1. The Toledo Club
College of Business
Community Consulting
Project Team:
Dr. Schramko
Amy French
Jeff Huston
Ayesha Riaz
Adam Kopchian
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2. Index
INTRODUCTION...................................................................................................................................2
RECOMMENDATIONS:.......................................................................................................................3
MISSION STATEMENT:......................................................................................................................5
EVALUATION OF MISSION STATEMENT.....................................................................................5
AREA ANALYSIS...................................................................................................................................7
LOCAL CLUBS’ AMENITIES .........................................................................................................10
THE “**” ABOVE DENOTE THE AREAS OF POTENTIAL COMPETITIVE ADVANTAGE
FOR THE TOLEDO CLUB OVER THEIR COMPETITORS. THESE ARE AREAS THAT
THERE IS LESS COMPETITION IN, AND COULD BE TAKEN ADVANTAGE OF TO
INCREASE MEMBERSHIPS AND REVENUES.............................................................................10
SWOT ANALYSIS................................................................................................................................11
INTERNAL FACTOR EVALUATION MATRIX............................................................................12
EXTERNAL FACTOR EVALUATION MATRIX...........................................................................13
COMPETITIVE PROFILE MATRIX................................................................................................14
TOWS MATRIX...................................................................................................................................15
SPACE MATRIX..................................................................................................................................16
QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM)..................................................17
CONCLUSION: ...................................................................................................................................20
Introduction
Scope of Project
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,
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3. summarizes the basic input information needed to formulate strategies. These strategies include the
following matrices: Internal Factors Evaluation (IFE), External Factors Evaluations (EFE), and the
Competitive Profile Matrix (CPM). Stage two, the matching stage, focused on generating feasible
alternative strategies by aligning key internal and external factors. These techniques used include the
following matrices: Threats, Opportunities, weakness and Strength Matrix (TOWS), which assessed the
position of the Toledo Club in the current market, and the Strategic Position and Action Evaluation
(SPACE) matrix which explained the type of strategy to be used in competing. In stage three, the decision
stage, the Quantitative Strategic Planning Matrix (QSPM) objectively indicated which alternative
strategies are best for the Toledo Club.
Problem Defined
According to its leadership, The Toledo Club has and continues to experience a steady decline in
membership. The graph below demonstrates this decline in membership for the past 7 years.
The decline in membership however is an outcome and not a problem. The Toledo Club has been
in existence since 1889 and promises to offer a unique combination of cultural, social, and athletic
opportunities to its members. The project team has discovered that the Toledo Club’s problem was its
inability to adapt and revise its operations to reflect the changing environment.
Recommendations:
1) Additional Events and Programs
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4. Lucas county has and still is experiencing a change in its demographics and its market economy.
Therefore, it is our belief that the Toledo Club should broaden their scope and offer additional events
and programs. These would include
a) An upscale Spa and women’s solon to compliment the men’s barber shop and massages already
offered.
b) Host continuing professional education couses for CPA’s, lawyers, realitors and other
professionals. This would increase the business networking aspect that the Toledo Club has been
known for. Perhaps even offer a few free seminars with a business membership.
c) Provide cooking classes and other cultural events to add to the already existing social calandar of
events.
These new events should be offered to non-members as well as members. This will not only help
increase memberships but also bring in additional revenues.
2) Upgrade Facilities
Upgrading the Toledo Club’s greatest asset will not only add value to its membership but help
give it a competitive advantage. Some ideas include:
a) Create a “high class” sporting event viewing room. This will provide opportunities for its
members to come, network, and enjoy the “big game” while appeasing their appetites.
b) The business center should be upgraded to include CNN and current stock prices. Computer
equipment should be current and include all the equipment necessary to host continuing
professional educational classes. Maybe even have a separate computer lab.
c) Specialty blended coffees and a juice bar would be a great addition for the young professional.
d) A gaming room that is “kid” or “teen” friendly, including, Wii games and perhaps an X-Box 360
tournaments. This would make it easy for mom and dad to have a nice meal while the kids played.
3) Increase Marketing
Increased marketing will raise the level of awareness of the Toledo Club in the local community.
Marketing will introduce the club to Toledo’s new comers and young professionals that have not yet
relized the true value of networking possibilites available with a membership at The Toledo Club.
