The Case:

Hurricane Island Outwoard Bound School

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Deadline date: 26TH April 2010

I/ Executive summary

Hurricane Island Outward Bound is going to be profitable for the first time in its history because of a rapid growing demand and a better management. Management has driven the idea of marketing in order to increase attendance by teenager, corporate executives and people in need.
With the launch of Professional Development Program, better marketing strategies, and program structure changes, HIOB is expecting to become consistently profitable while benefiting society.

II/ Situation Analysis

A. Markets and current marketing strategies

Composition of current target market segment: - Special programs (veterans, youths with disabilities, juvenile delinquents, substance abusers) - Public courses: students between ages 14-19

A recently new segment of the market has been discovered which is comprised of executives and managers. PDP has been successful.
The company’s goal is to continue growth and attain financial stability with a focus to maintain its leadership within National and reduce seasonality effects. Its mission is to provide safe, challenging educational experiences in a wilderness frame, carefully structured to improve self-esteem, self-reliance, concern for others, and care for the environment. Profit is not the only objective of this company.

Let’s take a look at the currents marketing strategies:
Financially speaking, the company is based on charity and fundraising. Concerning the communication strategy, it’s in reality more publicity than big advertising campaign. The marketing tactic instigated in 1980 was group presentations by staff/faculty volunteers at others school when requested. Other strategies included direct mail marketing in which the school course catalog along with national’s course catalog. Later in 1986, HIOB created 4 strategic initiatives:

1) Segmenting markets: 14-19