ENTER MARKETING COMMUNICATION PLAN
GROUP 8 UPGRADE
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SUMMARY
Chapter A
NU&STRAKS is a brand new, urban festival, which will be hosted in Tilburg from 1 November until 4 November 2014. NU&STRAKS stands for happiness and believes everyone has a right to be happy, which is why they let the visitor experience how to work on their quality of life. NU&STRAKS does this by offering various workshops, master classes and sport activities, among other things. NU&STRAKS asked Upgrade to come up with a campaign on how to get 3,000 - 5,000 citizens between the ages of 25 and 45 from Tilburg and surrounding areas to come to their festival.To achieve this, Upgrade created the concept ENTER.
ENTER came into existence after an extended internal and external analysis. From these analyses, a SWOT analysis and Confrontation Matrix were derived, which showed the following central problem: Due to the limited awareness and current competition, achieving the goal of reaching 3,000 - 5,000 visitors, will be hard to realise. From this central problem, the following two objectives were formed; one for this year’s edition and the other for the 2019 edition: - NU&STRAKS should be known by 20% of the age group 25 to 45 years old (55,000) in Tilburg and surroundings by the end of 2014. - NU&STRAKS should be known by 60% of the age group 25 to 45 years old (55,000) in Tilburg and surroundings by the end of 2019. Based on these objectives, a strategy was provided called the circle strategy. This strategy focuses on involving all the different parties working with or for NU&STRAKS. With the circle strategy in mind, the concept ENTER was created. ENTER gives you access to the movement of happiness. The vision that ENTER uses is: “In a socially engaged community we aspire to be an exploring platform, where we try to trigger an involved and enterprising movement.” Upgrade developed three products within the ENTER concept: a pop-up event, an online experience website and a promotion video with famous citizens of Tilburg. Upgrade sculpted this concept in a way it can be used for future editions as well.
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INTRODUCTION Chapter B
This strategic marketing & communication plan is commissioned by NU&STRAKS. Upgrade seized this opportunity and took full advantage of the possibility to create an innovative plan for NU&STRAKS.
ABOUT UPGRADE Upgrade is a young, progressive company made up of twenty students of Fontys Academy for Creative Industries. Our mission is to create brand awareness through innovative marketing strategies. We keep seeking innovative and creative concepts to meet the customers’ need.
VISION The world keeps developing itself faster and faster. Upgrade aims to stay ahead of these developments and to end up in Holland’s top 5 most enervating marketing-communication companies by 2025.
KEY VALUES Freedom Dynamic Innovative
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ORGANISATIONAL STRUCTURE
Chapter C
Executives of Upgrade
LISANNE KLAESSEN Head of Upgrade
TOMAS DERCKX Co-head of Upgrade
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ORGANISATIONAL Chapter C
STRUCTURE
RESEARCH DEPARTMENT
JESSE TIMMERMANS - ELISE FRENKEN - MARLOES BEEKMANS
CONCEPTING DEPARTMENT
SIMON ONBELET - MICHELLE MATSE - LOLA MUSTAERS - LISANNE KLAESSEN - EMMA JANSSEN
EDITING DEPARTMENT
LISA-MARIE KRAMER - SORAYA KUSTERS
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ORGANISATIONAL STRUCTURE
Chapter C
MARKETING DEPARTMENT
LIEKE HILLERSTROM - TOMAS DERCKX - RUTGER ESSED MIRANDA VAN ENGELSHOVEN - NINA HAWINKELS
GRAPHIC DEPARTMENT TEUN VAN ASTEN - JULE THEUNISSEN - DANNY VAN DER WIELEN - KARLIJN VAN DER ZANDEN
TEUN VAN ASTEN - JULE THEUNISSEN - DANNY VAN DER WIELEN - KARLIJN VAN DER ZANDEN
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TABLE
Chapter D
OF CONTENTS
A. Summary........................................................3 B. Introduction................................................... 4 C. Organisational structure............................... 5 D. Table of contents............................................8 1. Internal analysis............................................ 9 2. External analysis........................................... 11 3. SWOT analysis.............................................. 17 4. Target group.................................................. 19 5. Objective....................................................... 22 6. Strategy.......................................................... 23 7. Concept........................................................ 24 8. Time planning................................................ 33 9. Budget.......................................................... 34 10. Evaluation.................................................... 36 11. Literature & sources..................................... 37 12. Attachment A................................................ 40 13. Attachment B............................................... 41 14. Attachment C............................................... 42 15. Attachment D............................................... 43 16. Attachment E................................................ 44
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INTERNAL ANALYSIS
Chapter 1
The foundation of NU&STRAKS lays at the Fontys Academy for Creative Industries. Students and staff of International Lifestyle Studies (ILS) chose seven themes that are guiding this festival. Furthermore, the organisation has several interns: students and graduated students from Fontys ACI. The festival is taking place throughout the whole city of Tilburg with its core area being the Spoorzone.
Vision of NU&STRAKS (NU&STRAKS, 2014) “Happiness and well-being have become increasingly important components in our lives. In the area of Tilburg we actively try to improve quality of life in large numbers both private and business related. We want to share our knowledge and experiences on this subject and feel a need for practical and innovative handles on this subject.” Mission of NU&STRAKS (NU&STRAKS, 2014) “NU&STRAKS is the quality of life pioneer in Tilburg region and beyond. People and businesses get inspired and encouraged to inter)actively start with improving the(ir) quality of life.”
Pinpoints in the mission ● Social innovation ● Both national an international exposure ● Tilburg is urban décor on a physical and mental level Core values Do, Explore and be Energetic.
Themes NU&STRAKS has seven themes that are all represented in many different ways. The themes NU&STRAKS came up with, are: ● Health ● Food & Drinks ● Leisure ● Work ● Sports & Exercise ● Identity & Appearance ● Living & Life surroundings With these themes as guidelines, there are many activities throughout the whole city, like workshops, lectures, keynotes, shows, musical performances and theatre, dialogues, master classes, theme films, craziness, culinary actions and sports. NU&STRAKS wants to surprise, inspire and have interaction with their audience.
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INTERNAL
Chapter 1
ANALYSIS
Goals ● Move everybody ● Get 3,000 – 5,000 visitors to the festival ● Get 600 paying visitors to the festival ● A high quality program that is not difficult to attend ● Creating fans that will return next year ● Pointing out the quality of life ● Local, regional and (inter)national attention Date The date of NU&STRAKS is from the 1st of November until the 4th of November. During these days, there will be parts of the festival taking place all over the city. Some locations have their own themes, other locations have multiple themes represented at once.
Budget (Cuijpers, 2014) NU&STRAKS does not have a big budget available. Everyone who is doing something for NU&STRAKS is doing it because they want to. They only get ‘paid’ by receiving a bottle of wine and some flowers. They do not do it for the money, but that is okay because they are all motivated by themselves.
Target Group The target group of NU&STRAKS is almost everyone. They separated them in four different categories: ● Citizens ● Education (Schools, teachers, students etc.) ● Government ● Organisations Their focus point lays on Tilburg, but all the surroundings in Noord-Brabant are part of the target group. (Heesbeen, 2014)
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EXTERNAL ANALYSIS
Chapter 2
The external analysis is separated into a few subjects. First, a customer analysis was made based on the 6 W’s of Ferrel. Furthermore, a market analysis and competitor analysis show what the NU&STRAKS surroundings look like.
CUSTOMER ANALYSIS This customer analysis is based on information of the NU&STRAKS website (NU&STRAKS 2014). Customers are manufacturers, traders and consumers. The customer analysis is giving an overview about who the customers of NU&STRAKS are and why they will or will not visit the festival. This analysis is based on the 6 W’s of Ferrel.
