Tourism

Nepal is one of the most desired tourist destination of all time. Due to these cultural norms and values, Nepal is a most profitable destination for tourism industry. Annually, the visitors arriving in Nepal have their varied purposes and they are almost always enthusiastic about spending their holidays in Nepal’s touristic sites and they have to be encouraged to do so through extensive marketing efforts by Nepal Tourism Board.

Furthermore, Nepal’s traditional cultural values can also be used for the poverty alleviation thorough eco-tourism, religious tourism and destination tourism and this has been included in the tourism marketing strategy of NTB. At present, apart from the obvious problem of negative media coverage, Nepal seriously lacks credible market research as to why exactly its tourism industry is under-performing and what aspects of product need attention.

Inappropriate marketing expenses that are hard to track on the result on productivity could be being made and they need to be eliminated to attract appropriate techniques for the marketing. Regular surveys of departing visitors are not undertaken, so the country cannot gauge their levels of satisfaction, unsatisfied wants, spending or current propensity to return. Information on potential and in existing markets is only beginning to be gathered and marketing partnerships with the travel trade in these markets are lacking.

However, some small attempts have been taken by the NTB and other concerned private sectors about the research on tourism industry of Nepal which is not a sufficient attempt in this business. Tourism is a traditional activity of the human being that is related with the traveling and it is naturally a human character. People desire change and travel provides the pleasure and leisure. Tourism is the movement of people from one place to another for the purpose of getting satisfaction.

The most important assets of a country are cultural norms and values that reflect people’s social pattern that can be used for tourism industry in Nepal. The main objective of this project report is to analyze and discuss about the strategy of Nepal for tourism marketing promotion. FoH/TU guidelines are followed to complete this report. Some methodologies such as survey, collecting relevant data, comparative studies and analysis are used and recommendations are presented as need of FoH/TU.

Youth tourism has been identified as one of the largest segments of global tourism, and is also seen as having considerable potential for future growth as student numbers rise and youth affluence increases (Buhalis and Costa, 2006). To cater for younger surf tourists, a number of companies now offer surf safaris, generally a charter bus which travels along a mainland coastline stopping at well-known surf breaks, with accommodation typically in backpackers and similar establishments.

As surfing becomes easier to learn, it seems likely that its popularity will continue to increase in future generations. In regards to marketing, specialist surf tour operators in the Indo-Pacific region for example, market principally through specialist surfing magazines, specialist surf travel agents, and directly via the internet. Some operate at only a single location, whereas others offer tours to a wide variety of different countries and destinations.

Some surf lodges and surf charter boats sell their products through many different agents, whereas others have exclusive agency agreements with particular agents in individual countries (Buckley, R. C 2000). According to Richards and Wilson (2003) growing travel participation by young people is being fuelled by a number of factors, including increased participation in higher education, falling levels of youth employment, and increased travel budgets through parental contribution, savings, and combining work and travel.

The search for more exciting and unique experiences, combine with cheaper long-distance travel, has also pushed youth travel ever further towards the geographical margins of the travel industry. In 1995, the European Travel Commission published a study specifically dedicated to Europe’s youth travel market covering 26 countries. The study was commissioned in response to a perceived neglect of the market both by the travel industry and by government authorities.

It concluded that the 15 to 26 age group took around 80 million trips and made 100 million border crossings per year, representing a fifth of all international trips and around a quarter of all holiday travel (Horak and Weber, 2000). In a study of outbound travel of German, British and French young people, the WTO (2002) stated that outbound youth tourism accounted for 17% of all international trips in these markets in 2000, concluding that more and more young people are travelling abroad on holiday, to visit friends and to tudy, as well as for business (Richards and Wilson, 2003) In a study carried out by Tourism Australia (2008) “Tourism Australia defines the youth segment as males and females, aged between 18 and 30 years”. They stated that the youth segment have information at their fingertips such as the use of technology, they are innovators of new products and trends and accepting of change (www. tourism. australia. com Accessed 18/02/2011).

When resorts bring a large number of guests to a destination they become inverse factories, bringing customers to their product which has been pre-assembled and resourced for their enjoyment rather than shipping the product out to customers around the world. Saveriades (2000: 154) as citied in (Murphy 2008), notes in his survey of residents in Cypriot seaside resorts, that it has been widely accepted that there have been changes in the lifestyle, traditions, social behaviour, and moral standards, especially of the younger generation.

One of the reasons residents make such correlations is that tourism is highly visible (Murphy, 2008). According to Hinch and Highman (2004) water sports such as swimming, surfing, water skiing, and diving hold strong appeal for the youth market. In Peru, more than 20. 000 surfers are visiting the country every year, to enjoy the best waves of the country. Surf tourists to the area come mainly from Australia, USA and Brazil. There are a lot of surf schools and a young surfboard manufacturing industry and there is a connection between water-based sports, surfing and the youth market (www. urfertoday. com Accessed 22/03/2011). According to the UK Coast guide, surfing is a popular water sport which is growing in the UK at a rapid rate. It is estimated that there are now around 250,000 surfers in the country and the sport appeals to all ages and both sexes, not just the young but also the grey market. There has been a particular increase in female surfers, in recent years and there is a growing band of professional female surfers who compete in competitions worldwide (www. ukcoastguide. co. uk Accessed 22/03/2011).

Paris Basin: – Tertiary Activities Account for the development of tertiary activities in one non-Irish region of your choice. Tourism * Capital city – naturally draws tourists ranging from sight-seers to historical enthusiasts. * Home to monuments and buildings and areas of interest. Eiffel tower – daily tours to the top with a restaurant at the top – iconic monument designed by Gustave Eiffel overlooks the city + Rvr Seine on which are numerous daily cruises * Sacre Coeur Cathedral – on top of Montmartre hill – opens every day to public – originally – relatively inaccessible as it is atop the highest point in city – glass cable car link was built in 1990s – further increased amount of visitors to this attraction. * Nearby – Artist’s quarter + the Salvador Dali museum. Other attractions drawing millions of visitors each year – Louvre – holds famous pieces (Mona Lisa by Leonardo Da Vinci) * S. lies the palace of Versailles * E. (in Marne de la Valley) is the world famous Euro Disney. * Arc De Triomphe, Champs d’Elysees and the Notre Dame Cathedral. * 2008 – These sites drew in over 25 million visitors. * Over 60% of visitors – from outside of France – generate over €20 billion each year. * Tourism industry – 20% of Frances total GNP – indicates importance of this business is to economy. Result of tourism – hotels, restaurants and other spin-off industries have developed due to the demand for additional services. * Towns Reims and Epernay – grown in size due to the viticulture industry – draws in wine tasters, home to the famous Champagne houses. Transport * Transport industry – highlights development of tertiary activities * Agriculture, industry and tourism continue to grow – need for highly developed transport network – in high demand. Development of Euro Disney in east brought the RER train line – meet needs of the ms of visitors (Part of the SNCF train network in France) * Home to the Metro system – seven routes linking all areas of capital and further * Three international airports: Charles De Gaulle, Orly and Beavais. * The port of Le Harve – mouth of the river Seine (further example of level of development of the transport network in this core region) * France’s second busiest port (after Marseilles) and is the entry + exit point of raw materials and finished products of the region.

