Case Study: The Intercamp Classic

Corporate Capabilities Since the establishment of the event in the spring of 2010, the Intercamp Classic has consistently shown strong financial performances and has raised a total of $291,000. Although Howard does not have a specific marketing budget in mind for the 2013 Classic, the budget is limited because, as a charity event, funds spent on marketing could be seen as taking money away from the charity and could damage the ethical reputation of the event. Past marketing initiatives, therefore, relied on volunteers, which has created poor quality results such as the 2012 promotional video and diminished brand recognition. In addition to poor quality promotional materials and low brand recognition, the implication of a limited budget is that marketing options within the budget are quite restricted.
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The young age of the target market means they likely do not have access to a vehicle. To prevent lack of transportation becoming a deterrent for attending the event, Howard is suggested to provide a shuttle service at a cost of $5 per trip (or $10 for roundtrip). To breakeven, 170 people would have to utilise the shuttle service. This breakeven point represents approximately 11% of the people in attendance during the 2012 event, making it very attainable.
Switching to the easier to use Artez Interactive online payment system is another recommendation. The Artez system offers features such as online campaign tracking and donations through Facebook. As the target market is influenced by their friends, being able to track and compare donations will encourage them to raise more money. Also, the target market consists of frequent social media users who will respond positively to the integration of their Facebook accounts with the fundraising platform. The breakeven point of 36 units represents 4.8% of the total 2012 participants and is easily