Who are the current and potential customers? The customers of NU&STRAKS are all of the inhabitants of Tilburg. This group can be segmented into citizens, educations, organisations and the government. The focus point is the city of Tilburg. However, all the surrounding areas in Noord-Brabant are also part of the customer group. What are the current and potential customers doing with the product/service? People and businesses get inspired and encouraged to (inter)actively start with improving the quality of (their) life. This means the customers are trying to improve the quality of their lives by participating in the different workshops, master classes, dialogues and other meetings. Where are the current and potential customers buying the product/service? The service that NU&STRAKS provides is knowledge about the quality of life. The festival is free of charge during the weekend. People can gain knowledge on various locations in Tilburg. When are the current and potential customers buying the product/service? The four-day festival starts at the 1st of November and ends on the 4th of November. On the first two days of the festival, the entrance is free, but on the other two days, there is an entrance fee. These passe-partout tickets are available on the website from the 8th of September. NU&STRAKS will provide its services during the four-day festival. Why are the current and potential customers buying the product/service? People who visit the festival are interested in exploring their quality of life. Why are the current and potential customers not buying the product/service? There could be different reasons for people not to participate in the event: 1. They are not able to make it to the festival because of the date 2. They are not able to make it to the festival because of the location 3. They are not interested in the seven themes and the way they are highlighted
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EXTERNAL
Chapter 2
ANALYSIS
The market analysis is parted into a DESTEP analysis and a few general market factors.
MARKET ANALYSIS - DESTEP
Demographic The demographic factor focuses on the distribution of the population that includes how many inhabitants Tilburg has, in what part of the city the most people live, age structure of the population and the male-female ratio. Tilburg is located in the south of the Netherlands in the province Noord-Brabant. With 210,290 inhabitants on the 1st of January 2014, it is one of the biggest cities in the Netherlands (gemeente Tilburg, 2014). Figure 1 shows that the age groups 15-29 and 30-44 are best represented in the city. This is positive for NU&STRAKS because the target group of the festival is everyone in and around Tilburg between 25 and 45 years old. Figure 2 shows the total number of inhabitants in Tilburg per district. Most of Tilburg’s inhabitants live in ‘Reeshof’, closely followed by the district Oud-Zuid.
FIGURE 1
FIGURE 2
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EXTERNAL ANALYSIS
Chapter 2
Students Figure 3 - According to the most recent research by Apollo about student housing, the number of students in Tilburg will increase about 8% in the period of 2013-2021. The number of university students in Tilburg will increase as well, with about 9% in the same period (Apollo, 2013).
FIGURE 3 Economic Tilburg, one of the biggest cities in the Netherlands, used to be known for its textile industry. Now, the city is known for the so-called “hidden poverty”. According to Anton Dautzenberg (writer of the Queit 500), 15,000 families live below the poverty line. Figure 4 shows some numbers about Tilburg. There are more people with low incomes (44%) than there are with high incomes (13%). The average personal income per receiver is €16,743 which is almost €14,000 lower than the average personal income of the labour force in the Netherlands (A. Dautzenberg, 2013).
FIGURE 4
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EXTERNAL
Chapter 2
ANALYSIS
Social-Cultural The social-cultural factor includes culture, nationality, habits, moral, norms and values. Figure 5 shows the different nationalities in Tilburg. A little over 75% of the 210,290 inhabitants were born in the Netherlands and have a Dutch nationality. The cultural policy of Tilburg from 2011 - 2015 is absolutely clear: Tilburg wants to be the centre of social innovation. Cultural institutions want to strengthen this profile as well, by committing to cultural innovation (Wagemakers, 2011). Tilburg knows a lot of cultural innovative festivals: Hapstap (food festival), Festival Frisse Oren, Festival Mundial, Incubate and the new urban festival “NU&STRAKS”. Although the council of Tilburg is very supportive when it comes to culture and cultural events, the amount of granted allowance was reduced during the last few years. To ensure their survival, organisations had to find other ways to financially support their events and projects. One of these is by crowd funding. Cultural fund Tilburg came up with a website on which people can donate money to a specific event or project (Tilburgvoorcultuur, 2014).
FIGURE 5
Technological Figure 6 - Research shows that almost 9 out of 10 Dutch people use Social Media. Facebook is still the most used platform with 8.9 million users in 2014 (that is 13% more than they had in 2013). Platforms following Facebook are: YouTube (7.1 million users), LinkedIn (4.1 million users), Twitter (3.5 million users) and Google+ (3.3 million users). There are also a few new platforms that are growing rapidly. Social photo-app Instagram has 1.4 million overall users and 536,000 daily users. Pinterest and Snapchat are also doing well, with 1.1 million users and about 0.7 million users respectively (Newcom research, 2014). Foursquare is also mentioned in the research. However, Eric Steur of the Social Media Club Tilburg states, “Foursquare is hardly used by entrepreneurs and companies in Tilburg.”
FIGURE 6
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EXTERNAL ANALYSIS
Chapter 2
Ecological/Political Upgrade does not consider the ecological and political factors relevant enough for this marketing & communication plan. Every political issue regarding culture has already been mentioned in the social-cultural part of the DESTEP analysis.
GENERAL MARKET FACTORS
The most important part of the general market factors, for this research, is trend watching. Upgrade has found some trends the festival could benefit from, in either a positive or negative way (Weikamp, 2013). 1. Intimacy Intimate and small are the trends during this festival season. The number of festivals in the Netherlands is changing every year, as well as the characteristics of the festivals. When working with artists who are still growing instead of popular artists, small locations are used to create a more intimate event. Even though it is smaller, most of the time it is way more successful. 2. New locations Another trend is the search for unusual festival grounds. An increasing number of initiatives take place on new and unknown locations, for example: locations in the city centre, new outdoor locations, airports, historical locations and other creative locations. By using these special locations, people are more excited and get a bigger experience than when they are attending a festival that is organised on an open field. Partying in an old hangar or dock is way more interesting than dancing in a field of grass. 3. Brand > artist Nowadays, a lot of festivals choose to further expand their own brand, image and experience rather than to expand their line-up with bigger and better artists. Festivals do this because there is much more competition in the market and they have to find a way to stand out. If the success of the festival only depends on the line-up, the formula is much weaker than when a strong brand and image is created. 4. Social engagement Social engagement is about the upcoming community in which people help each other selflessly. Solidarity is one of the key values regarding social engagement. People are striving to feel good and have a good quality of life. As a result, being a volunteer and helping others without expecting something in return is an upcoming trend. 5. All five senses When people go to an event or festival they expect complete experience. The best way to bring them this complete experience is to stimulate all of their senses. Nowadays, not only the music and food are important. The event organisation has to pay close attention to location, smell, sound, light and even the smallest details to bring their guests the perfect experience.
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EXTERNAL
Chapter 2
ANALYSIS COMPETITOR ANALYSIS
There are several forms of competition (Ferrel & Hartline, 2011): 1. Brand competitors – that market products with similar features and benefits to the same customers at similar prices. 2. Product competition – which competes in the same product class, but with products that are different in features, benefits, and prices. 3. Generic competition – which markets very different products that solve the same problem or satisfy the same basic customer need. 4. Total budget competitors – which compete for the limited financial resources of the same customers. Research showed that the festival is unique in its kind. There’s no city festival with the same value (“quality of life”) in or around Tilburg. Furthermore, there is no other festival or event that takes place in the same weekend as NU&STRAKS festival. Therefore, there is no brand- or product competition. The mission of NU&STRAKS is to be the ‘quality of life’ pioneer in and around Tilburg. They want people and businesses to get inspired and encouraged to (inter)actively start with improving the(ir) quality of life. This is the customer need they want to fulfil. This need is very specific, which makes them unique and that is why they do not have generic competitors. However, the potential visitors may have other needs, like just having a nice day out. If this is the case, they do have generic competition. There are for example two big cinemas (Pathé and Euroscoop), a zoo (Beekse Bergen), a theme park (Efteling), several sport facilities and a lot of shops. Furthermore, generic competition could also mean that people do not have the need to go out that particular weekend. Their need is to have a nice weekend out regardless of which weekend. Therefore, there are several events, which could be seen as generic competitors. These events are around the same date and include festivals like: Dance month (October), Popronde (18 October), Oktoberfest (30 October - 2 November) and the Warandeloop (November). Total budget competitors compete for the limited financial resources of the same customer. However, the NU&STRAKS festival is free of charge during the weekend so there are no total budget competitors.