Lyceum of the Philippines University Research and Publications Center

Research Proposal

This section briefly identifies some of the major views of culture and its physical manifestations related to tourism, as well as the means that have been used to protect heritage environments. The UNESCO World Commission on Culture and Development report Our Creative Diversity looks at culture as “ways of living together. ” With this as a point of departure, the World Bank defines culture as the whole complex of distinctive spiritual, material, intellectual and emotional features that characterize a society or social group.

It includes not only arts and letters, but also modes of life, the fundamental rights of the human being, value systems, traditions, and beliefs. The above reflects the separation of culture and cultural heritage into both movable and immovable forms. This report focuses primarily on culture’s immovable forms, recognizing that the “cultural landscape” includes expressions of traditions and lifestyles that must be taken into consideration when looking at effective ways of safeguarding a community’s cultural heritage.

Culture and cultural heritage are prominent resources in any society. Tangible heritage may be considered a material manifestation or symbol of cultural expression, either traditions of living society or those of past societies occupying the same area. Therefore, material heritage is pivotal for anyone wanting to gain a deeper understanding of the society. This applies to the local inhabitants as well as the visitor to a new or foreign society or environment.

A great deal of the activity within cultural heritage preservation has been concerned with maintaining single buildings of architectural significance and connected with important events and people. Various actors have been involved in this process, including non-governmental organizations, all levels of government, and developers. Concerns with the limitations of identifying and protecting single buildings have led to laws and regulations that protect entire environments.

This allowed the process to involve more people in heritage conservation, and it defined a past that included the ordinary as well as the most significant. Many countries maintain heritage sites for interpretation and education; these are often characterized by high levels of research and documentation, as well as government management. Steadily increasing demand for culture-oriented activities affects cultural heritage of interest at all levels, from world heritage belonging to international society or mankind in general to heritage of national, regional and local significance.

Preservation issues and challenges vary accordingly. In many developing countries, the legal framework for protecting heritage is better than the management capacity. Surveying and monitoring systems for controlling the state of conservation of cultural heritage and taking the necessary precautions present great challenges. Throughout the world, festivals and events – often linked to or performed in areas with cultural relics or at sites of cultural and natural significance – are now seen as important dimension of cultural tourism.

They play important roles in helping to maintain cultural traditions and values while providing communities with the ability to create jobs and income. Handicrafts often form an important dimension of a region’s cultural tourism experience. Tourism can be important in helping to maintain and develop traditional craft skills, though there is also the risk that increased demand leads to a loss of authenticity in terms of process and product.

The discussion of different forms also reflects that heritage, and conservation, can occur at different spatial scales, including that of a single artifact, a single building, a streetscape, an area, an entire historic town/city, a region/landscape, and even up to national and international scales. There are several reasons for public and private sector involvement in cultural heritage management (CHM), including:

• The recognition that heritage resources can play an important role in community continuity, renewal, and development.
• The increased quality of life associated with heritage resources. The role of heritage resources in creating and maintaining individual and community identity.
• The value of heritage resources in the education of children.
• The role that heritage resources can play in providing for pleasure/recreation opportunities.
• The role that heritage resources can play in economic revitalization and tourism development. The latter reason is the focus of the present report, but the non-tourism benefits are noted here to illustrate how the value of culture and cultural heritage goes beyond serving as tourism attractions.

To say that the deadly activities of the Islamic sect, Boko Haram, are killing the economy of the North is an understatement. In most states in the North, the devastating socio-economic effects of the sect’s serial killings and bombings, especially in Borno, Yobe, Niger, Kaduna, Kano, Plateau (which is more of ethno-religious conflict), Kogi, Bauchi and recently ,Sokoto, has destroyed economic and commercial activities with many people relocating to other places. In Maiduguri, Borno State, where the sect originated, the frequent bombings and clashes between Boko Haram and security agents have weighed down seriously on ommercial and businesses activities in the city as many business have reportedly crumbled while many people have fled the state. The Maiduguri Monday Market said to be the biggest market in the city is reported to have been seriously affected as hundreds of shop owners, especially Southerners are said to have closed their businesses and left the troubled city. About half of the 10, 000 shops and stalls in the market were said to have been abandoned by traders who have fled the city. Banks and their customers are also said to be operating under difficult situation and have reduced their business hours to guard gainst being attacked by members of the sect. According to the Borno State Commissioner of Information, Mr. Inuwa Bwala, it will take the state 20 years to recover from the current predicament it has found itself. Bwala, in a telephone interview with THISDAY said the security situation has taken its toll on the economy of the state as many people have fled. According to the commissioner, “it is only natural that when you have such a situation as we have now, it will affect the economic fortunes, especially where people go out to do business under the atmosphere of fear. So there is no doubt that the crisis has aken its toll on our resources, on our business and on our economy. It will take us a very long time, not less than 20 years to recover and get to the position we were before the crisis started. “It is our prayers that those who were scared away from Borno State out of fear, those who closed shops out of fear, those who fled in the height of the crisis and the general apathy among business men to invest in Borno State, should do a rethink and come back because the atmosphere is peaceful now. “Local businesses are beginning to pick up; we are in the process of recovering. The state government has intervened in various usiness sectors, especially the revival of our industries, alleviation of poverty, granting of business loans, development of business and technical skills and so many other programmes that the government has initiated for us to bring back the state on to stream and let people imbibe the spirit of self-sustenance, let them imbibe the spirit of thriving even in the face of challenges. So it is our prayers that we will recover soonest. “We are optimistic that Borno will be back on its feet as the economic ‘Heart Beat’ of the North-east. Mind you Borno has border links with three international communities nd all these routes had been very viable business routes. We hope that when we renew our links with these communities, businesses shall boom again in Borno State and the nation at large”. Since January 20, 2012, when the militant sect launched its onslaught on the metropolitan city of Kano, life has not been the same again in the city which is noted as the heart of the development of the North. The attack on Kano has been very devastating because the city has always been the commercial centre of western Sudan for the past 500 years. The city had been economic base of the North before even neighbouring countries like Niger

