Description
The Toledo Club (TTC) has experienced a decline in membership over the last few years. The University of Toledo’s MBA strategy students have examined The Toledo Club’s membership, operation, facilities, and competitors. The analysis was completed in three stages. Stage one, the input stage, summarizes the basic input information needed to formulate strategies.
The Toledo Club
College of Business
Community Consulting
Project Team:
Dr. Schramko
Amy French
Jeff Huston
Ayesha ia!
A"am #o$chian
Index
%
INTRODUCTION.............................................................................................................................................
SC&P' &F P&J'CT............................................................................................................................................
P&B(') D'F*+'D...........................................................................................................................................
RECOMMENDATIONS:.................................................................................................................................
MISSION STATEMENT:.................................................................................................................................
EVALUATION OF MISSION STATEMENT................................................................................................
AREA ANALYSIS.............................................................................................................................................
B*'F H*ST&, &F T&('D&:.............................................................................................................................
A-' D')&-APH*CS:.......................................................................................................................................
C&)P'T*T*&+ C&)PA*S&+:.............................................................................................................................
LOCAL CLUBS’ AMENITIES......................................................................................................................
SWOT ANALYSIS..........................................................................................................................................
ST'+-THS.....................................................................................................................................................
.'A#+'SS......................................................................................................................................................
&PP&T/+*T*'S...............................................................................................................................................
TH'ATS..........................................................................................................................................................
INTERNAL FACTOR EVALUATION MATRI.......................................................................................
ETERNAL FACTOR EVALUATION MATRI......................................................................................
COM!ETITIVE !ROFILE MATRI..........................................................................................................
TOWS MATRI.............................................................................................................................................
S!ACE MATRI............................................................................................................................................
"UANTITATIVE STRATE#IC !LANNIN# MATRI $"S!M%.............................................................
CONCLUSION:..............................................................................................................................................
In&'odu(&)on
Scope of Project
The Tole"o Clu0 1TTC2 has e3$erience" a "ecline in mem0ershi$ o4er the last fe5 years. The
/ni4ersity of Tole"o6s )BA strategy stu"ents ha4e e3amine" The Tole"o Clu06s mem0ershi$7 o$eration7
facilities7 an" com$etitors. The analysis 5as com$lete" in three stages. Stage one7 the in$ut stage7
8
summari!es the 0asic in$ut information nee"e" to formulate strategies. These strategies inclu"e the
follo5ing matrices: *nternal Factors '4aluation 1*F'27 '3ternal Factors '4aluations 1'F'27 an" the
Com$etiti4e Profile )atri3 1CP)2. Stage t5o7 the matching stage7 focuse" on generating feasi0le
alternati4e strategies 0y aligning key internal an" e3ternal factors. These techni9ues use" inclu"e the
follo5ing matrices: Threats7 &$$ortunities7 5eakness an" Strength )atri3 1T&.S27 5hich assesse" the
$osition of the Tole"o Clu0 in the current market7 an" the Strategic Position an" Action '4aluation
1SPAC'2 matri3 5hich e3$laine" the ty$e of strategy to 0e use" in com$eting. *n stage three7 the "ecision
stage7 the :uantitati4e Strategic Planning )atri3 1:SP)2 o0jecti4ely in"icate" 5hich alternati4e
strategies are 0est for the Tole"o Clu0.
Problem Defined
Accor"ing to its lea"ershi$7 The Tole"o Clu0 has an" continues to e3$erience a stea"y "ecline in
mem0ershi$. The gra$h 0elo5 "emonstrates this "ecline in mem0ershi$ for the $ast ; years.
The "ecline in mem0ershi$ ho5e4er is an outcome an" not a $ro0lem. The Tole"o Clu0 has 0een
in e3istence since %CD
tournaments. This 5oul" make it easy for mom an" "a" to ha4e a nice meal 5hile the ki"s $laye".
>2 *ncrease )arketing
*ncrease" marketing 5ill raise the le4el of a5areness of the Tole"o Clu0 in the local community.
)arketing 5ill intro"uce the clu0 to Tole"o6s ne5 comers an" young $rofessionals that ha4e not yet
reli!e" the true 4alue of net5orking $ossi0ilites a4aila0le 5ith a mem0ershi$ at The Tole"o Clu0.
V),)on S&+&e*en&
The Tole"o Clu0 "oes not currently ha4e a 4ision statement. A suggeste" 4ision statement has
0een create" 0elo5:
E
To be + (lub- .h)(h /'o0)de, ex(e/&)on+l ,e'0)(e )n + h),&o')(+ll1 ')(h (lubhou,e- .he'e 2+*)l1
+(&)0)&)e, 3o h+nd )n h+nd .)&h (ul&u'+ll1 ')(h e0en&, +nd .he'e (o**un)&1 le+de', ,o()+l)4e +nd
(ondu(& bu,)ne,,.
M),,)on S&+&e*en&:
The Tole"o Clu0 "oes not ha4e a mission statement. Follo5ing is a suggeste" mission statement
0ase" on market research.
The Toledo Club ,&')0e, &o /'o0)de lo(+l +'e+ /'o2e,,)on+l, o2 +ll +3e, +nd &he)' 2+*)l)e, + home
away from home. S)&u+&ed )n do.n&o.n Toledo +nd onl1 + 2e. ,&e/, +.+1 2'o* *+5o' ()&1
+&&'+(&)on, +nd 0enue,- &he Club’, ,&+22 /'o0)de, +n )n0)&)n3 +&*o,/he'e 2o' ne&.o'6)n3- ,o()+l
3+&he')n3,- +nd 2)ne d)n)n3 .)&h ,&+&e o2 &he +'& &e(hnolo31. I& ), ou' *),,)on &o be &he /'e*)e'
bu,)ne,, +nd ,o()+l de,&)n+&)on )n &he Toledo +'e+- *o0)n3 2o'.+'d )n &he 78
,&
(en&u'1- +nd
/'o0)d)n3 + he+l&h1 .o'6)n3 en0)'on*en& 2o' ou' 0+lued e*/lo1ee,.