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SWOT
ANALYSIS
Chapter 3
From the internal and external analysis, Upgrade has developed a SWOT analysis. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. The Strengths and Weaknesses derive from the internal analysis and the Opportunities and Threats from the external analysis. The main findings from the SWOT analysis are:
STRENGTHS - Multiple days - Seven themes - Free entrance on Saturday and Sunday
OPPORTUNITIES - More students are coming to Tilburg - Tilburg centre of social innovation - Sustainability
WEAKNESSES - Awareness - Limited budget - Distance between the different locations
THREATS - Competition - Weather conditions - Economise
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Chapter 3
CONFRONTATION MATRIX
MAIN PROBLEM
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SWOT
ANALYSIS
The Confrontation Matrix shows all the Strengths, Weaknesses, Opportunities and Threats and combines these with each other. Based on this matrix, the central problem can be derived and an important basis for the implementation of the strategic options will be formed. These options will be discussed in the next chapter. The following scale is being used for the confrontation matrix, which indicates the importance of the factors to one another.
Based on the confrontation matrix above, the following central problem can be formulated: Due to the limited awareness and current competition, achieving the goal of reaching 3,000 – 5,000 visitors, will be hard to realise.
TARGET GROUP
Chapter 4
Description of the main target group The target group of NU&STRAKS is located in Noord-Brabant. They are separated into four groups: ● Citizens ● Education ● Government ● Organisations Upgrade focuses on the citizens of Tilburg. Upgrade aims for the citizens and individuals because they will most likely visit NU&STRAKS during the weekend. The people within this target group are between 25 and 45 years old. Values The values of the target group are: ● Open-minded ● Aware ● Enterprising ● Eager to learn ● Involved
Personas NU&STRAKS is based on the following seven themes: ● Health ● Food & Drinks ● Leisure ● Work ● Sports & Exercise ● Identity & Appearance ● Living & Life surroundings
Therefore, Upgrade has divided the target group into these seven characteristics. To aim more specifically, Upgrade has combined some of these themes to create four different personas: ● Frank (31) represents health and sports & exercise ● Lieve (42) represents work and living & life surroundings ● Barry (37) represents leisure and food & drinks ● Roos (26) represents identity & appearance
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Frank van Dooren Barry Bijlsma Chapter 4
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TARGET GROUP
Roos van Mechelen Lieve Sanders
TARGET GROUP
Chapter 4
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OBJECTIVE
Chapter 5
There are two objectives for NU&STRAKS. One is an overall objective for the long term, whereas the other objective specifically focuses on the first edition of the festival (2014). The objectives have been parted into knowledge, attitude and behaviour goals to define the main objective.
Overall objective NU&STRAKS should be known by 60% of the age group 25 to 45 years old (55,000 people) in Tilburg and surroundings by 2019. Knowledge 25% of the 55,000 people should be aware of the line-up as well as the locations of NU&STRAKS by 2019. Attitude 30% of the 55,000 people should have a positive attitude towards NU&STRAKS by 2019. Behaviour 8% of the 55,000 people should have visited NU&STRAKS by 2019.
Objective for 2014 NU&STRAKS should be known by 20% of the age group 25 to 45 years old (55,000 people) in Tilburg and surroundings by the end of 2014. Knowledge 9% of the 55,000 people should be aware of the line-up as well as the locations of NU&STRAKS by the end of 2014. Attitude 11% of the 55,000 people should have a positive attitude towards NU&STRAKS by the end of 2014. Behaviour 3% of the 55,000 people should visit the first edition of NU&STRAKS in 2014.
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STRATEGY Chapter 6 Upgrade aims to create a strategy where they involve every party that has a part in NU&STRAKS. Not only the organisation of the festival is involved, but also the companies that give workshops, lectures or participate in any way possible. Besides these two parties, Upgrade also wants the citizens and potential visitors of NU&STRAKS to be involved. Upgrade focuses on creating a possibility to make all these parties interact with each other and help them where they can. Circle Strategy Upgrade has come up with a circle strategy. It is a simple, basic form in which all the parties are connected with each other. There are no dead ends and everyone is reachable by everyone through different channels of communication. These channels can be online on, for example, Facebook and Twitter, but also e-mail and the website of different parties. On the other hand, you have offline channels on which people can connect face-to-face. A simple example is that companies open their doors for questions if people want more information about the festival (this also goes for the organisation of the festival). To create more connection with the citizens of Tilburg, Upgrade wants to use ambassadors who promote NU&STRAKS through their own channels and give their fans a chance to talk about the festivals and their part in it. The big advantage of this strategy is the free publicity that is gained by word-of-mouth advertisement and the viral-effect that is being created by the parties that participate in NU&STRAKS (think about the ambassadors and their fans). This way, little to no money is spent on advertisement, yet it creates a buzz around the festival. It also creates the community that the festival wants within the borders of Tilburg. In this place, we learn from each other and give everyone the chance to educate and develop a better lifestyle. The ways of communication Upgrade wants to use are, as said before, offline and online. Not only through social media, but also face-to-face on the street: think about a little pop-up party where we do small workshops to introduce the citizens of Tilburg to NU&STRAKS. In short, Upgrade advises to use the circle strategy as explained above. Using this strategy, NU&STRAKS can create interaction between the parties and build a community in which everyone tries to improve their own lifestyle in their own way.
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CONCEPT
Chapter 7
With the help of a value fit, companies get an insight into the different values of the target group, the organisation and the current trends. After a careful selection, Upgrade decided to link some of the values with current trends. Values target group Open-minded, aware, enterprising, eager to learn and involved.
VALUE FIT
Values NU&STRAKS Do, exploring, energetic, Current trends Intimacy, new locations, brand > artist (meaning the brand is becoming more important than the artist), social engagement, all five senses We made the following connections: Enterprising - Exploring - All five senses Eager to learn - Exploring - All five senses Involved - Energetic - Social Engagement Enterprising - Energetic - Social Engagement Eager to learn - Exploring - New Locations Eager to learn - Exploring - All five Senses Aware - Exploring - New Locations Upgrade has chosen to work with the connection “Involved & Enterprising - Exploring - Social Engagement”. This connection is the most valuable in Upgrade’s opinion and fits the target group the most. Value Fit conclusion With the help of the value fit and the connection that was made, the following conclusion was drawn: “We see that by creating and exploring surroundings, an involved and enterprising target group is reached by social engagement. With this conclusion, we can create a fitting concept for the target group of NU&STRAKS.”
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CONCEPT CONCEPT DESCRIPTION
ENTER
Chapter 7
CREATING A MOVEMENT OF HAPPINESS In a world where happiness and well-being is getting more important, an involved and enterprising community is ready to be inspired. People get in touch with many aspects of life on a day-to-day basis. From a busy work schedule and a play date with their kids, to even the most complex questions about life that keeps them awake at night. To improve their daily life, NU&STRAKS clustered life in seven themes: health, food & drinks, leisure, work, sports & exercise, identity & appearance and living & life surroundings. Therefore, ENTER was created. With ENTER you can enter the world, enter the experience and press enter to be involved. A circle of experiences that gives you the opportunities to ENTER your world in an improved way and add happiness by pressing ENTER.
