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 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 $"S!M%.............................................................
CONCLUSION:..............................................................................................................................................
0
In&'odu(&)on
Scope of Project
The Tole"o Clu1 2TTC3 has e4$erience" a "ecline in mem1ershi$ o5er the last fe6 years. The
/ni5ersity of Tole"o7s )BA strategy stu"ents ha5e e4amine" The Tole"o Clu17s mem1ershi$8 o$eration8
facilities8 an" com$etitors. The analysis 6as com$lete" in three stages. Stage one8 the in$ut stage8
summari!es the 1asic in$ut information nee"e" to formulate strategies. These strategies inclu"e the
follo6ing matrices: *nternal Factors '5aluation 2*F'38 '4ternal Factors '5aluations 2'F'38 an" the
Com$etiti5e Profile )atri4 2CP)3. Stage t6o8 the matching stage8 focuse" on generating feasi1le
alternati5e strategies 1y aligning key internal an" e4ternal factors. These techni9ues use" inclu"e the
follo6ing matrices: Threats8 &$$ortunities8 6eakness an" Strength )atri4 2T&.S38 6hich assesse" the
$osition of the Tole"o Clu1 in the current market8 an" the Strategic Position an" Action '5aluation
2SPAC'3 matri4 6hich e4$laine" the ty$e of strategy to 1e use" in com$eting. *n stage three8 the "ecision
stage8 the :uantitati5e Strategic Planning )atri4 2:SP)3 o1jecti5ely in"icate" 6hich alternati5e
strategies are 1est for the Tole"o Clu1.
Problem Defined
Accor"ing to its lea"ershi$8 The Tole"o Clu1 has an" continues to e4$erience a stea"y "ecline in
mem1ershi$. The gra$h 1elo6 "emonstrates this "ecline in mem1ershi$ for the $ast ; years.
The "ecline in mem1ershi$ ho6e5er is an outcome an" not a $ro1lem. The Tole"o Clu1 has 1een
in e4istence since %CD
tournaments. This 6oul" make it easy for mom an" "a" to ha5e a nice meal 6hile the ki"s $laye".
>3 *ncrease )arketing
*ncrease" marketing 6ill raise the le5el of a6areness of the Tole"o Clu1 in the local community.
)arketing 6ill intro"uce the clu1 to Tole"o7s ne6 comers an" young $rofessionals that ha5e not yet
reli!e" the true 5alue of net6orking $ossi1ilites a5aila1le 6ith a mem1ershi$ at The Tole"o Clu1.
E
V),)on S&+&e*en&
The Tole"o Clu1 "oes not currently ha5e a 5ision statement. A suggeste" 5ision statement has
1een create" 1elo6:
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 Clu1 "oes not ha5e a mission statement. Follo6ing is a suggeste" mission statement
1ase" 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 follo6ing
list sho6s ho6 the mission statement a""resses each com$onent.
%. Customers
The customers are clearly "efine" as @Flocal area $rofessionals of all ages an" their
familiesFA
0. Pro"ucts or Ser5ices
The ser5ices offere" are @Fan in5iting atmos$here for net6orking8 social gatherings8 an" fine
"iningFA
>. )arkets
G
The market 1eing ser5e" is @Flocal area $rofessionalsFA
E. Technology
Technology has 1een a""resse" in @Fthe Clu17s staff $ro5i"es an in5iting atmos$here for
net6orking8 social gatherings8 state of the art technology.A
G. Concern for sur5i5al8 gro6th an" $rofita1ility
This is 1est illustrate" 1y the $hrase @Fto 1e the $remier 1usiness an" social "estinationFA
C. Philoso$hy
TTC7s $hiloso$hy of continuous im$ro5ement is state" as @FTole"o Clu1 stri5es to $ro5i"e
local area $rofessionals of all ages an" their families a home a6ay from homeFA
;. Self?conce$t
The "istincti5e com$etence of TTC is it7s @F$remier 1usiness an" social "estinationFA
.C0I of the $o$ulation for the State of &hio an" (ucas County res$ecti5ely. After
analy!ing the "emogra$hics8 the a5erage age of a mem1er of the Tole"o Clu1 is significantly higher than
that of (ucas County. Ho6e5er8 one shoul" consi"er the fact that a mem1ershi$ to a clu1 of this stature
<
comes 6ith the accom$lishment an" success one achie5es "uring their career. The follo6ing section
com$ares the mem1ershi$ age of The Tole"o Clu1 to its com$etitors.
Competition Comparison:
The age of mem1ershi$ at The Tole"o Clu1 is significantly ol"er than its com$etitors in the area.
The gra$h 1elo6 sho6s the clu17s a5erage age is the ol"est. )em1ers of *n5erness8 6hich has the secon"
highest a5erage age8 are on a5erage %D years younger than mem1ers of The Tole"o Clu1. The secon"
gra$h com$ares the mem1ershi$s of some of the clu1s in the area.