E0+lu+&)on o2 M),,)on S&+&e*en&
The mission statement of TTC a""resses nine essential mission statement com$onents. The follo5ing
list sho5s ho5 the mission statement a""resses each com$onent.
%. Customers
The customers are clearly "efine" as @Flocal area $rofessionals of all ages an" their
familiesFA
8. Pro"ucts or Ser4ices
The ser4ices offere" are @Fan in4iting atmos$here for net5orking7 social gatherings7 an" fine
"iningFA
>. )arkets
The market 0eing ser4e" is @Flocal area $rofessionalsFA
E. Technology
Technology has 0een a""resse" in @Fthe Clu06s staff $ro4i"es an in4iting atmos$here for
net5orking7 social gatherings7 state of the art technology.A
G
G. Concern for sur4i4al7 gro5th an" $rofita0ility
This is 0est illustrate" 0y the $hrase @Fto 0e the $remier 0usiness an" social "estinationFA
C. Philoso$hy
TTC6s $hiloso$hy of continuous im$ro4ement is state" as @FTole"o Clu0 stri4es to $ro4i"e
local area $rofessionals of all ages an" their families a home a5ay from homeFA
;. Self?conce$t
The "istincti4e com$etence of TTC is it6s @F$remier 0usiness an" social "estinationFA
.C8I of the $o$ulation for the State of &hio an" (ucas County res$ecti4ely. After
analy!ing the "emogra$hics7 the a4erage age of a mem0er of the Tole"o Clu0 is significantly higher than
that of (ucas County. Ho5e4er7 one shoul" consi"er the fact that a mem0ershi$ to a clu0 of this stature
<
comes 5ith the accom$lishment an" success one achie4es "uring their career. The follo5ing section
com$ares the mem0ershi$ age of The Tole"o Clu0 to its com$etitors.
Competition Comparison:
The age of mem0ershi$ at The Tole"o Clu0 is significantly ol"er than its com$etitors in the area.
The gra$h 0elo5 sho5s the clu06s a4erage age is the ol"est. )em0ers of *n4erness7 5hich has the secon"
highest a4erage age7 are on a4erage %D years younger than mem0ers of The Tole"o Clu0. The secon"
gra$h com$ares the mem0ershi$s of some of the clu0s in the area.
JJ +ote the Tole"o clu0 is actual mem0ers7 not mem0ershi$s
=
Lo(+l Club,’ A*en)&)e,
A*en)&)e, 9 O2 O&he' A'e+ Club, The Toledo Club
B+n:ue& ;+llI +o
Re,&+u'+n&>B+' G>I ,es
Club, )n(luded )n +n+l1,),:
Bo5ling -reen Country Clu0
Bran"y5ine Country Clu0
Heather"o5ns Country Clu0
Highlan" )ea"o5s Country Clu0
*n4erness Clu0
(aurel Hill S5im an" Tennis Clu0
Sha"o5 Kalley Tennis an" Fitness
Stone &ak Country Clu0
Syl4ania Country Clu0
Synergy
Tamaron Country Clu0
Tole"o Country Clu0
Tole"o Tennis Clu0
/r0an Acti4e
,)CALJCC
The @JJA a0o4e "enote the areas of $otential com$etiti4e a"4antage for the Tole"o Clu0 o4er their
com$etitors. These are areas that there is less com$etition in7 an" coul" 0e taken a"4antage of to
increase mem0ershi$s an" re4enues.
%D
SWOT An+l1,),
Since %=%G the Tole"o clu0 has 0een locate" in "o5nto5n Tole"o7 in a 0uil"ing that is kno5n for
its 0eautiful architecture an" rich history. The ca$a0le staff $ro4i"es 9uality ser4ice an" magnificent
"ining. The socially affluent mem0ers $ro4i"e a 4ast net5orking o$$ortunity for many 0usiness
associates.
There are many o$$ortunities to create ne57 culturally interesting7 an" fun clu0 $rograms to meet
the nee"s of family mem0ers7 0usiness associates an" in"i4i"uals. For e3am$le7 the athletic facilities7 such
as the 5orkout room7 coul" 0e u$"ate" to attract the 0usiness associate that is looking for a lunchtime
5orkout. &r the satellite kitchens can offer fun an" interesting culinary classes for all ages.
*n looking at areas that coul" 0e im$ro4e"7 the "ark interior of the clu0 5as noticea0le.
Brightening the "Mcor or just im$ro4ing the o4erall lighting 5oul" greatly enhance its o4erall a$$eal.
Since the majority of the mem0ers are ol"er7 it a$$ears that there is not enough a4aila0le to attract the
younger generation. Creating ne5 $rograms7 as those mentione" a0o4e7 shoul" 0e markete" to increase
$u0lic kno5le"ge an" rene5 interest. The Tole"o Clu0 also has reci$rocity 5ith many other clu0s an" the
4alue a""e" factor of these shoul" 0e ree4aluate".
Clu0s in the surroun"ing area are e3$eriencing se4eral threats to their mem0ershi$s. There are
many $ro"uct su0stitutions7 such as other clu0s for families an" in"i4i"uals to choose from that are
locate" 5ithin a relati4ely small ra"ius. The general $o$ulation in the Tole"o area is also "eclining. This
is "ue to a com0ination of factorsN $eo$le mo4ing out of the "o5nto5n area7 loss of em$loyment7 an" the
younger generation mo4ing out of state.
&4erall7 The Tole"o Clu0 has a lot to offer7 an" 0y making some changes7 5e 0elie4e mem0ershi$
5ill increase o4er time.
