Promotion is not widely used in GWR, Gai’s
profile and personality provides the business with promotion already as she is a
widely known public figure. However ads and promotion are used in racing
magazines, this is not limited to Australia either. With economic decline in
Europe GWR has recognised potential recruitment opportunity and has begun
advertising in racing magazines in Britain, Ireland, France and Italy. New
Zealand too is also a large source of recruitment.
Cost
Pricing varies within GWR, the cost of
training fees and horse purchase fees depend on the size of your share, costs
are also dependent on how much of your prize money is payed to your trainer,
Gai’s average rate is 20%. The full training fee for a horse in work at GWR is
$125 a day, spilt between the owners of the horse. This pricing is based around
that of Gai’s competitors, who usually charge less and take less prize money
(10% nat. average), however because of her profile and success as a trainer she
can charge more, while still holding a large market share in terms of owners. In
the initial purchase cost of the horse the price is dependent on the breeding of
the horse, good breeding obviously increases the value
substantially.
Strategy
Marketing strategies have been very
effective at GWR, Gai is able to bring in hundreds of owners with over 120
horses using very little local advertisement, this is purely down to her profile
in and out of the industry. However one there is an area I believe is being
completely ignored by the business, the use of advertisement through sports
radio and TV racing exclusive channels such as TVN. All of Gai’s major
competitors advertise both their services and shares in horses through these
mediums, this is a complete gap that has gone unaddressed by the business and
has much potential.
Below is an example of differentiation, an episode of Gai TV, a unique, once a week series on Gai's Website. Tom Waterhouse.Com employees are responsible for filming, this is exchanged for recognition and essentially advertisement on her site. This is a competitve advantage as it something Gai's competitors do not have.
profile and personality provides the business with promotion already as she is a
widely known public figure. However ads and promotion are used in racing
magazines, this is not limited to Australia either. With economic decline in
Europe GWR has recognised potential recruitment opportunity and has begun
advertising in racing magazines in Britain, Ireland, France and Italy. New
Zealand too is also a large source of recruitment.
Cost
Pricing varies within GWR, the cost of
training fees and horse purchase fees depend on the size of your share, costs
are also dependent on how much of your prize money is payed to your trainer,
Gai’s average rate is 20%. The full training fee for a horse in work at GWR is
$125 a day, spilt between the owners of the horse. This pricing is based around
that of Gai’s competitors, who usually charge less and take less prize money
(10% nat. average), however because of her profile and success as a trainer she
can charge more, while still holding a large market share in terms of owners. In
the initial purchase cost of the horse the price is dependent on the breeding of
the horse, good breeding obviously increases the value
substantially.
Strategy
Marketing strategies have been very
effective at GWR, Gai is able to bring in hundreds of owners with over 120
horses using very little local advertisement, this is purely down to her profile
in and out of the industry. However one there is an area I believe is being
completely ignored by the business, the use of advertisement through sports
radio and TV racing exclusive channels such as TVN. All of Gai’s major
competitors advertise both their services and shares in horses through these
mediums, this is a complete gap that has gone unaddressed by the business and
has much potential.
Below is an example of differentiation, an episode of Gai TV, a unique, once a week series on Gai's Website. Tom Waterhouse.Com employees are responsible for filming, this is exchanged for recognition and essentially advertisement on her site. This is a competitve advantage as it something Gai's competitors do not have.
A Link to Gai's Twitter Page, something her competitors do not have either, once again giving a competitve advantage to GWR
https://twitter.com/GaiWaterhouse1/status/363359449383043072/photo/1
Finally her blog, GWR makes subatantial use of Social Media in order to keep the edge lost by a lack of advertisement
http://gaiwaterhouse.com.au/gaisblog.gais-blog---monday-19th-august-2013
Market Expansion
Market expansion is a very viable
possibility for GWR, particularly with the developing Racing Industry in Asia.
Firstly in Hong Kong racing is growing very popular, to own a horse is
considered prestigious, as a result there are is a set limited of owners imposed
by the Hong Kong Racing Association. Due to this there are a large number of
international horses and riders in races there, using this Gai could establish a
not just a branch in Hong Kong, but make a name for herself and her
organisation, bringing in potential new owners from Hong Kong. A huge gap in the
Asian market is China, billionaires there literally have race courses built and
have been ready to race for years, however they are waiting while complicated
government bureaucracy is sorted
out, GWR has started to establish contacts in China for the inevitable beginning
of the industry there, however as a secondary objective they have begun trying
to convince wealthy Chinese investors into purchasing horses in
Australia.
Employment
Personnel are recruited through replying to
ads in racing magazines and through ads on the Australian Racing Association
site. As was mentioned previously ads are also in international racing
magazines.
Human resources are mostly developed and
maintained through on the job experience, horse skills and understanding certain
horses attitudes are gained while employees perform their jobs. The same is true
in the office when using computers for entering races and recording horse weight
for example. Sometimes, at her expense, Gai sends a few employees to work in
racing firms in America and Europe to get an understanding of the Industry
around the world and to further develop their own skills.
Qualifications are minimal for most stable
hands, riders and office staff as most skills are acquired through work. However
a vet certificate is obviously required for horse vet staff, additionally
training can be obtained through the Australian Equine academy which puts you at
an advantage when applying.
https://twitter.com/GaiWaterhouse1/status/363359449383043072/photo/1
Finally her blog, GWR makes subatantial use of Social Media in order to keep the edge lost by a lack of advertisement
http://gaiwaterhouse.com.au/gaisblog.gais-blog---monday-19th-august-2013
Market Expansion
Market expansion is a very viable
possibility for GWR, particularly with the developing Racing Industry in Asia.
Firstly in Hong Kong racing is growing very popular, to own a horse is
considered prestigious, as a result there are is a set limited of owners imposed
by the Hong Kong Racing Association. Due to this there are a large number of
international horses and riders in races there, using this Gai could establish a
not just a branch in Hong Kong, but make a name for herself and her
organisation, bringing in potential new owners from Hong Kong. A huge gap in the
Asian market is China, billionaires there literally have race courses built and
have been ready to race for years, however they are waiting while complicated
government bureaucracy is sorted
out, GWR has started to establish contacts in China for the inevitable beginning
of the industry there, however as a secondary objective they have begun trying
to convince wealthy Chinese investors into purchasing horses in
Australia.
Employment
Personnel are recruited through replying to
ads in racing magazines and through ads on the Australian Racing Association
site. As was mentioned previously ads are also in international racing
magazines.
Human resources are mostly developed and
maintained through on the job experience, horse skills and understanding certain
horses attitudes are gained while employees perform their jobs. The same is true
in the office when using computers for entering races and recording horse weight
for example. Sometimes, at her expense, Gai sends a few employees to work in
racing firms in America and Europe to get an understanding of the Industry
around the world and to further develop their own skills.
Qualifications are minimal for most stable
hands, riders and office staff as most skills are acquired through work. However
a vet certificate is obviously required for horse vet staff, additionally
training can be obtained through the Australian Equine academy which puts you at
an advantage when applying.