JJ +ote the Tole"o clu1 is actual mem1ers8 not mem1ershi$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,),:
Bo6ling -reen Country Clu1
Bran"y6ine Country Clu1
Heather"o6ns Country Clu1
Highlan" )ea"o6s Country Clu1
*n5erness Clu1
(aurel Hill S6im an" Tennis Clu1
Sha"o6 Kalley Tennis an" Fitness
Stone &ak Country Clu1
Syl5ania Country Clu1
Synergy
Tamaron Country Clu1
Tole"o Country Clu1
Tole"o Tennis Clu1
/r1an Acti5e
,)CALJCC
The @JJA a1o5e "enote the areas of $otential com$etiti5e a"5antage for the Tole"o Clu1 o5er their
com$etitors. These are areas that there is less com$etition in8 an" coul" 1e taken a"5antage of to
increase mem1ershi$s an" re5enues.
%D
SWOT An+l1,),
Since %=%G the Tole"o clu1 has 1een locate" in "o6nto6n Tole"o8 in a 1uil"ing that is kno6n for
its 1eautiful architecture an" rich history. The ca$a1le staff $ro5i"es 9uality ser5ice an" magnificent
"ining. The socially affluent mem1ers $ro5i"e a 5ast net6orking o$$ortunity for many 1usiness
associates.
There are many o$$ortunities to create ne68 culturally interesting8 an" fun clu1 $rograms to meet
the nee"s of family mem1ers8 1usiness associates an" in"i5i"uals. For e4am$le8 the athletic facilities8 such
as the 6orkout room8 coul" 1e u$"ate" to attract the 1usiness associate that is looking for a lunchtime
6orkout. &r the satellite kitchens can offer fun an" interesting culinary classes for all ages.
*n looking at areas that coul" 1e im$ro5e"8 the "ark interior of the clu1 6as noticea1le.
Brightening the "Mcor or just im$ro5ing the o5erall lighting 6oul" greatly enhance its o5erall a$$eal.
Since the majority of the mem1ers are ol"er8 it a$$ears that there is not enough a5aila1le to attract the
younger generation. Creating ne6 $rograms8 as those mentione" a1o5e8 shoul" 1e markete" to increase
$u1lic kno6le"ge an" rene6 interest. The Tole"o Clu1 also has reci$rocity 6ith many other clu1s an" the
5alue a""e" factor of these shoul" 1e ree5aluate".
Clu1s in the surroun"ing area are e4$eriencing se5eral threats to their mem1ershi$s. There are
many $ro"uct su1stitutions8 such as other clu1s for families an" in"i5i"uals to choose from that are
locate" 6ithin a relati5ely small ra"ius. The general $o$ulation in the Tole"o area is also "eclining. This
is "ue to a com1ination of factorsN $eo$le mo5ing out of the "o6nto6n area8 loss of em$loyment8 an" the
younger generation mo5ing out of state.
&5erall8 The Tole"o Clu1 has a lot to offer8 an" 1y making some changes8 6e 1elie5e mem1ershi$
6ill increase o5er time.
SWOT An+l1,),
Strengths Weakness Opportunities Threats
8. < reci$rocal Clu1s 8. (ocations O Dark
interior
8. &ffer e5ents an" $rograms
21usiness training seminars3
8. &ther clu1s in the
area
7. Strong name recognition 7. Aging mem1ers
P "ecline in current
mem1ershi$s
7. /$"ate 6orkout room 7. Decline in area
$o$ulation
?. ich HistoryL1uil"ing
architecture
?. (ack of Programs ?. /se TC 1uil"ing as center for
economic gro6th
?. Ta4 la6 changes
@. Affluent )em1ers @. Technology @. /$"ate facility infrastructure. @. Decline in area
economy
A. (oyal )em1ers A. Family a$$eal
B. +et6orking o$$ortunities B. *na"e9uate
marketing
C. High classLe5ent Hall
D. Ca$a1le staff
%%
E. -oo" "ining
8F. )ulti$le meeting rooms
In&e'n+l F+(&o' E0+lu+&)on M+&')x
The *nternal Factor '5aluation matri4 summari!es an" e5aluates the major strengths an"
6eaknesses in the functional areas of the Tole"o Clu18 an" it also $ro5i"es a 1asis for i"entifying an"
e5aluating relationshi$s among those areas. The strengths an" 6eakness are rate" on the 6eight of
im$ortance an" gi5en a rating. A highly 6eighte" score sho6s a $articular strength 6hile a high 6eighte"
6eakness 6ith a lo6 rating sho6s a $articularly 5ulnera1le 6eakness.