SWOT An+l1,),
Strengths Weakness Opportunities Threats
8. < reci$rocal Clu0s 8. (ocations O Dark
interior
8. &ffer e4ents an" $rograms
10usiness training seminars2
8. &ther clu0s in the
area
7. Strong name recognition 7. Aging mem0ers
P "ecline in current
mem0ershi$s
7. /$"ate 5orkout room 7. Decline in area
$o$ulation
?. ich HistoryL0uil"ing
architecture
?. (ack of Programs ?. /se TC 0uil"ing as center for
economic gro5th
?. Ta3 la5 changes
@. Affluent )em0ers @. Technology @. /$"ate facility infrastructure. @. Decline in area
economy
A. (oyal )em0ers A. Family a$$eal
B. +et5orking o$$ortunities B. *na"e9uate
marketing
C. High classLe4ent Hall
D. Ca$a0le staff
%%
E. -oo" "ining
8F. )ulti$le meeting rooms
In&e'n+l F+(&o' E0+lu+&)on M+&')x
The *nternal Factor '4aluation matri3 summari!es an" e4aluates the major strengths an"
5eaknesses in the functional areas of the Tole"o Clu07 an" it also $ro4i"es a 0asis for i"entifying an"
e4aluating relationshi$s among those areas. The strengths an" 5eakness are rate" on the 5eight of
im$ortance an" gi4en a rating. A highly 5eighte" score sho5s a $articular strength 5hile a high 5eighte"
5eakness 5ith a lo5 rating sho5s a $articularly 4ulnera0le 5eakness.
Internal Factor Evaluation Matrix (IFE)
GEY INTERNAL FACTORS WEI#;T RATIN#
WEI#;TED
SCORE
Internal Strengths
%. eci$rocity 5ith other clu0s .DG > .%G
8. +ame recognition .DG E .8D
>. ich History L0uil"ing .DG E .8D
E. Affluent mem0ers .DG 8 .%D
G. (oyal mem0ers .DG > .%G
C. +et5orking o$$ortunities .%D 8 .8D
;. High ClassLhistorical e4ent hall .DG E .8D
.%G
=. -oo" estaurantsLgoo" foo" .%D E .ED
%D. )any meeting rooms .DG E .8D
Internal Weakness
%. (ocation .DG % .DG
8. Declining mem0ershi$ .DG % .DG
>. (ack of culturalL0usiness .%D % .%D
E. Technology .DG 8 .8D
G. )inimal Family a$$eal .%D 8 .8D
C. *na"e9uate marketing .DG % .DG
To&+l 8.FF 7.BF
The key internal strength factors gi4en the most 5eight 5ere the net5orking o$$ortunities an"
"ining. The key internal 5eaknesses7 5hich 5ere gi4en the most 5eight7 5ere the lack of $rogramming
an" minimal family a$$eal. For the *F'7 total 5eighte" scores 5ell 0elo5 8.G characteri!e organi!ations
that are 5eak internally7 5hereas scores significantly a0o4e 8.G in"icate a strong internal $osition. From
the *F' total it is conclu"e" that the Tole"o Clu0 is strong internally.
%8
Ex&e'n+l F+(&o' E0+lu+&)on M+&')x
This matri3 5ill summari!e an" e4aluate the economic7 social7 cultural7 "emogra$hic7
en4ironmental7 $olitical7 go4ernmental7 legal7 technological7 an" com$etiti4e information $ertaining to the
Tole"o Clu0.
The o$$ortunity factors gi4en the most im$ortance 5ere u$"ating the facility infrastructure an"
the o$tion of offering more formuli!e"L"i4erse $rograms. The threat factors gi4en the most 5eight 5ere
multi$le su0stitute $ro"ucts an" the "eclining economy of Tole"o.
&n a4erage the total 5eighte" score is 8.G for the 'F'. A total 5eighte" score of E.D in"icates that
an organi!ation is res$on"ing in an outstan"ing 5ay to e3isting o$$ortunities an" threats in its in"ustry. A
score of %.;G in"icates that the Tole"o Clu06s strategies are not ca$itali!ing on o$$ortunities or a4oi"ing
e3ternal threats.
Co*/e&)&)0e !'o2)le M+&')x
%>
External Factor Evaluation Matrix (EFE)
GEY ETERNAL FACTORS WEI#;T RATIN#
WEI#;TED
SCORE
Opportunities
%. &ffer formuli!e"L"i4erse $rogram classes .%G 8 .>
8. /$"ate" 5orkout facilities .%D % .%D
>. /se TC 0uil"ing as center for economic
gro5th
.%D % .%D
E. /$"ate" facility infrastructure .8D > .CD
Threats
%. )ulti$le $ro"uct su0stitutesLother clu0s in
the area
.%G % .%G
8. Decline in area $o$ulation .%D 8 .8D
>. Changes in ta3 la5s .DG > .%G
E. Decline in Tole"o6s economy .%G % .%G
To&+l 8.FF 8.CA
This matri3 i"entifies the Tole"o Clu06s major com$etitors an" their $articular strengths an"
5eaknesses in relation to the Tole"o Clu06s strategic $osition. The 5eights an" total 5eighte" scores in
0oth a CP) an" the '3ternal Factor '4aluation 1'F'2 ha4e the same meaning.
Three major com$etitors 5here chosen for com$arison against The Tole"o Clu0. First is *n4erness
clu07 5hich is one of the 5ell?kno5n $ri4ate golf country clu0s in the Tole"o area. The secon"
com$etitor7 the Tole"o Country Clu07 5as selecte" for its accommo"ations7 scenery an" fine "inning. The
thir" com$etitor7 /r0an Acti4e7 is ne5 to the Tole"o area an" is still un"ergoing construction. .hen
com$lete"7 the ne5 fitness center aims to offer the latest in $hysical training7 $rogramming an" fitness
training.
