey Club, Leeds Beaver, Manchester Sharks Water Polo Club, City of

Manchester Water Polo and Great Britain Water Polo



To increase participation in sport this centre is linked with different community groups.

Water polo, swimming sessions and swimlife swimming sessions are examples of a wide

range of water activities. Also a fitness suite, a workout studio, classes and a health

suite are present in this leisure centre. The sports hall is available for different activities;

martial arts, roller skating or as example cricket.

The various clubs and associations which are active in the Moss Side Leisure Centre are:

Manchester Triathlon Club, Moss Side and Hulme Community Sports for All,Northern

Wave Swimming Club,

Greater Manchester Amateur Cricket League, Aikido Club and NHS Mend.

North City Family and Fitness Centre

This centre is designed for different ages. It contains a 25 meter pool whereby the pool

floor is moveable on different heights. In the health area are visitors able to use the spa

pool, sauna and steam rooms. Also a gymnasium with cardiovascular and strengths

machines are usable for all the residents. There are special sport programs for the

youngest inhabitants of Manchester together with their parents. In the exercise studio

resident can join during various classes based on different ages. The North City Family

and Fitness Centre is located in Harpurhey.


This multi-purpose centre is known for its outdoor Astro-turf pitch and the sport hall. As

well on the pitch as in the sport hall a varied program of sports can be played. Martial

arts, yoga classes, football, hockey and basketball are the main activities in the sport

hall. Several local football clubs use the pitch for training sessions. Newton Heath FC,

Street Life, AFC Clayton, Failsworth Rangers,

Moston Valley and Park House Mental Health Trust are all based in the Ten Acres Leisure

Centre.


The Withington Leisure Centre provides a swimming pool and a gym. It is accessible for

people of all ages. Different activities and lessons are organised. During school holidays

there are special programs for the local community. Throughout the week people over

50’s can participate in a special for them organised session.


5. Description and figures Manchester

The city

Between 1951 and 1991 the population of Manchester declined incredible with 39% to

432.000. This trend did not continue because of several reasons. One of these reasons

was the bomb explosion, claimed by the IRA, in the city centre in 1996. This was the

moment for the council to regenerate the heart of the city followed by the entire city.

This had and still has a positive impact on the population figure. The population size of

Manchester is estimated on 475.000 inhabitants in 2009. With about 90.000 fulltime and

part-time students Manchester is the second largest student city of Europe.

Manchester counts 32 wards. All the facilities of the Manchester Sport and Leisure Trust

are located through the city. The facilities never ferreted out what the target group of

each individual centre is. In the next phase the wards, were the facilities are located, will

be described. Figures used for this description are from the 2001 Census, Manchester’s

2nd State of the Ward, Manchester’s 2nd State of the City and the website of the

Manchester City Council.

Gender

Of the inhabitants of Manchester is 51% male and 49% female.

Age

The estimated population in ages for 2009 is:

17% is younger than 15 year

33.7% is 15-29 year

21.3% is 30-44 year 16% is 45-64 year

12% is aged 65 year or over

Ethnicity

The estimated ethnicity of the population in 2009;

74.2% is of white ethnicity

5.7% is Pakistani

3.9% is of other ethnic groups

3.8% is Black African 3.5% is Chinese

3.2% is mixed

3.2% is Indian

1.0% is Bangladeshi

1.6% is Black Caribbean


Economically active/inactive

In 2001 were 284.994 people in the age of 16-74 year. Of these people:

33,0% full-time employee

16,7% student

12,2% other 10,2% retired

9,5% permanently sick/disabled

8,8% part-time employee

5,0% unemployed 4,6% self-employed

Religion

Out the 2001 Census the presence of follow religions in Manchester were concluded;

62,4% Christian

25,7% Non religious/religion not stated 9,1% Muslim

0,78% Jewish

0,73% Hindu

0,55% Buddhist 0,43% Sikh

0,28% Other religion

Households

Number of households: 167.400

20% of the households contain only pensioners 24% of the households contain only one person

11% of the households contain a couple without children

20% of the households contain a couple with dependent children

4% of the households contain a couple with one or more non-dependent children and no dependent children

11% of the households contain a lone parent with dependent children

4% of the households contain a lone parent with non-dependent children

Life expectancy

The average life expectancy of a Manchester resident is 75 years compared to 80 years

overall in England.

General health

The overall health of 83% of the population is good of fairly good.

- Only 12% smoke cigarettes every day.

- 43% Drink alcohol one to three times a week. - 21% Eat at least five portions of fruit and vegetables on a day.

Satisfaction living place

In total is 70% of the inhabitants of Manchester satisfied with their local area as a place

to live.

- 37% of the inhabitants of Manchester feel that their local area is a good place to grow old.

- 35% of the inhabitants of Manchester feel that their local area is a good place to

bring up children.

- 77% of the inhabitants of Manchester agree that their local area is place were people from different backgrounds get on well together.


Volunteering

In total 8% of the population of Manchester engaged in volunteering at least once a

week.

Wellbeing

In Manchester 75% of the population is satisfied with their life.


6. Description and figures Crumpsall

Crumpsall

The Abraham Moss Leisure Centre is located in the ward Crumpsall. This is one of the

northerly wards of Manchester. There live about 14.900 people.

Gender

There is an even number of males and females.

Age

In Crumpsall is about 18% of the inhabitants younger than fifteens years, this is more

than the average percentage of 17%. Also the percentage of people of 65 years and

older is higher in Crumpsall (14%) than the average percentage (12%) of Manchester.

Most of the people are aged

25 – 44 year (30%).

Etnicity

More than the half (75%) of the inhabitants of Crumpsall belong to the ‘White-ethnic-

population’. Only 18% is of Asian origin. The other 7% belongs to the ‘rest’.


35% Of the population is a full-time employee and 11% is a part time employee, 11% is

already retired and 10% is permanently sick/disabled. Only 4% is unemployed.

Religion

In total is 52% a Christian, 17% is Muslim, 9% are Jewish and the remainder 22% are

not religious.

Household

Number of households: 5.000

25% of the households contain only pensioners

24% of the households contain only one person 12% of the households contain a couple without children


5% of the households contain a couple with one or more non-dependent children

and no dependent children

8% of the household contain a lone parent with dependent children 4% of the households contain a lone parent with non-dependent children

Life expectancy

The average age of a resident of Crumpsall is 78 years.

General health

In Crumpsall is of 90% of the population the overall health good or fairly good.


In total are 69% of the population of Crumpsall satisfied with their local area as a place

to live.

- 43% feel that Crumpsall is a good place to grow old.

- 48% feel that Crumpsall is a good place to bring up children.

- 77% feel that their local is a place where people get on well together.


Volunteering

In Crumpsall 7% engaged in volunteering at least once a week.

Wellbeing

85% Of the Crumsall inhabitants is satisfied with their life.


7. Description and figures Levenshulme

Levenshulme

In the east of Manchester the ward Levenshulme is located. This is the ward where the

Arcadia Leisure Centre is established. In this small area live about 14.000 people.

Gender

In total is 52% of the population male and 48% is female.