Republic, Chad and northern Cameroun before the evolution of the Nigerian nation. But today the story is different as business and commercial activities have taken a turn for the worse in the city as a result of the security problems occasioned by frequent killings and bombings. Investors who have been doing business in the city for ages are said to be relocating their businesses due to the unending security challenges in the city. Kano, which is reputed to be the hub of business and commercial activities in the entire 19 Northern states and beyond, is gradually losing steam. About 80 per cent of the industries are said to closed shops, due o power failure and the daunting security challenges. The security challenges have impacted negatively on both the private and public sectors of the economy as many business men and traders have relocated their businesses from the city. About 35 per cent of the over three million Igbo businessmen and traders in the city who engaged in both small and medium scale businesses are reported to have fled to Abuja and the South-east due to the growing insecurity posed by the activities of Boko Haram. The indigenous business community in the city especially the textile merchants are not faring better as they count their losses as heir customers who used to patronise them no longer go to Kano for fear of the unknown. The Durbar Festival in Kano which used to attract local and international tourists was canceled last week because of security issues even though it was attributed to the Emir’s failing health. The Kano State government lost huge revenue from this singular decision. The story is not different in Jos, the Plateau State capital the unofficial headquarters of the Middle Belt. Plateau has been in the news before the advent of Boko Haram as a result of the persistent ethnic and religious crisis that has continued to engulf the state.

The city has witnessed so much carnage that many businesses are no longer thriving, as many business concerns have abandoned the city and moved out their investments. Though the city is not reputed as an industrial city, it is noted for its tourism potentials which have contributed to the national economy. However, the once thriving tourism destination that was an attraction for local and international tourists is now history as the spate of violence in the state which hitherto prides it as the ‘Home of Peace and tourism’ seems to have been robbed off of its glory in the tourism industry. Today, Jos is a no go area for tourists as estination marketers and tour operators take their clients to destinations with relative peace. Only hotels are recording slightly above 20 per cent occupancy rate. Some are said to have closed down while the Jos Museums, Jos Wildlife and Amusement Park no longer witness visitors trooping there again. The impact on hospitality is so much that investors in the industry are looking elsewhere, especially at neighbouring places like Abuja since tourism does not thrive in an environment characterised by insecurity and violence. Apart from the ethno religious violence, the city has had its share of the Boko Haram ombings. Many people have closed up their businesses and left the city. Social and economic activities are on the lowest ebb as a result of the security situation. Like Jos, Kaduna the former capital of the defunct Northern region has not fared better as business activities in the city continued to nose dive as a result of the increasing level of insecurity in state. As a result of the prevailing level of insecurity, many businesses, especially beer parlour operators, night clubs and other places of relaxation are gradually folding up as their owners count their losses. Worst hit are those located in the northern art of the city, such as the elitist NAF club, owned by the Nigerian Airforce , along Rabbah Road, which used to be a beehive of activities. Many residents live in perpetual fear of the unknown as the Boko Haram sect continuous to attack the city as they restrict their business activities to areas where they feel safe. Worst hit is the hospitality business in the city. Many hoteliers are counting their losses as a result of lack of patronage. Many people who come into town for any engagement prefer to go to stay in Abuja rather than stay the night in Kaduna. A source at one of the leading hotels in Kaduna lamented that since, the reprisal ttacks that trailed the June 17 bombing of Churches in Kaduna and Zaria, there had been very low patronage. “As you can see, the whole place is looking empty; we don’t have customers as we used to have because people are afraid of coming to Kaduna. No any serious event, meeting or occasion that could bring people to Kaduna is holding, so business is on the declined,” said the source. A lot of Igbo are said be relocating from the city to Abuja and the East for a more secured business environment. According to Mr. Ben Ikowu, a businessman, businesses are no longer thriving in Kaduna as they ought to be as a result of insecurity ccasioned by Boko Haram bombings. “Sincerely business is not thriving at all in Kaduna. The business environment is very doll, there is so much uncertainty. Each day you wake up, you are scared because you are afraid of what may happen during the day and you are very careful of places to go so that you don’t get caught up in the wrong place if anything happens. “We, especially the non-indigenes have been living under serious fears because of the bombings. A lot of people, especially we Igbo, are relocating to Abuja and the East. Some people have relocated their investments. A good number of people that

I know have put up their houses for sale because they want to relocate. “I know people who have moved to Abuja to secure business offices so that they could have a place to fall back on if the situation of things in the North remains the way we are seeing. “I know people; some of my Igbo brothers who have relocated their families back home because of the situation of things in the North generally so as to avoid the experience of the 1966 civil war. They are ready to leave and join their families back home anytime if things get worst,” he said. He lamented further that businesses were at a standstill because people are scared, dding that “if anybody tells you those things are moving well in Kaduna, that person is telling a lie. Well things may be moving well for people who are working and getting salary at the end of the month, but for those of us in business, we going through serious difficulties. “There is feeling of insecurity and uncertainty everywhere and that not good for any economy, it is not good for business and investment. ” Also lamenting the situation, the Executive Director of Admiral Agricultural and Environmental Care, Kaduna, Mr Shadrack Madlion, regretted that the business environment in the North is becoming orst and called on the authorities to do something about the worsening security situation. Madlion noted that “business activities in northern Nigeria today have gone to almost zero per cent. There is no way anybody can come and put up any investment where there is insecurity. ” He lamented that “I was thriving on N3 million on daily bases in business, in my agricultural inputs, but today, I don’t see N80, 000. Those in the transport business are feeling it too. Social life in the North is gone. “No one is going to say the North should wake up because they are feeling it. I seat in my office and somebody expects me to ay my local government taxes and other government taxes, under what circumstances can I generate the funds when business is not moving. I am not even sure whether I would be able to pay my children’s school fees this coming session because there had not been business. “People move out of Kaduna to go and look for their daily bread. In terms of food business at this Ramadan period, it is progressive but as I speak with you sales have dropped by 75 per cent compared to last fasting session. Prices have gone up because of insecurity. Lamenting the situation further, the Bishop of Kaduna Diocese of the Church of Nigeria,

Anglican Communion, Rev. Josiah Idowu- Fearon, said that violence has destroyed the economic, social and religious lives of the people of Kaduna State. Addressing the first session of the 19th Synod of the Anglican Church in Kaduna recently, Fearon said a significant number of church members prefer to stay within the safety of their homes rather than coming to churches and be bombed to death. According to him, businesses have dropped and the standard of living has also dropped deeply, stressing that for the situation to stop, the North must do something. “The entire North-east of the country, Jos and Kano are almost completely isolated conomically, socially and politically. The understanding by many in this northern part today is that Kaduna, the ‘Heart Beat’ of the North is the next target of this group that is bent on this mission of self- destruction,” he said. In virtually all the states in the story is not different as people living under fear of the unknown. Concerned about happenings in the region, the Federal Government, in February this year, raised the alarm over the devastating effect of the Boko Haram insurgency on the region, warning that religious extremists will destroy the region if the activities of the Islamic sect are not curtailed.

