Home' Australian Automotive Aftermarket Magazine : Australian Automotive Aftermarket E-zine - Annual Performance Guide Contents AUTOMOTIVE AFTERMARKET MAGAZINE PERFORMANCE GUIDE 2013 57
Generations of drag racing diehards whose
profiles differ yet share a common interest.
This is immediately transferrable into
'category' families; although not biological it
certainly aligns to consumer spending profiles.
When it all comes together at events, we
have many thousands of consumers being
racers, crew members, track officials, sponsors
Add on TV audiences and it transfers into
many hundreds of thousands of consumers with
a strong propensity to engage in similar core
products and services.
History and research show us products and
services change with market movements and
new products as per our dynamic market; this
is where the opportunities are.
Product identification and development
to meet desired outcomes
It's essential the product, ANDRA Drag
Racing, remains relevant to our current and
We've all recognised the market is a
dynamic environment which changes
depending on many factors as the economy and
product influences change.
Accordingly our product needs to remain
relevant to the changing environment as we
move into the future.
Change is a difficult process at the best of
times however when we discuss changing our
'product' it can become a very emotive and
The easiest and most acceptable changes
to make stick are those of minimal impact or
the introduction of new initiatives over and
above the core product.
By applying minimal changes and wrapping
it as a new approach the result is a low risk but
high return strategy.
How we wrap that product or strategy
involves a proactive marketing mix across the
sport and series.
This mix is a very specific combination of
PR, networking, displays, business
partnerships, venue options and community
ANDRA function, presence and support
Since ANDRA's inception 39 years ago,
administration, rules and regulations have been
our core functions.
Although these have been sufficient for the
running of ANDRA Drag Racing in Australia, the
current processes and procedures will not stand
up to the rigors of increased growth and
A review process is underway and once
complete will be transferred to a new database.
Constant improvement methodologies are
crucial to our ongoing sustainability and
development; all functional areas have
ownership and accountability for constant
Some other areas of core functionality are:
• Event safety rules and regulations
• Class regulations
• National consistency
• Rules and Regulations
• Judicial procedures
• Conflict resolution
• National consistency
While the required elements of ANDRA Drag
Racing have been a cornerstone of getting the
sport to its current level we continuously
struggle to take the additional step into
professional mainstream motorsport of note.
Most have articulated at various times
common goals and aspirations which have
continually failed to come to fruition.
The current situation is clear and
measurable, it's what we deal with on a day to
day basis, and talking to people who have been
in and around the sport for over 40 years the
themes are consistently similar.
A concise gap analysis as to where we are
and where we need to be assists us in
identifying our path between the two 'states'.
These gaps are where we begin to see
answers to long held questions, not of only what
they are, but how we implement change to
reach our desired position.
Themes have been identified and individual
elements assigned, the majority of these are
currently behind the scenes however crucial
elements which have been constant and
address many of our immediate issues is that of
improved ANDRA Member Services and
To achieve our goals and aspirations in this
area, some of the more physical changes will
be seen in our 'at event presence' which will
Additionally a 'fit for purpose' home base
will be established whereby our focal points will
be both on and more importantly in the
business to ensure benefits for all stakeholders.
Our presence and plans will ensure benefits
in member services and corporate engagement,
with a centralised meeting room and training
environment to be available at specific events.
Another element is that of robust category
management. This doesn't mean we get
involved in the running or operations of
individual teams, but it does mean we will
provide a mechanism for categories to develop,
promote and communicate with a central body
without vested or competitive interests. When
applying the STARS beneficiary model it rates
highly for all parties.
Essential elements of category management
• Unification and representation
• Agreed benefits and obligations
• Individual category plans and framework
(not individual teams)
• Communication based on category
requirements and needs
• National championship status and
• Category promotional responsibilities and
• Corporate engagement to support teams and
While this summary only represents an
outline of the work we are doing, it does identify
some of the essential elements crucial to our
future and the framework for success.
Anything but a complementary and unified
approach will fall short of the desired outcomes
and will ultimately be problematic.
Strong engagement principles and
leadership will be essential components of
making our vision a reality.
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