Co*/e&)&)0e !'o2)le M+&')x 2o' &he Toledo Club
Toledo Club In0e'ne,, Toledo Coun&'1
Club
U'b+n A(&)0e
CRITICAL
SUCCESS
FACTORS
We)3h&
R+&)n3 S(o'e
R+&)n3 S(o'e
R+&)n3 S(o'e
R+&)n3 S(o'e
Ad0e'&),)n3 D.DG % D.DG E D.8D % D.DG E D.8D
!'odu(& "u+l)&1 D.8D > D.CD E D. D.CD E D. D.>D E D.ED > D.>D % D.%D
S(o/e o2
Se'0)(e,
D.8D 8 D.ED E D.D 8 D.8D 8 D.8D
To&+l
8FF
7.@A
?.@F
?.FF
?.8F
%E
TOWS M+&')x
This is an im$ortant matching tool that 5ill hel$ Tole"o Clu0 "e4elo$ four ty$es of strategies: S&
Strategies 1strength7 o$$ortunities27 .& Strategies 15eakness7 o$$ortunities27 ST Strategies 1strength7
threat27 an" .T Strategies 15eakness threat2.
Strengths
%. < eci$rocal Clu0s
8. Strong name recognition
>. ich historyLBuil"ing
Architecture
E. Affluent mem0ers
G. (oyal mem0ers
C. Potential +et5orking
o$$ortunities
;. High classLe4ent hall
. (ack of $rograms
E. Technology
G. )inimal family a$$eal
C. *na"e9uate marketing
Opportunities
%. &ffer $rograms 10usiness
training seminars2
8. /$"ate 5orkout facilities
>. /se TC 0uil"ing as center
for economic gro5th
E. /$"ate" facility
infrastructure 1Pool ta0le O
Billiar"s room2
%. &ffer e4entsLPrograms 1SE7
SC7 S7 .G7 T%7 T87 TE2
8. -aming room 1.G7 .>7 .E7
T87 TE7 T%2
>. *ncrease marketing 1.C7 T%2
The recommen"e" SO Strategies use the Tole"o Clu06s internal strengths to take a"4antage of
e3ternal o$$ortunities such as the strategy to offer more $rograms at the clu0. The WO Strategies aim at
im$ro4ing internal 5eaknesses 0y taking a"4antage of e3ternal o$$ortunities7 for e3am$le it is
recommen"e" 0y the matri3 to u$gra"e the current 0usiness center at the clu0 as a .& strategy. The ST
Strategies use the Tole"o Clu06s strengths to a4oi" or re"uce the im$act of e3ternal threats. An e3am$le of
a ST strategy is to install large screen TK6s in the "ining area an" 0usiness center. Finally7 the WT
Strategies are "efensi4e tactics "irecte" at re"ucing internal 5eaknesses an" a4oi"ing en4ironmental
threats. An e3am$le of a .T strategy is to increase marketing for the Tole"o Clu0.
%G
S!ACE M+&')x
The SPAC' 1Strategic Position an" Action '4aluation2 )atri3 is a tool use" to i"entify the most
a$$ro$riate strategy for a com$any to un"ertake in or"er to achie4e a strategic $osition amongst the
com$etition. Through the SPAC' )atri37 com$anies can take a"4antage of one of four strategies:
aggressi4e7 conser4ati4e7 "efensi4e or com$etiti4e. The a3es of the SPAC' )atri3 are ma"e u$ of
financial strengths 1Q, a3is27 en4ironmental sta0ility 1?, a3is27 com$etiti4e a"4antage 1?B a3is2 an"
in"ustry strength 1QB a3is2. *t is these factors that allo5 com$anies to "etermine their strategic $osition
through the SPAC' )atri3.
From the SPAC' matri3 of the Tole"o Clu07 it is sho5n that the "irectional 4ector is locate" in the
lo5er right or the com$etiti4e 9ua"rant of the SPAC' )atri3. This in"icates that the Tole"o Clu0 shoul"
$ursue com$etiti4e strategies for its line of 0usiness. '3am$les of com$etiti4e strategies can inclu"e:
0ack5ar"7 for5ar"7 an" hori!ontal integrationN market $enetrationN market "e4elo$mentN $ro"uct
"e4elo$ment an" joint 4entures.
%C
"u+n&)&+&)0e S&'+&e3)( !l+nn)n3 M+&')x $"S!M%
%;
S!ACE M+&')x
FINANCIAL STREN#T; R+&)n3,
• +egati4e &A 1?D.D%>2 as TTC faile" to 0reak e4en in $re4ious
year
• TTC net income 5as R1GD78CD.D
?E.D
?G.D
?%.D
?E.D
?%D.D
CONCLUSION
• 'S A4erage is ?%.DD D.%G 8.DD D.%D E.DD D.8D
.DD D.%G E.DD D.8D %.DD D.DG
To&+l A&&'+(&)0ene,, S(o'e @.CA @.DA ?.7A
Accor"ing to the results o0taine" 0y the :SP)7 the most attracti4e alternati4e strategy is to make
the Tole"o Clu0 more family an" chil" frien"ly. The secon" most attracti4e strategy is to offer more
e4ents an" $rograms to its mem0ers.
%=
Con(lu,)on:
The Tole"o Clu0 is a 5ell?esta0lishe" city clu0 0ut has e3$erience" a "ecline in mem0ershi$ "ue
to its ina0ility to a"a$t to the changing en4ironment. The current mem0ershi$ age at The Tole"o Clu0 is
significantly ol"er then its com$etitors. The com$etition "iffers in t5o key 5ays. First7 the com$etition
is locate" closer to their mem0ers6 $lace of resi"ence. Secon"7 the com$etition offers in a""ition to more
formal $rograms7 a family oriente" en4ironment as com$are" to the Tole"o Clu0. The Tole"o Clu0
mem0ershi$ 5ill gro5 as it changes to meet the nee"s of those 5ho are in the market for country clu0
mem0ershi$. #ee$ing the change of the "emogra$hics in min"7 the Tole"o Clu0 nee"s to re4ise its
strategy to attract the gro5ing tren" of families in the Tole"o community.
