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Executive Summary

o ‘Bringing Beijing to BluePrint’ campaign began on the 9th of August 2008 to the 24th of August. The event was created as part of a PR strategy to provide a solution to the clubs financial problem by encouraging people to come in during the day.

o BluePrint Bars is a newly opened venue situation next to the Central Milton Keynes Train station.

o Sales revenues were not exceeding overhead costs thus action had to be taken.

o The campaign was very successful with a dramatic increase of 58% during the day and a pleasurable increase of 29.3% during club nights. Weekday nights are still a big problem that needs professional expertise to overcome the problem. However, the campaign still increased the number of customers by 11.5%.

o The overall buzz of mimicking the Olympic Games and supporting the British competitors at Blueprint slowly decreased as the games went on. Reasons for this could be;

§ Promotional activity decreased. As the bar got busier, less staff was available to hand out flyers and speak to people outside.

§ The idea of playing Wii sports and supporting the British in a bar becoming a normality – previous customers might have lost excitement in the idea

§ Customers might have preferred to support the British competitors at home by watching the games.

o The campaign was another small idea used to try and bring customers in but it was surprisingly successful. However, the number of customers that entered are still not enough to cover overheard costs and earn a profit

1. Introduction

The report is written by Giselle Tadman to evaluate the ‘Bringing Beijing to BluePrint’ campaign that began on the 9th of August 2008 to the 24th of August. The event was created as part of a PR strategy to provide a solution to the clubs financial problem by encouraging people to come in during the day.

1.1Problem

o Blueprint bar officially opened to the public on 20th June 2008 in Milton Keynes. The venue is a café/restaurant/bar during the days and a nightclub on Thursday, Friday and Saturday evenings. The opening night was successful with 250 guests entering the club. However, the following month and a half the bar failed to attract enough customers and was losing profit. Several employees were cut to cover losses. The main loss of income came from during the day, between 11am and 6pm. The average number of customers that came in during the day was 12 and 78 in the evenings with the exception of the weekends where the average was 130.

o Sales revenues were not exceeding overhead costs thus action had to be taken.

2. Facts

2.1. Results

o During the event data was collected by doing visual counts during the day from managers and bouncers in the evening using a small counting device.

o Number of customers were counted during the day

o Number of customers were counted in the evening

o Opening and closing hours differed depending on what day

o On Sundays, Mondays, Tuesdays and Wednesdays the bar was open from 11am till 12pm

o On Thursday, Fridays and Saturdays the bar was open from 11am to 4am



3.Analysis of factual material

3.1 Statistical analysis

o The average number of customers that entered between 8th August and 24th August 2008 during the evening – 87

o The average number of customers that entered between 8th August and 24th August 2008 during the day – 19

o The average number of customers that entered between 8th August and 24th August 2008, only on club nights was 168

3.2 Trend Analysis

o For customers entering in the evening, the graph shows the highest numbers were during the weekends.

o For customers entering during the day, the graph shows little variation throughout the week.

o BluePrint had the highest number of customers during the weekends – club nights.

o As the Olympic Games went on the number of customers entering decreased.

3.3 Comparing data prior ‘Bringing Beijing to Blue Print’ campaign

o Results show that the average number of customers BluePrint had between 8th August and 24th August 2008 during the evening increased by 11.5 %.

o Results show that the average number of customers that entered between 8th August and 24th August 2008 during the day increased by 58.3%.

o Results show that average number of customers that entered between 8th August and 24th August 2008, only on club nights increased by 29.3 %.

4. Evaluation

When looking at the numbers first hand, the improvements appear small. However, in terms of statistics the results show large increases in the number of customers coming in. Although the differences are small, for BluePrint bar they are significant as getting in customers is extremely difficult.

The campaign was very successful with a dramatic increase of 58% during the day and a pleasurable increase of 29.3% during club nights. Weekday nights are still a big problem that needs professional expertise to overcome the problem. However, the campaign still increased the number of customers by 11.5%.

Initially, people were very excited about the prospect of having the Wii Sports set up on the projector screen for everyone to play with. The idea of playing computer games, drink alcohol, support Britain and have a laugh was very appealing to people around the area, especially workers who wanted to relax straight after work or whilst during a break.

The overall buzz of mimicking the Olympic Games and supporting the British competitors at Blueprint slowly decreased as the games went on. Reasons for this could be;

o Promotional activity decreased. As the bar got busier, less staff was available to hand out flyers and speak to people outside.

o The idea of playing Wii sports and supporting the British in a bar became a normality – people might have lost excitement in the idea

o People might have preferred to support the British competitors at home by watching the games.

5. Recommendations’

The campaign was another small idea used to try and bring customers in but it was surprisingly successful. However, the number of customers that entered is still not enough to cover overheard costs and earn a profit. Several things are recommended;

o BluePrint should invest in professional PR help and use stronger tactics and strategies to promote the club.

o The location has posed a problem being far from the main location of nightclubs and bars. Thoughts should be made about what it can do to bring customers from he main nightclub area to its bar.

o It has a good vision for the club however with the current economical crisis an up-market exclusive bar would not go very far. To earn a profit, it should Re-brand to an adult and gay friendly bar as this seems to be the majority of customers. The bar appeals to this audience because it’s safer and less crowded around that area.

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2 Comments

  1. great article. thanks

  2. Hi Shirley,

    I do apologise.

    I completely forgot to attach the hard copy in the bound copy of the portfolio. And i just realised after handing it in so couldn’t rectify it.

    Kind regards

    Giselle


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