Vision In a socially engaged community, we aspire to be an exploring platform, with which we try to trigger an involved and enterprising movement. Message ENTER provides access to the movement of happiness. ENTER the seven themes NU&STRAKS is using seven themes in their communication and line-up for the festival. The line-up is based upon the themes and NU&STRAKS invited guest speakers to give workshops based on these themes. We are using these themes in combination with the ENTER concept. When entering a theme, an experience will be provided. These experiences can be different every year.
PRODUCT 1
ENTER - Pop up event In the centre of Tilburg there will be an opportunity to enter happiness, just by a push of a button. When someone pushes this button, a complete experience will arise in front of his or her eyes. This experience will be different based on which button the person presses. There will be seven buttons, each matching one of the seven themes of NU&STRAKS. Below are the different themes with their experiences. ENTER Work How can you experience work best? With the ENTER Work experience, people will be taken on a journey of different aspects of work. When pushing the button, men and women dressed in formal suits start walking up to you. In turn they give you their business cards which all have a different word on them. 1: Will 2: You, 3: Go, 4: On a business date, 5: With me? The sixth business card will have the website link on it: #ENTER #NUSTRAKS. The business group will ask the person who pressed ENTER: “PICK ME, ME, ME!”. The person then chooses with whom he or she wants to date by walking towards one of the formally dressed men or women. The person gets to take a picture with the one he/she has chosen, which will then be posted on Facebook/Twitter and/or Instagram with the text: “(name of person and name of chosen person just ‘linked’).”
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CONCEPT
Chapter 7
PRODUCT 1
ENTER Leisure The person who pressed the leisure button will be in for a treat. The experience linked to leisure is that after pushing the button, the person will be overwhelmed with compliments. This person will receive compliments from random people like: “I like your hairdo”, or: “Your outfit is amazing”. After receiving some compliments, the person will be introduced to a real life art show. A painter appears and brings along his canvas and paint. He then proceeds to paint in the style of Jackson Pollock and splatters paint all over the canvas. The painter involves the person who pressed the button in his painting by asking him/her to stand as a model in an interesting pose. After completing the abstract painting, the person acquires the painting and takes it home. The link to the website will be at the bottom of the painting.
ENTER Food After pressing the food button a waiter appears. The waiter is dressed in formal restaurant clothing and fancy shoes. The person who pressed the button gets a cooking apron, a chef’s hat, a knife, a cutting board and a carrot in his hands. He or she has to cut the carrot as quickly as possible. If the person succeeds within 10 seconds, he or she receives a nice food surprise. The person is placed on a chair, gets a tablecloth on his lap and is given a plastic cup with juice of his choice. The person gets offered treats that are made with thoroughness. For example, various super foods like acai berries and chocolate. A violinist appears and plays a well-known classical music piece, like Mozart. While the person enjoys his drink and snack, the waiter comes back and asks him/her what they thought of the food. The last sentence the waiter will say is: “Would you like to know what you’ve eaten? Go to the website www.nu-straks.nl”. After the waiter has disappeared, the experience is over. ENTER Sport & Exercise Think of sports like Tai Chi and yoga or a mini boot camp. The moment the Sport & Exercise button is pressed, the sound of a starting gun can be heard and an entire flock of runners in full gear start running at the person who pressed the button and disappear behind him or her. After that, an army drill sergeant comes forward who orders to do push-ups and continues to yell until enough push-ups are done. After that, a yoga instructor comes and starts doing yoga exercises with the person. The yoga instructor makes him or her do impossible stretches on a yoga mat. A Tai Chi instructor to restore the inner peace follows after the yoga instructor. With a number of easy moves, he starts to relax the person. Then two ninjas come forth who start a huge fight with a Jiu-Jitsu black belt, while the person keeps on doing the Tai Chi movements. After the ninjas are defeated, the Jiu-Jitsu trainer will do some Jiu-Jitsu moves. After that is finished, the ninjas come back and you need to defeat the ninjas. The Jiu-Jitsu trainer sits back and says, “You know what to do, my young grasshopper”. The ninjas disappear and some of the runners come back wearing NU&STRAKS T-shirts. The runners will compliment you and say: “Are you interested in more exercises, visit our website.”
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CONCEPT
Chapter 7
ENTER Identity & Appearance Who are you? What is your identity, and how do you express yourself to the world? Within ENTER - Identity & Appearance, an experience is given for you to discover yourself, your true identity. By the presence of a shrink with a chaise longue you are destined to think about who you are. The shrink with her tiny glasses and her pen and notebook will give life to your identity experience. But hold no fear! You are obviously not obliged to tell your most inner secrets. After lying on this comfortable sofa, the makeover team will take over! They will trust their instincts to make your outer appearance match your inner experience. The makeover team will say: Would you like to know which theories the makeover team based their makeover on? Look it up on our website: www.nu-straks.nl ENTER Living How do you make your living room Feng Shui? When you push the Living button, 20 people all wearing a single item of furniture build a living room in just a few seconds. Then the Feng Shui artist appears with frankincense. He pulls you into the living room and starts talking to you. He tells you to move the furniture so it will look a bit like your own living room. He starts telling you about the positive and negative energy flows that come with the furniture. Then he orders you to move the furniture so it will all become Feng Shui. One of the living room builders will stay and tell the person about Feng Shui. Inspirations for their own living room will be found on the website. Then the people who built the living room return in NU&STRAKS T-shirts to pick-up the furniture and clean everything up. ENTER Health How healthy are you and what kind of insurance policy fits to your health conditions? After you press the button, a man in a surgeon outfit with stethoscope comes running to you. He puts you on a chair and starts hammering on your knee that automatically goes up. Then he starts measuring your blood pressure and listens to your heart rhythm. After this thorough check-up, the doctor hands you a questionnaire with six questions implying healthy habits. Based upon the questionnaire handed to the participant by the doctor, he suggests visiting the food part of the website (with the healthy food suggestions) or the sport part (with the workout). He also tells the participant: “Do you want to know how to be healthy in a work environment, visit our website!�
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CONCEPT
Chapter 7
At the end of every experience there will be a person with a NU&STRAKS T-shirt who hands out flyers. On these flyers there will be information about the festival, the link to the website (www.nu-straks.nl) and the logo of NU&STRAKS. The location for the pop up event is Lucebert in Schouwburg in the centre of Tilburg. Reasons for this location and further possibilities are found in attachment A. The outside terrace will be used as location for the ENTER pop up experience. The poster/video will be projected on the Schouwburg building via a projector. There will be seven buttons as described in the concept, on the Lucebert terrace place. After pressing one of these buttons, the particular experience will begin. We can ask students of the Fontys Conservatorium and ROC Drama to act during the pop-up event. The interns of NU&STRAKS Festival will make the movie. The goal is to convince 50 people to push on one of the seven buttons and to reach 1500 people who pass by. Everybody will receive a flyer and there has to be an increase of at least 200 visitors on the website 5 days after the event. Tilburg is a busy city with a lot of people in the city centre. So it’s realistic to expect that at least 50 people will push the button and a lot of people will watch.
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CONCEPT
Chapter 7
PRODUCT 2
ENTER - Online Experience Website There are two recommendations for the website linking to the ENTER experience, a simple and a fancy one. The simple version: This version of the website will consist of a one-page link to the main website. This webpage shows a huge ENTER button which can be pressed to enter the NU&STRAKS website.