Internal Factor Evaluation Matrix (IFE)
GEY INTERNAL FACTORS WEI#;T RATIN#
WEI#;TED
SCORE
Internal Strengths
%. eci$rocity 6ith other clu1s .DG > .%G
0. +ame recognition .DG E .0D
>. ich History L1uil"ing .DG E .0D
E. Affluent mem1ers .DG 0 .%D
G. (oyal mem1ers .DG > .%G
C. +et6orking o$$ortunities .%D 0 .0D
;. High ClassLhistorical e5ent hall .DG E .0D
.%G
=. -oo" estaurantsLgoo" foo" .%D E .ED
%D. )any meeting rooms .DG E .0D
Internal Weakness
%. (ocation .DG % .DG
0. Declining mem1ershi$ .DG % .DG
>. (ack of culturalL1usiness .%D % .%D
E. Technology .DG 0 .0D
G. )inimal Family a$$eal .%D 0 .0D
C. *na"e9uate marketing .DG % .DG
To&+l 8.FF 7.BF
The key internal strength factors gi5en the most 6eight 6ere the net6orking o$$ortunities an"
"ining. The key internal 6eaknesses8 6hich 6ere gi5en the most 6eight8 6ere the lack of $rogramming
an" minimal family a$$eal. For the *F'8 total 6eighte" scores 6ell 1elo6 0.G characteri!e organi!ations
that are 6eak internally8 6hereas scores significantly a1o5e 0.G in"icate a strong internal $osition. From
the *F' total it is conclu"e" that the Tole"o Clu1 is strong internally.
%0
Ex&e'n+l F+(&o' E0+lu+&)on M+&')x
This matri4 6ill summari!e an" e5aluate the economic8 social8 cultural8 "emogra$hic8
en5ironmental8 $olitical8 go5ernmental8 legal8 technological8 an" com$etiti5e information $ertaining to the
Tole"o Clu1.
The o$$ortunity factors gi5en the most im$ortance 6ere u$"ating the facility infrastructure an"
the o$tion of offering more formuli!e"L"i5erse $rograms. The threat factors gi5en the most 6eight 6ere
multi$le su1stitute $ro"ucts an" the "eclining economy of Tole"o.
&n a5erage the total 6eighte" score is 0.G for the 'F'. A total 6eighte" score of E.D in"icates that
an organi!ation is res$on"ing in an outstan"ing 6ay to e4isting o$$ortunities an" threats in its in"ustry. A
score of %.;G in"icates that the Tole"o Clu17s strategies are not ca$itali!ing on o$$ortunities or a5oi"ing
e4ternal 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"i5erse $rogram classes .%G 0 .>
0. /$"ate" 6orkout facilities .%D % .%D
>. /se TC 1uil"ing as center for economic
gro6th
.%D % .%D
E. /$"ate" facility infrastructure .0D > .CD
Threats
%. )ulti$le $ro"uct su1stitutesLother clu1s in
the area
.%G % .%G
0. Decline in area $o$ulation .%D 0 .0D
>. Changes in ta4 la6s .DG > .%G
E. Decline in Tole"o7s economy .%G % .%G
To&+l 8.FF 8.CA
This matri4 i"entifies the Tole"o Clu17s major com$etitors an" their $articular strengths an"
6eaknesses in relation to the Tole"o Clu17s strategic $osition. The 6eights an" total 6eighte" scores in
1oth a CP) an" the '4ternal Factor '5aluation 2'F'3 ha5e the same meaning.
Three major com$etitors 6here chosen for com$arison against The Tole"o Clu1. First is *n5erness
clu18 6hich is one of the 6ell?kno6n $ri5ate golf country clu1s in the Tole"o area. The secon"
com$etitor8 the Tole"o Country Clu18 6as selecte" for its accommo"ations8 scenery an" fine "inning. The
thir" com$etitor8 /r1an Acti5e8 is ne6 to the Tole"o area an" is still un"ergoing construction. .hen
com$lete"8 the ne6 fitness center aims to offer the latest in $hysical training8 $rogramming an" fitness
training.
Co*/e&)&)0e !'o2)le M+&')x 2o' &he Toledo Club
Toledo Club In0e'ne,, Toledo Coun&'1
Club
U'b+n A(&)0e
CRITICAL
SUCCESS
FACTORS
We)3h&
R+&)n3 S(o'e
R+&)n3 S(o'e
R+&)n3 S(o'e
R+&)n3 S(o'e
Ad0e'&),)n3 D.DG % D.DG E D.0D % D.DG E D.0D
!'odu(& "u+l)&1 D.0D > D.CD E D. D.CD E D. D.>D E D.ED > D.>D % D.%D
S(o/e o2
Se'0)(e,
D.0D 0 D.ED E D.D 0 D.0D 0 D.0D
To&+l
8FF
7.@A
?.@F
?.FF
?.8F
%E
TOWS M+&')x
This is an im$ortant matching tool that 6ill hel$ Tole"o Clu1 "e5elo$ four ty$es of strategies: S&
Strategies 2strength8 o$$ortunities38 .& Strategies 26eakness8 o$$ortunities38 ST Strategies 2strength8
threat38 an" .T Strategies 26eakness threat3.
