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:
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.