The fancy version: To make a more fancy version of the website, there will be more costs and man-hours, explained in the budget chapter of this report. We still want to offer NU&STRAKS an insight in how this website can look and feel. This version will consist of seven buttons, matching the seven themes. The rest of the website shows the original NU&STRAKS logo, flying birds and original theme logo’s. This is the follow-up on the pop-up event ENTER. When you hover over one of the buttons on the website this button will become a bit larger. After clicking the button, it will start to spread over the screen. While the button is spreading across the screen, the other buttons will fade slowly. With the button completely covering the screen, it reveals a part of the video with well-known people of Tilburg. This video will be with a person specifically linked to the theme of the button. Together with the fancy version of the website, NU&STRAKS can choose to redesign their main website as well. Then the main website will be inspired by the button pressed. For example, if the person presses the sport button, the main website will have a more sporty feel with a colour scheme matching the button colour. The goal of the new version of the site is to overwhelm people in a new world that will lead to a longer visit of the site. The visitors have to visit the site for 5 seconds more. This is able to check to compare the visit time from the old and new site. Employees of the NU&STRAKS festival can reach the simple version options. The fancy version is an option for the future and has to be produced by a professional bureau.
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Chapter 7
PRODUCT 3
CONCEPT
ENTER - Promotion video with famous citizens of Tilburg The confrontation matrix has shown that the wide range of events in Tilburg can cause problems for reaching the main goal. Another problem is the limited budget NU&STRAKS has. Therefore, we have to be creative with the resources we have. We have decided to create a promo video that eventually will be spread via several Social Media channels.
With the ENTER concept we will answer all the seven themes in our video. The people who will talk in a video will be connected to a theme. The idea of the button, which will be used in the pop-up promotion, will also be used in the video. The people in the video will push the button and show or tell about the specific theme. For example: Ireen Wust or a player from Willem II can be connected to the theme ‘sport & exercise’. Or Guus Meeuwis can be connected to ‘leisure’ and Roy Donders to ‘appearance’. The most important part of this video is reaching and convincing the target group to visit NU&STRAKS. The best way to do this is by using the ‘power’ famous Tilburgers have. Firstly, they have a wide network. Therefore we can easily reach a big part of our target group. Secondly, they are the professionals within one of the seven themes. People look up to them, and will be even more triggered to visit NU&STRAKS, knowing that the professional is advising them to go. The list below displays the famous Tilburgers we could use in our video. The diversity is of high importance to reach the complete target group. The final goal is to get the Famous Tilburgers to become the first ambassadors of NU&STRAKS. ● Guus Meeuwis ● Gers Pardoel ● Karin Bloemen ● Rooie Mannetje ● Roy Donders ● Bud Brocken ● Greg van Hest ● Marc-Marie Huijbregts ● Boef en de gelogeerde aap ● Timmietex ● Willem II ● Tilburg Trappers ● Ireen Wüst ● Peter Noordanus (Mayor) ● Bassjackers ● Apster ● Freek Bartels ● Stef Clement ● Fedde le Grand ● Jimmy van Fessen ● Adje ● Nol Havens ● Kluun ● Corry Konings ● Intwine ● Jacqueline Govaert
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CONCEPT
Chapter 7
Because the budget is limited, NU&STRAKS does not have the resources to hire a professional team to produce and edit the video. Hence, this will have to be done by the employees of NU&STRAKS themselves. One person will have to find 7 famous citizens from Tilburg who want to appear in the video. At least two people will be responsible for shooting the video and one person will be responsible for the editing. These tasks can be divided amongst all employees of NU&STRAKS, but it is also possible to let the same person execute two tasks. Considering the amount of employees at NU&STRAKS, this should be acceptable. The final goal is that this video will ensure that 20% of the potential visitors will know more about the festival within 24 hours, after seeing the video. This can be measured with the number of Facebook likes, comments, website clicks and Twitter followers. With the knowledge that almost 9 out of 10 Dutch citizens use Social Media, this is a realistic goal. Creating the video, including editing, can be done within 4 days, considering the video will be shot in two days.
PSYSICAL APPEARANCE
NETWORK
EMPLOYEES
Elements of the physical appearance in the ENTER concept are: ● Colourful ● Main colours are blue and green ● Birds ● Trees ● Heaven ● (ENTER) Buttons ● Hexagons ● Caravan ● Tilburg ● Spoorzone
We need partners to be able to execute the products of our concept. Partners in the network of NU&STRAKS that we can use are Twee Steden and Elizabeth hospital, ACI, Fontys Hogescholen, Lucebert Café, Ten miles, Cultural entrepeneurship (students ACI), Zorg belang brabant, Padua (hoofdzakelijk locatie), Over woon & leef BKKC, Inloophuis, ZEN instituut, RIBW, Kwartiermaken, Interpolis, Spoorzone (stichting mundial). (Cuijpers,2014)
There are many employees needed for the products of our concept. These are some their characteristics: ● Costumes ● Actors (students) ● Musicians (students) ● Lot of relics used (tray, yoga mat, furniture) ● Famous citizens from Tilburg ● Volunteers
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CONCEPT
Chapter 7
Website At every theme in the pop-up event, the person who is having the experience gets triggered to visit the website. Following is a list of every theme and how it will be achieved: ● Work: the sixth business card will have the website link on it. In total the person will read: Will You Go Business Dating With me? www.nu-straks.nl ● Leisure: underneath the painting there will be the website link. ● Food: The last sentence the waiter will say is: “Would you like to know what you’ve eaten? Go to the website www.nu-straks.nl” ● Sport: The runners will compliment and say: “Are you interested in more exercises, visit our website.” ● Living: One of the living room builders will stay and tell the person about Feng Shui. Inspirations for their own living room will be found on the website. ● Appearance: “Would you like to know which theories the makeover team based their makeover on? Look it up on our website: www.nu-straks.nl” ● Health: Based on the questionnaire handed to the participant by the doctor, he suggests visiting the food part of the website (with the healthy food suggestions) or the sport part (with the workout). He also tells the participant “Do you want to know how to be healthy in a work environment, visit our website!”
COMMUNICATION MEANS
There will be information about the festival with schedule and information about the speakers and workshops. Besides that, there are inspirational moodboards about each theme. At this page the people can find the information about the pop-up. Newspaper The most important aspect is free publicity; this can be reached by contacting the local newspapers about the coming event. The target group consist of citizens from Tilburg and the adjacent villages. We need to contact the following newspapers: Tilburgse koerier, de Weekkrant Stadnieuws and Brabants Dagblad. If they are not available to visit the guerrilla event, we will send them a press release to publish. Social media Nowadays social media is a strong promotion tool. NU&STRAKS festival has a Facebook-, Twitter- and Instagram account. They can spread the movie from the quotes of the known citizens of Tilburg through these chanels. The known citizens of Tilburg will share this movie, which will provide more content. Beside this, they can also put quotes from famous people prior to the movie. After the guerrilla event, the aftermovie can be spread through social media channels. This will ensure more followers/likes and the awareness will improve.
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Option 3 Movie Filmpje Speakers arranged Equipment arranged Shootingday Mounting movie done Publiceren Spread by Twitter/Facebook
Option 2 Website Content Content arranged Content check Publiceren Content available on the site
Option 1 Push the button Location Contact companies Sign contract Entertainment Buttons ready Artists arranged Clothes artists arranged Attributes arranged Briefing artists sent Guerille event Shootingday Mounting movie done Movie distribute
week 40 29 30 1 2 3 4 5
week 41 6 7 8 9 10 11 12
PLANNING NU&STRAKS FESTIVAL week 42 week 43 13 14 15 16 17 18 19 20 21 22 23 24 25 26 week 44 27 28 29 30 31
FESTIVAL 1 2 3 4
TIME PLANNING Chapter 8
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BUDGET Chapter 9 NU&STRAKS pointed out during the briefing that there is little to no budget to work with. This means Upgrade has to be creative with the promotion/marketing campaign. Because the various products and means of communication ask for different ways of promoting, the budget is divided into the different options. Of course, Upgrade took the minimal budget into account with every option and tried to create a budget that will cost the least. The working hours are also involved in our budget. Because NU&STRAKS takes place on such short notice (the festival is already in one month), it is difficult to find sponsors. However, sponsors are interesting to look at for the upcoming years. Bartering is something NU&STRAKS can do to gain extra income. For example, the sponsors can offer workshops to the festival and NU&STRAKS can give away free tickets for Monday and Tuesday. pop-up ENTER event Activity/Material Money Working hours 7 pillar + button
7 x € 18,15 = € 126,85
4
actors (volunteers) 0 5 Tickets for volunteers 0 0 Thank you gift for volunteers* 25 x € 5,00 = € 125,- 0 Flyers 0 0 T-shirts NU&STRAKS 0 0 Food (15 carrots. 3 amuses for 15 persons, Plastic cups + Juices)
€35,-
0,5
15 canvases + 6 collers of paint + 6 pencils
€30,-
0,5
100 Buisiness cards ENTER Work €10,- 0 whith Logo & Website 5 Permanent markers €7,- 0 (for writing on buisiness cards) Total € 333,85 10 *= expecting that twenty-five volunteers are going to help.