Strengths
%. < eci$rocal Clu1s
0. Strong name recognition
>. ich historyLBuil"ing
Architecture
E. Affluent mem1ers
G. (oyal mem1ers
C. Potential +et6orking
o$$ortunities
;. High classLe5ent hall
. (ack of $rograms
E. Technology
G. )inimal family a$$eal
C. *na"e9uate marketing
Opportunities
%. &ffer $rograms 21usiness
training seminars3
0. /$"ate 6orkout facilities
>. /se TC 1uil"ing as center
for economic gro6th
E. /$"ate" facility
infrastructure 2Pool ta1le O
Billiar"s room3
%. &ffer e5entsLPrograms 2SE8
SC8 S8 .G8 T%8 T08 TE3
0. -aming room 2.G8 .>8 .E8
T08 TE8 T%3
>. *ncrease marketing 2.C8 T%3
The recommen"e" SO Strategies use the Tole"o Clu17s internal strengths to take a"5antage of
e4ternal o$$ortunities such as the strategy to offer more $rograms at the clu1. The WO Strategies aim at
im$ro5ing internal 6eaknesses 1y taking a"5antage of e4ternal o$$ortunities8 for e4am$le it is
recommen"e" 1y the matri4 to u$gra"e the current 1usiness center at the clu1 as a .& strategy. The ST
Strategies use the Tole"o Clu17s strengths to a5oi" or re"uce the im$act of e4ternal threats. An e4am$le of
a ST strategy is to install large screen TK7s in the "ining area an" 1usiness center. Finally8 the WT
Strategies are "efensi5e tactics "irecte" at re"ucing internal 6eaknesses an" a5oi"ing en5ironmental
threats. An e4am$le of a .T strategy is to increase marketing for the Tole"o Clu1.
%G
S!ACE M+&')x
The SPAC' 2Strategic Position an" Action '5aluation3 )atri4 is a tool use" to i"entify the most
a$$ro$riate strategy for a com$any to un"ertake in or"er to achie5e a strategic $osition amongst the
com$etition. Through the SPAC' )atri48 com$anies can take a"5antage of one of four strategies:
aggressi5e8 conser5ati5e8 "efensi5e or com$etiti5e. The a4es of the SPAC' )atri4 are ma"e u$ of
financial strengths 2Q, a4is38 en5ironmental sta1ility 2?, a4is38 com$etiti5e a"5antage 2?B a4is3 an"
in"ustry strength 2QB a4is3. *t is these factors that allo6 com$anies to "etermine their strategic $osition
through the SPAC' )atri4.
From the SPAC' matri4 of the Tole"o Clu18 it is sho6n that the "irectional 5ector is locate" in the
lo6er right or the com$etiti5e 9ua"rant of the SPAC' )atri4. This in"icates that the Tole"o Clu1 shoul"
$ursue com$etiti5e strategies for its line of 1usiness. '4am$les of com$etiti5e strategies can inclu"e:
1ack6ar"8 for6ar"8 an" hori!ontal integrationN market $enetrationN market "e5elo$mentN $ro"uct
"e5elo$ment an" joint 5entures.
%C
"u+n&)&+&)0e S&'+&e3)( !l+nn)n3 M+&')x $"S!M%
%;
S!ACE M+&')x
FINANCIAL STREN#T; R+&)n3,
• +egati5e &A 2?D.D%>3 as TTC faile" to 1reak e5en in $re5ious
year
• TTC net income 6as R2GD80CD.D
?E.D
?G.D
?%.D
?E.D
?%D.D
CONCLUSION
• 'S A5erage is ?%.DD D.%G 0.DD D.%D E.DD D.0D
.DD D.%G E.DD D.0D %.DD D.DG
To&+l A&&'+(&)0ene,, S(o'e @.CA @.DA ?.7A
Accor"ing to the results o1taine" 1y the :SP)8 the most attracti5e alternati5e strategy is to make
the Tole"o Clu1 more family an" chil" frien"ly. The secon" most attracti5e strategy is to offer more
e5ents an" $rograms to its mem1ers.
%=
Con(lu,)on:
The Tole"o Clu1 is a 6ell?esta1lishe" city clu1 1ut has e4$erience" a "ecline in mem1ershi$ "ue
to its ina1ility to a"a$t to the changing en5ironment. The current mem1ershi$ age at The Tole"o Clu1 is
significantly ol"er then its com$etitors. The com$etition "iffers in t6o key 6ays. First8 the com$etition
is locate" closer to their mem1ers7 $lace of resi"ence. Secon"8 the com$etition offers in a""ition to more
formal $rograms8 a family oriente" en5ironment as com$are" to the Tole"o Clu1. The Tole"o Clu1
mem1ershi$ 6ill gro6 as it changes to meet the nee"s of those 6ho are in the market for country clu1
mem1ershi$. #ee$ing the change of the "emogra$hics in min"8 the Tole"o Clu1 nee"s to re5ise its
strategy to attract the gro6ing tren" of families in the Tole"o community.
0D
doc_495502055.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 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:..............................................................................................................................................