8D
doc_337320246.doc
The Toledo Club (TTC) has experienced a decline in membership over the last few years. The University of Toledo’s MBA strategy students have examined The Toledo Club’s membership, operation, facilities, and competitors. The analysis was completed in three stages. Stage one, the input stage, summarizes the basic input information needed to formulate strategies.
The Toledo Club
College of Business
Community Consulting
Project Team:
Dr. Schramko
Amy French
Jeff Huston
Ayesha ia!
A"am #o$chian
Index
%
INTRODUCTION.............................................................................................................................................
SC&P' &F P&J'CT............................................................................................................................................
P&B(') D'F*+'D...........................................................................................................................................
RECOMMENDATIONS:.................................................................................................................................
MISSION STATEMENT:.................................................................................................................................
EVALUATION OF MISSION STATEMENT................................................................................................
AREA ANALYSIS.............................................................................................................................................
B*'F H*ST&, &F T&('D&:.............................................................................................................................
A-' D')&-APH*CS:.......................................................................................................................................
C&)P'T*T*&+ C&)PA*S&+:.............................................................................................................................
LOCAL CLUBS’ AMENITIES......................................................................................................................
SWOT ANALYSIS..........................................................................................................................................
ST'+-THS.....................................................................................................................................................
.'A#+'SS......................................................................................................................................................
&PP&T/+*T*'S...............................................................................................................................................
TH'ATS..........................................................................................................................................................
INTERNAL FACTOR EVALUATION MATRI.......................................................................................
ETERNAL FACTOR EVALUATION MATRI......................................................................................
COM!ETITIVE !ROFILE MATRI..........................................................................................................
TOWS MATRI.............................................................................................................................................
S!ACE MATRI............................................................................................................................................
"UANTITATIVE STRATE#IC !LANNIN# MATRI $"S!M%.............................................................
CONCLUSION:..............................................................................................................................................
In&'odu(&)on
Scope of Project
The Tole"o Clu0 1TTC2 has e3$erience" a "ecline in mem0ershi$ o4er the last fe5 years. The
/ni4ersity of Tole"o6s )BA strategy stu"ents ha4e e3amine" The Tole"o Clu06s mem0ershi$7 o$eration7
facilities7 an" com$etitors. The analysis 5as com$lete" in three stages. Stage one7 the in$ut stage7
8
summari!es the 0asic in$ut information nee"e" to formulate strategies. These strategies inclu"e the
follo5ing matrices: *nternal Factors '4aluation 1*F'27 '3ternal Factors '4aluations 1'F'27 an" the
Com$etiti4e Profile )atri3 1CP)2. Stage t5o7 the matching stage7 focuse" on generating feasi0le
alternati4e strategies 0y aligning key internal an" e3ternal factors. These techni9ues use" inclu"e the
follo5ing matrices: Threats7 &$$ortunities7 5eakness an" Strength )atri3 1T&.S27 5hich assesse" the
$osition of the Tole"o Clu0 in the current market7 an" the Strategic Position an" Action '4aluation
1SPAC'2 matri3 5hich e3$laine" the ty$e of strategy to 0e use" in com$eting. *n stage three7 the "ecision
stage7 the :uantitati4e Strategic Planning )atri3 1:SP)2 o0jecti4ely in"icate" 5hich alternati4e
strategies are 0est for the Tole"o Clu0.
Problem Defined
Accor"ing to its lea"ershi$7 The Tole"o Clu0 has an" continues to e3$erience a stea"y "ecline in
mem0ershi$. The gra$h 0elo5 "emonstrates this "ecline in mem0ershi$ for the $ast ; years.
The "ecline in mem0ershi$ ho5e4er is an outcome an" not a $ro0lem. The Tole"o Clu0 has 0een
in e3istence since %CD
tournaments. This 5oul" make it easy for mom an" "a" to ha4e a nice meal 5hile the ki"s $laye".
>2 *ncrease )arketing
*ncrease" marketing 5ill raise the le4el of a5areness of the Tole"o Clu0 in the local community.
)arketing 5ill intro"uce the clu0 to Tole"o6s ne5 comers an" young $rofessionals that ha4e not yet
reli!e" the true 4alue of net5orking $ossi0ilites a4aila0le 5ith a mem0ershi$ at The Tole"o Clu0.
V),)on S&+&e*en&
The Tole"o Clu0 "oes not currently ha4e a 4ision statement. A suggeste" 4ision statement has
0een create" 0elo5:
E
To be + (lub- .h)(h /'o0)de, ex(e/&)on+l ,e'0)(e )n + h),&o')(+ll1 ')(h (lubhou,e- .he'e 2+*)l1
+(&)0)&)e, 3o h+nd )n h+nd .)&h (ul&u'+ll1 ')(h e0en&, +nd .he'e (o**un)&1 le+de', ,o()+l)4e +nd
(ondu(& bu,)ne,,.
M),,)on S&+&e*en&:
The Tole"o Clu0 "oes not ha4e a mission statement. Follo5ing is a suggeste" mission statement
0ase" on market research.
The Toledo Club ,&')0e, &o /'o0)de lo(+l +'e+ /'o2e,,)on+l, o2 +ll +3e, +nd &he)' 2+*)l)e, + home
away from home. S)&u+&ed )n do.n&o.n Toledo +nd onl1 + 2e. ,&e/, +.+1 2'o* *+5o' ()&1
+&&'+(&)on, +nd 0enue,- &he Club’, ,&+22 /'o0)de, +n )n0)&)n3 +&*o,/he'e 2o' ne&.o'6)n3- ,o()+l
3+&he')n3,- +nd 2)ne d)n)n3 .)&h ,&+&e o2 &he +'& &e(hnolo31. I& ), ou' *),,)on &o be &he /'e*)e'
bu,)ne,, +nd ,o()+l de,&)n+&)on )n &he Toledo +'e+- *o0)n3 2o'.+'d )n &he 78
,&
(en&u'1- +nd
/'o0)d)n3 + he+l&h1 .o'6)n3 en0)'on*en& 2o' ou' 0+lued e*/lo1ee,.