Age

Only 16% of the population is younger than 15 years, this is just a little bit less than the

Manchester average. Also the percentage of persons aged 65 and over is less than the

average. It is 11% against the average of 12%. Most of the populations is aged between

the 20 and 35 year old (37%).

Ethnicity

Almost three quarter of the population is of ‘white ethnicity’ (70%). The largest ‘non-

white-group’ are the Pakistani with 12,5% followed by the Indian with 4,3%.


Of the entire population 37% works full-time, 9% works part-time, 10% is retired and

another 10% is student. Permanently sick/disables is 7% of Levenshulme. There are

3.5% unemployed inhabitants.

Religion

There are 57% of the Levenshulme population Christian, followed by 24% without any

religion and 17% are Muslim.

Households

Number of households: 5700


23% of the households contain only one person 12% of the households contain a couple without children




13% of the household contain a lone parent with dependent children 4% of the households contain a lone parent with non-dependent children

Life expectancy

The inhabitants of Levenshulme become averagely 75 years.

General health

Of the inhabitants of Levenshulme is for 85% the health good or fairly good.


In total is 73% of the population of Levenshulme satisfied with their local area as a place

to live.

- 34% feel that Levenshulme is a good place to grow old.

- 38% feel that Levenshulme is a good place to bring up children.

- 86% feel that their local are is a place where people get on well together.


Volunteering

Almost a quart of the population of Levenshulme is engaged in volunteering at least once

a week.

Wellbeing

Exact the same percentage as the average (75%) is satisfied with their life.


8. Description and figures Ardwick

Ardwick

The Ardwick Leisure Centre is located in the ward Ardwick. This ward is next to the city

centre. In total there live about 16.300 people.

Gender

52% of the population is male only 48% is a female.

Age

Most of the people are having the age between 16 – 30 years (45%). Only 16% is

younger than 15 years old.

Ethnicity

More than the half, 62%, of the population is of a ‘white ethnicity’. The highest non-white

ethnic groups are the black African people with 14% followed by the Chinese population

of 11% of the entire population.


Of the entire ward 21% is a full-time employee, and 7% works part-time. In total

contains 28% of the population students and 8% is already retired. There is a percentage

of 12% who are permanently sick or disabled. Almost 6% is unemployed.

Religion

Christian is the most common religion in this ward with 55%. In total is 17% of the

population not religious. After Christian the most common religion is Muslim with 13%.

Households

Number of households:4200



9% of the households contain only one person 10% of the households contain a couple with dependent children



12% of the household contain a lone parent with dependent children 4% of the households contain a lone parent with non-dependent children.

Life expectancy

In Ardwich is the life expectancy of people the lowest of Manchester. People in this ward

have a life expectancy of 72 years.

General health

The general health of the inhabitants of Ardwich is for 78% of the people good or fairly

good. That is less than the average.



In total is 64% of the population of Ardwick is satisfied with their local area as a place to

live.

- 34% feel that Ardwick is a good place to grow old.

- 28% feel that Ardwick is a good place to bring up children.

- 77% feel that their local are is a place where people get on well together.

Volunteering

Only 6% of the population of Ardwick is engaged in volunteering for two hours at least

once a week. This is less than the average rate of 8%.

Wellbeing

In total is 78% of Ardwick satisfied with their life at this moment.


9. Description and figures Gorton North

Gorton North

In this ward are several facilities located; Belle Vue Leisure Centre, Manchester Regional

Gymnastics and the Manchester Regional Hockey Centre. In Gorton North live about

14.500 people.

Gender

There is an even presence of male versus female in this ward.

Age

There is 18% of the population younger than 15 years. Almost 15% of the people are 65

years or older. 17% of the people are having the age between 20 and 30 years old. This

is the highest age group.

Ethnicity

The highest ethnicity is the ‘white ethnic’ with 87% of the population. Only 3% is of

Chinese origin.


There are 38% full-time employees and 11% are a part-time employee. In total are 6%

a student, 10% are permanently sick/disabled, 13% are already retired and 7% are

unemployed.

Religion

Almost 74% are Christian, 24% are not religious/not stated, 1% are Muslim and 0,3%

are Buddhist.

Households



23% of the households contain only one person



5% of the households contain a couple with one or more non-dependent children and no

dependent children

13% of the household contain a lone parent with dependent children

4% of the households contain a lone parent with non-dependent children.

Life expectancy

The average age of 73 years old is the life expectancy of inhabitants of Gorton North.

General health

Almost 80% of the people can be called good healthy or fairly good health. This is a

lower rate than the average of Manchester.



Only 58% of the population of Gorton North is satisfied with their local area as a place to

live.

44% feel that Gorton North is a good place to grow old.

48% feel that Gorton North is a good place to bring up children.

58% feel that their local are is a place where people get on well together.

Volunteering

With 2% of the inhabitants which is at least once a week engaged in volunteering is

Gorton North the lowest ward.

Wellbeing

76% Of the population is satisfied with their life at this moment.


10. Description and figures Moston

Moston

Moston is the ward where the Broadway Leisure Centre is located. It contains about

14.400 inhabitants. Moston is situated in the North East of Manchester.

Gender

51% of the inhabitants is female versus 49% male.

Age

In total is 22.5% of the inhabitans between the 35 – 49 years old. This is the highest age

group. 19% Is younger than 15 years old. Almost 17% is older than 65 years.

Ethnicity

With 89% of the total population the ‘white ethnicity’ is the largest group. There are 3%

Chinese people in Moston.


There are 38% full-time employees versus 12% part-time employees. Already 15% is

retired and only 10% is permanently sick/disabled. There are 4% unemployed

inhabitants.

Religion

Most of the population, 80%, is Christian, 17% is not religious/not stated and only 1% is

Muslim.

Households







dependent children



Life expectancy

The life expectancy of the population of Moston is 76 year.

General health

Moston complies with 83% of good or fairly good healthy people on the average

percentage.


OnIy 69% of the population of Gorton North is satisfied with their local area as a place to

live.

34% feel that Levenshulme is a good place to grow old.

34% feel that Levenshulme is a good place to bring up children.

60% feel that their local are is a place where people get on well together.


Volunteering

In Moston is 8% of the population engaged in volunteering activities at least once a

week.

Wellbeing

With 79% the population of Moston is very satisfied with their lives.


11. Description and figures Chorlton

Chorlton

The Chorlton Leisure Centre is named after the ward where it is located, Chorlton. In this

area live about 13.000 people. Chorlton is located in the west of Manchester.

Gender

There are 51% male against 49% female in the population of Chorlton.

Age

The majority,36%, is in the age of 25-39 year. Exact 15% is younger than 15 years.

About 11% has reached the 65 years.

Ethnicity

The ethnicity of 80% of the population is ‘white etnic’ , 6% is from Pakistani origin and

almost 4% is from Indian origin.


More than the half of the population (52%) is a full-time employee and 9% work part-

time. In total is 6% of the population a student and already 8% is retired. There is 5%

permanently sick/disabled. Only 2% is unemployed.

