The Club’s Service Mix

Pricing Policy

The Club pursues a competitive pricing policy that enables it to retain its competitive advantage over the competing entities. For instance, both the yearly and monthly membership fees charged at the club are well below those offered by the competitors such as Hiltonia, Beach Rotana, Meridien and Sheraton (Department of Marketing n.d., p. 7). Additionally, the discounted prices offered to members compared to the prices of five star beach-club hotels and the Club’s practice of maintaining constant prices for members during periods such as Christmas and New Year holidays, provide it with an incentive to attract more members (Department of Marketing n.d., p. 11). Another pricing strategy used by the Club is differential pricing especially for guests, who can redeem the guest fee according to the facility they visit and the time of visiting (Department of Marketing n.d., p. 11). Such a strategy helps the Club to promote patronage during off-peak periods thus enhance its income (Rust & Chung 2006).

Communications Strategy

The Club employs various media to enhance its communications with members. It, for instance, produces brochures, posters and flyers, a bimonthly magazine, bi weekly emails and news on its website that offer members an overview of the activities taking place at the Club (Department of Marketing n.d., p. 11; The Club 2012e). Although such avenues provide critical channels to enhance communications with the members, the resistance to technology adoption (Department of Marketing n.d., p. 11) limits the efficiency of the Club’s communications. Adoption of such technology would for instance provide the entity with a resource to implement member-targeted communications based on the activities that members engage in while at the Club (Lambert 2010). This would help the club to increase members’ average spending. Similarly, adoption of technology would enable the Club to offer its customers relevant promotional information through mobiles, which would for instance offer the Club a capability to provide location-specific and time-specific targeting of promotional content (Banerjee & Yancey 2010). Additionally, establishing a prominent social media strategy would help the Club engage members more in its decisions, thus offering them a chance for greater involvement in the Club’s operations as they expressed in the recent annual general meeting (The Club 2012e, p. 4; Mangold & Faulds 2009).

Servicescape, people and processes

The effect of the surroundings within which the members enjoy the services offered by the club, servicescape, is important in ensuring the members’ continued loyalty (Gummesson 2007). In this respect, the Club provides ample enhancements in its facilities that create a good ambience for the members to enjoy the services. Such enhancements help reduce the uncertainty associated with services thus encouraging members to visit the Club’s facilities (Rust & Chung 2006; Gummesson 2007). In terms of personnel, the Club’s professional staff help it to provide excellent services to patrons but the predominant manual data processing systems could lead to delays in service especially during the peak times (Department of Marketing n.d., p. 11).

Go to part six here.

find the cost of your paper