Vision Statement
The Toledo Club does not currently have a vision statement. A suggested vision statement has
been created below:
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5. To be a club, which provides exceptional service in a historically rich clubhouse, where family
activities go hand in hand with culturally rich events and where community leaders socialize and
conduct business.
Mission Statement:
The Toledo Club does not have a mission statement. Following is a suggested mission statement
based on market research.
The Toledo Club strives to provide local area professionals of all ages and their families a home
away from home. Situated in downtown Toledo and only a few steps away from major city
attractions and venues, the Club’s staff provides an inviting atmosphere for networking, social
gatherings, and fine dining with state of the art technology. It is our mission to be the premier
business and social destination in the Toledo area, moving forward in the 21st
century, and
providing a healthy working environment for our valued employees.
Evaluation of Mission Statement
The mission statement of TTC addresses nine essential mission statement components. The following
list shows how the mission statement addresses each component.
1. Customers
The customers are clearly defined as “…local area professionals of all ages and their
families…”
2. Products or Services
The services offered are “…an inviting atmosphere for networking, social gatherings, and fine
dining…”
3. Markets
The market being served is “…local area professionals…”
4. Technology
Technology has been addressed in “…the Club’s staff provides an inviting atmosphere for
networking, social gatherings, state of the art technology.”
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6. 5. Concern for survival, growth and profitability
This is best illustrated by the phrase “…to be the premier business and social destination…”
6. Philosophy
TTC’s philosophy of continuous improvement is stated as “…Toledo Club strives to provide
local area professionals of all ages and their families a home away from home…”
7. Self-concept
The distinctive competence of TTC is it’s “…premier business and social destination…”
8. Concern for Public Image
Concern for the public is evidenced by the commitment to work to “…provide local area
professionals of all ages and their families a home away from home...”
9. Concern for Employees
The Toledo Club values its employees and explicitly states “…provide a healthy working
environment for our valued employees”
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7. Area Analysis
Brief history of Toledo:
Toledo was incorporated in 1836. The introduction of the railroad in the second half of the
nineteenth century, lead Toledo to become a manufacturing hub through the 1970’s. A significant number
of industries began to emerge, including: furniture companies, breweries, railroad manufacturing, and
glass companies. The Libbey Glass Works helped to make Toledo known as the "City of Glass" (Ohio
Historical Society). Historically, Toledo is best known for industrial manufacturing, although these
industries have declined considerably in past decades.
Lucas County is home to three Fortune 500 companies: Dana Corporation, Owens Corning and
Owens-Illinois (O-I). O-I has recently relocated from downtown Toledo to suburban Perrysburg. HCR
Manor Care, a Fortune 1000 company is also headquartered in Toledo. The University of Toledo is
currently the largest employer in Toledo. Manufacturing now employs fewer workers than the health care
industry.
The first graph shows the total population for Lucas County for every ten years from 1950 to
2000, and years 2001 thru 2006 are estimates. The second graph shows a trend analysis for Lucas
County population (Red) and The Toledo Club (Blue) with 2000 as the base year.
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8. Age Demographics:
According to the membership records provided to us, the average age of a Toledo Club member is
approximately 60 years old. The age demographics of the state of Ohio, Lucas County, and the Toledo
Club are compared in the table and graph below.
Age <
14
Age 15 -
24
Age
25 -
34
Age
35 -
44
Age
45 -
54
Age
55 -
64
Age
65 -
74
Over
75
Total
2006 - Ohio 19.80% 14.00% 12.60% 14.20% 15.10% 11.00% 6.60% 6.70% 100.00%
2006 - Lucas
county
20.87% 14.48% 12.91% 13.62% 14.81% 10.63% 6.01% 6.66% 100.00%
Toledo Club 0.00% 0.49% 5.30% 10.34% 22.66% 26.11% 12.56% 22.54% 100.00%
The age demographics for the State of Ohio and Lucas County are similar in each age group. The
largest age group, citizens aged 45 to 54, account for 15.1% and 14.81% of the population for the State of
Ohio and Lucas County respectively. The second largest age group, citizens aged 35 to 44, account for
14.2 % and 13.62% of the population for the State of Ohio and Lucas County respectively. After
analyzing the demographics, the average age of a member of the Toledo Club is significantly higher than
that of Lucas County. However, one should consider the fact that a membership to a club of this stature
comes with the accomplishment and success one achieves during their career. The following section
compares the membership age of The Toledo Club to its competitors.