Religion

The concentration of non-religious people is very high in this ward (40%). More than the

half (53%) of the inhabitants of Chorlton are Christian and only 4% are Muslim.

Households







dependent children



Life expectancy

The life expectancy is averagely 77 years.

General health

The general health is very high, because 90% of the population is very healthy or fairly

good healthy.



The people in Chorlton are the most satisfied population in a ward. Almost everybody

(97%) is satisfied with Chorton as a place to live.

- 53% feel that Chorlton is a good place to grow old.

- With 68% is Chorlton the ward where the highest population feel that Chorlton is a

good place to bring up children.

- 92% Feel that their local are is a place where people get on well together, this is the

highest percentage of all the wards.

Volunteering

At least 14% of the inhabitants of Chorlton is engaged in volunteering at least once a

week.

Wellbeing

The population of Chorlton is the most satisfied population of all the wards with their way

of life.


12. Description and figures Bradford

Bradford

Sportcity is located in the ward Bradford. The facilities which belong to sportcity and

which are located in Bradford are; Manchester National Squash Centre and the

Manchester Regional Arena. In Bradford live about 12.646 people.

Gender

There are 51% male and 49% female inhabitants.

Age

Most of the people are having the age 20 – 39 year (33%), 20% of the inhabitants are

having the age younger than 15 year and 13% is 65 years or older.

Ethnicity

There are 83% ‘white ethnics’ in this ward, versus 5, 5% Chinese and 4% black African

people.


About 31% are a full-time employee and 9% are a part-time employee. In this are 7% a

student, are 12% retired and are 15% permanently sick/disabled. With 8% unemployed

inhabitants do the most unemployed people live in Bradford.

Religion

72% are Christian, 24% are not religious/not stated, 2% are Muslim and 1% are

Buddhist.

Households







dependent children



Life expectancy

The average life expectancy for Bradford is 73 years old.

General health

In total is 83% of the population good healthy or fairly good healthy.


The population which is satisfied with Bradford as a place to live contains 70% of the

population.

- 32% feel that Bradford is a good place to grow old.

- 37% feel that Bradford is a good place to bring up children.

- 68% Feel that Bradford is a place where people get on well together


Volunteering

Only 6% is engaged in volunteering activities at least once a week.

Wellbeing

About 72% of the population is satisfied with their way of life at this moment.


13. Description and figures Ancoats & Clayton

Ancoats & Clayton

This ward is located next to the city centre. The population number is 13.675. In Ancoats

& Clayton are located the Manchester Regional Tennis Centre and the Manchester

Velodrome.

Gender


Age

The age between 20 and 34 year is the most common age in this ward with 30% of the

population. There are 17% people younger than 15 year and 14% is 65 year or over.

Ethnicity

The white ethnicity is presence with 89% of the population. There are 2.7% people of

Chinese origin and 1.9% are of Black African origin.


There are 29% full-time employees living in Ancoats & Clayton and 10% are part-time

employees living in this ward. Only 8% are a student, 13% is already retired and 15%

are permanently disabled/sick. Only 6% of the population is unemployed.

Religion

There are 70% Christian inhabitants, 27% non-religious/not stated, 2% are Muslim and

1% are Buddhist.

Households







dependent children


5% of the households contain a lone parent with non-dependent children.

Life expectancy

With 72 years is the life expectancy in Ancoats & Clayton the lowest life expectancy

together with Ardwick.

General health

Almost 83% is good healthy or fairly good healthy.


Only 64% of the inhabitants of Ancoats & Clayton is satisfied with their local area as a

place to live in. - 28% feel that Ancoats & Clayton is a good place to bring up children.

- 28% feel that Ancoats & Clayton is a good place to grow old.

- 67% Feel that Ancoats & Clayton is a place where people get on well together.


Volunteering

Only 6% of the population is at least once a week engaged in volunteering.

Wellbeing

There are 75% people satisfied with their life.


14. Description and figures Miles Platting & Newton Heath


Even as Ancoats & Clayton , Miles Platting & Newton Heath is located in the east of

Manchester. It counts about 16.000 inhabitants. In this ward the Miles Platting

Swimming Pools and the Ten Acres Leisure Centre are established.

Gender

Only 49% is male versus 51% female inhabitants.

Age

There are 18% inhabitants younger than 15 year, and almost 15% of the inhabitants is

65 years and over. Most of the inhabitants are, even as the average of entire

Manchester, having the age between 20-34 years, but the age 40-69 year is higher

presence in this ward than the average of Manchester.

Ethnicity

There are 91% white ethnics in Miles Platting & Newton Heath, versus 2% Chinese

people and 1,5% Indian people.


Most of the inhabitants are full-time employee, 21% and only 7% work part-time.

Already 9% is retired and 11% of the inhabitants is permanently sick/disabled. There

are 7% of the inhabitants unemployed.

Religion

Most of the population is Christian (75%), followed by non-religious people (23%) and

only 1% is Muslim.

Households







dependent children



Life expectancy

The life expectancy of this population is 72 year.

General health

In total is 77% having a good or fairly good health.



Only 62% of the inhabitants of Miles Platting & Newton Heath is satisfied with their local

area as a place to live in.

- 37% Feel that Miles Platting & Newton Heath is a good place to bring up children.

- 28% Feel that Miles Platting & Newton Heath is a good place to grow old.

- 62% Feel that Miles Platting & Newton Heath is a place where people get on well

together.

Volunteering

A little bit less than the average, 7% is engaged in volunteering activities at least once a

week.

Wellbeing

With only 62% of the population who is satisfied with their way of life at this moment,

Miles Platting & Newton Heath belongs to the most dissatisfied wards.


15. Description and figures Hulme

Hulme

The ward Hulme is located in the west of Manchester next to the city centre. About

12.500 people are established in Hulme. The Moss Side Leisure Centre is based in this

ward.

Gender

The males are in the majority with 55% versus 45% females.

Age

Hulme has a lot of inhabitants in the age of 20-39 year (53%). There are 13% people

younger than 15 year. With only 7% of people aged 65 year and over, Hulme can be

called a young ward.

Ethnicity

There are 51% Christian inhabitants, 37% is non-religious and 8% are Muslim.


There are 23% full-time employees versus 5% part-time employees. Almost the half

(44%) of the population is a student. Only 5% is already retired and 7% is permanently

sick/disabled. There are 6% unemployed inhabitants.

Religion

There are 51% Christians, 37% non-religious and 8% Muslims.

Households







dependent children



Life expectancy

The average life expectancy is 74 year.

General health

With 85% of the population which can be called good healthy of fairly good healthy,

Hulme is average.


Only 70% of the inhabitants of Hulme is satisfied with their local area as a place to live

in.

- 32% Feel that Hulme is a good place to bring up children.

- 34% Feel that Hulme is a good place to grow old.

- 81% Feel that Hulme is a place where people get on well together.


Volunteering

About 7% of the population is engaged in volunteering activities at least once a week.

Wellbeing

There are only 66% inhabitants of Hulme satisfied with their life.