0
In&'odu(&)on
Scope of Project
The Tole"o Clu1 2TTC3 has e4$erience" a "ecline in mem1ershi$ o5er the last fe6 years. The
/ni5ersity of Tole"o7s )BA strategy stu"ents ha5e e4amine" The Tole"o Clu17s mem1ershi$8 o$eration8
facilities8 an" com$etitors. The analysis 6as com$lete" in three stages. Stage one8 the in$ut stage8
summari!es the 1asic in$ut information nee"e" to formulate strategies. These strategies inclu"e the
follo6ing matrices: *nternal Factors '5aluation 2*F'38 '4ternal Factors '5aluations 2'F'38 an" the
Com$etiti5e Profile )atri4 2CP)3. Stage t6o8 the matching stage8 focuse" on generating feasi1le
alternati5e strategies 1y aligning key internal an" e4ternal factors. These techni9ues use" inclu"e the
follo6ing matrices: Threats8 &$$ortunities8 6eakness an" Strength )atri4 2T&.S38 6hich assesse" the
$osition of the Tole"o Clu1 in the current market8 an" the Strategic Position an" Action '5aluation
2SPAC'3 matri4 6hich e4$laine" the ty$e of strategy to 1e use" in com$eting. *n stage three8 the "ecision
stage8 the :uantitati5e Strategic Planning )atri4 2:SP)3 o1jecti5ely in"icate" 6hich alternati5e
strategies are 1est for the Tole"o Clu1.
Problem Defined
Accor"ing to its lea"ershi$8 The Tole"o Clu1 has an" continues to e4$erience a stea"y "ecline in
mem1ershi$. The gra$h 1elo6 "emonstrates this "ecline in mem1ershi$ for the $ast ; years.
The "ecline in mem1ershi$ ho6e5er is an outcome an" not a $ro1lem. The Tole"o Clu1 has 1een
in e4istence since %CD
tournaments. This 6oul" make it easy for mom an" "a" to ha5e a nice meal 6hile the ki"s $laye".
>3 *ncrease )arketing
*ncrease" marketing 6ill raise the le5el of a6areness of the Tole"o Clu1 in the local community.
)arketing 6ill intro"uce the clu1 to Tole"o7s ne6 comers an" young $rofessionals that ha5e not yet
reli!e" the true 5alue of net6orking $ossi1ilites a5aila1le 6ith a mem1ershi$ at The Tole"o Clu1.
E
V),)on S&+&e*en&
The Tole"o Clu1 "oes not currently ha5e a 5ision statement. A suggeste" 5ision statement has
1een create" 1elo6:
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 Clu1 "oes not ha5e a mission statement. Follo6ing is a suggeste" mission statement
1ase" 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$onents. The follo6ing
list sho6s ho6 the mission statement a""resses each com$onent.
%. Customers
The customers are clearly "efine" as @Flocal area $rofessionals of all ages an" their
familiesFA
0. Pro"ucts or Ser5ices
The ser5ices offere" are @Fan in5iting atmos$here for net6orking8 social gatherings8 an" fine
"iningFA
>. )arkets
G
The market 1eing ser5e" is @Flocal area $rofessionalsFA
E. Technology
Technology has 1een a""resse" in @Fthe Clu17s staff $ro5i"es an in5iting atmos$here for
net6orking8 social gatherings8 state of the art technology.A
G. Concern for sur5i5al8 gro6th an" $rofita1ility
This is 1est illustrate" 1y the $hrase @Fto 1e the $remier 1usiness an" social "estinationFA
C. Philoso$hy
TTC7s $hiloso$hy of continuous im$ro5ement is state" as @FTole"o Clu1 stri5es to $ro5i"e
local area $rofessionals of all ages an" their families a home a6ay from homeFA
;. Self?conce$t
The "istincti5e com$etence of TTC is it7s @F$remier 1usiness an" social "estinationFA
.C0I of the $o$ulation for the State of &hio an" (ucas County res$ecti5ely. After
analy!ing the "emogra$hics8 the a5erage age of a mem1er of the Tole"o Clu1 is significantly higher than
that of (ucas County. Ho6e5er8 one shoul" consi"er the fact that a mem1ershi$ to a clu1 of this stature
<
comes 6ith the accom$lishment an" success one achie5es "uring their career. The follo6ing section
com$ares the mem1ershi$ age of The Tole"o Clu1 to its com$etitors.
Competition Comparison:
The age of mem1ershi$ at The Tole"o Clu1 is significantly ol"er than its com$etitors in the area.
The gra$h 1elo6 sho6s the clu17s a5erage age is the ol"est. )em1ers of *n5erness8 6hich has the secon"
highest a5erage age8 are on a5erage %D years younger than mem1ers of The Tole"o Clu1. The secon"
gra$h com$ares the mem1ershi$s of some of the clu1s in the area.