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9. Competition Comparison:
The age of membership at The Toledo Club is significantly older than its competitors in the area.
The graph below shows the club’s average age is the oldest. Members of Inverness, which has the second
highest average age, are on average 10 years younger than members of The Toledo Club. The second
graph compares the memberships of some of the clubs in the area.
** Note the Toledo club is actual members, not memberships
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10. Local Clubs’ Amenities
Amenities % Of Other Area Clubs The Toledo Club
Banquet Hall** 40% Yes
Business Center** Less than 5% Yes
Fine Dining** 27% Yes
Fitness 53% Yes
Golf 60% No
Tennis 67% No
Racket Ball 20% No
Volleyball 20% No
Squash** Less than 5% Yes
Pool – Indoor** 13% Yes
Pool – Outdoor 53% No
Pro Shop 53% No
Restaurant/Bar 53% Yes
Clubs included in analysis:
Bowling Green Country Club
Brandywine Country Club
Heatherdowns Country Club
Highland Meadows Country Club
Inverness Club
Laurel Hill Swim and Tennis Club
Shadow Valley Tennis and Fitness
Stone Oak Country Club
Sylvania Country Club
Synergy
Tamaron Country Club
Toledo Country Club
Toledo Tennis Club
Urban Active
YMCA/JCC
The “**” above denote the areas of potential competitive advantage for the Toledo Club over their
competitors. These are areas that there is less competition in, and could be taken advantage of to
increase memberships and revenues.
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11. SWOT Analysis
Since 1915 the Toledo club has been located in downtown Toledo, in a building that is known for
its beautiful architecture and rich history. The capable staff provides quality service and magnificent
dining. The socially affluent members provide a vast networking opportunity for many business
associates.
There are many opportunities to create new, culturally interesting, and fun club programs to meet
the needs of family members, business associates and individuals. For example, the athletic facilities, such
as the workout room, could be updated to attract the business associate that is looking for a lunchtime
workout. Or the satellite kitchens can offer fun and interesting culinary classes for all ages.
In looking at areas that could be improved, the dark interior of the club was noticeable.
Brightening the décor or just improving the overall lighting would greatly enhance its overall appeal.
Since the majority of the members are older, it appears that there is not enough available to attract the
younger generation. Creating new programs, as those mentioned above, should be marketed to increase
public knowledge and renew interest. The Toledo Club also has reciprocity with many other clubs and the
value added factor of these should be reevaluated.
Clubs in the surrounding area are experiencing several threats to their memberships. There are
many product substitutions, such as other clubs for families and individuals to choose from that are
located within a relatively small radius. The general population in the Toledo area is also declining. This
is due to a combination of factors; people moving out of the downtown area, loss of employment, and the
younger generation moving out of state.
Overall, The Toledo Club has a lot to offer, and by making some changes, we believe membership
will increase over time.
SWOT Analysis
Strengths Weakness Opportunities Threats
1. 8 reciprocal Clubs 1. Locations – Dark
interior
1. Offer events and
programs (business
training seminars)
1. Other clubs in
the area
2. Strong name recognition 2. Aging members
& decline in current
memberships
2. Update workout room 2. Decline in
area population
3. Rich History/building
architecture
3. Lack of
Programs
3. Use TC building as
center for economic
growth
3. Tax law
changes
4. Affluent Members 4. Technology 4. Update facility
infrastructure.
4. Decline in
area economy
5. Loyal Members 5. Family appeal
6. Networking 6. Inadequate
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12. opportunities marketing
7. High class/event Hall
8. Capable staff
9. Good dining
10. Multiple meeting rooms
Internal Factor Evaluation Matrix
The Internal Factor Evaluation matrix summarizes and evaluates the major strengths and
weaknesses in the functional areas of the Toledo Club, and it also provides a basis for identifying and
evaluating relationships among those areas. The strengths and weakness are rated on the weight of
importance and given a rating. A highly weighted score shows a particular strength while a high weighted
weakness with a low rating shows a particularly vulnerable weakness.
