MGMT432 TREC Final Report

Table of Contents

Team’s “Thank You” Letter………………………………………………………………………3Preface……………………………………………………………………………………………..4Executive Summary……………………………………………………………………………….5

A. Background………………………………………………………………………………..7a. About TREC………………………………………………………………………7b. Competitors………………………………………………………………………..7

B. Porter’s Five Forces Analysis……………………………………………………………..8a. Threat of Substitutes………………………………………………………………8b. Threat of New Entrants……………………………………………………………8c. Rivalry Among Existing Firms……………………………………………………8d. Bargaining Power of Suppliers……………………………………………………8e. Bargaining Power of Buyers………………………………………………………8

C. Industry Analysis………………………………………………………………………….9a. Market Trends……………………………………………………………………..9b. Market Accessibility………………………………………………………………9

D. Business Model Analysisa. The Big Green Screen……………………………………………………………10

i. Methodologies Used……………………………………………………..10ii. Opportunities and Problems Identified…………………………………..10

iii. Conclusions and Recommendations……………………………………..11b. Hours of Operation and Staffing…………………………………………………12


iii. Conclusions and Recommendations……………………………………..12c. Target Markets…………………………………………………………………...14


iii. Conclusions and Recommendations……………………………………..14d. Sponsors and Partners……………………………………………………………16


iii. Conclusions and Recommendations……………………………………..16e. Online Presence………………………………………………………………….17


iii. Conclusions and Recommendations……………………………………..18E. References……………………………………………………………………………….20F. Appendices

a. Request for Consultingb. Project Proposal / Letter of Engagementc. Activity Log Summaryd. Team’s Client Confidentiality Agreemente. Client’s Acknowledgment

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f. Presentation Slides g. Initial Client Meeting Questionsh. Survey Questionsi. Social Media Marketing Strategiesj. Tips for a Strong Facebook

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April 26, 2016

Mrs. Holly Best and Mrs. Jeanette Schnars

Tom Ridge Environmental Center301 Peninsula Dr. #1Erie, PA 16505

Dear Mrs. Holly Best and Mrs. Jeanette Schnars,

It has been a pleasure to work with you in a management analysis of your firm. Your cooperation, patience, and enthusiasm made our job much easier and contributed to our learning. We feel you have given us a great opportunity to use our formal education in a real-world application.

Our report makes recommendations based upon your input and our analysis. We hope that the implementation of these recommendations will benefit your company.

The Small Business Institute® program is made possible through a cooperative agreement with the Small Business Institute Directors’ Association. This report should not be interpreted as the official position of the Small Business Institute Director’s Association. Rather, the report contains the conclusions of the Small Business Institute® student team based upon our analysis of your business.

Any questions, comments, or other information you may need should be directed to the student team before graduation on May 6. Our SBI Director is David Causgrove. His telephone number is (814) 898-6551.

We hope this report will help you in the operation of your business. Again, thank you.

Sincerely,

Corey Bowers, Skylar Hunter, and Ethan Moody

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Preface

The attached SBI report is intended to help Tom Ridge Environmental Center. It is written by Corey Bowers, Skylar Hunter, and Ethan Moody. Every reasonable attempt has been made to present reliable and accurate information. Much of the analysis is, of necessity, subjective in nature and is based on personal interviews and team observations. Accordingly, no warranties or promises of accuracy are made by the writers, the faculty, or staff of the Small Business Institute®. Furthermore, the college/university, its faculty and staff, and the writers assume no responsibility or accrue any liability for the contents of this report or any portion thereof.

This report has not been and will not be used by the student study team, for any other purpose without the written consent of Tom Ridge Environmental Center and Mr. David Causgrove.

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Executive SummaryTerm of Report: Spring 2016

I. Areas of Analysis1. The Big Green Screen2. Hours of Operation and Staffing3. Target Markets4. Sponsors and Partners5. Online Presence

