Strategic Plan Part II: SWOTT Analysis

Proposal of a New Division

The purpose of the following paper is to offer a proposal of a new division in Club Sportif MAA in order to market a different service. It is tended to allow the club generate more interest, increase sales and enrich client engagement across all its segments. Again, this proposal for a new division will allow the club to develop a competitive market advantage and expand without modifying its existing corporate structure. Club Sportif MAA is a unique combination of state-of-the-art health and fitness centre with upscale social hub that is built on the Montreal athletic club’s historic lineage. It serves as a place to train, exercise and plays sports for professionals and fitness hub. Therefore, it is often regarded as a home away from home by many customers Wiethaeuper et al. (2017).

Proposal of a New Service for the New Company Division

According to Wiethaeuper et al., (2017), the fact that Club Sportif MAA is voted the best fitness club in Canada and regarded as a second home away from home by many customers is still questioned by a few customers who are keen to detail. For example, when a client is done with his or her health and fitness training, he or she gets exhausted and may want a bite to re-gain energy lost. Therefore, the club can consider introducing hospitality service division offering affordable catering services. This way, customers who come out from normal training and exercises can enjoy catering services including foods and drinks.

Therefore, the club will qualify as a second home away from home. The emphasis on all-inclusive club will be realized since members who come with different needs will be satisfied under one roof. Introduction of hospitality service division targets other aspects of member’s health and well-being apart from health and fitness alone.

Customer Needs and Competitive Advantage

Attending Customer Needs

According to Venkatesh (2017), the introduction of affordable catering services requires Club Sportif MAA to look for perfect decorations, a venue with well-trained, friendly and efficient servers. This way, customers will feel comfortable as well as providing entertainment which is engaging. When finding the right caterer, the division will use the following tips to take care of clients’ needs. First, before offering catering services, it will take time and discover a caterer that satisfies demands and needs of clients. In addition, it will focus on high-quality, availability and flexibility. For instance, with regards to flexibility, it will ensure that customized catering services based on clients’ specifications are provided.

In regards to the MAA’s brand positioning, the new division will remain consistent with a personalized culture and emphasis on family. For example, it will provide customized offerings and give personalized attention that extends authentic relationships with prospective clients. Notably, the added value of the MAA’s authentic relationships among caterers and customers will automatically make it stand out.

Gaining Competitive Advantage

The consistency of authenticity in the MAA’s health and fitness service offerings can be extended to the hospitality service division to set it apart from its competitors in the market. For example, its reliance on the idea that; the maintenance of authentic quality in product and service delivery accompanied with genuine care for clients takes precedence over the business desire for immediate profits. As asserted by Venkatesh (2017), this kind of brand positioning strategy is long sighted since it seeks to attract prospective customers and retain the club’s members for a long time. This way, the both the new division and the club will gain a competitive advantage relative to its competitors by accomplishing three objectives namely brand relevance, differentiation and credibility in the sight of all its customers.

Vision and Business Model

As pointed by Wiethaeuper et al. (2017), the club’s current priority is placed on health and fitness services and this makes it as full service for health. As an integral part of its modernization, the vision for the incorporating the hospitality service division into the club is stated as; to become a world-class and inclusive sports club that meets the ever changing customers’ needs. For certain, it is difficult to find this kind of arrangement anywhere in the city. Therefore, catering services will make the club to stand out and adding to its accessibility, authentic caring and personalized offerings, there is a high likelihood of increased sales courtesy of increased demand for health and fitness services. It is driven by the decision to introduce the hospitality service division as a new division.

Inclusive Business Model

The expectation for unending or all-inclusive and accessibility to designated catering services for one set fee among consumers is expanding every day. According to Morecroft (2015), putting in place all-inclusive catering services can build brand loyalty, perceived value and attract attention from potential customers. Therefore, the hospitality service division will create awareness about the just introduced affordable catering services with the help of all-inclusive business model below.

Figure 1. All-inclusive business model

Vision, Mission, and Values Alignment

Vision: To become a special place and all-clients-inclusive division that meets the ever changing customers’ needs. This forms an integral part of modernization strategy and maintaining authentic quality offerings that takes precedence over the club’s desire for immediate profits.

Mission: To provide 24-hours, seven-days a week affordable catering services to clients with helpful caterers and supported by a friendly management. It is aimed at building authentic customer relationships and ensuring an environment where quality services and continuous improvement are encouraged and rewarded.

Values Alignment: In order to fulfill the vision and mission statements, the new division will commit to delivering affordable catering services to clients with consistency, reliability and efficiency. Again, to remain the most preferred division within the club, it will anticipate and meet the quality expectations of clients by engaging in a periodic review of the quality objective.

Strategic Direction

In line with Schweizer & He (2017), marketing has become increasingly customer-driven and it calls for marketers to communicate their brands in a way that clients prefer in order to leave a memorable effect. Again, with the rising of social media marketing, the new division needs to position catering services so that they communicate directly with target customers and thus helping the club to develop products and offer services that sell. This way, customers become co-creators with the club in providing services that satisfy their needs and maintains their identity Schweizer & He (2017). Therefore, the division is set to consider the following are key strategic directions.

Authenticity and genuine personality

Firstly, it needs to be authentic: today, consumers want authentic communication and thus the club should maintain an authentic tone when interacting with clients. For example, alongside tracking and analyzing, it should focus on providing meaning instead of making superficial promises. Also, the new division should strive at showing genuine personality: As asserted by Armstrong et al., (2014), delighted customers often talk positively about a particular brand and thus there is a need to cultivate a voice and a tone that delights them.

Guiding Principles and Values

By staying authentic, showing genuine personality and creating buyer personas, the hospitality service division will embrace the principle of humanized brand voice. According to Armstrong et al., (2014), it is the key factor needed in the MAA’s quest to get clients raving about it to their friends and thus boosting personalized catering service offerings. The new division will maximize and reach out to many prospective clients. Also, focusing on the principle of increased priority to meet customers’ expectations, it will fulfill the unwritten MAA code. As the club evolves into catering services, values worth embracing include consistency with customized services, personalized culture and building authentic client relationships.

Finally, with the introduction of hospitality service division offering affordable catering services, the MAA will be well-positioned to achieving authentic and humanized brand voice by heightening digital marketing and social media presence. Social media plays an important role in the club’s effort to implement the proposed affordable catering services. This way, it will succeed in getting clients raving about the club to getting their families and friends. Therefore, it gets the opportunity to create lasting client relations anchored on genuine care and trust to gain a competitive advantage.

References

Armstrong, G., Adam, S., Denize, S., & Kotler, P. (2014). Principles of marketing. Pearson Australia.

Morecroft, J. D. (2015). Strategic modeling and business dynamics: a feedback systems approach. John Wiley & Sons.

Schweizer, L., & He, J. (2017). Guiding principles of value creation through collaborative innovation in pharmaceutical research. Drug Discovery Today.

Venkatesh, A. (2017). Market 3 Value of Diversity. Contemporary Consumer Culture Theory, 33.

Wiethaeuper, D., Oliveira, L. P. D., Peixoto, E. M., Balbinotti, M. A. A., & Castillo, R. D. A. (2017). Balbinotti Scale of Future Perspectives of Motivation for Athletes (EBMPFA-15): Evidence of Validity based on the Internal Structure of the Construct and Reliability. Journal of Physical Education, 28.

Customer

Focused

Marketing

Cater for all

Needs

Walk the

Talk

Accessibility

Pay attention to all clients

Training &

Development

High-quality

Review &

Improve

Personalized services

Be courteous