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BUDGET Chapter 9 Here is a list of all the needed materials that can be arranged for free. Perhaps it includes stuff that the organisation has at home. If not, the materials have to be included in the budget. Health - Surgeon costume, stethoscope, hammer, sphygmomanometer, questionnaire (20) Food & Drinks - Waiter costume, violist costume incl. violin, cooking Apron, chef’s hat, knife, cutting board, chair, tablecloth Leisure - Painter costume Work - Formal costume (3 men, 3 women), phone (incl. camera + internet) Sport & Exercise - Running gear (10), sound of shotgun, army drill sergeant costume, tai chi instructor costume, yoga instructor costume, yoga mat, ninja’s with black belt (2) Identity & Appearance - Shrink costume incl. tiny glasses, pen and notebook, ake-over team (partnership with ROC hairdresser) Living & Life surroundings - 21 pieces of living room furniture. incl one Chaise-Longue (partnership with furniture store) Website NU&STRAKS already has its own website. The goal is to intertwine the concept in the current website. Therefore, we need to adjust the website. The costs depend on the amount of changes that have to be done. The current website is made in Wordpress and the budget is stated below: Activity / Material
Money
Working hours
Website host (domain) 0 0 Web designer 0 12 To refine the website, it is preferred to work with HTML or Flash. Below you will find the budget for the website if it were made in HTML or Flash (this is only optional and maybe useful for the next years). Activity / Material Money Working hours Website host (domain) 0 0 Web designer 0 40 Maintenance every year 0 24 Promo video The making of the video has to be realised without any costs. The only costs are converted into working hours, which will be given by NU&STRAKS voluntarily. Activity / Material
Money
Working hours
Camera 0 0 Camera man 0 6 Editor 0 15
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EVALUATION Chapter 10 To gain knowledge about the success of the festival Upgrade needs to use a ROI method. ROI, Return On Investment is a term used for methods that can measure the entire outcome of an event or campaign. On one hand we use a ROI method to measure the success of NU&STRAKS 2014, and on the other hand to measure the success of further editions of the NU&STRAKS. First, the key to defining the success of NU&STRAKS 2014 is by measuring the visitors. The NU&STRAKS organisation aims to have 3.000-5.000 visitors for the first 2014 edition. This was made more specific for the concept due to the fact that the target group is smaller (age group 25 - 45) (Kuijpers, 2014). In the ‘behaviour’ objective for 2014 you can find the following: 3% of the 55,000 people should visit the first edition of NU&STRAKS in 2014. Also the overall objective can be measured with the same ROI method as for the 2014 edition, by summing up all visitors to 2019. 8% of the 55,000 people should have visited NU&STRAKS by 2019. With expert knowledge of the organisation, the method of measuring the visitors rely completely on them (I. Henckens). The capacity of the locations is measured by the organisation. A clicker can be used to manually measure the visitors per location. Second, the knowledge and attitude objectives can be measured with both the same ROI method for the 2014 objective as well as the 2019 objective. Below you find the objectives for 2014 Knowledge: 9% of the 55,000 people should be aware of the line-up as well as the locations of NU&STRAKS by the end of 2014. Attitude: 11% of the 55,000 people should have a positive attitude towards NU&STRAKS by the end of 2014. The following objectives are the overall objectives set for 2019. Knowledge: 25% of the 55,000 people should be aware of the line-up as well as the locations of NU&STRAKS by 2019. Attitude: 30% of the 55,000 people should have a positive attitude towards NU&STRAKS by 2019. Because of the online version of ENTER on the NU&STRAKS website, using online analytics is a large part of peoples’ knowledge and attitude towards NU&STRAKS. As for the target group being 25 to 45 years old, not the entire measurement is possible. For this, the focus point of the attitude and knowledge measurement will be 50% of the current objectives. Also, the organisation of NU&STRAKS stated that they want to transform their visitors into ambassadors (Kuijpers, 2014). This is possible with the extensions of the ENTER concept to the website and social media (Benachir, 2014). This can also be measured in the same way as the knowledge and attitude of the visitors of the NU&STRAKS Festival.
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With COOSTO (www.coosto.com) an online measurement of positive attitude and all round knowledge is measurable, if installed beforehand. The demo has free access and can be used to measure the 2014 edition. In Coosto, by searching ‘NU&STRAKS’ and ‘ENTER’, the entire internet, blogs, social media posts and more can be found and divided in a neutral, negative and positive attitude. In the future, further editions of NU&STRAKS can be measured too, but budget will be required for more than one use.