II. Methodologies Used1. The Big Green Screen

i. Survey Questionsii. Secondary Research

2. Hours of Operation and Staffingi. Survey Questions

ii. Secondary Research3. Target Markets

i. Survey Questions ii. Secondary Research

4. Sponsors and Partnersi. Personal Interviews

ii. Secondary Research5. Online Presence

i. Survey Questionsii. Secondary Research

iii. Personal Interviewiv. Secondary Research

III. Opportunities / Problems Identified1. The Big Green Screen

i. Possibility of Raising Pricesii. Low Interest in Big Green Screen

2. Hours of Operation and Staffingi. Summer Traffic near Peninsula

ii. Popularity of Holiday Specialsiii. Few Winter Visits

3. Target Marketsi. Uncertain who to Target Most

4. Sponsors and Partnersi. Possibly Missing Potential Sponsors / Partners

5. Online Presencei. More People are Online (Facebook, Twitter)

ii. Trouble Using TREC Website

IV. Conclusions Reached

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1. The Big Green Screeni. People Would Pay more for Movie Tickets

ii. Higher Interest in Café and Gift Shop than the Big Green Screen2. Hours of Operation and Staffing

i. Less People Come During the Winter than During the Summer3. Target Markets

i. Children, their Parents, and Seniors are Main Customers4. Sponsors and Partners

i. Sponsorships and Partnerships Available1. Elementary Schools2. Senior Homes3. Colleges / Universities 4. Erie Museums

5. Online Presencei. Weak Social Media

ii. Website is Outdatediii. Website Poorly Advertises Big Green Screen, Café, and Gift Shop

V. Recommendations 1. The Big Green Screen

i. Raise Ticket Pricesii. Offer Bundle Deals

iii. Create “Hype” for Movies2. Hours of Operation and Staffing

i. Stay Open All Summerii. Change Hours for Winter

3. Target Marketsi. Remain Targeting Children, their Parents, and Seniors

4. Sponsors and Partnersi. Partner with Local Colleges / Universities

ii. Partner with other Erie Museumsiii. Seek Sponsors from Elementary Schools and Senior Homes

5. Online Presencei. Get Own Facebook and Twitter Accounts

ii. Utilize Analyticsiii. Build New Websiteiv. Heavily Advertise Big Green Screen, Café, and Gift Shop

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Background

About TREC

The Tom Ridge Environmental Center (TREC), located on Presque Isle, attracts those who are interested in learning not only about the environment but specifically about Presque Isle State Park and its history. TREC takes pride in its “Big Green Screen,” which is a 4-story-high, 45-feet-wide screen that puts its viewers close to reality and in the middle of the action. Also, TREC has an environmentally friendly green building that allows plants to grow and be seen. At TREC, there is always ongoing research about Presque Isle and the wildlife that inhabits it. There are interactive exhibits offered to its visitors to help them learn and to provide them with hands on experience with the local plants and animals.

With all that TREC has to offer, it does a poor job with promoting its attractions to potential visitors. TREC’s webpage lacks originality and accessibility and also seems to be a late entrant in the promotional scene available in its area. Given all of the opportunities TREC has, it should capitalize on marketing its products and services in its industry. TREC has a chance to strive in its industry by making a few adjustments and expanding its knowledge.

Competitors

While we grouped TREC in the “Science Center” industry, there are few direct competitors located in Erie that may challenge TREC’s profitability. Direct competitors that may rival TREC’s profitability do exist in nearby cities. TREC’s obvious direct competitors are located in Pittsburgh and Cleveland and there are less obvious competitors in Erie. Local indirect competitors also pose a threat to The Tom Ridge Environmental Center.

The competitors that dominate the Tri-State Region are the Carnegie Science Center and the Great Lakes Science Center. The Carnegie Science Center in Pittsburgh has a four-story-tall IMAX dome theater, known as the Rangos Omnimax Theater, which is the largest and only dome screen in the Pittsburgh Region. Admission for the theater is $31.90 for adults. The Great Lakes Science Center located in Cleveland, Ohio is home to the Cleveland Clinic “OMNIMAX” theater. This theater is known as the most sophisticated and powerful motion-picture projection system in the world, providing large vivid images and outstanding visual and audio quality. The OMNIMAX features a six-story-high domed screen, 79 feet in diameter. Films are shown on a separate tape or digital disc with a computer keeping the sound system in sync. We believe the Carnegie Science Center and the Great Lakes Science Center are two of TREC’s biggest competitors given their size and popularity.

TREC’s indirect competitors should not be overlooked because although they are operating in different industries than TREC is, they can still have a large impact. The competitors we believe to be threats to TREC are Lake Erie Nature and Science Center out of Cleveland and Asbury Woods, Cinemark Tinseltown, Waldameer Water World, the Erie Zoo, and the other plethora of attractions offered in the city of Erie, Pennsylvania.

