The Club’s Service Marketing Strategy

1.0  Executive Summary

This report evaluates the Club’s environment and the service product mix to recommend a service strategy for the Club. The Club’s attributes such as experienced management, favourable financial performance and ample space in its facilities provides it with the resources it needs to realize opportunities offered in the market. Resistance to technology and lack of a distinct function to manage its human resources however limits the extent to which the club can realize the advantages offered by technology adoption and well-articulated personnel development programs. Additionally, a lack of a clear delineation of the Club’s target market impedes the Club’s ability to embark on a focused growth trajectory. On considering such capabilities and weaknesses, and evaluating the Club’s external market, this report proposes a service strategy that would help the Club to achieve sustainable growth in its business.

2.0  Introduction

The Club faces a challenge of maintaining an upward trend in its performance with the entry of more competitors in the Emirates of Abu Dhabi. Founded in 1964 by a group of expatriates who sought to create an avenue to interact in a setting similar to their home countries, the Club’s clamour to enhance its performance faces a challenge due to the absence of a clear strategic direction (Department of Marketing n.d.). For instance, despite having statistics of its customers, the Club still has not delineated its target market thus being indecisive as to the members it should focus on (Department of Marketing n.d., p. 17). This report makes a situational analysis to identify the Club’s capacity and opportunities available to enhance its performance and recommends a service strategy based on the aspects identified from the analysis. Firstly, however, the report identifies aspects of the Club’s background that influences its current state and future prospects.

2.10 The Club’s Background

The Club has experienced substantial growth since its formation in 1964. Built on land donated by the late H.H. The President Sheikh Zayed Bin Sultan Al Nahyan, the club has enlarged its premises to include food and beverage outlets, sporting and leisure facilities, and focused health complexes (Department of Marketing n.d., p. 2; The Club 2012a). Currently, it serves 4500 members from more than 80 countries and has a dedicated management team with 270 staff (The Club 2012a). Its operations are guided on the policies established by its executive committee, whose members are elected annually from the Club’s members (Department of Marketing n.d., p. 2; The Club 2012b). The committee’s monthly meetings form a platform to review all aspects of the Club’s operations, thus ensuring integration of the members’ feedback into future operations (Department of Marketing n.d., p. 2; The Club 2012b).

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