E0+lu+&)on o2 M),,)on S&+&e*en&
The mission statement of TTC a""resses nine essential mission statement com$onents. The follo5ing
list sho5s ho5 the mission statement a""resses each com$onent.
%. Customers
The customers are clearly "efine" as @Flocal area $rofessionals of all ages an" their
familiesFA
8. Pro"ucts or Ser4ices
The ser4ices offere" are @Fan in4iting atmos$here for net5orking7 social gatherings7 an" fine
"iningFA
>. )arkets
The market 0eing ser4e" is @Flocal area $rofessionalsFA
E. Technology
Technology has 0een a""resse" in @Fthe Clu06s staff $ro4i"es an in4iting atmos$here for
net5orking7 social gatherings7 state of the art technology.A
G
G. Concern for sur4i4al7 gro5th an" $rofita0ility
This is 0est illustrate" 0y the $hrase @Fto 0e the $remier 0usiness an" social "estinationFA
C. Philoso$hy
TTC6s $hiloso$hy of continuous im$ro4ement is state" as @FTole"o Clu0 stri4es to $ro4i"e
local area $rofessionals of all ages an" their families a home a5ay from homeFA
;. Self?conce$t
The "istincti4e com$etence of TTC is it6s @F$remier 0usiness an" social "estinationFA
.C8I of the $o$ulation for the State of &hio an" (ucas County res$ecti4ely. After
analy!ing the "emogra$hics7 the a4erage age of a mem0er of the Tole"o Clu0 is significantly higher than
that of (ucas County. Ho5e4er7 one shoul" consi"er the fact that a mem0ershi$ to a clu0 of this stature
<
comes 5ith the accom$lishment an" success one achie4es "uring their career. The follo5ing section
com$ares the mem0ershi$ age of The Tole"o Clu0 to its com$etitors.
Competition Comparison:
The age of mem0ershi$ at The Tole"o Clu0 is significantly ol"er than its com$etitors in the area.
The gra$h 0elo5 sho5s the clu06s a4erage age is the ol"est. )em0ers of *n4erness7 5hich has the secon"
highest a4erage age7 are on a4erage %D years younger than mem0ers of The Tole"o Clu0. The secon"
gra$h com$ares the mem0ershi$s of some of the clu0s in the area.
JJ +ote the Tole"o clu0 is actual mem0ers7 not mem0ershi$s
=
Lo(+l Club,’ A*en)&)e,
A*en)&)e, 9 O2 O&he' A'e+ Club, The Toledo Club
B+n:ue& ;+llI +o
Re,&+u'+n&>B+' G>I ,es
Club, )n(luded )n +n+l1,),:
Bo5ling -reen Country Clu0
Bran"y5ine Country Clu0
Heather"o5ns Country Clu0
Highlan" )ea"o5s Country Clu0
*n4erness Clu0
(aurel Hill S5im an" Tennis Clu0
Sha"o5 Kalley Tennis an" Fitness
Stone &ak Country Clu0
Syl4ania Country Clu0
Synergy
Tamaron Country Clu0
Tole"o Country Clu0
Tole"o Tennis Clu0
/r0an Acti4e
,)CALJCC
The @JJA a0o4e "enote the areas of $otential com$etiti4e a"4antage for the Tole"o Clu0 o4er their
com$etitors. These are areas that there is less com$etition in7 an" coul" 0e taken a"4antage of to
increase mem0ershi$s an" re4enues.
%D
SWOT An+l1,),
Since %=%G the Tole"o clu0 has 0een locate" in "o5nto5n Tole"o7 in a 0uil"ing that is kno5n for
its 0eautiful architecture an" rich history. The ca$a0le staff $ro4i"es 9uality ser4ice an" magnificent
"ining. The socially affluent mem0ers $ro4i"e a 4ast net5orking o$$ortunity for many 0usiness
associates.
There are many o$$ortunities to create ne57 culturally interesting7 an" fun clu0 $rograms to meet
the nee"s of family mem0ers7 0usiness associates an" in"i4i"uals. For e3am$le7 the athletic facilities7 such
as the 5orkout room7 coul" 0e u$"ate" to attract the 0usiness associate that is looking for a lunchtime
5orkout. &r the satellite kitchens can offer fun an" interesting culinary classes for all ages.
*n looking at areas that coul" 0e im$ro4e"7 the "ark interior of the clu0 5as noticea0le.
Brightening the "Mcor or just im$ro4ing the o4erall lighting 5oul" greatly enhance its o4erall a$$eal.
Since the majority of the mem0ers are ol"er7 it a$$ears that there is not enough a4aila0le to attract the
younger generation. Creating ne5 $rograms7 as those mentione" a0o4e7 shoul" 0e markete" to increase
$u0lic kno5le"ge an" rene5 interest. The Tole"o Clu0 also has reci$rocity 5ith many other clu0s an" the
4alue a""e" factor of these shoul" 0e ree4aluate".
Clu0s in the surroun"ing area are e3$eriencing se4eral threats to their mem0ershi$s. There are
many $ro"uct su0stitutions7 such as other clu0s for families an" in"i4i"uals to choose from that are
locate" 5ithin a relati4ely small ra"ius. The general $o$ulation in the Tole"o area is also "eclining. This
is "ue to a com0ination of factorsN $eo$le mo4ing out of the "o5nto5n area7 loss of em$loyment7 an" the
younger generation mo4ing out of state.
&4erall7 The Tole"o Clu0 has a lot to offer7 an" 0y making some changes7 5e 0elie4e mem0ershi$
5ill increase o4er time.