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Asbury Woods offers festivals and outdoor activities for all demographics including a Fishing Derby, Wine and Dine in the Woods, and its annual Ridge Run. Not only does it host these events, but it also focuses on local environmental issues and the surrounding wildlife. Cinemark Tinseltown features all the latest Hollywood motion pictures. It offers 3D movies as well as an arcade and concession. Tinseltown has multiple showings of different popular films that attract a wide customer base from Erie and the surrounding area. Tuesdays draw in a large crowd at the theater due to a discounted price of $5 per showing.

Porter’s Five Forces Analysis

Threat of Substitutes

The threat of substitutes for TREC is high. The competitors previously mentioned all constitute as substitutes in this industry. The marketing strategies and partnerships these competitors have are better in comparison to TREC’s. Thus, customers are more aware of the amenities offered by said competitors and are more likely to utilize these substitutes.

Threat of New Entrants

The threat of new entrants is low for this specific market. The cost of opening a science center similar to TREC is extremely high, deterring business owners from attempting to penetrate the industry. Profits do not outweigh the costs, causing strict barriers to entry. Threat of new entrants is not a primary concern for The Tom Ridge Environmental Center given its industry.

Rivalry among Existing Firms

We have concluded that the rivalry among existing firms is of medium concern to TREC. Since the direct competitors are located further away geographically they impose a low threat, while the indirect competitors located closer pose a higher threat. The high and low threats balance out to ultimately prescribe TREC with a medium consensus.

Bargaining Power of Suppliers

The Tom Ridge Environmental Center has no bargaining power in its industry; its services are specific to a small market. Other than its concessions in the building, TREC does not offer products that depend on suppliers. TREC is not able to control the price at which it purchase its films or concession items simply because the suppliers do not rely on TREC’s revenue. The success of the suppliers (film studios, PepsiCo etc.) does not depend on the success of a smaller business such as TREC.

Bargaining Power of Buyers

The consumers have more power because of the many substitutes available to them. Customers do not need TREC’s services – if they do not agree with pricing they simply seek other alternatives. This service is a luxury good and therefore if the buyer’s income decreases, there will be no want or interest in this particular market.

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Industry Analysis

Market Trends

The science center and museum industry is currently in the mature stage of its life cycle, with low revenue volatility and a medium ranking competition level amongst existing centers (Diment, 2015). In 2015 the industry was made up of 9,869 businesses that collected $10.6 billion in revenue, claiming $898.8 million as profit (Diment, 2015). From 2010-15 the industry had a growth rate of 1.8%, and from 2015-20 the predicted growth rate is only one-tenth of a percentage higher at 1.9% (Diment, 2015). The industry faces a barrier to growth because it depends on state funding, as 90.6% of all businesses in the industry are nonprofit (Diment, 2015).

TREC has the ability to thrive in this industry due to its in-depth knowledge of Presque Isle and the surrounding environment. TREC is also located on the beach, which gives it a competitive advantage. TREC contains one of the only IMAX theaters in Erie, Pennsylvania giving it an early-mover advantage over any other businesses who try to enter this industry.

Market Accessibility

The industry is not accessible, and is not a realistic place for a new venture to enter as of now because TREC has control over environmental knowledge in Erie. Given access to its resources we can help TREC expand upon its many opportunities available to them. The Tom Ridge Environmental Center’s goals can be easily obtained if they are willing to explore different marketing techniques and strategies allowing a wider customer base to see what products and services they have to offer.

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The Big Green Screen

Methodologies Used

To examine TREC’s ticket pricing and theater management, we conducted both secondary and primary research. Our secondary research consisted of researching nearby popular Omnimax theaters, mainly the Rangos Omnimax Theater at the Carnegie Science Center (CSC) in Pittsburgh and the Cleveland Clinic Omnimax Theater at the Great Lakes Science Center (GLSC) in Cleveland. We observed what films these theaters play, what prices they charge, and how they advertise their films. Other secondary research derived from the unofficial TREC Facebook account, where we were able to analyze comments made about the theater.

Primary research came from personal surveys conducted in TREC. We approached TREC customers and asked them various questions about the Big Green Screen pertaining to films being shown, pricing, and show times.

Opportunities and Problems Identified

Upon examining competing theaters, we were able to identify several opportunities and problems that face TREC. Both CSC and GLSC charge higher movie ticket prices than TREC. CSC charges $8.95 per ticket and if a visitor wants to explore the center he/she must pay a separate admission fee on top of the movie ticket fee. CSC also offers several bundle deals that give visitors access to various exhibits. GLSC charges $11.00 for adult movie viewers and $9.00 for youth viewers aged 2-12 years old. If a visitor wants to view a movie and the science center, he/she must pay $20.00 for adults and $17.00 for youths.