The Information Minister, Mr. Labaran Maku, who spoke on behalf of the government, had said the region needs peace and stability more than any other region in the country, particularly because the region is clearly lagging behind in terms of infrastructure, education and other development indices, declaring that the North’s economy is on the verge of collapse. Sadly, the governors of the region appear to be helpless in containing the situation as the Islamic sect continuous with its bombardment. For how long will this continue? If the region comes out of this, it will surely take some decades for it to recover from the effect of this madness.

TITLE PAGE Subject:    MKT8003 Service Marketing Management Assignment 1 (Individual assignment) Title of Assignment:     Marketing Audit Report – Camp Five Sdn Bhd Total Word Count   :    2000 words Date of Submission:    31 August 2012 EXECUTIVE SUMMARY This marketing audit report is prepared for Camp Five to indicate how the organization is currently performing in their service level. The report is prepared based on secondary data gathered from reliable sources which is available online.

In this report the background of Camp Five climbing gym is explained to understand the current internal resources and capabilities in its preparedness for servicing their target customer in Malaysia local market. The finding of issue status as, overall and major issues of the company as below, Overall Camp Five are current in high-end customer focus and in fact the majority of regular climbers are not in the high-end categories. Although the facility and technology is excellent advance compare to others competitors, the price of service has clearly show it is unaffordable to the middle class, therefore that is lack of daily head counts.

The major problem is lacking of promotion, Camp Five current uses the strategy of word-of-mouth, as per research 100% of interviewee get the know Camp Five as from friends-to-friends referral only, many other promotions shall be implemented as to improve on the performance will be shown in TOW analysis in this assignment. TITLE PAGE Contents TITLE PAGE1 EXECUTIVE SUMMARY2 1. 0 PURPOSE OF REPORT4 2. 0 THE INTRODUCTION4 3. 0 TARGET CUSTOMER7 4. 0 EXTERNAL ANALYSIS8 5. 0 INTERNAL ANALYSIS12 6. 0Service Quality Analysis13 7. 0 SWOT ANALYSIS16 8. 0 TOW17 9. 0 CONCLUSION19 10. 0 LIST OF REFERANCE19 1 APENDIX –SURVEY FORM21 How Do You Rate Your Climbing? 22 1. 0 PURPOSE OF REPORT (222words) This is a continuous of audit report of Camp Five Sdn Bhd, The purpose of this report is to present the service quality from organization perspective and customer perspective point of view in delivering and receiving the service in service marketing aspect. The elements covers include the internal & external analysis of organization, gap between the customer’s perception and expectation. Those factors will influence on to the organization and its services from the gym toward the end consumer directly or indirectly.

It is to help the organization to understand more about their customer and positive of new customer. Same time the current marketing promotion plan must be implementing in an effective way on it services quality ; reach the company targeted headcount for the gym. Scope of report, this report will cover the analysis in phase one, the sources of the report is based on some level of internet resources, but mostly is from interview with customers and my friends as the employee which is working in the company as manger positions.

The recommendation of this service marketing audit will be done in phase two of the following of this report. The monitoring of service will be from time to time based and this marketing service audit report accuracy credibility will remain valid for the next six month period. 2. 0 THE INTRODUCTION – OVERVIEW OF THE SERVICE ORGANIZATION (335words) 2. 1 Brief Background Camp Five is a place provides training and a place for training, working out and meets new friends. It is facilitated with climbing wall, cafe, Pro shop, high technology shower, kid place area and inspectorial training programs.

Training program is designed for children, beginners, leisure and advance climber or people can come for Yoga classes too. The climbing gym is operating under Switzerland management. The wall was built by climbing wall BLOCX Sdn Bhd, which is the partnership company with Camp Five, Blocx’s current major project are building and developing rock climbing wall around Asia region, they head quarter is located in Oberwil Switzerland, the other office is located New Mexico America, Colombia South America and Shah Alam Malaysia.

Camp Five Sdn Bhd started its operation since 2005 in Malaysia, located inside famous landmark shopping center of Kuala Lumpur – The One Utama Shopping Complex. The internal gym’s environment is housed in 10m high air-conditioned glass tower, a-state-of-the-art climbing facility inside a shopping center, next to major business suite like TV3 and IBM office, Hotel, colleges and international schools like KDU and KBU, hotel and the high end household area.

For first time customer, it is a must to join the climbing class they need to pass on climber safety examination and If you are first time in this gym customer need to pass personal climbing skill testing section is needed before customer are able to check-in and use for the service. 2. 2 The Service Blue Print The steps of servicing process of Camp Five has provided as per below (Regular Customer) Regular Customer Steps of Blueprint – Camp Five |

Step 1| Customer Arrived to gym | Step 8| Interact with friends ; start to climb| Step 2| Registration | Step 9| Trainer provide training| Step 3| Check in, payment and rental of gears | Step 10| Customer received training| Step 4| Collect entrance fee and drop the member card | Step 11| Take beg from lock, shower and change attire| Step 5| Updates system with payment | Step 12| Return the member card ; collect rented gears| Step 6| Change attire and keep beg at locker| Step 13| Collect member card and process check out| Step 7| Put on climbing gears| Step 14| Customer leaving the gym|

The servicing blueprint of Camp Five has provided as per below (Regular ; New customers) It is content with 14 steps of service blueprint for regular and new customers with the service supports, support process, back stage, on stage and customer action show. 2. 3 The Marketing Mix 7’Ps According to Kotabe and Helsen (2011, p332) companies can pursue three global strategies to penetrate foreign market, which is product extension, product adaptation and product invention.

