Document Type

Article

Publication details

Post-print of Breen, H & Innes, K 2006, 'Strategic management of external change in NSW registered clubs', International Journal of Hospitality & Tourism Administration, vol. 7, no. 2 & 3, pp. 155-175.

Published version available from:

http://dx.doi.org/10.1300/J149v07n02_08

Peer Reviewed

Peer-Reviewed

Abstract

This research examines how clubs strategically manage change resulting from alterations in their external environment. Specifically, this paper aims to investigate the marketing implications of recent legislative change arising from restrictions imposed on advertising and promotion of club gaming in one Australian state, the most populous state of New South Wales (NSW). Managers of three northern NSW clubs situated adjacent to the southern Queensland (QLD) border were interviewed to obtain primary data for this investigation. Results show that legislation restricting gaming advertising, promotion and external signage has caused difficulties in marketing these three clubs whose core product is gaming machines. Short-term results of revised marketing strategies indicate that club member numbers are steady but spending is unpredictable. Visitors are harder to attract, particularly new visitors.