16. Description and figures Harpurhey

Harpurhey

In the north of Manchester is a ward called Harpurhey. It counts one of the largest

populations of Manchester, with about 16.500 inhabitants. The North City Family &

Fitness centre is located in this area. (Note that this facility will transfer into the Trust in

2010)

Gender

There is an even number of males and females. (50:50)

Age

Most of the inhabitants are having the age 20-29 year (18%). Their live a lot people in

the age of 50-59 year compared to the average of the entire city, 12%. There are 18%

inhabitants younger than 15 year. Almost 13% is 65 or over.

Ethnicity

There are 89% people of white ethnic, 3% is Chinese and 1,9% is Black African.


About 30% are registered as a full-time employee and 9% are part-time employees. Only

7% are a student, 16% is permanently disabled/sick and 12% is retired. There are 6%

unemployed people.

Religion

About 76% of the inhabitants are Christian, 22% are non-religious/not stated and 2%

are Muslim.

Households







dependent children



Life expectancy

The averagely life expectancy of this population is 72 year.

General health

In Harphurhey live averagely the unhealthiest people. Only 72% is having a good or

fairly good health.



70% of the inhabitants of Harpurhey is satisfied with their local area as a place to live in.

- 35% Feel that Harpurhey is a good place to bring up children.

- 43% Feel that Harpurhey is a good place to grow old.

- 68% Feel that Harpurhey is a place where people get on well together.

Volunteering

There is 8% of the population engaged in volunteering at least once a week.

Wellbeing

Of the population of Harburhey is 73% satisfied with their life at this moment.


17. Description and figures Old Moat

Old Moat

In this small ward is the Withington Leisure Centre established. There live about 14.000

people in Old Moat.

Gender


Age

There are 12% of the inhabitants younger than 15 year. Old moat displays the same

‘age-structure’ as the city. There is a small peak of inhabitants with the age of 20-29

(39%)

Ethnicity

Only 78% belongs to a white ethnic group, followed by 3,5% Indians, and 2.7%

Pakistani.


There are 33% full-time employees and 7% part-time employees. There are 29%

students in this ward. Only 8% is already retired and 6% is permanently sick/disabled.

There are 4% unemployed people.

Religion

There are 57% Christian, 32% are non-religious, 8% are Muslim, 1% are Hindu and 1%

are Jewish.

Households







dependent children



Life expectancy

The life expectancy of Old Moat residents is 74 year.

General health

Old Moat belongs with 92% of good healthy or fairly good healthy people to the most

healthiest wards of Manchester.


62% of the inhabitants of Old Moat is satisfied with their local area as a place to live in.

- 46% Feel that Old Moat is a good place to bring up children.

- 40% Feel that Old Moat is a good place to grow old.

- 90% Feel that Old Moat is a place where people get on well together.


Volunteering

There are 15% of the inhabitants of Old Moat engaged in volunteering activities at least

once a week.

Wellbeing

There are 82% satisfied in Old Moat. They are satisfied with their way of life at this

moment.


18. Satisfaction table

The residents of Chorlton are the most satisfied inhabitants

of Manchester (Manchester City Council, 2008)


19. SWOT-analysis Abraham Moss Leisure Centre

Grow strategy

Due to the fact that over 60’s can Swim for Free, but have to pay for any other sport

they will not feel attracted to participate in anything else than swimming. If you create

special packages that over 60’s receive reduction by participation in any other activities it

will become more attractive.

Create work out classes for older people on off-peak hours. This will be interesting for

both parties. Older people will be able to participate in something else than swimming on

their own level and the work out studio will be optimal used.

Focus work out classes on a specific target group, to attract people with different ages.

Activities for like teen agers, parents and older people.


Over 60’s will feel attracted by the free swimming possibility. By offering work out

classes focused on this target group, followed by a swimming hour also the other

opportunities will become more attractive.

Defence strategy

Due to the fact that some creeds are not allowed to sport together with the other gender

or that some creeds have clothing regulations it is necessary to try to attract them as

well, by organising special hours. A special work out class, whereby people will be able to

wear whatever they want and where only men or women will be allowed can be an

option.

Problems

The absence of classes focused on various creeds can be a problem by attracting divers

residents. To prevent that only a specific ethnicity will use the facility it is important to

measure the wants and needs of various ethnicities and adapt the program to this.


Crumpsall

Opportunities

O1 = Over 60’s Swim Free

O2 = Varied ages

Threats

T1 = Religions

Strengths


S2 = Extensive opening hours

S3 = Different associations

Grow strategy

S1:O1

Over 60’s can swim for free.

Special packages will attract them

to get involved in more activities.

S2:O2

Adapt times on target groups.

S3:O2

Create different activities for

different ages.

Defence strategy

S1:S2:S3:T2

Through the different religions and

their rules specific activities need

to be organised.

Weaknesses

W1 = Few target group related

classes


W1:O1:O2

Over 60’s swim free, create work

out classes combined with the

swimming hours of over 60’s.

Problems

W1:T1

Seeing that different creeds

classes need to focus on different

religions.


20. Analysis Arcadia Leisure Centre


Levenshulme

Opportunities


O2 = High population of 15-29

years.

Threats

T1 = Religions

Strengths

S1 = Roller Hockey Club

S2 = Used by local schools/holiday

activities

Grow strategy

S1:O1:O2

Set up a roller hockey competition

focused on the 15-29 years age

category.

S2: O1:O2

Extension of usage by extra

(school)competitions.

Defence strategy

S1: T1

Due to different religions the Roller

Hockey Club needs to focus their

policy on varied creeds.

S2:T1

During school activities and holiday

activities the focus need to be on

playing together with different

religions.

Weaknesses




W1:O1:O2

Involve residents to increase

possibilities

W2:O1:O2

People get on well together

increase involvement and create

new associations.

Problems

W1:T1

Due to different religions the

possibilities need to be expanded

to satisfied different creeds.

W2:T1

Associations focused on different

religions will increase the

involvement.

Grow strategy

Seeing that most of the residents are having the age between 15-29 years it will be of

added value if there is a special competition for them. The possibility to participate in

roller hockey is very unique. Possibly not only people from Levenshulme will feel

attracted, but also from surrounded wards. In this way the facility will become more

optimal used.

The usage can also become increased by involving schools. A competition between

schools will increase the awareness of roller hockey and the usage of the facility.


The facility does not become optimal used. To increase the usage wants and needs of

residents can be researched to extend the opportunities of the Arcadia Leisure Centre. By

offering the resident more responsibility it will be possible that there become more

activities organized, like indoor football, hand ball et cetera.

Defence strategy

Due to the fact that roller hockey is almost the only activity in this centre it is import to

attract various people. To attract various religions it is necessary to focus the policy of

the roller hockey club on this aspect.

Problems

By expanding the possibilities of the Arcadia Leisure Centre perhaps various creeds will

feel attracted as well by involving them or fulfil their wants and needs.

By attracting creeds related associations the usage will become definitely increased.