THE MARKETING MIX FOR CAMP FIVE SERVICES | Product | Climbing gym, Yoga class, Climbing training, Corporate team building, Sales of climbing gear, Rental of gear| Place | Outlet location- Gym center| Promotion | Membership fees discount, Training course discount, Selected item discount via Internet, Face-to-face, Facebook. | Pricing | High price for per entry; Average price for membership 3 month-1 year. People | Student, Professional climber, Leisure climber, Working Adult, House wife, Children, Trainer| Physical Evidence | Innovative design, Well maintain of climbing equipment, Tidy uniform, Membership cards, Clean and advance washroom. | Processes| From they enter the gym to exiting the gym. Fast payment process, Paid before entered, Simple check in process, High customer involvement, Well of training flows. | 3. 0 TARGET CUSTOMER (116words) The type of target customer is sports oriented they maybe experience climber, leisure climber and explorer.

This is Malaysian or non-Malaysia, working, living and studying within 15km from Bandar Utama area, male 50% and female 50% with the minimum earning of salary RM4000 to RM20,000 with some western culture background. Camp Five’s targeted customer can be separated into the following groups, 1. Student 2. Foreign Resident 1. Working Adult 1. Corporate & School Group| Description| 1| Student| Majority are from 15-25 years old, young male and female. Foreign students who follow their family came and living in Malaysia or coming in alone with the purpose of further educations.

As financial supported by their parents with background mostly associated with high-end society, therefore cultural is more open to adventure sports with more buying power for entertainment good. | 2| Foreign Resident| Work migration under the foreign resident, coming in and working here as temporary for certain project for 1-5 years, with very high income on average at lease RM 20,000 or more per month. Seeking for high quality lifestyle with high purchasing power, Caucasian or Asia came from high-technology’s country. 3| Working Adult | Locate Malaysian customer, working, living or studying around Petaling Jaya or KL area. In average a working person with personal income of minimum RM4000, male or female with high education level, outgoing personality and like sport. | 4| Corporate ; School| Group customer is those will like to come for as a company or schools event targeted for corporate team building function is not a routine activity. | Table 3a In the hierarchy of effect model, customer was visit to this gym are experiential influence on behavior. Affect – Behavior – Cognitive.

First come from their feeling want to try this climbing experience, and then they took action to climb lastly learning process. 4. 0 EXTERNAL ANALYSIS 4. 1 PESTAL ANALYSIS OF CAMP FIVE (290words) A PESTEL Analysis of Camp Five Sdn Bhd, this model is designed measure on the macro-environment could effect on the organization. Includes with Political, Economic, Social, Technical Environmental and Legal issue, on average social issue carries the most weight in the climbing gym industrial, due to it is an experiential goods and services. Factor| Includes:|

Political| Change trading rules, tax, change in government. | Economic| Interest rates, exchange rates, national income, inflation| Social| Ageing population, attitudes to work, income distribution, customer taste, education levels, migration flow and working hours of customer| Technological| Innovation, new product development, rate of technological obsolescence, safety drinking water system, online advertising| Environmental| Reduce use of paper, encourage cotton towel, global warming, environmental issues| Legal| e. g. competition law, health and safety, employment law, business law| Table 4a

DETAIL OF PESTEL ANALYSIS IN CHART | Political Factors| Change in trading rules, Camp Five it is owe by a Sweden Company may influence the business trading terms. Tax, the rate will change in rock climbing product and equipment, all climbing equipment is imported good. If government is not stable company may re-locate in the investment in other part of SE Asia. | Economy Factors| Exchange rates will influence of company income, because company HQ is in Europe. National incomes and unemployment rate, determinate customer willingness to spend on leisure product like gym servicing.

Inflation rate will influence on the wages of staff and operation expense, exchange rate of equipment, due to the product are all imported, when Euro and Dollar price down. | Social Factors| Customer change in taste in switching of interest in this gym, aging of society, if this city gets older than the target group (aged of 14-45) will the target customer group will get smaller. Education and income level increases, people tent to concern more with health issue and increase in working-out in gym. If working hours increase the number member able to visit at week days will decrease.

Migration flows increases; our customer will increase, and due to climbing sport is more popular in foreign country. | Technology Factors| The uses and for sales climbing devices and equipment is important product in our Pro-Shop, and the technology being use to with in the gym, free Wi-Fi connection, fully air-conditions, high technology shower systems, water filler give customer with a confinable gym environment as well as the auto- belaying device, customer can still climb while waiting for their buddies arrived. | Legal Factors| Climbing environment is designed with anti-fire and safety pat material and cushions.

It is always monitored by instruction eying around. Safety training and handbook ensure all customers understand the safety rules in the climbing gym and rules of use climbing equipment. Employment rules follow as per Malaysia government guideline in employment handbook. Camp Five apply Malaysia Law system where the mother company from Sweden applies EU law. | Environmental Factors| Encourage customer and staff reduces on use of plastic water bottom and encouraging drinking in refilled directly from pipe, recycle bin services is provided. Encourage customer to use cotton towel in the gym and cafe instant of paper.

Weather change, determines people likeness to climbing indoor or outdoor the day and the location, easy access to gym. | Table 4b 4. 2 Porter Five Forces of Macro Environmental Analysis The use for porter five forces analysis is the measure the threat within the competitor and business. The key rating system have been applied as per following, Key Rating System (1. Very Poor, 2. Poor, 3. Neutral, 4. Good, 5. Very Good) The Rating System Porter 5 Forces of Camp Five| 5 Forces| Camp Five| Cyberjaya Adventure | Mad Monkey| 1. Existing rivalry | 3| 3| 2| 2. New entering | 3| 2| 1| . B. P of Buyer| 5| 3| 3| 4. Threat Substitute| 5| 3| 2| 5. B. P of Suppliers | 3| 4| 2| Total| 19| 15| 10| | | | | | Rating System: very poor-1 ; very good- 5 | Table 4b The detail of Porter Five Forces will be explained as per below chart (4c) Porter’s Five Forces of Competitive Position | | | | | | | 2. New entering | | | Medium there is the only gym within 20km from the resident, technology is in way advance than other, due to the built cost is high, but competitor can built in cheaper gym with lower cost. | | 5. Bargaining Power of Supplier | | | | 3.

Bargaining Power of Buyer | | | 1. Existing Rivalry | | | Medium, the product has substitutes and minimal switching costs, which result in low competitive pressures in the supply side. | | | at the medium stage, although the quality and service is very good but there is still many customer prefer to go for low price choice lead to high degree of differentiation, therefore can be competitive. | | Buyer low stage the high end customer will preferred to purchase with receiving the best quality of service than switching to look for other alternative. | | | | | | | 4.