LITERATURE & SOURCES Chapter 11 1. Internal analysis Heesbeen, S. (2014). Personal communication. Briefing on 8 September 2014 and 22 september 2014. Cuijpers, B. (2014). Personal communication. Briefing on 5 September 2014. NU&STRAKS (2014). Information about the NU&STRAKS festival. Accessed on 8 September 2014. 2.DESTEP Daniels, N. (2013, 19 oktober). Armoede in Tilburg viert hoogtij. Accessed on 16 September 2014, http://tilburgers.nl/armoede-in-tilburg-viert-hoogtij/ Samuëls, R (2012, 18 december). De armoede in Tilburg zal ook de komende Jaren verder toenemen. Accessed on 16 September 2014, http://tilburgers.nl/de-armoede-in-tilburg-zal-ook-de-komende-jarenverder-toenemen/ Tilburgvoorcultuur (2014). Accessed on 16 September 2014, https://www.tilburgvoorcultuur.nl/ Wagemakers, T. (2011, maart). Cultuuragenda Tilburg 2011 – 2015. Accessed on 16 September 2014, http://www.sonax.org/userfiles/file/110315_aanbevelingen-cultuurnota-Tilburg.pdf Aanen, F. (2014, 5 januari). Culturele start Tilburg toneel voor bezinning en reflectie. Accessed on 16 September 2014, http://www.omroepbrabant.nl/?news/2047771193/ Culturele+start+Tilburg+toneel+voor+bezinning+en+reflectie.aspx Redactie Oost Brabant Onderneemt (2014, 22 augustus). Bijna helft van ondernemers professioneel actief op sociale media. Accessed on 17 September 2014, http://www.oostbrabantonderneemt.be/index.php?job=lve&id=169#.VBhIS2NGmaU Newcom research (2014, 27 januari). Social Media gebruik in Nederland – Nationaal Social Media onderzoek 2014. Accessed on 17 September 2014, http://www.youtube.com/watch?v=U1NZljglfRU Gemeente Tilburg (2014). Tilburg in cijfers 2014. Accessed on 16 September 2014, http://www.tilburg. nl/fileadmin/files/stad-bestuur/stad/tilburg-in-cijfers-2014.pdf Oosterveer, D. (2014, 13 maart). De laatste cijfers van het social media gebruik in Nederland. Accessed on 17 September 2014, http://www.marketingfacts.nl/berichten/socialmediagebruik-in-nederland-update-maart-2014 Steur, E. (2013, 18 juni). Foursquare nauwelijks gebruikt door Tilburgse ondernemers. Accessed on 17 September 2014, http://www.smc013.nl/foursquare-nauwelijks-gebruikt-door-tilburgse-ondernemers Oosterveer, D. (2014, 27 januari). Social media in Nederland 2014: jongeren blijven Facebook trouw. Accessed on 17 September 2014, http://www.marketingfacts.nl/berichten/nationale-social-media-onderzoek-2014
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LITERATURE & Chapter 11 SOURCES Tijmstra, T. (2014, 23 april). De laatste cijfers over social media gebruik. Accessed on 17 September 2014, http://allesovercontentmanagement.nl/2014/04/23/de-laatste-cijfers-over-social-media-gebruik/ Anguita, P. (2011, 30 augustus). Cultuurnota: Tilburg, daar kun je het maken. Accessed on 16 September 2014, http://tilburgers.nl/cultuurnota-tilburg-daar-kun-je-het-maken/ Kramer, G. (2013, 15 mei). Intiem en klein, dat is de trend dit festivalseizoen. Accessed on 22 September 2014, http://www.volkskrant.nl/vk/nl/10904/Muziekfestivals/article/detail/3441585/2013/05/15/Intiem-en-klein-dat-is-de-trend-dit-festivalseizoen.dhtml Weikamp, S. (2013, 15 november). Top 10 trends in festivals en publieksevenementen. Accessed on 22 September 2014,http://eventbranche.nl/nieuws/top-10-trends-in-festivals-en-publieksevenementen-8636.html 3.Generations Elchardus, M. (1999) De Pragmatische Generatie, accessed on 23 September 2014, http:/ /generatielink.artisteer.net/wat-zijn-generaties/maatschappelijke-generaties/pragmatischegeneratie/‘Werk XYZ’, (Onbekend), De Generatie XYZ, accessed on 23 September 2014, http:// www.werkxyz.nl/werkxyz/meer-over-de-generatie-xyz/ 4.Trends Gemeente Tilburg (2014). Evenementvergunning. Accessed on 24 September 2014, http:// www.tilburg.nl/inwoners/vergunningen/evenementenvergunning/ Gemeente Tilburg (2014). Flyers, enquetes, reclame en precario. Accessed on 24 September 2014, http://www.tilburg.nl/ondernemen/geld/reclame/#c414 Gemeente Tilburg (2014). Ruimtelijke plannen. Accessed on 24 September 2014, http://www.ruimtelijkeplannen.nl/web-roo/roo/bestemmingsplannen?postcode=5038TK&huisnummer=1 Gemeente Tilburg (2014). Veroderning op de heffing en invordering van precariobelasting 2014. Accessed on 24 September 2014, http://decentrale.regelgeving.overheid.nl/cvdr/XHTMLoutput/ Historie/Tilburg/315332/315332_1.html 5. Competitor analysis Ferrel, O.C. & Hartline, Michael D. (2011). Marketing Strategy. USA: Cengage learning. Accessed on 22 September 2014. 6. Evaluation Maha Benachir (2014). Hoe retailers van bezoeker, een koper en een ambassadeur maken #eretail #Emerce. Accessed on 24 September 2014, http://www.socialmediasocialmedia.nl/strategie_ nieuws/hoe-retailers-van-bezoeker-een-koper-en-een-ambassadeur-maken-eretail-emerce/ 10. Attachment location Gemeente Tilburg (2014). Evenementvergunning. Accessed on 24 September 2014, http:// www.tilburg.nl/inwoners/vergunningen/evenementenvergunning/
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LITERATURE & SOURCES Chapter 11 Gemeente Tilburg (2014). Flyers, enquetes, reclame en precario. Accessed on 24 September 2014, http://www.tilburg.nl/ondernemen/geld/reclame/#c414 Gemeente Tilburg (2014). Ruimtelijke plannen. Accessed on 24 September 2014, http://www.ruimtelijkeplannen.nl/web-roo/roo/bestemmingsplannen?postcode=5038TK&huisnummer=1 Gemeente Tilburg (2014). Veroderning op de heffing en invordering van precariobelasting 2014. Accessed on 24 September 2014, http://decentrale.regelgeving.overheid.nl/cvdr/XHTMLoutput/Historie/Tilburg/315332/315332_1.html 11.Attachment curiosity Clark, J. (Not available) ‘How Curiosity Works’ accessed on 24 September 2014 on http://science. howstuffworks.com/life/evolution/curiosity.htm
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ATTACHMENT
Chapter 12
A
Pop up experience ENTER - Locations We have selected the location for the pop-up experience by looking at several factors. First we looked at the ability to promote NU&STRAKS in the city centre of Tilburg. It is not allowed to organise a promotion on the public city ground of Tilburg, without a permit. There are two types of permits that NU&STRAKS need for promotion on these public grounds. The first one is actually more of a tax, Presario tax and the second one is an environmental permit. The best option for the pop-up experience is to find a company with private ground or a company that already pays Presario tax (gemeente Tilburg, 2014). As for the location we preferred a company that already is a partner of NU&STRAKS. Besides that we wanted a crowded place or at least a place that people pass by. Therefore, we selected restaurant Lucebert as our number one location. Our research showed that the ground in front of Lucebert is either private ground or they pay Presario tax to place a terrace in front of the restaurant (gemeente Tilburg, 2014). Besides that Lucebert is a partner of the NU&STRAKS which makes it more likely that they want to cooperate with us (NU&STRAKS, 2014). At the end of the experience we would like to hand out flyers in special made NU&STRAKS tshirts. Flyering in the city centre of Tilburg is not permitted from Thursday to Sunday. However Lucebert is not officially located in the city centre which makes flyering a possibility (gemeente Tilburg, 2014). Lucebert is not the most crowded place, except for the time when there is a performance in the theatre. Besides that, it is also located next to one of the main roads in the city centre so a lot of cyclists pass by. Based on the same research we found a few backup locations: - Albert Heijn XL, parking lot - Jumbo (Broekhoven), parking lot - Public library, inside - Central Station Tilburg, the square in front of the station
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ATTACHMENT B
Chapter 13
Curiosity Humans have a high level of curiosity according to the article found on science.howstuffworks.com, which is written by Josh Clark. A quote that substantiates this statement is stated below: ‘Such is the case with curiosity. This seemingly instinctual urge to gain information we don’t really need is extraneous -- and at its most extreme, dangerous. Consider standing outside a dark cave. It’s curiosity that might draw one to investigate its contents, and perhaps those contents are an angry mother bear and her cubs. Viewed most basically, the existence of curiosity is counterintuitive to evolutionary theory: The most curious among us should’ve been killed off before getting the chance to reproduce, with the trait losing out to natural selection. We don’t really need to do crossword puzzles or find out just exactly what’s inside a dark cave. And yet, we have an almost undeniable drive to do so. To paraphrase curiosity researcher George Lowenstein, just try to turn off the television in the last couple minutes of a close football game.’’ (Clark, date not available) Source: Clark, J. (Not available) ‘How Curiosity Works’ accessed on 24-09-2014 on http://science.howstuffworks.com/life/evolution/curiosity.htm
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ATTACHMENT Chapter 14
C
Generations Since the target group consists of people between the ages 25 to 45, Upgrade searched for specific characteristics of this generation. The target group includes people of two generations: pragmatic generation and generation X. Pragmatic Generation (Elchardus, 1999) This generation stems from The Protest Generation. They wanted to give their children a good place as an individual and they gave them all the space and opportunities for education and spending time off. These parents also had a lot of expectations. The children of the Pragmatic Generation were expected to be self-reliant, confident and have the ability of self-reflection. However, the society in which they live is more complex and less clear than the society in which their parents lived. This generation experienced several economic crises; this is probably a reason why they do not panic at different changing moments. Normally, people panic when a crisis occurs. However, the Pragmatic Generation does not. They see it as an opportunity to look for possibilities instead of danger. They form the centre of change. For this reason, the people from this generation do not buy any of the cheap slogans and empty messages. They also have a huge awareness for their own individuality. Questions like ‘who am I’ and ‘what do I want’ are questions that are asked a lot by this generation. They are more open for developing themselves and their quality of life. Generation X (Werk XYZ, Author unknown) This generation is born after the Protest Generation, so it is basically the generation between the Protest and the Pragmatic Generation. Generation X experienced a lot of unemployment in their youth. Furthermore, because of the danger of aids, they also experienced the end of the sexual freedom. They experimented with housing situations like leaving their parents’ house long before marriage. Generation X manifested the upcoming broadcasting agency MTV. Quality of existence became important and the standard of living increased. This generation has better education and better jobs than their parents from the Protest Generation. Furthermore, this generation spends twice as much time on raising their children. As the new leaders of their generation, they focus on working together, adding value and sustainability. For both generations can be said that they have an accessible approach on solving problems and working on the future. The higher quality of living is something that both these generations maintain.