SWOT An+l1,),
Strengths Weakness Opportunities Threats
8. < reci$rocal Clu0s 8. (ocations O Dark
interior
8. &ffer e4ents an" $rograms
10usiness training seminars2
8. &ther clu0s in the
area
7. Strong name recognition 7. Aging mem0ers
P "ecline in current
mem0ershi$s
7. /$"ate 5orkout room 7. Decline in area
$o$ulation
?. ich HistoryL0uil"ing
architecture
?. (ack of Programs ?. /se TC 0uil"ing as center for
economic gro5th
?. Ta3 la5 changes
@. Affluent )em0ers @. Technology @. /$"ate facility infrastructure. @. Decline in area
economy
A. (oyal )em0ers A. Family a$$eal
B. +et5orking o$$ortunities B. *na"e9uate
marketing
C. High classLe4ent Hall
D. Ca$a0le staff
%%
E. -oo" "ining
8F. )ulti$le meeting rooms
In&e'n+l F+(&o' E0+lu+&)on M+&')x
The *nternal Factor '4aluation matri3 summari!es an" e4aluates the major strengths an"
5eaknesses in the functional areas of the Tole"o Clu07 an" it also $ro4i"es a 0asis for i"entifying an"
e4aluating relationshi$s among those areas. The strengths an" 5eakness are rate" on the 5eight of
im$ortance an" gi4en a rating. A highly 5eighte" score sho5s a $articular strength 5hile a high 5eighte"
5eakness 5ith a lo5 rating sho5s a $articularly 4ulnera0le 5eakness.
Internal Factor Evaluation Matrix (IFE)
GEY INTERNAL FACTORS WEI#;T RATIN#
WEI#;TED
SCORE
Internal Strengths
%. eci$rocity 5ith other clu0s .DG > .%G
8. +ame recognition .DG E .8D
>. ich History L0uil"ing .DG E .8D
E. Affluent mem0ers .DG 8 .%D
G. (oyal mem0ers .DG > .%G
C. +et5orking o$$ortunities .%D 8 .8D
;. High ClassLhistorical e4ent hall .DG E .8D
.%G
=. -oo" estaurantsLgoo" foo" .%D E .ED
%D. )any meeting rooms .DG E .8D
Internal Weakness
%. (ocation .DG % .DG
8. Declining mem0ershi$ .DG % .DG
>. (ack of culturalL0usiness .%D % .%D
E. Technology .DG 8 .8D
G. )inimal Family a$$eal .%D 8 .8D
C. *na"e9uate marketing .DG % .DG
To&+l 8.FF 7.BF
The key internal strength factors gi4en the most 5eight 5ere the net5orking o$$ortunities an"
"ining. The key internal 5eaknesses7 5hich 5ere gi4en the most 5eight7 5ere the lack of $rogramming
an" minimal family a$$eal. For the *F'7 total 5eighte" scores 5ell 0elo5 8.G characteri!e organi!ations
that are 5eak internally7 5hereas scores significantly a0o4e 8.G in"icate a strong internal $osition. From
the *F' total it is conclu"e" that the Tole"o Clu0 is strong internally.
%8
Ex&e'n+l F+(&o' E0+lu+&)on M+&')x
This matri3 5ill summari!e an" e4aluate the economic7 social7 cultural7 "emogra$hic7
en4ironmental7 $olitical7 go4ernmental7 legal7 technological7 an" com$etiti4e information $ertaining to the
Tole"o Clu0.
The o$$ortunity factors gi4en the most im$ortance 5ere u$"ating the facility infrastructure an"
the o$tion of offering more formuli!e"L"i4erse $rograms. The threat factors gi4en the most 5eight 5ere
multi$le su0stitute $ro"ucts an" the "eclining economy of Tole"o.
&n a4erage the total 5eighte" score is 8.G for the 'F'. A total 5eighte" score of E.D in"icates that
an organi!ation is res$on"ing in an outstan"ing 5ay to e3isting o$$ortunities an" threats in its in"ustry. A
score of %.;G in"icates that the Tole"o Clu06s strategies are not ca$itali!ing on o$$ortunities or a4oi"ing
e3ternal threats.
Co*/e&)&)0e !'o2)le M+&')x
%>
External Factor Evaluation Matrix (EFE)
GEY ETERNAL FACTORS WEI#;T RATIN#
WEI#;TED
SCORE
Opportunities
%. &ffer formuli!e"L"i4erse $rogram classes .%G 8 .>
8. /$"ate" 5orkout facilities .%D % .%D
>. /se TC 0uil"ing as center for economic
gro5th
.%D % .%D
E. /$"ate" facility infrastructure .8D > .CD
Threats
%. )ulti$le $ro"uct su0stitutesLother clu0s in
the area
.%G % .%G
8. Decline in area $o$ulation .%D 8 .8D
>. Changes in ta3 la5s .DG > .%G
E. Decline in Tole"o6s economy .%G % .%G
To&+l 8.FF 8.CA
This matri3 i"entifies the Tole"o Clu06s major com$etitors an" their $articular strengths an"
5eaknesses in relation to the Tole"o Clu06s strategic $osition. The 5eights an" total 5eighte" scores in
0oth a CP) an" the '3ternal Factor '4aluation 1'F'2 ha4e the same meaning.
Three major com$etitors 5here chosen for com$arison against The Tole"o Clu0. First is *n4erness
clu07 5hich is one of the 5ell?kno5n $ri4ate golf country clu0s in the Tole"o area. The secon"
com$etitor7 the Tole"o Country Clu07 5as selecte" for its accommo"ations7 scenery an" fine "inning. The
thir" com$etitor7 /r0an Acti4e7 is ne5 to the Tole"o area an" is still un"ergoing construction. .hen
com$lete"7 the ne5 fitness center aims to offer the latest in $hysical training7 $rogramming an" fitness
training.