Threat Substitute | | | Low level, as the product is similar but the quality of facility and lifestyle is unlikely to be change by it taste. | | Table 4c 4. 3 Industry Analysis Due to this is a experiential goods in terms of economy and political will influence on change in it price, the long run of bargaining power with buyer and supplier are at every low risk, only seeing the possibility of new gym within this area can be compete with Camp Five but the possibility is still low, high chance of customer may lost interest and less visiting, due to friends, time of work and other reason. . 4 Customer Analysis The collection of data from customer analysis is conducted in face-to-face interview and survey format, it is target to understand the customer needs and current marketing trends towards satisfaction measuring in the climbing gym environment by service provided located with Klang Valley area. 4. 5 Competitor Analysis Major competitor rock climbing gym within Malaysia, provided climbing service to rock climber, will be cyberjaya adventure center in Cyber Jaya, Mad

Monkey indoor bouldering center in Wangsa Maju, Shah Alam outdoor adventure in Shah Alam and The factory climbing gym in Subang Jaya. They provide service like top-rope climbing, bouldering wall, travels walls and lead wall climbing, however only Camp Five and Cyber Jaya Adventure was able to provide all the service in one center. The price as quality show as below, 5. 0 INTERNAL ANALYSIS 5. 1 Resource Competency Analysis The uniqueness of Camp Five has believed in providing the best environment and the best service in Asia, with high quality level of modern lifestyle and beauty of sports.

And all employees in any position and time are responsible to customer safety first, staff must take action to help and remain ensuring the individual safeness in climbing environment. 5. 2 Share Holders Analysis The matrix below shown in table below is applied to show the internal and external stakeholders that have direct or indirect impact on the growth of the business. | Importance of stakeholder | | High | Low | Influence of stakeholder | High | Key group | Silent group | | | Partners | Government – Ministry of Environment | | | Management, | | | Shareholders |  | | | New investor |  | | Low | Vocal Group | Irrelevant group | | | Employees | Individual customers | | | Marketing teams | Contractor | | | Agents, | Cleaner | | | Distributors |  | Table 5a– Stakeholder Analysis | The key groups are partners, management, other shareholders and new investor. The customer groups are the key to the survival of the business. The faster the target market will turn into royal customer, gym can sustain and growth in its business operation and provides in positive growth. 5. Performance Analysis Current the sales of the organization is the low head count especially in low season like long public holiday times, although we have a big number of members but however they are non-actives, the targeted market share of customer group has not been achieved, overall survive on the long term membership customer which sign up for 6month-1 years membership. That could count on average of 40% of total business. The others revenue are selling on climbing equipment, team building outdoor projects for groups and climb pays per entrance. . 0Service Quality Analysis (298words) To measure the service quality of Camp Five I have provided the analysis based on face-to-face survey with interviewee with purchasing experience in Camp Five Climbing Gym, the analysis result show as below. (The full version of service survey form is reference in the appendix) The SERQUAL Model analysis will based on question 3-15 only, show as per below, SERQUAL Model of Service Survey Q| Survey Questions | 1| 2| 3| 4| 5| Q being answers| Total score| No. f Interviewee| Means| 1| First time to this gym|  | 60|  |  |  | 600| n/a| 60| n/a| 2| How do you know this Gym|  | 60|  |  |  | 600| n/a| 60| n/a| Rate you overall experience (Scoring System data are serve for the GAP analysis)| 3| Were you server – Courteous? (If No-1, Yes- 5)| |  |  |  | 60| 60| 300| 60| 5| 4| Were you server -Informative? (If No-1, Yes -5)| 20|  |  |  | 40| 60| 260| 60| 3. 7| 5| Rate of total expectation |  |  |  | 60|  | 60| 240| 60| 4| 6| Staff helpfulness |  |  | 10| 40| 10| 60| 240| 60| 4| 7| The price of entrance fees| 20| 10| 20| 10|  | 60| 140| 60| 2. | 8| The attribute of the gym |  |  | 10| 40| 10| 60| 240| 60| 4| 9| Varieties of climb|  |  | 10| 40| 10| 60| 240| 60| 4| 10| Convenience of this location|  |  |  | 40| 20| 60| 260| 60| 4. 3| 11| Clean |  |  | 10| 20| 30| 60| 260| 60| 4. 3| 12| Environment safety|  |  |  | 40| 20| 60| 260| 60| 4. 3| 13| Training experience |  | 10|  | 10|  | 20| 60| 60| 3| 14| Quality gear for rent|  | 10| 20| 10|  | 40| 120| 60| 4| 15| Rate over climb experience|  |  |  | 50| 10| 60| 250| 60| 4. 2| Personal particulars | 16| Gender| 20| 40|  | 60| The details of this survey are provided in survey form on appendix at last page of this report. 17| Age|  |  | 20| 30| 10| 60| | 18| Monthly Income group |  |  |  | 50| 10| 60| | 19| Frequency of visiting| 40|  | 10| 10|  | 60| | 20| Plan to join membership | 30| 10|  |  |  | 40| | 21| Already member? | 30| 30|  |  |  | 60| | 21A| Which member plan? | 10|  |  | 10| 10| 30| | Table 6a As per the rating system and survey 100% of customer gets to know about this gym by friends’ referral, as per survey the promotion is not strange enough in its attraction to new walk in customer. QUOTA SAMPLING QUOTA SAMPLING | Race | No. Survey | % | Chinese | Male | 8| 13%| Female | 12| 20%| Malay | Male | 5| 8%| | Female | 5| 8%| Indian | Male | 2| 3%| | Female | 2| 3%| Forigner | Male | 13| 22%| | Female | 13| 22%| Total | 60| 100%| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Table 6b| | | | As per quota sampling analysis shows that the 34%Chinese, 16% Malay, 6% Indian and 44% Foreigner participant in the survey analysis. Overall customer were being serve courteous in scoring at the highest at 5, and the price of entrance fees score at the lowest at 2. only. Interpreted the staff has a good relationship and treated customer as very important, but however the price is disappointing from customer’s point of view. GAP ANALYSIS CUSTOMER PERCEPTION ; EXPECTATION ANALYSIS | Provider Gap | Customer Expectation | Customer Perception | GAP | Listening Gap | 4 | 3 | (1)| Service Design and Standards Gap | 4 | 4 | 0 | Service Performance Gap | 4 | 1 | (3)| Communication Gap | 5 | 5 | 0 | Total| 17| 13| -4| | | | | | Dis-confirmation GAP: Low-1, High-5 | Table 6c – Disconfirmation Gap