21. Analysis Ardwick Leisure Centre


Ardwick

Opportunities

O1 = Location


Threats

T1 = Religions

T2 = Students/financial situation

Strengths

S1 = Wide range of group sports

S2 = Opening hours

Grow strategy

S1:O1:O2

Student competitions to sport

together in a competitive, relaxed

environment besides their study

S2:O1:O2

Create activities based on target

group to attract as many residents

as possible.

Defence strategy

S1:S2:T1

Due to the different creeds focus

on specific activities gear to rules

of religion.

S2:T2

To attract students create

packages on off-peak hours for

reduction.

Weaknesses



W1:O1:O2

Promote the location of the facility

to attract associations to organise

activities for students.

Problems

W1:T1

Due to different religions

associations need to become

attracted to guarantee sport

possibilities in relation to creeds.

W1:T2

Associations can make it cheaper

for students to participate.

Grow strategy

The attendance of students is a way to grow the current usage. By creating activities

focused on this age group the attractiveness will become increased. Organise this

activities on off peak hours, in this way the regular visitors do not have any problems

with it, the students can sport with reduction and the usage can become increased.

If you focus the work out classes on various levels and ages everybody will be able to

participate in a suitable environment.


The attendance of students can also be used to promote the possibilities for associations

by organising student focused activities.

Defence strategy

To attract various creeds the regulations of each creed need to be kept in mind by

organising or creating activities.

The only reason why students possibly will not feel attracted to the facility is because of

the price. By giving them reduction on the regular price on unpopular hours the benefits

are for both. The usage become increased and the students are able to pay less than

normal.

Problems

The absence of associations is a problem to attract various residents. By establishing of

associations the program and activities can be expanded. In this way several creeds will

feel attracted as well.

If an association is willing to establish in the Ardwick Leisure Centre it will be possible to

reduce the entrance fee. The price can be distributed over various groups and

associations with as result that the entrance fee can be decreased.


22. Bellevue Leisure Centre

Bellevue Leisure Centre

Gorton North

Opportunities

O1 = Mixed population

O2 = Wide population of

pensioners

Threats

T1 = A lot full-time employees

Strengths

S1 = Unique possibilities


Grow strategy

S1:S2:O1

Expand possibilities by involving

the population

S2:O2

Create possibilities for pensioners

based on their needs

Defence strategy

S1:S2:T1

Point out the unique and varied

possibilities to attract the

employees after work and organise

short, effective work-out

programs.

Weaknesses

W1 = Accessibility

W2 = No age group/ target group

related activities


W1:W2:O1:O2

Research needs to organise

specific age group/target group

related activities on popular times.

Problems

W1:W2:T1

Seeing that a lot employees live in

this area. The accessibility and

activities need to be improved to

attract people with limited time.

Grow strategy

In the area live a lot of various people. By involving them to organise activities various

ideas will come up.

Gorton North is known for its high population of pensioners. Usually have these people

plenty of time. By researching their wants and needs specific activities can be organised

and in this way the usage can become increased.


The activities are very general. This can become improved by researching the wants and

needs of the residents. In this way the program can be adapt to various target groups.

Defence strategy

Full-time employees will have the apology that they do not have time enough to

participate in sport. By organising activities whereby people will be able to sport effective

in a short time the attractiveness for full-time employees will become increased.

Problems

The accessibility need to become increased by expanding the opening hours, creating

short effective work out classes and possibilities for the entire family on the same time.


23. Broadway Leisure Centre


Moston

Opportunities

O1 = Chinese population

O2 = A lot of older people who are

already retired.

Threats

T1 = People do not get on well

together.

Strengths

S1 = Wide range of opportunities

S2 = Children focused activities

Grow strategy

S1:S2O1

There are different opportunities

so create activities popular by

Chinese population.

S2:O2

Organise activities for older people

on non-popular children times.

Defence strategy

S1:S2:T1

Because of people do not get on

well together use different

opportunities optimal to keep

everybody satisfied.

Weaknesses

W1 = The absent of work out

classes/work out studio


W1:O1:O2

Due to a high concentration of

Chinese people and retired people

attract this people to organise

aimed activities.

Problems

W1:T1

Due to the fact that people do not

get on well together, work out

classes can help to bring different

people together.

Grow strategy

Use the wide range of opportunities to attract various people. In Moston is a high

population of Chinese people. By researching their wants and needs it will be possible to

create desirable activities. Sports like table tennis and badminton are usually very

popular in China.

To give older people the opportunity to participate in sports on quiet times, try to attract

them by creating activities on times which are not popular for families.


Due to the fact that there are no work out classes possible, try to attract minority groups

by organising activities focused on them. (Chinese and older people)

Defence strategy

To avoid confrontations organise various activities to keep everybody satisfied. Due to

the fact that people do not get on well together try to use the possibilities optimal.

Problems

Work out classes can be helpful to let people participate in sports together. This can raise

the solidarity within the community of Moston. Seeing that work out classes are not

possible in the Broadway Leisure Centre; create group activities where people have to

work together.


24. Chorlton Leisure Centre


Chorlton

Opportunities

O1 = 30-44 years


O3 = Healthy/satisfied population.

Threats

T1 = Religions/Ethnicities

T2 = A lot of full-time employees

Strengths

S1 = Modernized

S2 = Containing different

possibilities

Grow strategy

S1:O1

Attract the target group by

promoting modernized

possibilities.

S2:O1:O2:O3

Organise (group)activities to give

people the opportunity to fulfil

various motives to participate in

sport.

Defence strategy

S1:T1

Clear descriptions and

explanations to increase the return

on investment of different

ethnicities and religions.

S2:T2

Create specific sport programmes

for people with few time.

Weaknesses

W1 = Few associations


W1:O1:O2:O3

Due to the fact that people get on

well together and that there is a

specific age group attract more

associations.

Problems

W1:T1:T2

Attract associations to create a

wide range of target group related

activities.

Grow strategy

Promotion of the modern possibilities within this centre can be a way to attract the age

group of 30-44 years. The strengths of this facility need to be strengthened by using the

opportunities.

Use the various possibilities to attract various residents. Activities can be usefull to fulfil

the motives of the residents. Due to the fact that everybody can have another reason

take part try to adapt to the several motives. A social motive can be fulfilled by

organising group activities.


There a too less associations attendant in the Chorlton Leisure Centre. By focussing on

the wide 30-44 years age group more associations can feel more attracted. This is

because a wide range of an age group will make it easier to set up something. Also the

fact that there is a good atmosphere within the ward a wide range of people will be

welcome to participate.

Defence strategy

Because of the modernized facilities it can be an extra reason for some people to do not

go. The new equipment can be too difficult. By guarantee of clear descriptions and

instructions people will keep returning.

Adaption of the program to full-time employees can be done by creating effective work

out classes especially for them with less time.

Problems

Try to attract associations by promoting the modern facilities. More associations will

mean a wider range of activities. This can attract more people.


25. Levenshulme Swimming Pools


Levenshulme

Opportunities

O1 = Arcadia Leisure Centre

Threats

T1 = Religions

Strengths

S1 = Target group aimed classes

S2 = Well known for years

Grow strategy

S1:S2:O1

Expand the possibilities of both

centres to combine the

opportunities. (packages,

marketing)

Defence strategy

S1:S2:T1

Because of the fact that there are

so many different religions and

creeds special classes need to be

created.

