Tactics+and+Evaluation

 **Generate Strategies & Tactics for Achieving** **Objectives**
 * __ Step 4: Tactics & evaluation __**

For the scope of our project, it would be counter-productive to set a quantitatively measurable objective. Instead, our client’s feedback and level of satisfaction will be the primary measure of our success. Hence, our qualitative objective: make our client happy

Will he be happy with the website we've updated for him? Will he put our analysis to good use, or will he think our ideas are total rubbish? Even if that is the case, our client can readily dismiss our proposal since there was no initial investment in exchange for our work—besides his time of course. In other words, we have the luxury of taking risks with our proposal without fearing for its consequences.

Initially, we toyed with the idea of appealing more to younger demographics by employing bolder, more flashy graphics, perhaps flames, skulls, snakes, and boobs... or flaming skulls with snakes and boobs coming out it! Though this strategy has been adopted and coveted by the videogame and skateboarding industry for decades with apparent success, we were quick to determine it is needless for us to take such a bold risk.  It's true we have the luxury to take risks, but we should not be eager to take unnecessary risks. Instead, we decided to appeal to the youths demographic in other fashions, primarily through creating greater online presence.

At the same time, we also wish to make our client appear credible to customers outside of his primary youths demographic. Having greater credibility outside of the primary demographic feeds feeds more credibility to the primary demographics. This is mirrored by many martial arts training halls: a school offering instructions to both adults and children are usually viewed as more credible than schools offering instructions exclusively to children. When a school offers instructions to a wider age group, the children (or at least their parents) will more likely recognize the school as a more legitimate institution instead of a very expensive afterschool day-care service. The rationale being, "okay, just about any old dude can probably play 'sensei' or 'master' in front of my 10 year old son, but if he can teach something to these guys in their 20s and 30s to keep them coming back, he must know his stuff!"

The tradeoff: can we handle the extra work involved in appealing to a wider age group? and will broadening our stream lose our specialization? are well already branded as a specialized school who excell at teaching young people?


 * SWOT Analysis**


 * STRENGTHS**


 * Good reputation within the industry:** Having been in business for many years, the Brampton Academy of Music is well recognized and well received in the music school business.


 * Diversified services:** They offer a wide range of instructions including guitar, vocals, and piano to a wide age range of students.


 * Affordable Pricing:** affordable pricing is affordable... especially when compared to local competitors.


 * Flexible Schedules:** make-up classes can be made on a much more flexible basis than most music schools.


 * Fun Learning Environment:** students are not forced to follow the curriculum set by the Royal Conservatory of Music, though it is also offered at Brampton Academy of Music should students be interested in it.


 * WEAKNESSES**


 * Competition:** of course, the Brampton Academy is not the only place that offers music lessons in the Brampton area. Several others exist, offering different styles of services at different price ranges.


 * Lack of online presence:** Their current official website is not very attractive nor always up to date, there is also currently little to no effort put into social media optimization and search engine optimization**.**


 * OPPORTUNITIES**


 * HUGE Room for expansion in online presence:** Since so little work has been done in creating online presence for Brampton Academy of Music, there is only room for improvement and little to no risks associated with it. This is a much better venture than to explore the possibilities of utilizing bolder, more flashy graphics. We plan to refurbish the current website, optimize search engines by providing credible descriptions and feeding to content aggregators and create greater social media presence through facebook and perhaps twitter. The linkbacks from eachother will also improve search engine optimization.


 * Expand client base while retaining current customers:** currently, the Brampton Academy of Music have the potential to expand both their client base and client range with little to no risk.


 * THREATS**


 * Economic slowdown:** The unfavourable economic environment may lead to potential customers to prioritize other expenditures over the pursue of musical studies.


 * Students moving away:** there has been a trend of students ending their study at the age of 17, after completing highschool and moving away to universities.


 * ROI: Return on investment**

The financial investment associated with creating greater online presence is negligible considering the cost of maintaining their current website. The refurbished website will have an almost identical cost to maintain as the current one. The use of social media websites, of course, is free of charge.

With that said, the effort and time invovled in keeping the official website, facebook page, and twitter account all up to date is considerably greater. Our client may have to choose which one to prioritize in should he not have enough time to update all three. Also, he can gauge which medium generates the most traffic and interest and choose to pursue that one further. In the long run, return on investment can be gauged through changes in trends in customer acquisition, customer retention, as well as customer satisfaction.