As Disconfirmation model, as in the GAP model table shows in total of -4 dis confirmation Gap between customer perception and expectations. Overall they score the highest gap -3 of performance gap, operation staff need to improves on its service performance skills in term of the cleanness of toilet, change in water filler, repairing of rental climbing equipment, quality of training and redesign the current price package. The communication and listening wish is very good scored at 0 gap means the customer is very satisfied with the current communication service of employee. . 0 SWOT ANALYSIS (242words) As per chart, show CAMP FIVE has more advantage in strengths and opportunity as compare to the weakness and treats; it has shown a positive growth in the future. The further explanation will be shown as below. Strengths | Weakness | High in technology | To pricy | Strong employee capital | High operation expensive | Largest climbing gym in Asia | Limit to a small customer group from interests | Convenience of location |  | Good environment |  | Opportunity | Treats   | Expend to new customer via more promotion | Product substitution |

Give FOC test climb section and tight-up promote | Change of customer taste | Tight up with government | Low season | International and locate competition |  | Table 7a SWOT ANALYSIS IN DETAILS | Strengths| The strengths of Camp five they provides high technologies in wall climbing technologies following the latest and most up-dated as Europe standard, they’re the largest gym also the best climbing in Malaysia, further Malaysia Climbing Campion is working under Camp Five, all others is also professional certified training by UIAA. They are 10,000 square feet with located inside a shopping hall, gives customer all connivances, right in the middle of city. | Weakness| Price is too high for medium end climber or either some student which have time to come as compare to the others gym is about 25-40% higher than other like PutraJaya adventure and Mad Monkey gym, although they does not have the same location advantage. High operation cost, due to the rental, hiring of employee with design maintain and operating, they also have small customer group with attracted to this sports. Opportunity| Customer group can be increase into varies of group including, student, working, employee and government, open new market, increase in brand royalty and awareness. Increase in open competition number of event for member’s link with international, tight up with UIAA| Treats| Customer may change in interest of climbing, low season people prefer going for holiday, change location to climb. | Table 7b 8. 0 TOW TOWS (50words)

A TOW Analysis to the advance of SWOT to specific the elements of service marketing address Intangibility, perishability, co-production, customer contact people, physical evidence using “Strength and Opportunity”, “Weaknesses and Opportunity”, “Strength and Threat”, lastly “Weaknesses and Threat (WT)” exhibiting as per followings. | INTERNAL STRENGTHS | INTERNAL WEAKNESS | | 1. High in technology 2. Strong employee capital 3. Largest climbing gym in Asia 4. Convenience of location 5. Good environment | 1. To pricy 2. High operation expensive 3.

Limit to a small customer group from interests | EXTERNAL OPPRTUNITIES | SO: STRATEGIES | WO: STRATEGIES | 1. Give FOC test climb section and tight-up promote 2. Tight up with government 3. International and locate competition | 1. Increase on marketing tight up with government project. 2. Tight up with more international competition host in Camp 5 3. Create more events and create awareness through press and news. 4. Get free climb section with event tight up with mall. 5. Advertise in Asia Climbing magazine. | 1. Re-structure the price 2.

Increase the sales volume after to co-operate rate, eg. IBM, One World Hotel staff and tourist discount rate, increase customer group. 3. Promote in tourism Malaysia. 4. Reduces on the use on electricity saving operation cost. 5. Attract external customer to try rock climbing | EXTERNAL THREAT | ST: STRATEGIES | WT: STRATEGIES | 1. Product substitution 2. Change of customer taste 3. Low season | 1. Increase in brand royalty 2. Arrange more activity to get member together again 3. Give special promotion at low season/ week days . Target more office people and encourage them to come after office hours. | 1. Avoid too much promotion rules in joining the membership 2. Promote friends-friends or buy one get one member free to crease interest of new members. 3. Let people enjoy this place more than other gym 4. Promote gym member switching discount or give 3 hours free personal training. | Table 8a Strength and Opportunity (SO) – By increase project from different dimension, attract more opportunity and take advantage of the good location.

Increase events example: in 2006 the World Cup Europe climber from UIAA attends to climbing during preparation for competition includes with national climbing team from Italy, France, Austria, Slovenia, Spain, Switzerland, and Germany etc. Weaknesses and Opportunity (WO) – Make adjustment to the price and open up new market group like one world hotel tourist discount or business discount, VISA card member promotions, one-card member test climb section, promote the selling hardness in Point-to point exchange gift credit card promotion.

Strength and Threat (ST) – Use event to increase the brand royalty to passed , current and future customers. Target more people from the office around the gym to come, make road show to promote the gym and facilities. Weaknesses and Threat (WT) – Try to make the promotion easy for customer to purchase try to avoid many Purchase to Purchase rules, try to give customer benefit able and interesting, when the headcount reaches the target (set a target) than cut of the special promotion and keep the regular promotion just to keep the royalty customers. 9. 0 CONCLUSION (215words)

This report concludes that Camp Five is good place to youth people to work-out and meet new friends, Camp Five has the great quality and it is very suitable for the Malaysian marketing in it expansion. However in total they are lack of awareness, as rock climbing is still a very new sport for Malaysia as compare to the west, therefore promotion is an essential. Overall customer has a good rating with the service provided by Camp Five but however due to the other competitor in the marketing has some influence on customer perspective therefore the building the brand and royalty customer with in the climbing network is important.

Customer overall has a high interest in rock climbing and I can see they are quite royal to the interest, but due to the most majority of climbing is in the low-middle end, rating of customer the price over is too high and not expectable by most long term climber, they will prefer to seek for other alternative to climb although the location may not be as convenience. Camp Five should take customer in as lower price and get more royalty customer, focus on headcount is not important, however the suggestion for Camp Five will be presented in phase 2 of the assignment. 0. 0 LIST OF REFERANCE Company Research 1. Camp Five Sdn Bhd 2012, viewed 31 July 2012, ;http://camp5. com/; 2. BLOCX Sdn Bhd 2012, viewed 30 July 2012, ;http://www. blocx. com/projects/camp5. html ; 3. Alpine 2012, viewed 2 Aug 2012, ;http://amga. com/programs/alpine_AGE. php; 4. UIAA 2012, viewed 21Aug2012, ;www. theuiaa. org/; PESTEL Analysis 5. PESTEL analysis of the macro-environment by Oxford University Press. 2007, viewed 31 Jul 2012, ;http://www. oup. com/uk/orc/bin/9780199296378/01student/additional/page_12. htm; 6.