JJ +ote the Tole"o clu1 is actual mem1ers8 not mem1ershi$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,),:
Bo6ling -reen Country Clu1
Bran"y6ine Country Clu1
Heather"o6ns Country Clu1
Highlan" )ea"o6s Country Clu1
*n5erness Clu1
(aurel Hill S6im an" Tennis Clu1
Sha"o6 Kalley Tennis an" Fitness
Stone &ak Country Clu1
Syl5ania Country Clu1
Synergy
Tamaron Country Clu1
Tole"o Country Clu1
Tole"o Tennis Clu1
/r1an Acti5e
,)CALJCC
The @JJA a1o5e "enote the areas of $otential com$etiti5e a"5antage for the Tole"o Clu1 o5er their
com$etitors. These are areas that there is less com$etition in8 an" coul" 1e taken a"5antage of to
increase mem1ershi$s an" re5enues.
%D
SWOT An+l1,),
Since %=%G the Tole"o clu1 has 1een locate" in "o6nto6n Tole"o8 in a 1uil"ing that is kno6n for
its 1eautiful architecture an" rich history. The ca$a1le staff $ro5i"es 9uality ser5ice an" magnificent
"ining. The socially affluent mem1ers $ro5i"e a 5ast net6orking o$$ortunity for many 1usiness
associates.
There are many o$$ortunities to create ne68 culturally interesting8 an" fun clu1 $rograms to meet
the nee"s of family mem1ers8 1usiness associates an" in"i5i"uals. For e4am$le8 the athletic facilities8 such
as the 6orkout room8 coul" 1e u$"ate" to attract the 1usiness associate that is looking for a lunchtime
6orkout. &r the satellite kitchens can offer fun an" interesting culinary classes for all ages.
*n looking at areas that coul" 1e im$ro5e"8 the "ark interior of the clu1 6as noticea1le.
Brightening the "Mcor or just im$ro5ing the o5erall lighting 6oul" greatly enhance its o5erall a$$eal.
Since the majority of the mem1ers are ol"er8 it a$$ears that there is not enough a5aila1le to attract the
younger generation. Creating ne6 $rograms8 as those mentione" a1o5e8 shoul" 1e markete" to increase
$u1lic kno6le"ge an" rene6 interest. The Tole"o Clu1 also has reci$rocity 6ith many other clu1s an" the
5alue a""e" factor of these shoul" 1e ree5aluate".
Clu1s in the surroun"ing area are e4$eriencing se5eral threats to their mem1ershi$s. There are
many $ro"uct su1stitutions8 such as other clu1s for families an" in"i5i"uals to choose from that are
locate" 6ithin a relati5ely small ra"ius. The general $o$ulation in the Tole"o area is also "eclining. This
is "ue to a com1ination of factorsN $eo$le mo5ing out of the "o6nto6n area8 loss of em$loyment8 an" the
younger generation mo5ing out of state.
&5erall8 The Tole"o Clu1 has a lot to offer8 an" 1y making some changes8 6e 1elie5e mem1ershi$
6ill increase o5er time.
SWOT An+l1,),
Strengths Weakness Opportunities Threats
8. < reci$rocal Clu1s 8. (ocations O Dark
interior
8. &ffer e5ents an" $rograms
21usiness training seminars3
8. &ther clu1s in the
area
7. Strong name recognition 7. Aging mem1ers
P "ecline in current
mem1ershi$s
7. /$"ate 6orkout room 7. Decline in area
$o$ulation
?. ich HistoryL1uil"ing
architecture
?. (ack of Programs ?. /se TC 1uil"ing as center for
economic gro6th
?. Ta4 la6 changes
@. Affluent )em1ers @. Technology @. /$"ate facility infrastructure. @. Decline in area
economy
A. (oyal )em1ers A. Family a$$eal
B. +et6orking o$$ortunities B. *na"e9uate
marketing
C. High classLe5ent Hall
D. Ca$a1le staff
%%
E. -oo" "ining
8F. )ulti$le meeting rooms
In&e'n+l F+(&o' E0+lu+&)on M+&')x
The *nternal Factor '5aluation matri4 summari!es an" e5aluates the major strengths an"
6eaknesses in the functional areas of the Tole"o Clu18 an" it also $ro5i"es a 1asis for i"entifying an"
e5aluating relationshi$s among those areas. The strengths an" 6eakness are rate" on the 6eight of
im$ortance an" gi5en a rating. A highly 6eighte" score sho6s a $articular strength 6hile a high 6eighte"
6eakness 6ith a lo6 rating sho6s a $articularly 5ulnera1le 6eakness.