Weaknesses

W1 = Limited opening times

weekends


W1:O1

Gear opening hours to Arcadia

Leisure Centre to make sure

residents can optimal use the

facilities.

Problems

W1:T1

Due to the variety in the

population opening times need to

be expanded.

Grow strategy

Use the strengths of both centres to expand the possibilities. Both centres have other

things to over. By combine the possibilities, in both centres the usage will become

increased. This can be done in marketing, prizing and special packages.


Point out the facilities of the Arcadia Leisure Centre on the moments that the

Levenshulme Swimming Pools is not open. Try to combine the possibilities and opening

hours. In this way the people will keep satisfied.

Defence strategy

There a several work out classes. By expanding these classes to relate some of them to

various creeds; like gender, clothing et cetera more people will become attracted to the

Levenshulme Swimming Pools.

Problems

There is so much variety in the population that it can be useful to expand the opening

hours to keep various residents satisfied. This is because of working hours, creeds,

families and so on.


26. Manchester Aquatics Centre


Ardwick

Opportunities

O1 = Lots of students (15-29

years)

O2 = Location

Threats

T1= Mixed culture

T2 = Single persons

Strengths

S1 = Variety of mixed leisure

(unique)

S2 = Wide range of opening hours

S3 = Specific associations (Male

Muslim Swim Club)

Grow strategy

S1:S2:O1:O2

Give students the opportunity to

sport with reduction on off-peak

hours.

S3:O1:O2

Fortify the offer of associations to

involve students.

Defence strategy

S1:S2:S3:T1

Due to a mixed culture with mixed

creeds, activities/classes/opening

hours need to be scheduled on the

basis of different ways of life.

S1:S2:S3:T2

Their life a lot of people on their

own so they are probably looking

for company. More group activities

need to be organised to increase

the social motive to participate.

Weaknesses

W1 = Work out classes not based

on older people


W1:O1:O2

Involve students to organise

activities for older people by

promoting the unique facility and

creating work out classes for

seniors.

Problems

W1:T1:T2

Seeing that there live a lot of

different people on their own and

there are no specific classes for

older people, offer need to be

more specialised.

Grow strategy

Seeing that the facility has a wide range of opening hours there will be peak- and off

peak hours. To make the off-peak hours interesting create activities our give some

groups reduction, like students.

There are a few specific associations, some of them based on specific creeds. This is a

very strength fact of the Manchester Aquatics Centre. To fortify this aspect try to involve

students by organising activities or invite various associations as a try-out phase.


In spite of there do not live a lot of older people in Ardwick. It is necessary to try to

attract these people as well. By using students to organise activities for this age group

the costs of salary can be low if they do it as an internship, by receiving extra credits or

for free sport possibilities.

Defence strategy

Try to minimize the threat of different creeds by creating activities focused on their

regulations of their religion. There are plenty of leisure possibilities, but communicate

this to the residents.

In this area live a lot of people on their own. They are probably sometimes looking for

company. By organising group activities they can sport while they are in a socal

environment.

Problems

The classes are not based on older people, also some of them live alone. By organising

group activities they will be able to meet people and to make social contacts.


27. Manchester National Squash Centre

Manchester National Squash

Centre

Bradford

Opportunities



and over

Threats



Strengths

S1 = Modern facility

S2 = Used for squash and racket

ball

Grow strategy

S1:S2:O1

Extend possibilities to attract also

the Chinese population like table

tennis or organize special lessons

for this ethnicity.

S2:O2

Extend offer of lessons to increase

the accessibility to participate.

Defence strategy

S1:S2:T1

Because of a high percentage of

permanently sick/disabled people

low impact lessons can help to

attract this people as well. The

modern possibilities will make it

accessible for wheelchair riders.

Weaknesses

W1 = Nothing for children

W2 = Just a few organised

activities


W1:O2

Involve pensioners to organise

activities for children.

W2:O1

To attract different ethnicities

organise more activities.

Problems

W1:W2:T1

More organised activities need to

improve the accessibility for

different target groups.

Grow strategy

With the surface of the National Squash Centre is a lot more to do. In this area live a lot

of Chinese people. By fulfil their wants and needs it will be possible to use this facility for

various sports. You can think about table tennis or badminton.

Squash is not an easy sport to start with. By extending the lessons on various levels

people will try to start with learning. Maintain their skills by offering lessons on various

levels.


There is a high percentage of the population 45 years and over. Some of them will be

pensioners. Try to keep them involved in the community by involved them by creating

activities/lessons for children.

The organised activities are limited. By extending the offer more people will feel attracted

and the usage of the facility will become increased.

Defence strategy

In Bradford live, relatively, a lot of permanently sick/disabled people. To give them the

possibility to become active as well, offer classes/lessons on a lower level focussed on

their physical possibilities. The facility is already accessible for wheelchairs.

Problems

Some people will not feel attracted to the facility because of the limited offer. This is a

shame, because the facility is usable for various activities. The usage will become

increased by organising activities.


28. Manchester Regional Arena


Bradford

Opportunities



and over

Threats



Strengths

S1 = Indoor and outdoor facility

S2 = Multi-functional possibilities

Grow strategy

S1:S2:O1:O2

Extend equipment/program to

attract a new target group.

Defence strategy

S1:S2:T1

Because of the fact that a high

percentage of the population has

physical problems, the building can

be optimal used by organising

special activities for this group.

Weaknesses

W1 = Accessibility


W1:O1:O2

Because of the fact that there live

a lot of Chinese and older people,

increase accessibility by organising

activities.

Problems

W1:T1

Accessibility need to be improved

to attract more people by creating

different sport programs.

Grow strategy

This facility is unique, because of its indoor and outdoor possibilities. To strengthen this

aspect the program need to be extended. Focus on the most attendant target group like,

45 years aged and over and the Chinese residents. Discover the wants and needs of this

group and increase the usage by extending the offer.


Because of the fact that there is not much going on in the facility people will not feel an

easy accessibility. By organizing activities like gymnastics, dancing classes and running

courses people will feel more attracted to the Manchester Regional Arena.

Defence strategy

It is a perfect location to create low impact lessons for physical unstable persons. People

can sport as well indoor as outdoor. This can be various activities like wheelchair race

and low impact gymnastics. In this way also these people will be able to participate in

sport.

Problems

The facility is not accessible enough because of the few organised activities. By

increasing the activities, classes and courses people will step by easier.


29. Manchester Regional Gymnastics Centre

Manchester Regional Gymnastics

Centre

Gorton North

Opportunities


over

Threats


Strengths

S1 = Unique in its kind

S2 = Kids programs

Grow strategy

S1:S2:O1

Extend activities program based on

target groups like gymnastics for

older people. Organise activities

for parents when their kids are

playing as well.

Defence strategy

S1:S2:T1

Because of the different ethnicities

programs need to be extend to

give different people the possibility

to participate.

Weaknesses


W2 =Limited usage


W1:W2:O1

Create activities in the morning to

attract older people and to extend

usage of the facility.