We also found that GLSC shows films that are not necessarily “educational,” but rather blockbuster type films. Most notably, GLSC featured Star Wars Episode IIV: The Force Awakens upon its release. GLSC’s website featured a page dedicated to the details of the showing, including a theatrical trailer and other general information about the director and plot of the film.

While reviewing comments made on TREC’s unofficial Facebook account, we realized that customers were more interested in TREC’s Sunset Café and Nature Shop than the Big Green Screen. Out of 32 reviews, 12 had comments. Out of those 12 comments, there were 5 positive reviews about the café and 4 positive reviews about the gift shop. There were only 3 positive reviews about the Big Green Screen, which is supposed to be TREC’s main attraction.

From conducting surveys at TREC, we were able to find out that many visitors were unaware of the Big Green Screen prior to visiting. Customers that were aware of the Big Green Screen said that they had seen a movie previously, but just never decided to see another even though most admitted to having positive previous experiences. Others reported they came to TREC to watch a certain film, only to find out that the film was not playing during the time of their visit.

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Conclusions and Recommendations

After conducting our research, we were able to arrive at several conclusions all for which we have unique recommendations that we believe will benefit TREC. First off, we believe that TREC can charge a higher movie ticket price than what is currently being charged (given TREC implements stronger online marketing strategies, discussed later under Online Presence). We learned from our primary research that many visitors were satisfied with the pricing of the movie tickets, some even claiming they would have paid a higher price. Several visitors also told us that they would have paid a general admission fee to enter TREC. These two observations paired with the fact that both CSC and GLSC charge higher prices than TREC, lead us to believe that TREC can charge higher prices for movie tickets.

Along with charging higher prices for movie tickets, TREC can begin offering “movie bundles” to customers. Because so much interest was shown towards the café and gift shop on TREC’s unofficial Facebook page, we believe TREC can incorporate them into the Big Green Screen ticket sales. For example, TREC can offer a bundle that gives visitors a 15% discount in the gift shop with the purchase of a movie ticket. Another promotion TREC could offer is including popcorn and a soda with the purchase of a movie ticket. Offering more amenities for a flat price gives the customer the impression that they are getting more for their money.

In order to get more traffic in the movie theater, TREC needs to build “hype” or excitement for its films. This will allow them to get more people in the theater and allow them to retain more customers. If TREC creates an exciting experience for visitors then they will have a better chance of returning. TREC can create “hype” by advertising its films on its social media accounts (Facebook, Twitter) with theatrical trailers, hosting special events for newly released films, and by correlating films with exhibits. For the latter, TREC could set up an astronomy exhibit while Star Wars is being shown or set up a dinosaur exhibit while Jurassic World is being shown. The better the experience TREC creates for its customers, the better the chance of them returning.

Lastly, to create greater Big Green Screen ticket sales and awareness, TREC could begin showing blockbuster films (briefly mentioned in the last paragraph) with science themes that are directed towards children (i.e. Star Wars, Jurassic World, and Tomorrowland). TREC does not need to feature more than one blockbuster film at a time; TREC’s focus should remain on scientific films. However, by showing blockbuster films TREC can attract and retain more customers thus creating greater revenue.

The Big Green Screen is the only theater of its kind in Northwest Pennsylvania. If TREC offers special deals, builds “hype,” and begins showing blockbuster films, it can start filling seats and retaining more customers.

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Hours of Operation and Staffing

Methodologies Used

Examining TREC’s hours of operation and staffing required us to conduct both secondary and primary research. Our secondary research consisted of investigating competing science centers’ hours of operation and staffing strategies, most notably those of the Great Lakes Science Center. We also researched traffic patterns on the Peninsula during the winter months versus during the summer months.

Our primary research came exclusively from survey questions that were asked to visitors in TREC. We asked the visitors questions pertaining to when and how often they most commonly visit TREC.


The biggest problem that we identified was that during the winter TREC attracts less visitors than they do during the summer months. This has a lot to do with the fact that the summer months bring large crowds to the Peninsula region; visitors like to swim and exercise at the Peninsula, enjoy rides at Waldameer Water World, and savor Sara’s burgers and milkshakes. However during the cold Erie fall and winter, this traffic is nonexistent; children on school field trips and senior citizens become the most predominant visitors at TREC.

