A Report On The Mckendree Metro Recreation Plex

The commitment to athletics in Division III has lead to money being spent on new sports and recreation facilities. So much so that it’s been put to question if there is an “arms race” to who can build the biggest and

In chapter five, “Facility Design and Planning”, the text talks about the design and planning of an athletic training room and how the best ones are those that have undergone comprehensive planning before its development. Spacing, lighting, accessibility, and traffic flow are key elements that should be considered in the planning of an athletic training room. The process will also include collaboration with internal and external stakeholder and contractors.

Develops long term plans to determine need for and feasibility of constructing or upgrading athletic facilities.

Triple E’s main clients will be local area businesses who require access to marketing and event planning services but have no marketing/planning departments of their own. By focusing on businesses that have these specific needs, Triple E Marketing and Events will be able to provide smaller organizations access to comprehensive and combined event planning and marketing strategies, allowing them to create brand recognition and increased profitability for their businesses.

Mark Lauber, a Wharton School of Business graduate, founded Branchburg Sports Complex (BSC) in 2008 after selling his and his father’s previous venture to another company. As a lover of sports and family entertainment destinations such as Disney Land, Mark envisioned bringing the “wow-factor” that these world renowned destinations possess to the realm of sports centers. BSC is a 78,000 square foot facility consisting of four indoor turf fields, basketball courts, training center, multi-level PlayMaze, arcade with redemption center, batting cages, and a three-floor 9,000 square foot interactive fantasy-themed laser tag arena. Advertising “fun and excitement for the whole family,” Mark truly provides activities for all demographics. He

Potential target markets for this service would be in an inner city community that has a concentrated amount of middle/high school consumers with multiple athletic programs. Being in the inner city, potential consumers would typically resort to the emergency room, urgent care clinic, or a pediatrician.

Collectively, recreation centers or gyms have had an impact upon several collective lives, effecting our sociological imagination. As an example, a whole new

The marketing mix has to be promoted by Thorpe Park in order for them to achieve their aims and objectives

“What really excites me is digital, especially in sports it changes every day…When I was at Michigan, the idea of digital had not really been there yet so I kind of brought that element to the table, it’s more prevalent now across universities” said Maleh as we discussed the role of digital marketing in sports today. It was great to get his take on this topic as we live in a society that is greatly impacted today by social media and the digital world and how we should be preparing ourselves for the role it will play in our professional careers. It was also helpful to understand his role as a marketing coordinator with the next. Being someone who is interested in sport marketing as a career, the position of a marketing coordinator is an entry-level position that may be available to me after graduation so it was wonderful to hear what the role really entails especially for such a popular organization such as the New York

Residents will appreciate the convenience of a deluxe, state-of-the-art community fitness center, heated community swimming pool, and a luxurious 10,000 square foot clubhouse where residents will have access to a gourmet kitchen, community living room, multimedia room, and a game room. Residents can start community sports leagues to play at the clubhouse basketball courts or soccer and baseball fields. Nature lovers will enjoy the 10 acre neighborhood park, 12 miles of walking trails, and a private fishing lake.

Over the past 40 years, Bass Pro Shops, Inc., a privately held corporation, has leveraged a unique business model into a major success story, becoming one of the largest retailers of sporting goods in the United States. In fact, the company's flagship retail store in Springfield, Missouri, is the state's largest tourism attraction, outdistancing even major attractions such as Silver Dollar City located in Branson. This paper analyzes Bass Pro Shops strategic marketing methods, including potential growth opportunities, the different marketing strategies that are available, objectives for Bass Pro Shops' marketing plan, and the capacity of the company to respond to changes in the marketing environment. In addition, the paper examines the extent to which identified changes will impact the marketing strategy and provides an analysis of the company's current marketing strategy strengths and weaknesses. A discussion of key local, national or global emerging themes that have the potential to affect Bass Pro Shops, Inc. and recommended strategic responses is followed by a summary of the research and important findings are presented in the paper's conclusion.

8 multipurpose athletic fields • 4 basketball courts • 2 volleyball courts • 2 beach volleyball courts • 4 tennis courts • Enclosed skateboard plaza • Aquatic facility with lap pool and diving pool • Playground with water play area • Enclosed dog parks • Paved path encircling athletic fields • Restroom facility near athletic fields • 35,000 square‐foot community center with full gymnasium, fitness center, game room, dance room, and meeting rooms • 320 square‐foot • Police substation with holding facility in the community

Spike’s Indoor Beach Volleyball and Rock Climbing Inc. caters to a niche market in the Canadian sports industry. As there were no indoor beach volleyball courts in Canada, Spikes faced little competition. The volleyball crazed locality of London, Ontario provided the perfect geographical location for the operations of Spikes. In addition to indoor beach volleyball courts, Spikes had also added an indoor rock climbing wall, a small restaurant with a bar, and had also upgraded the lighting, heating system, computer servers and had added a big-screen television in the lounge area. Spikes did face some competition in the rock-climbing wall division as there were 2 other competitors in the vicinity who offered

The first six months of the project will be regarding checking off the beginning start up processes. Thus, these will be centered on acquiring the necessary licenses, permits, rental space, and materials to begin operations at the end of the six month period for planning and development. During that six month period where the licensing and permitting is being taken care of, the project does not have to stand still. Keep members in the project can begin to build strategic relationships within the community in order to be able to hit the ground running once all licensing is taken care of. For example, members of the project work with the Maryland Economic Development Association (MEDA) by attending these events around the region. One such event is taking place on March 14 and is regarding the financial environment of Maryland. This event is the BWI Business Partnerships Regional Economic Development Summit, and will be discussing growth within the business corridor and how financial planning and services can best augment that growth and provide for future stability (Maryland Economic Development Association, 2013). Using this project checklist can help augment the planning period by not limiting focus purely to planning alone, but encouraging members of the project to use the time to build strategic relationships within the community as well. Strategic relationships are crucial part to building an effective marketing campaign

   Abstract:  The Stadium  construction boom continues, and taxpayers are being forced to pay for new high tech stadiums they don’t want.  These new stadiums create only part-time jobs.  Stadiums bring money in exclusively for professional leagues and not the communities.  The teams are turning public money into private profit.  Professional leagues are becoming extremely wealthy at the taxpayers expense.  The publicly-funded stadium obsession must be put to a stop before athletes and coaches become even greedier.  New stadiums being built hurt public schools, and send a message to children that leisure activities are more important than basic education.  Public money