Problems

W1:W2:T1

The accessibility is limited so it will

be harder to attract different kind

of people. By increasing the

opening hours and programs more

people will feel attracted.

Grow strategy

This facility is unique, because of its equipment and function. Also the special kids

programs are great. To increase the usage it will be an opportunity to organise

gymnastics for older people. This due to the high population of 45 years aged and over.

To give parents the opportunity to participate in sport as well it will be an opportunity to

organise something on the same time as their children are participating in sports.


The facility is not optimal used. To improve this it will optional to create gymnastics

classes for older people in the morning. On this time the facility is not yet opened. By

increasing the accessibility the usage will be increased as well.

Defence strategy

Some creeds are not allowed to participate in sport with men and women. Also clothes

are sometimes an obstacle to participate. By organising specific classes more people will

be able to take part.

Problems

The opening hours are to limited to attract various people. For some people it will not be

possible to use the facility. By extending the opening hours and offering activities focused

on older people the usage will be increased.


30. Manchester Regional Hockey Centre

Manchester Regional Hockey

Centre

Gorton North

Opportunities


over

Threats


Strengths


S2 = Cooperation Belle Vue

Leisure Centre

Grow strategy

S1:S2:O1

Extend activities by creating

hockey activities based on the

needs of older residents to attract

them as well.

Defence strategy

S1:S2:T1

Due to different ethnicities with

different habits specific activities

need to be organized to attract

different kind of people.

Weaknesses

W1 = Accessibility


W1:O1

Create opportunities for older

residents to increase accessibility

by organising activities.

Problems

W1:T1

Accessibility need to be improved

by extra opportunities to attract

also other ethnicities.

Grow strategy

Gorton North is a ward where live a lot of older people. At this moment the hockey centre

is mostly used by young people. Because it contains a unique facility in the area it will be

possible that also older people will feel attracted to this kind of sport. Hockey on a low

level will attract older people as well. The awareness can be increased by using the

database of the Belle Vue Leisure Centre. The courts can also be used in combination

with the Bellevue Leisure Centre, as example during the summer. ( Work out classes

outside)


The Regional Hockey Centre is only accessible on limited moments. By increasing the

accessibility with organising easy accessible competitions also other people will feel

attracted and the usage can be improved.

Defence strategy

Some creeds will not be able to participate in hockey, because of the clothes. By giving

people the freedom to choose their own clothes, on perhaps specific hours, it will be

accessible for various ethnicities.

Problems

At this moment the fact that there are no activities based on various creeds some people

will not be able to take part. By increasing the accessibility with less requirements and

more focused on various needs and wants a divers public will use the Regional Hockey

Centre.


31. Manchester Regional Tennis Centre


Ancoats & Clayton

Opportunities


Threats

T1 = Different religions

T2 = Permanently sick/disabled

Strengths


S2 = Usable all year round

S3 = Easy access

Grow strategy

S1:S2:S3:O1

Create hours for lone parents to

play tennis while somebody take

care over their kids to attract them

as well.

Defence strategy

S1:S2:S3:T1

Due to different religions activities

to attract them as well need to be

organized, keep in mind different

creeds.

S1:S2:S3:T2

Offer tennis activities on a lower

impact level and make this easier

with softer balls to attract people

with a physical problem as well.

Weaknesses

W1 = Limited opportunities


W1:O1

Increase opportunities to create

activities for parents and children

together.

Problems

W1:T1:T2

The opportunities need to be

extended to involve also other

ethnicities. There will be attracted

less people if the possibilities are

limited.

Grow strategy

The possibilities of this unique facility need to be strengthen by increasing the

opportunities. In this area life a lot of lone parents. They can not participate in sport

while their kids are alone at home. By giving parents the opportunity to sport while

somebody take care of their child the possibilities will be improved. The salary costs can

be stay limited by using students with experience of taking care of children. Also offering

activities on the same time as the parents will be a possibility.


At this moment there are not a lot of opportunities at the tennis centre. By organising

activities for parents and children together the family can ‘work out’ together.

Defence strategy

Some creeds will not be allowed to take part in tennis with different genders. To avoid

this problem it can be an opportunity to organise activities focused on this group.

Beside a lot of lone parents in Ancoats & Clayton also a lot of permanently sick and

disabled residents live here. To make it easier for them to participate in sport by

expanding the equipment and activities this people will still be involved in the community

and the will able to maintain their health.

Problems

The limited opportunities will make it unattractive to participate in tennis for some

creeds. By involving them the gap between various creeds can be reduced.


32. Manchester Velodrome


Ancoats & Clayton

Opportunities

O1 = Local community schools

Threats


Strengths

S1 = Unique in its kind/different

possibilities

S2 = National popular

Grow strategy

S1:S2:O1

Organise school competitions to

attract children to participate in

sport/cycling.

Defence strategy

S1:S2:T1

Because of different ethnicities

with different habits some

ethnicities will be excluded. By

organising more target group

related activities more ethnicities

will feel attracted.

Weaknesses

W1 = Can not fulfil all the requests

W2 = Misuse of programs


W1:W2:O1

Make sure that the intended

people participate in the programs

so that the circulation goes more

fluently. On this way also other

groups can join the track.

Problems

W1:W2:T1


ethnicities need to be improved by

organizing more programs and by

aggravate the conditions to take

part in the different programs.

Grow strategy

The Manchester Velodrome offers various sports. The track is used optimal, but the

‘centre court’ where net ball and basket ball takes place can be increased. This will be

able if you try to set up a school completion across Manchester. Whereby various schools

need to compete against each other in several sports.


To fulfil as many as the request as possible it is necessary that accredited riders ride on

the track on specific hours. At this moment they ride in the ‘starters’ group while other

people can not ride on the track, because of the popularity.

Defence strategy

Also in the Manchester Velodrome there are no activities based on creeds. By keeping

this in mind the usage of the ‘centre court’ can become increased as well.

Problems

Some people are excluded of participation by organising ‘too general’ activities. If you

base the activities more on specific target groups, people will feel more attracted than if

you take them all in general.


33. Miles Platting Swimming Pools


Miles Platting and Newton Heath

Opportunities

O1 = Lot of older people

Threats

T1 = High population of lone

parents

Strengths

S1 = Attendance of associations

S2 = Package membership

(fitness+swimming)

Grow strategy

S1:S2:O1

Increase participation of older

people by scheduling combination

activities on off-peak hours.

Defence strategy

S1:S2:T1

A nursery gives lone parents the

opportunity to sport, while their

kids are playing under

accompanying.

Weaknesses


weekend

W2 = Limited fitness facilities


W1:W2:O1

Organise fitness group activities to

optimise the usage of the fitness

suite.

Problems

W1:W2:T1

Extend opening hours in the

weekends and organise child-

parents activities.

Grow strategy

There a various activities for older people. All people aged over 60’s are able to swim for

free. To attract also activities outside the water packages of activities can be useful to

increase the participation of the older generation. If you do this on off-peak hours other

target groups will not become annoyed by the extra activities.