Upon researching the GLSC’s hours of operation, we discovered that it offers seasonal hours for its customers; in other words, GLSC has different operating hours in the winter than it does in the summer. In the summer it is open Monday through Saturday 10 AM – 5 PM and Sunday noon – 5 PM. In the winter it is open Tuesday – Saturday 10 AM – 5 PM and Sunday noon – 5 PM, remaining closed on Mondays.

Through our primary research we learned that most customers visit TREC most frequently during the summer months. When we asked customers why they enjoyed visiting TREC more often in the summer than in the winter, they commonly answered “I have more motivation in the summer to get outside and do things,” and “I like to come to the Peninsula (to swim, fish, jog, etc.) and stop in TREC every once-in-awhile.”


The main takeaway from our research on TREC’s hours of operation and staffing is that TREC should consider adopting seasonal hours, similar to those of the GLSC. During the summer, TREC should keep the same hours, or even consider staying open later (perhaps even until 10 PM) to catch some of the traffic coming off of the Peninsula at or after dawn. This would be the perfect opportunity for TREC to offer deals to adults (ex. “Over 21” night or “Dinner and a Movie” night).

During the winter months, TREC should consider closing down on its least busy day(s) of the week, unless a school field trip or other special event is planned for that day. Adopting custom

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winter hours can save TREC money; TREC will not incur the costs of presenting films to an empty movie theater, disposing old popcorn, or keeping on the electricity. Instead, TREC will remain open on its busiest days (presumably the weekends) and on days when revenue is guaranteed by school field trips, holiday specials, and other special events. During these winter hours, it would most likely not be necessary to have the full TREC staff working (unless a special event requires it). As long as there is someone to run the movie projector, make concession food, and give tours, TREC should be able to operate with only a number of employees working.

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Target Markets

Methodologies Used

All of our research concerning TREC’s target markets derived from secondary research gathered from TREC’s unofficial Facebook page and from personal surveys conducted inside TREC’s walls. From examining TREC’s unofficial Facebook page we were able to gather general demographics of some of TREC’s customers. Had we access to this Facebook account, we could have performed a much more in-depth analysis of the data using Facebook Page Insights (mentioned later under Online Presence).

While talking with TREC staff we were able to discuss with them the center’s clientele. We asked about who the most frequent visitors were as well as who they would like to see visit the center more often.


We were able to extract some very raw data from TREC’s unofficial Facebook page. The page had 32 reviews, 26 of which were available to view. Out of those 26 reviews, 84.6% were written by females. Of that 84.6% (22 women), 59.1% were mothers with a rough-average age of 43-years-old. Four of the 22 (18%) women were grandmothers with a rough-average age of 60-years-old. There were only 4 men who reviewed the site of which 3 were fathers at a rough-average age of 37-years-old.

From the same Facebook page aforementioned we were able to read numerous reviews about families enjoying time spent together at TREC. Also, from the information provided by the TREC staff we were able to conclude that a large amount of TREC traffic is generated from elementary schools, other youth programs, and children in general. And lastly, from the Facebook reviews combined with first-person observations in TREC, we were able to label senior citizens as a potential target market.


Although it is rough, the data we collected from the unofficial TREC Facebook page provided us with valuable information that allowed us to perceive that parents, especially mothers, are a very promising market for TREC to target. Assuming TREC will pursue a strong online presence and create its own official Facebook, TREC will be able to connect with these mothers on a personal level. Using Facebook, TREC will be able to keep these mothers up-to-date on movie selections, new items at the café and gift shop, and upcoming events (see more about social media marketing under Online Presence).

Since children make up such a large sector of TREC’s market, we believe TREC should do more to accommodate their interests. TREC could offer more hands-on exhibits and activities, similar to those available to children at CSC and GLSC (see Appendix #). Another way TREC could reach its child market is by featuring interactive science games on its website (given its website is rebuilt). TREC also needs to focus on creating movie “hype” to make better viewing

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experiences for the kids. To do so, TREC could host opening-night events for movies where they play games with the kids and have giveaways (t-shirts, movie posters, etc.). More about movie promotions are offered under The Big Green Screen.

Lastly, TREC can target its senior citizen market by first setting up their transportation to the center for them. Many seniors do not have reliable transportation systems and often cannot drive themselves. After a reliable form of transportation has been lined up for the seniors, TREC can begin focusing on what it can offer to them. One thing TREC can try offering is an exhibit that “takes them back in time” such as an array of black-and-white photos that outline the historical evolution of the Peninsula over time.

