Home' Australian Automotive Aftermarket Magazine : Australian Automotive Aftermarket E-zine - Annual Performance Guide Contents 56 AUTOMOTIVE AFTERMARKET MAGAZINE PERFORMANCE GUIDE 2013
ANDRA'S STRATEGIC INTENT
The AAAA's membership base is wide and varied and includes motorsport organisations like the Australian
National Drag Racing Association (ANDRA). In the following feature, ANDRA CEO Mal Bulley has outlined the
association's strategic intent to further strengthen and grow Australia's top drag racing authority.
With our new season underway, ANDRA has
been feverishly working behind the scenes to
develop and refine our strategy for the next
In a hardly profound statement, there is no
silver bullet or radical change to take our sport
from a niche sport within the motorsports
industry to a mainstream and well recognised
The fundamentals require little change,
quite opposed to what changes are required to
bring the sport to the level it deserves as the
'Most Powerful Motorsport on the Planet'.
For years we have known the potential and
capability of our sport to change people's
impressions of not only what drag racing
represents but to alter their sensory perceptions
of power, ingenuity and innovation.
Acknowledging our challenges and change
requirements is a significant step in itself;
implementing them will truly test our ability to
work together in a unified and cohesive manner.
A key requirement is to identify and
articulate a beneficiary model which reflects all
stakeholders' involvement and how they receive
a direct or indirect benefit to a strategy or plan
Initially it represents stakeholders
independently, however it doesn't take long
before cross dependencies and synergies begin
to show themselves in a somewhat unique way.
The beneficiary model or 'STARS' represents
the immediate or direct benefits at the highest
level for each stakeholder.
Obviously this is not an exhaustive
description and certainly doesn't cover every
aspect of every individual, however when
applying a general strategy or plan we can
identify areas of deficiency and where the
initiative requires a change to ensure broad
When articulating the core requirements and
aspirations of our sport and applying the
beneficiary model, it identifies the results we
need to achieve directly (STARS) and indirectly
(downstream cross dependencies).
It's simply a matter of connecting the
actions and deliverables required to achieve
There is a large amount of detailed analysis
and financial modelling to ensure the
deliverables are correct and deliver the required
ROI to take us to the desired position.
Suffice to say this rests within the following
To maximise effectiveness in the current
market we need to reflect the current market
There's no use in throwing a premium
product into a tight or restrained market as
consumers and business will more than likely
be passive participants.
ANDRA Drag Racing is not a commodity
product which people and business cannot cut
We are participants in the motorsports
industry funded by racers, spectators,
businesses and government.
Each has a different propensity to spend
under different circumstances utilising common
drivers, economic status, individual
circumstance and value proposition they are
Different groups of metrics identify these
circumstances and application at different
times, business growth, consumer confidence
etc.Having established these parameters to
influence spending and investment under
current and future forecasts we can establish
the level of growth and activation relevant to our
Brand identification and positioning
There is no doubt we all recognise that
ANDRA Drag Racing is the Most Powerful
Motorsport on the Planet; we know it, our crews
know it, our families know it and our fans know
it. However it tapers off fast; some core
sponsors and businesses have tried to leverage
off it with different levels of success.
The obvious question is why and what can
we learn off it to push our sport to the forefront
of our inherent industry.
The primary answer was the lack of a
common push or a unified and cohesive
approach to the market.
There is also the concept of a correct market
positioning for our sport and what percentages
make up our primary and secondary audiences.
What consumer profiles they have and their
patterns and alignment to correctly target
Whether we fully recognise it or not our sport
is made up of families. Immediate families are
involved in the vast majority of our teams (Brays,
Reads, Lamattinas, Fowlers, Tuckers etc).
STAKEHOLDER DESIRED BENEFITS
Great spectacle, value for money, series links, championship following and
Guaranteed product, flexibility in format, various options for support
categories, financial sustainability, spectator support and diversity.
Mainstream motorsport, exposure and growth. Member growth and value to
membership. Sport viability.
Recognition and reward, championship status, value for money, greater
number of venues and opportunities. Rules and regulation consistency.
Professional organisation, formal engagement and activation
opportunities, measurable ROI, shared KPIs, corporate hospitality.
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