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ATTACHMENT D
Chapter 15
Debriefing DEBRIEFING Upgrade Company Commissioned by: Marketing & co. NU&STRAKS festival Prof. Goossenslaan 1 Contact: 5022 DM Tilburg Sanne Heesbeen 15-09-2014 NU&STRAKS: Quality of life NU&STRAKS Festival has seven themes that are represented in diverse ways. The themes are: health, food & drinks, leisure time, work, sports & exercise, identity & appearance, living & life surroundings. These themes are used as guidelines for workshops, lectures, sports and more throughout Tilburg. The goal of NU&STRAKS is to move people and make them think about the quality of life. The festival wants to create fans that will want to return next year. NU&STRAKS’ core values: • DO • EXPLORE • BE ENERGETIC Information about the festival In November 2014 NU&STRAKS festival is going to have its first edition. On the 1st November the entrance will be free of charge. However, on the 3rd NU&STRAKS entrance will cost 24 euros for both days together. As for the location, most of the festival will take place at the Spoorzone in Tilburg. Furthermore, there are some unique locations, like a nursing home. All locations will be clearly marked with NU&STRAKS signs to make it recognizable. The main area of NU&STRAKS will be the Spoorzone in which Club Smederij will be a meeting point. Issue NU&STRAKS has a very broad target group. Basically all citizens of Tilburg are targeted to and more. Furthermore, there is limited to no budget at all for communication. There are also no sponsors or partners for the Festival. Assignment for Upgrade NU&STRAKS’ goal is to get between 3000 – 5000 visitors including 600 paying visitors. As it is the first edition of NU&STRAKS, our goal as a company will be to get the people of Tilburg and surroundings to go to the festival. The main question Upgrade will use is: How can we involve the Tilburg citizens from the different neighbourhoods with NU&STRAKS festival? In short: Upgrade will put NU&STRAKS festival on the map. Our final product will be presented in the form of a marketing-communication plan. This plan will be presented to NU&STRAKS on the Friday 26th of September. Tools The Social Media channels that NU&STRAKS operates on, NU&STRAKS website, flyers & posters are tools to be considered in the marketing-communication plan. There is also a special caravan saying “Iedereen heeft recht op geluk”. In English the sentence would be freely translated to “Everybody has the right to be happy”.
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ATTACHMENT Chapter 16
E
Cooperation agreement Upgrade
Fontys Academy for Creative Industries Communication – International Event, Music and Entertainment Studies Commercial Economics – International Event, Music and Entertainment Studies
Special Program Week Date: 08.09.2014 – 26.09.2014 Project group number: eight Project group name: Upgrade Client: urban festival NU&STRAKS Group members: Rutger Essed, R.A.M. r.essed@student.fontys.nl Elise Frenken, E.W.J. e.frenken@student.fontys.nl Marloes Beekmans, M. m.beekmans@student.fontys.nl Miranda Engelshoven, M.J.M. van m.vanengelshoven@student.fontys.nl Lieke Hillerstrom, A.M.G. l.hillerstrom@student.fontys.nl Lisa Kramer, L. l.kramer@student.fontys.nl Tomas Derckx, T.F.A. t.derckx@student.fontys.nl Emma Janssen, E. emma.janssen@student.fontys.nl Teun Asten, A.J.D. van t.vanasten@student.fontys.nl Nina Hawinkels, N.M.W. n.hawinkels@student.fontys.nl Michelle Matse, M.S.T. m.matse@student.fontys.nl Lola Mutsaers, L. lola.mutsaers@student.fontys.nl Danny Wielen, D.M.W. van der danny.vanderwielen@student.fontys.nl Simon Onbelet, S.N.A.J. s.onbelet@student.fontys.nl Jesse Timmermans, J.J. jesse.timmermans@student.fontys.nl Lisanne Klaessen, L. l.klaessen@student.fontys.nl Soraya Kusters, S.W.A.M. soraya.kusters@student.fontys.nl Jule Theunissen, J.M.J.O. jule.theunissen@student.fontys.nl Karlijn Zanden, K. van der k.vanderzanden@student.fontys.nl During the project, we each have different roles and will work in different teams. Everyone is divided in the following roles and teams: Leader of the group Lisanne Klaessen Assistant leader Tomas Derckx Secretary Emma Janssen
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Language team Lisa Kramer Soraya Kusters
Research team Jesse Timmermans (leader) Elise Frenken Marloes Beekmans
Design team Teun van Asten (leader) Jule Theunissen Danny van der Wielen Karlijn van der Zanden
Marketing team Lieke Hillerstrom (leader) Miranda Engelshoven Rutger Essed Nina Hawinkels Tomas Derckx
Concepting team Simon Onbelet (leader) Michelle Matse Lisanne Klaessen Emma Janssen
ATTACHMENT E
Chapter 16
Cooperation agreement Upgrade During a period of three weeks, the members of project group eight will be working on the special program week project for the city festival NU&STRAKS. This cooperation requires a number of concrete agreements and conditions. The following rules apply to the established deadlines during the project: • If a group member does not reach the deadline for the first time, the person will receive one warning • If a group member does not reach the deadline for the second time, the person has to leave the group. • If a group member cannot reach the deadline because of an exceptional reason, the person has to report this as soon as possible to the leader of the project. The following rules apply to the presence of the group members during the project: • The group members arrive on time for group meetings at all times. • If a group member is (unexpectedly) late or absent, this person has to report this as soon as possible to the leader of the project. • If a group member is late or absent without an exceptional reason for the first time, the person will receive one warning. • If a group member is late or absent without an exceptional reason for the second time, the person has to leave the group. • If you cannot reach the leader of the project or if you did not receive a response, you reach the assistant leader and wait for a response. If there is a situation where one member notices that another member is not fully committed or if there is a disagreement between two or more members, the situation has to be reported to the group leader. Along with the individuals and the other group members, the group leader can devise an appropriate solution. The font that we will use in all our documents is Arial 11pt Tilburg, 17-09-2014
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UPGRADE Lisanne Klaessen Tomas Derckx Jesse Timmermans Marloes Beekmans Elise Frenken Lieke Hillerstrom Miranda van Engelshoven Rutger Essed Nina Hawinkels Simon Onbelet Emma Janssen Michelle Matse Lola Mutsaers Teun van Asten Jule Theunissen Danny van der Wielen Karlijn van der Zanden Lisa-Marie Kramer Soraya Kusters