The fitness facilities are not optimal. To keep people attracted to this part of the facility

group fitness can be optional. If you do various activities within the fitness suite the

usage of this area can become increased.

Defence strategy

To attract also lone parents after their work a nursery will be an option. If you offer this

on special hours the costs can be keep low. This will give lone parents the opportunity to

sport as well while somebody take care over their children.

Problems

Child-parents activities will make it possible for the families to be active together and to

show the importance of being active. Especially for lone parents it will be convenient

when the facility is accessible in the weekend throughout the day.


34. Withington Leisure Centre


Old Moat

Opportunities



O3 = People are healthy (pay

attention on their life style)

Threats

T1 = Variety of cultures

Strengths

S1 = Range of facilities and

activities

S2 = Opening hours

Grow strategy

S1:O1:O3

Because of a positive attitude of

the residents they will feel

attracted by the several

opportunities of the centre.

S2:O1:O2

The wide opening hours will attract

different kind of people throughout

the day. A reduction for students

on off-peak hours will attract

them.

Defence strategy

S1:S2:T1

Because of the different

possibilities several cultures will

feel attracted by the centre. To

attract more cultures activities

need to reckon with different

creeds and habits.

Weaknesses

W1 = No target group related

classes


W1:O1:O2:O3

Take wide target groups to specify

programs, but because of the fact

people get on well together a wide

range of target groups will be

enough.

Problems

W1:T1

Because of the absence of specific

classes some cultures will not be

able to participate in the classes.

More creed specified programs will

attract more cultures.

Grow strategy

The range of facilities and activities are a very positive aspect of this facility. By

remaining this the visitors will keep coming. With several activities the range of people

will be increased and people are able to be active together with their family or friends,

because there is something to do for everybody. Try to discover if the people miss

something or would like to see other activities as well.

The facility is accessible throughout the week. During these days you will have off-peak

moments. By giving reduction during this hours you will be able to attract another target

group, like students. Especially because of their financial situation.


To focus your classes more on target groups the quality of the lessons can become

improved. By taking wide range of target groups you will not exclude people, especially

not because these residents get on well together.

Defence strategy

There are a lot of opportunities in this centre, but by focusing these activities on various

creeds and habits also various ethnicities will be able to take part. Sometimes they are

not allowed to sport together with the other gender or they have specific clothing

regulations.

Problems

The absence of specific classes can be a reason for various ethnicities to not take part in

the facility. The facility is open throughout the day, has a lot to offer and the usage will

become increased by creating classes focused on the wants and needs of several

ethnicities.


35. North City Family and Fitness Centre

North City Family and Fitness

Centre

Harpurhey

Opportunities

O1 = Location close to other

facilities

Threats

T1 = Ethnicities


population permanently

sick/disabled

Strengths

S1 = Equipment/wide range of

offer

S2 = Target group related classes

Grow strategy

S1:S2:O1

Attract more residents by working

together with the nearby

companies and advertise with wide

range of offer.

Defence strategy

S1:T2

A lot of residents have physical

problems. To attract this people

create work out programs.

S2:T1

The target group related classes

need to keep different habits in

mind.

Weaknesses



W1:O1

Attract associations to involve in

centre by promoting the perfect

location.

Problems

W1:T1:T2

Increase accessibility by attracting

associations for different

ethnicities and groups.

Grow strategy

This facility has a lot to offer. You will attract more people by working together with the

surrounded companies. The awareness of the North City Family and Fitness Centre will

be high, because of the usage of the companies nearby. Try to create packages between

the several companies.


The absence of associations can be a reason to go somewhere else. It is necessary to try

to offer a wide range of possibilities to reach all kind of residents. This centre will be a

perfect place for associations to establish due to the attendance of the various facilities.

Defence strategy

This part of Manchester counts a high percentage of permanently sick and disabled

people. With offering low impact lesson or wheelchair classes this people will be able to

participate as well. The usage of the facility will be increased and it is also a way to show

social involvement.

Problems

People with different ethnicities can have the feeling that other people do not understand

them. By attracting associations focused on specific religions, like a Muslim dance group

or an Indian sports Club it will be easier to fulfil their wants and needs.


36. Ten Acres Leisure Centre



Opportunities


Threats

T1 = A lot of older people

Strengths

S1 = A lot of associations

Grow strategy

S1:O1

Special activities after school hours

will attract children who live with

only one parent. While the parent

works, somebody takes care over

the child.

Defence strategy

S1:T1

Activities in the morning focussed

on older people will attract another

target group.

Weaknesses

W1 = Accessibility



W1:W2:O1

Extension of the opening hours in

the weekends makes it more

accessible for lone parents to let

their children participate in an

activity or to play together.

Problems

W1:W2:T1

Extension of the possibilities will

attract older people as well to

participate in a group activity.

Grow strategy

Various associations means that there are a wide range of activities going on in the Ten

Acres Leisure Centre. To make it easier for lone parents a care for children after school

hours will be a possibility. In this way parents do not have to worry about their child and

the children are able to have fun and being active with their friends. The hours after

school time are mostly not the most popular hours to be active. This will not be any

problem.


The opening hours will make it not easy for lone parents to sport together with their

child. If you extend the opening times and organise various activities for parents to

sport together with the children it will be useful to extend the opening hours.

Defence strategy

In this area live a lot of older people. They will feel a kind of hesitation to visit the

facility. By creating special activities or mornings for this category it will be more

attractive for them to participate.

Problems

The fact that the population of Miles Platting & Newton Heath contains a lot of older

people. It is necessary to make it accessible for them to participate. In this way the

accessibility need to become increased for this target group by organizing special

activities for them.


37. Moss Side Leisure Centre


Hulme

Opportunities

O1 = Students

O2 = A lot of singles

Threats

T1 = Religion

Strengths

S1 = Associations

S2 = Offer of activities

Grow strategy

S1:S2:O1:O2

The wide range of activities will

attract different people. Special

student hours/reduction and

student group activities will fulfil

the social need of this group.

Defence strategy

S1:S2:T1

Due to different religions the offer

need to be based on the needs and

habits of different ways of life.

Weaknesses

W1 = Limited work out classes


W1:O1:O2

Because of the many single living

students their social needs need to

be fulfilled by extension of the

work out classes.

Problems

W1:T1


religions need to be improved by

work out classes which fit to their

creeds.

Grow strategy

Students are usually interested in being together with friends and most of them are

physical active. To attract them to the Moss Side Leisure Centre it will be an opportunity

to give them reduction on off-peak hours. The usage will become increased and it will be

possible for students to participate.


Most of the student live on their own. They are probably looking for company and this

can be possible during a physical activity. Extension of the work out classes will make it

possible to fulfil the social motives of people.

Defence strategy

With the variety of associations it will be easier to participate for several ethnicities. Try

to attract various ethnicities by organising activities based on their wants and needs. This

because it contains a high percentage of the population of Hulme.

Problems

The limited work out classes will make it harder for some people to take part in sports.

Extension of the work out classes is necessary to attract also the high percentage of

other ethnicities.

Bachelorscriptie Anneloes Bijl

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