PESTLE analysis history and application by CIPD. Retrieved Nov 2010, viewed 30 Jul 2012, ; http://rapidbi. com/the-pestle-analysis-tool/; Blue Print 7. Kotler,P,Brown, L, Adams,S ; Armstrong, G2004, Marketing, 6th edn, Pearson Education, Australia 8. Shostack, GL 1992, ‘Understanding services through blueprinting’, in T Swartz, D Brown ; S Brown(eds), Advances in services marketing and management, vol. 1,JAI Press, 9. Greenwich, CT, pp. 75-90. 10. Dr C. Thomas Oliva(2012), Basic blueprint reading and sketching 50 th edn, Thomas Delmar. 11.

Newell Frederich(1926), customer relationship management in the new era of internal marketing, New York, London: McGraw-Hill, 2000 12. Valarie A. Zeithaml, Mary Jo Bitner and Dawayne Gremler (2008), Service Marketing Integrating customer focus across the firm 5th ed. Service Marketing 13. Christopher Lovelock and Jochen Wirtz (2011), Services Marketing – People, Technology, Strategy. 7th ed. , Upper Saddle River, New Jersey: Prentice Hall Porter’s Model 14. Chapman, A 2004-2009, Porter’s Five Forces Model, BusinessBalls. com, Leicester, England, viewed 19 August 2011, ;http://www. usinessballs. com/portersfiveforcesofcompetition. htm; Others 15. CIA 2012, The worldfact book, viewed 10 Aug 2012, ;https://www. cia. gov/library/publications/the-world-factbook; 16. Konopka, G. (1973) “Requirements for Healthy Development of Adolescent Youth”, Adolescence. VIII(31), p. 24. 17. Thomas, A. (2003) “Psychology of Adolescents”, Self-Concept, Weight Issues and Body Image in Children and Adolescents, p. 88 11 APENDIX –SURVEY FORM A survey forms has attach as the result outcome of interview with Camp Five’s customer. CAMP 5 THE LARGEST IN ASIA How Do You Rate Your Climbing?

We are committed to providing you with the best climbing experience possible, so we welcome your comments. Please fill out this questionnaire and place it in the box in our check-out reception counter. Thank you! Are you a first time coming to this climbing gym? YesNo How do you know about this climbing gym? AdsReferralOnline/LearnOthers Website from Vision Please specify: __________________ * * How do rate the total expectation with us, please rate as per below…. The reliability of the staff 12345 DisappointingExceptional The willingness the staff – Helpfulness or friendliness 12345

DisappointingExceptional Was you serve… Courteous? Informative? YesNoYesNo The price of entrance fees. 12345 DisappointingExceptional The attribute of the gym – Does the climbing level fits you? 12345 DisappointingExceptional Your favorite climbing level is ________________ (FRANCH or USA) Is there enough variety of climb. 12345 DisappointingExceptional Please rate the connivance of this location? 12345 DisappointingExceptional CAMP 5 THE LARGEST IN ASIA How Do You Rate Your Climbing? We are committed to providing you with the best climbing experience possible, so we welcome your comments.

Please fill out this questionnaire and place it in the box in our check-out reception counter. Thank you! Are you a first time coming to this climbing gym? YesNo How do you know about this climbing gym? AdsReferralOnline/LearnOthers Website from Vision Please specify: __________________ * * How do rate the total expectation with us, please rate as per below…. The reliability of the staff 12345 DisappointingExceptional The willingness the staff – Helpfulness or friendliness 12345 DisappointingExceptional Was you serve… Courteous? Informative? YesNoYesNo The price of entrance fees. 12345

DisappointingExceptional The attribute of the gym – Does the climbing level fits you? 12345 DisappointingExceptional Your favorite climbing level is ________________ (FRANCH or USA) Is there enough variety of climb. 12345 DisappointingExceptional Please rate the connivance of this location? 12345 DisappointingExceptional Was our gym clean? 12345 DisappointingExceptional Safety of environment and climbing area? * * 12345 * Disappointing Exceptional Please rate your overall training experience. (If any) 12345 DisappointingExceptional Name of course ______________________ Please rate the quality of gears. If any) 12345 DisappointingExceptional Please rate your overall climbing experience. 12345 DisappointingExceptional Personal particulars Please be assure as this particular will only be analysis on a positive bases as for the profiling and not for individual use, be assure those details will not be use for another purpose. Gender Male Female Age 15 and 15-20 21-3031-4040 and Below More Monthly Income Student 20002000- 4001- 6000 or No Income or lower 4000 6000 higher How frequently do you visit our gym? -5 times per month 1-2 times per month Once every 2 months Other Do you plan to join to our gym’s membership? ?? Yes No You already have the membership? ?? Yes No ? 10pass 3mths6mths12mths 12mths (Prepaid) (Installment) Was our gym clean? 12345 DisappointingExceptional Safety of environment and climbing area? * * 12345 * Disappointing Exceptional Please rate your overall training experience. (If any) 12345 DisappointingExceptional Name of course ______________________ Please rate the quality of gears. (If any) 12345

DisappointingExceptional Please rate your overall climbing experience. 12345 DisappointingExceptional Personal particulars Please be assure as this particular will only be analysis on a positive bases as for the profiling and not for individual use, be assure those details will not be use for another purpose. Gender Male Female Age 15 and 15-20 21-3031-4040 and Below More Monthly Income Student 20002000- 4001- 6000 or No Income or lower 4000 6000 higher How frequently do you visit our gym? -5 times per month 1-2 times per month Once every 2 months Other Do you plan to join to our gym’s membership? ?? Yes No You already have the membership? ?? Yes No ? 10pass 3mths6mths12mths 12mths (Prepaid) (Installment) * Would you recommend our climbing gym to a friend? Why, or why not? * How might we have made it more memorable to you? What training course did you taken? How is your experience? ( if any) * Please share any additional comments or suggestions. Camp 5 Climbing Gym Camp Five Sdn bhd EZ501, 5th Floor, 1 Utama Shopping Centre

Bandar Utama, 47800, Selangor, Malaysia Phone (603) 77260420/410 Fax (603) 77260210 http://www. camp5. com climb@camp5. com * Would you recommend our climbing gym to a friend? Why, or why not? * How might we have made it more memorable to you? What training course did you taken? How is your experience? ( if any) * Please share any additional comments or suggestions. Camp 5 Climbing Gym Camp Five Sdn bhd EZ501, 5th Floor, 1 Utama Shopping Centre Bandar Utama, 47800, Selangor, Malaysia Phone (603) 77260420/410 Fax (603) 77260210 http://www. camp5. com climb@camp5. com