Internal Factor Evaluation Matrix (IFE)
GEY INTERNAL FACTORS WEI#;T RATIN#
WEI#;TED
SCORE
Internal Strengths
%. eci$rocity 6ith other clu1s .DG > .%G
0. +ame recognition .DG E .0D
>. ich History L1uil"ing .DG E .0D
E. Affluent mem1ers .DG 0 .%D
G. (oyal mem1ers .DG > .%G
C. +et6orking o$$ortunities .%D 0 .0D
;. High ClassLhistorical e5ent hall .DG E .0D
.%G
=. -oo" estaurantsLgoo" foo" .%D E .ED
%D. )any meeting rooms .DG E .0D
Internal Weakness
%. (ocation .DG % .DG
0. Declining mem1ershi$ .DG % .DG
>. (ack of culturalL1usiness .%D % .%D
E. Technology .DG 0 .0D
G. )inimal Family a$$eal .%D 0 .0D
C. *na"e9uate marketing .DG % .DG
To&+l 8.FF 7.BF
The key internal strength factors gi5en the most 6eight 6ere the net6orking o$$ortunities an"
"ining. The key internal 6eaknesses8 6hich 6ere gi5en the most 6eight8 6ere the lack of $rogramming
an" minimal family a$$eal. For the *F'8 total 6eighte" scores 6ell 1elo6 0.G characteri!e organi!ations
that are 6eak internally8 6hereas scores significantly a1o5e 0.G in"icate a strong internal $osition. From
the *F' total it is conclu"e" that the Tole"o Clu1 is strong internally.
%0
Ex&e'n+l F+(&o' E0+lu+&)on M+&')x
This matri4 6ill summari!e an" e5aluate the economic8 social8 cultural8 "emogra$hic8
en5ironmental8 $olitical8 go5ernmental8 legal8 technological8 an" com$etiti5e information $ertaining to the
Tole"o Clu1.
The o$$ortunity factors gi5en the most im$ortance 6ere u$"ating the facility infrastructure an"
the o$tion of offering more formuli!e"L"i5erse $rograms. The threat factors gi5en the most 6eight 6ere
multi$le su1stitute $ro"ucts an" the "eclining economy of Tole"o.
&n a5erage the total 6eighte" score is 0.G for the 'F'. A total 6eighte" score of E.D in"icates that
an organi!ation is res$on"ing in an outstan"ing 6ay to e4isting o$$ortunities an" threats in its in"ustry. A
score of %.;G in"icates that the Tole"o Clu17s strategies are not ca$itali!ing on o$$ortunities or a5oi"ing
e4ternal threats.
Co*/e&)&)0e !'o2)le M+&')x
%>
External Factor Evaluation Matrix (EFE)
GEY ETERNAL FACTORS WEI#;T RATIN#
WEI#;TED
SCORE
Opportunities
%. &ffer formuli!e"L"i5erse $rogram classes .%G 0 .>
0. /$"ate" 6orkout facilities .%D % .%D
>. /se TC 1uil"ing as center for economic
gro6th
.%D % .%D
E. /$"ate" facility infrastructure .0D > .CD
Threats
%. )ulti$le $ro"uct su1stitutesLother clu1s in
the area
.%G % .%G
0. Decline in area $o$ulation .%D 0 .0D
>. Changes in ta4 la6s .DG > .%G
E. Decline in Tole"o7s economy .%G % .%G
To&+l 8.FF 8.CA
This matri4 i"entifies the Tole"o Clu17s major com$etitors an" their $articular strengths an"
6eaknesses in relation to the Tole"o Clu17s strategic $osition. The 6eights an" total 6eighte" scores in
1oth a CP) an" the '4ternal Factor '5aluation 2'F'3 ha5e the same meaning.
Three major com$etitors 6here chosen for com$arison against The Tole"o Clu1. First is *n5erness
clu18 6hich is one of the 6ell?kno6n $ri5ate golf country clu1s in the Tole"o area. The secon"
com$etitor8 the Tole"o Country Clu18 6as selecte" for its accommo"ations8 scenery an" fine "inning. The
thir" com$etitor8 /r1an Acti5e8 is ne6 to the Tole"o area an" is still un"ergoing construction. .hen
com$lete"8 the ne6 fitness center aims to offer the latest in $hysical training8 $rogramming an" fitness
training.
Co*/e&)&)0e !'o2)le M+&')x 2o' &he Toledo Club
Toledo Club In0e'ne,, Toledo Coun&'1
Club
U'b+n A(&)0e
CRITICAL
SUCCESS
FACTORS
We)3h&
R+&)n3 S(o'e
R+&)n3 S(o'e
R+&)n3 S(o'e
R+&)n3 S(o'e
Ad0e'&),)n3 D.DG % D.DG E D.0D % D.DG E D.0D
!'odu(& "u+l)&1 D.0D > D.CD E D. D.CD E D. D.>D E D.ED > D.>D % D.%D
S(o/e o2
Se'0)(e,
D.0D 0 D.ED E D.D 0 D.0D 0 D.0D
To&+l
8FF
7.@A
?.@F
?.FF
?.8F
%E
TOWS M+&')x
This is an im$ortant matching tool that 6ill hel$ Tole"o Clu1 "e5elo$ four ty$es of strategies: S&
Strategies 2strength8 o$$ortunities38 .& Strategies 26eakness8 o$$ortunities38 ST Strategies 2strength8
threat38 an" .T Strategies 26eakness threat3.