Co*/e&)&)0e !'o2)le M+&')x 2o' &he Toledo Club
Toledo Club In0e'ne,, Toledo Coun&'1
Club
U'b+n A(&)0e
CRITICAL
SUCCESS
FACTORS
We)3h&
R+&)n3 S(o'e
R+&)n3 S(o'e
R+&)n3 S(o'e
R+&)n3 S(o'e
Ad0e'&),)n3 D.DG % D.DG E D.8D % D.DG E D.8D
!'odu(& "u+l)&1 D.8D > D.CD E D. D.CD E D. D.>D E D.ED > D.>D % D.%D
S(o/e o2
Se'0)(e,
D.8D 8 D.ED E D.D 8 D.8D 8 D.8D
To&+l
8FF
7.@A
?.@F
?.FF
?.8F
%E
TOWS M+&')x
This is an im$ortant matching tool that 5ill hel$ Tole"o Clu0 "e4elo$ four ty$es of strategies: S&
Strategies 1strength7 o$$ortunities27 .& Strategies 15eakness7 o$$ortunities27 ST Strategies 1strength7
threat27 an" .T Strategies 15eakness threat2.
Strengths
%. < eci$rocal Clu0s
8. Strong name recognition
>. ich historyLBuil"ing
Architecture
E. Affluent mem0ers
G. (oyal mem0ers
C. Potential +et5orking
o$$ortunities
;. High classLe4ent hall
. (ack of $rograms
E. Technology
G. )inimal family a$$eal
C. *na"e9uate marketing
Opportunities
%. &ffer $rograms 10usiness
training seminars2
8. /$"ate 5orkout facilities
>. /se TC 0uil"ing as center
for economic gro5th
E. /$"ate" facility
infrastructure 1Pool ta0le O
Billiar"s room2
%. &ffer e4entsLPrograms 1SE7
SC7 S7 .G7 T%7 T87 TE2
8. -aming room 1.G7 .>7 .E7
T87 TE7 T%2
>. *ncrease marketing 1.C7 T%2
The recommen"e" SO Strategies use the Tole"o Clu06s internal strengths to take a"4antage of
e3ternal o$$ortunities such as the strategy to offer more $rograms at the clu0. The WO Strategies aim at
im$ro4ing internal 5eaknesses 0y taking a"4antage of e3ternal o$$ortunities7 for e3am$le it is
recommen"e" 0y the matri3 to u$gra"e the current 0usiness center at the clu0 as a .& strategy. The ST
Strategies use the Tole"o Clu06s strengths to a4oi" or re"uce the im$act of e3ternal threats. An e3am$le of
a ST strategy is to install large screen TK6s in the "ining area an" 0usiness center. Finally7 the WT
Strategies are "efensi4e tactics "irecte" at re"ucing internal 5eaknesses an" a4oi"ing en4ironmental
threats. An e3am$le of a .T strategy is to increase marketing for the Tole"o Clu0.
%G
S!ACE M+&')x
The SPAC' 1Strategic Position an" Action '4aluation2 )atri3 is a tool use" to i"entify the most
a$$ro$riate strategy for a com$any to un"ertake in or"er to achie4e a strategic $osition amongst the
com$etition. Through the SPAC' )atri37 com$anies can take a"4antage of one of four strategies:
aggressi4e7 conser4ati4e7 "efensi4e or com$etiti4e. The a3es of the SPAC' )atri3 are ma"e u$ of
financial strengths 1Q, a3is27 en4ironmental sta0ility 1?, a3is27 com$etiti4e a"4antage 1?B a3is2 an"
in"ustry strength 1QB a3is2. *t is these factors that allo5 com$anies to "etermine their strategic $osition
through the SPAC' )atri3.
From the SPAC' matri3 of the Tole"o Clu07 it is sho5n that the "irectional 4ector is locate" in the
lo5er right or the com$etiti4e 9ua"rant of the SPAC' )atri3. This in"icates that the Tole"o Clu0 shoul"
$ursue com$etiti4e strategies for its line of 0usiness. '3am$les of com$etiti4e strategies can inclu"e:
0ack5ar"7 for5ar"7 an" hori!ontal integrationN market $enetrationN market "e4elo$mentN $ro"uct
"e4elo$ment an" joint 4entures.
%C
"u+n&)&+&)0e S&'+&e3)( !l+nn)n3 M+&')x $"S!M%
%;
S!ACE M+&')x
FINANCIAL STREN#T; R+&)n3,
• +egati4e &A 1?D.D%>2 as TTC faile" to 0reak e4en in $re4ious
year
• TTC net income 5as R1GD78CD.D
?E.D
?G.D
?%.D
?E.D
?%D.D
CONCLUSION
• 'S A4erage is ?%.DD D.%G 8.DD D.%D E.DD D.8D
.DD D.%G E.DD D.8D %.DD D.DG
To&+l A&&'+(&)0ene,, S(o'e @.CA @.DA ?.7A
Accor"ing to the results o0taine" 0y the :SP)7 the most attracti4e alternati4e strategy is to make
the Tole"o Clu0 more family an" chil" frien"ly. The secon" most attracti4e strategy is to offer more
e4ents an" $rograms to its mem0ers.
%=
Con(lu,)on:
The Tole"o Clu0 is a 5ell?esta0lishe" city clu0 0ut has e3$erience" a "ecline in mem0ershi$ "ue
to its ina0ility to a"a$t to the changing en4ironment. The current mem0ershi$ age at The Tole"o Clu0 is
significantly ol"er then its com$etitors. The com$etition "iffers in t5o key 5ays. First7 the com$etition
is locate" closer to their mem0ers6 $lace of resi"ence. Secon"7 the com$etition offers in a""ition to more
formal $rograms7 a family oriente" en4ironment as com$are" to the Tole"o Clu0. The Tole"o Clu0
mem0ershi$ 5ill gro5 as it changes to meet the nee"s of those 5ho are in the market for country clu0
mem0ershi$. #ee$ing the change of the "emogra$hics in min"7 the Tole"o Clu0 nee"s to re4ise its
strategy to attract the gro5ing tren" of families in the Tole"o community.
8D
doc_337320246.doc