SURF LIFE SAVING AUSTRALIA ANNUAL REPORT 2007–08

COMMERCIAL OPERATIONS
OPERATIONS REPORT
OVERVIEW OF THE YEAR
During 2007–08 the marketing and communications
function was consolidated into a new ‘commercial
operations’ team. Our focus is the viability and reputation
of SLSA and the entire organisation. Our viability is
enhanced through improved revenue raising including
trademark licensing and stronger relationships with our
partners; our reputation is protected through proactive
and reactive internal and external communications, as
well as brand protection and enhancement. The structure
of the team (see page 57) now refl ects these priorities.
During the year we have worked hard to improve
our relationships with our various ‘stakeholders’.
Table 3: Stakeholder map gives an overview of these
various relationships. In an organisation as complex
and dispersed as ours, this is no easy task and we
have identifi ed this as an area which requires ongoing
improvement.
OBJECTIVES AND STRATEGIES
As an internal service provider, the Commercial Operations
team has considerable investment across the entire
‘Saving Lives in the Water’ strategic management plan
however our main areas of focus are:
• Strengthening our reputation via proactive advocacy.
• Strengthening and protecting our iconic brand.
• Engaging, developing and supporting our members.
• Working with the surf sports team to entertain the public
with exciting professional surf sport competitions and
promote our ‘heroes’.
For a full review of our achievements against our objectives
(see Table 2: Report Card).
EXTERNAL INFLUENCES
ON PERFORMANCE
Corporate partners increasingly require identifi able
‘properties’ to better leverage their sponsorship.
Organisations therefore need to be able to offer national,
sponsor-able properties to the market. This requires
close co-operation in federated organisations such as
Surf Life Saving in order to consolidate properties across
state borders.
STRATEGIC PRIORITIES FOR 2008–09
• Increase revenue streams through partner programs
and trademark licensing.
• Build partnerships with existing sponsors.
• Reinforcement of SLSA brands including
Coolangatta Gold, Ironman and Aussies.
• Enhancement of internal and external communications
platform including SLSA website and possible annual
member newsletter.
Mike Hornby
SLSA Group General Manager
SECTION 02—OVERVIEW OF OPERATIONS AND ACTIVITIES
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