Strengths
%. < eci$rocal Clu1s
0. Strong name recognition
>. ich historyLBuil"ing
Architecture
E. Affluent mem1ers
G. (oyal mem1ers
C. Potential +et6orking
o$$ortunities
;. High classLe5ent hall
. (ack of $rograms
E. Technology
G. )inimal family a$$eal
C. *na"e9uate marketing
Opportunities
%. &ffer $rograms 21usiness
training seminars3
0. /$"ate 6orkout facilities
>. /se TC 1uil"ing as center
for economic gro6th
E. /$"ate" facility
infrastructure 2Pool ta1le O
Billiar"s room3
%. &ffer e5entsLPrograms 2SE8
SC8 S8 .G8 T%8 T08 TE3
0. -aming room 2.G8 .>8 .E8
T08 TE8 T%3
>. *ncrease marketing 2.C8 T%3
The recommen"e" SO Strategies use the Tole"o Clu17s internal strengths to take a"5antage of
e4ternal o$$ortunities such as the strategy to offer more $rograms at the clu1. The WO Strategies aim at
im$ro5ing internal 6eaknesses 1y taking a"5antage of e4ternal o$$ortunities8 for e4am$le it is
recommen"e" 1y the matri4 to u$gra"e the current 1usiness center at the clu1 as a .& strategy. The ST
Strategies use the Tole"o Clu17s strengths to a5oi" or re"uce the im$act of e4ternal threats. An e4am$le of
a ST strategy is to install large screen TK7s in the "ining area an" 1usiness center. Finally8 the WT
Strategies are "efensi5e tactics "irecte" at re"ucing internal 6eaknesses an" a5oi"ing en5ironmental
threats. An e4am$le of a .T strategy is to increase marketing for the Tole"o Clu1.
%G
S!ACE M+&')x
The SPAC' 2Strategic Position an" Action '5aluation3 )atri4 is a tool use" to i"entify the most
a$$ro$riate strategy for a com$any to un"ertake in or"er to achie5e a strategic $osition amongst the
com$etition. Through the SPAC' )atri48 com$anies can take a"5antage of one of four strategies:
aggressi5e8 conser5ati5e8 "efensi5e or com$etiti5e. The a4es of the SPAC' )atri4 are ma"e u$ of
financial strengths 2Q, a4is38 en5ironmental sta1ility 2?, a4is38 com$etiti5e a"5antage 2?B a4is3 an"
in"ustry strength 2QB a4is3. *t is these factors that allo6 com$anies to "etermine their strategic $osition
through the SPAC' )atri4.
From the SPAC' matri4 of the Tole"o Clu18 it is sho6n that the "irectional 5ector is locate" in the
lo6er right or the com$etiti5e 9ua"rant of the SPAC' )atri4. This in"icates that the Tole"o Clu1 shoul"
$ursue com$etiti5e strategies for its line of 1usiness. '4am$les of com$etiti5e strategies can inclu"e:
1ack6ar"8 for6ar"8 an" hori!ontal integrationN market $enetrationN market "e5elo$mentN $ro"uct
"e5elo$ment an" joint 5entures.
%C
"u+n&)&+&)0e S&'+&e3)( !l+nn)n3 M+&')x $"S!M%
%;
S!ACE M+&')x
FINANCIAL STREN#T; R+&)n3,
• +egati5e &A 2?D.D%>3 as TTC faile" to 1reak e5en in $re5ious
year
• TTC net income 6as R2GD80CD.D
?E.D
?G.D
?%.D
?E.D
?%D.D
CONCLUSION
• 'S A5erage is ?%.DD D.%G 0.DD D.%D E.DD D.0D
.DD D.%G E.DD D.0D %.DD D.DG
To&+l A&&'+(&)0ene,, S(o'e @.CA @.DA ?.7A
Accor"ing to the results o1taine" 1y the :SP)8 the most attracti5e alternati5e strategy is to make
the Tole"o Clu1 more family an" chil" frien"ly. The secon" most attracti5e strategy is to offer more
e5ents an" $rograms to its mem1ers.
%=
Con(lu,)on:
The Tole"o Clu1 is a 6ell?esta1lishe" city clu1 1ut has e4$erience" a "ecline in mem1ershi$ "ue
to its ina1ility to a"a$t to the changing en5ironment. The current mem1ershi$ age at The Tole"o Clu1 is
significantly ol"er then its com$etitors. The com$etition "iffers in t6o key 6ays. First8 the com$etition
is locate" closer to their mem1ers7 $lace of resi"ence. Secon"8 the com$etition offers in a""ition to more
formal $rograms8 a family oriente" en5ironment as com$are" to the Tole"o Clu1. The Tole"o Clu1
mem1ershi$ 6ill gro6 as it changes to meet the nee"s of those 6ho are in the market for country clu1
mem1ershi$. #ee$ing the change of the "emogra$hics in min"8 the Tole"o Clu1 nee"s to re5ise its
strategy to attract the gro6ing tren" of families in the Tole"o community.
0D
doc_495502055.doc