MARKETING/BRANDING

Students worked to define BKB’s target audience and explore ways to connect with them.

Students identified four primary target audiences for BKB members:

1. HARD-CORE CLIMBERS Adventurous, health conscious.
2. ENTREPRENEURS (ACW & BKB users) Motivated, driven, seeking efficiencies in life & business.
3. WEST LOOPERS Local, motivated by convenience and neighborhood, intrigue.
4. NON-CLIMBERS Seeking alternative to gym, open to new things/ideas, seeking community and new skills.

How do these audiences relate to ACW user experience?

Research insights revealed that the ACW should be given a clear purpose that makes it relatable to these audiences. Holding regular events in the space will serve to define that space for members and encourage occupancy by climbers and non-climbers alike. One desired outcome for ACW is that it will help people get to know each other, leading to both new personal relationships, and business connections. In the latter case, the vision is that people meet, start sharing ideas, and eventually collaborate professionally.

The following points were raised in our interviews as things that would help create a more functional work environment for ACW members:

• Produce programming that engages ACW users’ minds such as personal narratives from members who use the space, book discussions and film viewings, expert advice and panels, planning for climbing excursions, slide show presentations, guest speakers, a speaker series with artists, scientists, etc. Such sessions could be branded (example: Activity = Creativity).
• Create an online group for ACW members to connect and learn about each other.
• Equip/invest in ACW as a true workspace by providing a projector for meeting rooms, adding power outlets, especially around table and booths, creating wall space or making whiteboards available for ideation activities, dedicating a private room or installing small phone booths for quiet areas, creating a space for food prep where people can store and heat food, and providing storage and security for ACW users.

Students developed further QUESTIONS TO EXPLORE: Should the ACW be climber and BKB member-focused or should it be enhanced to compete with other, larger, coworking and mentoring spaces like NextSpace, 1871, etc? What are member expectations for the ACW and what are the responsibilities of BKB to meet them? What amenities are important to this clientele? What people or support systems would be needed to truly make this a coworking space? How might the rock climbing culture provide a unique lens and value to this experience? How does BKB position itself to be authentic?

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