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Sponsors and Partners

Methodologies Used

Our team contacted several local businesses to get an idea of who would be willing to work with TREC, who already is, and what opportunities are not being exhausted. Local colleges, businesses, and non-profits were contacted via phone, including: Gannon University, ExpERIEnce Children’s Art Museum, and the Erie Maritime Museum. Also, we researched other local science centers’ (CSC and GLSC) partnerships and sponsorships.


After contacting local colleges, businesses, and non-profits, we found that there was lots of potential for partnerships and sponsors. ExpERIEnce Children’s Art Museum said it would be willing to consider forming a partnership with TREC and the Erie Zoo informed us that it already has a partnership with TREC, but would love to collaborate on more events. Mercyhurst University and TREC currently do events together. We found that CSC is partnered with / sponsored by NASA, Highmark, PNC, and Chevron. GLSC is partnered with / sponsored by PNC, Coca-Cola, and Eaton, amongst many others.


TREC should continue to utilize its partnerships accordingly and continue to seek out new partnerships within the community. TREC could consider partnering with Campbell’s Pottery and selling its products in the Nature Shop. Other options for TREC to explore are having a sponsored roller-coaster at Waldameer Water World or having a deal with Sara’s that allows customers to buy an item at Sara’s and get a discounted movie ticket at TREC. TREC should seek out sponsorships from larger corporations similar to how both CSC and GLSC sought out sponsorships from companies like PNC. It should also pursue partnerships with other colleges and universities in close proximity to Erie, such as Penn State, Gannon, and Edinboro.

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Online Presence

Methodologies Used

To research popular trends and effective strategies in social media marketing, we conducted extensive online research. We were able to locate several online sources that explained how to most efficiently utilize social media. We examined both the Carnegie Science Center and the Great Lakes Science Center’s social media accounts. We examined what social media accounts these centers use, what content they post, and how frequently they post. We also looked at CSC and GLSC’s personal websites and compared them to TREC’s.

Primary research was conducted through surveys at TREC. We approached visitors in TREC and asked them questions pertaining to TREC’s website and social media accounts.


While examining TREC’s online presence, we were able to gather very useful information and customer feedback. We found that 97% of marketers are currently participating in social media and 92% said that social media marketing was a staple in their marketing operation (DeMers, 2014). Social media marketing offers several recognized benefits to those that utilize it, including: increased brand recognition, loyalty, and authority, higher conversion rates, increased inbound traffic, decreased marketing costs, better SEO, and better customer experiences (DeMers, 2014).

Upon researching CSC’s online presence, we were able to locate its official website along with Facebook, Twitter, Instagram, and Pinterest accounts (for this report we will focus mainly on what we found on its website and Facebook account). CSC’s website has a moving slide show at the top of the page that displays its newest exhibits, events, and feature films. The website has a navigation bar at the top of the screen with links to other pages within the website, such as: “Visit Us”, “Exhibits”, and “Omnimax.” The homepage also provides a calendar of events, thumbnail links, and sponsors.

Similar to its website, CSC’s Facebook features lots of pictures and useful information and appears to be updated daily. CSC’s Facebook has posts with pictures of exhibits, weekly events, science related web links not connected to CSC, and pictures of customers enjoying themselves at the center. Hours of operation, links to its other social media accounts, an accurate map location, and user reviews are all also displayed on CSC’s Facebook page.

While researching GLSC’s online presence, we were able to locate its official webpage along with Facebook, Twitter, and Flickr accounts (for this report we will focus primarily on what we found on its website and Facebook account). GLSC’s webpage features a moving slideshow displaying weekly events, exhibits, and different offered programs. Right beside the moving slide show is a list of the movies (along with a corresponding movie banner) that is currently being shown at GLSC. On the other side of the moving slide show is a calendar of events and schedule for GLSC. Also featured on GLSC’s website is a navigation bar (at the top) and links to other pages within the website (near the bottom).

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Similar to CSC, GLSC’s Facebook page features pictures of exhibits, feature films, weekly events, science related web links not connected to GLSC, and pictures of visitors enjoying themselves at the center. GLSC seems to update its Facebook page daily and features links to its other social media accounts. The page also displays GLSC’s hours of operation, physical location, and user reviews.

Lastly, we examined TREC’s website; the site lacks accessibility, responsiveness, and effective advertisements. One individual commented on TREC’s unofficial Facebook page, stating that he was very upset with TREC’s website because it had on it outdated operating hours. Another individual, Brad Ford, an experienced information technology analyst experienced in both computer programming and web development, pointed out that the website lacks accessibility (poor color choice, hard to read, etc.), responsiveness (cannot be opened on a mobile device), and is outdated (uses Shockwave). The website fails at effectively advertising the Big Green Screen, Sunset Café, and Nature Shop. Broken links are another concern on TREC’s website.


TREC must develop a stronger online presence. The two most important areas for TREC to start focusing on are its website and an official Facebook page (ran by TREC staff). Starting with its website, TREC must create an interactive, informative, and fun place for customers to visit. At the center of the homepage needs to be a moving slide show that features on it updated pictures and information about the Big Green Screen (what is showing), the Sunset Café (what is new to eat), The Nature Shop (what is new to purchase), new exhibits (what is new to view / touch), and upcoming events (what is new to do); this slide show should be the first thing that visitors on the website see. Next, the homepage should display TREC’s location (on a map would be best), updated hours of operation, ways to contact, and sponsors / partners. The site should have a navigation bar at the top that takes visitors to separate pages to get more detailed information about the Big Green Screen, Sunset Café, Nature Shop, exhibits, pricing, upcoming events, and sponsors / partners. Lastly, the site must feature links to TREC’s social media accounts in a place where visitors will easily spot them.

Using the links provided on TREC’s websites (also a Google search away), visitors will be able to access TREC’s Facebook account. Most of the same rules apply to the Facebook account that apply to the website – frequently post pictures and information about new movies being shown on the Big Green Screen, new food being offered at the Sunset Café, new gifts available at the Nature Shop, new exhibits being featured, and any upcoming events. TREC should also post its hours, address, contact information, and calendar on its Facebook page. While most of the rules remain the same for running a website and a Facebook account, Facebook brings with it benefits that a website does not.

Facebook provides a platform through which TREC can create personal relationships with its stakeholders (customers, other businesses, partners, sponsors, etc.). The first step TREC should take in creating a strong Facebook, is e-mail blasting these stakeholders to let them know TREC is officially on Facebook. Doing so will create more traffic on TREC’s website and will allow it get more “likes.”

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Once TREC has established itself on Facebook, it can begin creating personal relationships with its stakeholders, most importantly its customers. Known as the humanization effect, TREC is able to appear as more “human-like” on social media, which comforts people and gains their trust because people like doing business with other people. TREC can publicly display its customer relationships via social media as well; if an angry customer makes a comment on TREC’s Facebook, a TREC staff member can resolve the issue politely, showing its commitment to customer satisfaction. And, conversely, if a visitor leaves a compliment on TREC’s Facebook, TREC can reply and let the customer know how TREC appreciates them (once again publicly displaying TREC’s commitment to satisfying customers at a personal level). Facebook contests (ex. who can post the best picture at the top of the TREC tower) and exclusive deals (ex. first ten “likers” of a status get a free movie ticket) are also ways in which TREC can remain positive and personal with its customers.

After TREC has been on Facebook for awhile, it can start to expand its capabilities. Facebook offers a service similar to Google Analytics, called Facebook Page Insights that allows business-oriented Facebook users to view data about their Facebook’s likes, reach, visits, posts, videos, and people. This data can be extremely useful when determining who, when, and how to target customers. Furthermore, this data can help TREC determine when to make its Facebook posts in order to reach the largest audience possible. This way, TREC can create weekly schedules of when to post to its Facebook page. And, if TREC wants to go even further than utilizing Facebook Page Insights, it can begin using Facebook Ads to create advertisements for a fee (ad frequency depends on how much money TREC wants to pay).

While there has been a lot of talk about being “online,” it is important for TREC to strengthen its online presence offline as well. In order to create a strong online presence, TREC should post its website and Facebook link on all of its outbound advertisements (flyers, newspaper ads, and in magazines). This will create awareness that TREC is online for those who do not already know and give them a chance to convert to using TREC’s website and Facebook account as a means to stay up-to-date with TREC.

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References

Diment, D. (2015, May). Museums in the US. Retrieved February 11, 2016.

DeMers, J. (2014, August 11). The Top 10 Benefits of Social Media Marketing. Retrieved April 10, 2016, from http://www.forbes.com/

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MGMT432 TREC Final Report

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