Internal Factor Evaluation Matrix (IFE)
KEY INTERNAL FACTORS WEIGHT RATING
WEIGHTED
SCORE
Internal Strengths
1. Reciprocity with other clubs .05 3 .15
2. Name recognition .05 4 .20
3. Rich History /building .05 4 .20
4. Affluent members .05 2 .10
5. Loyal members .05 3 .15
6. Networking opportunities .10 2 .20
7. High Class/historical event hall .05 4 .20
8. Capable staff .05 3 .15
9. Good Restaurants/good food .10 4 .40
10. Many meeting rooms .05 4 .20
Internal Weakness
1. Location .05 1 .05
2. Declining membership .05 1 .05
3. Lack of cultural/business .10 1 .10
4. Technology .05 2 .20
5. Minimal Family appeal .10 2 .20
6. Inadequate marketing .05 1 .05
Total 1.00 2.60
The key internal strength factors given the most weight were the networking opportunities and
dining. The key internal weaknesses, which were given the most weight, were the lack of programming
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13. and minimal family appeal. For the IFE, total weighted scores well below 2.5 characterize organizations
that are weak internally, whereas scores significantly above 2.5 indicate a strong internal position. From
the IFE total it is concluded that the Toledo Club is strong internally.
External Factor Evaluation Matrix
This matrix will summarize and evaluate the economic, social, cultural, demographic,
environmental, political, governmental, legal, technological, and competitive information pertaining to the
Toledo Club.
The opportunity factors given the most importance were updating the facility infrastructure and
the option of offering more formulized/diverse programs. The threat factors given the most weight were
multiple substitute products and the declining economy of Toledo.
On average the total weighted score is 2.5 for the EFE. A total weighted score of 4.0 indicates that
an organization is responding in an outstanding way to existing opportunities and threats in its industry. A
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External Factor Evaluation Matrix (EFE)
KEY EXTERNAL FACTORS WEIGHT RATING
WEIGHTED
SCORE
Opportunities
1. Offer formulized/diverse program classes .15 2 .3
2. Updated workout facilities .10 1 .10
3. Use TC building as center for economic
growth
.10 1 .10
4. Updated facility infrastructure .20 3 .60
Threats
1. Multiple product substitutes/other clubs in
the area
.15 1 .15
2. Decline in area population .10 2 .20
3. Changes in tax laws .05 3 .15
4. Decline in Toledo’s economy .15 1 .15
Total 1.00 1.75
14. score of 1.75 indicates that the Toledo Club’s strategies are not capitalizing on opportunities or avoiding
external threats.
Competitive Profile Matrix
This matrix identifies the Toledo Club’s major competitors and their particular strengths and
weaknesses in relation to the Toledo Club’s strategic position. The weights and total weighted scores in
both a CPM and the External Factor Evaluation (EFE) have the same meaning.
Three major competitors where chosen for comparison against The Toledo Club. First is
Inverness club, which is one of the well-known private golf country clubs in the Toledo area. The second
competitor, the Toledo Country Club, was selected for its accommodations, scenery and fine dinning.
The third competitor, Urban Active, is new to the Toledo area and is still undergoing construction. When
completed, the new fitness center aims to offer the latest in physical training, programming and fitness
training.
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Competitive Profile Matrix for the Toledo Club
Toledo Club Inverness Toledo
Country Club
Urban Active
CRITICAL
SUCCESS
FACTORS
Weight Rating Score Rating Score Rating Score Rating Score
Advertising 0.05 1 0.05 4 0.20 1 0.05 4 0.20
Product Quality 0.20 3 0.60 4 0.80 3 0.60 4 0.80
Price
Competitiveness
0.15 4 0.60 2 0.30 3 0.45 4 0.60
Management 0.10 3 0.30 3 0.30 3 0.30 4 0.40
Financial
Position
0.10 1 0.10 3 0.30 3 0.30 4 0.40
Customer
Loyalty
0.10 3 0.30 4 0.40 3 0.30 1 0.10
Scope of
Services
0.20 2 0.40 4 0.80 4 0.80 2 0.40
Market
Penetration
0.10 1 0.10 3 0.30 2 0.20 2 0.20
Total 100 2.45 3.40 3.00 3.10
15. TOWS Matrix
This is an important matching tool that will help Toledo Club develop four types of strategies: SO
Strategies (strength, opportunities), WO Strategies (weakness, opportunities), ST Strategies (strength,
threat), and WT Strategies (weakness threat).
Strengths
1. 8 Reciprocal Clubs
2. Strong name recognition
3. Rich history/Building
Architecture
4. Affluent members
5. Loyal members
6. Potential Networking
opportunities
7. High class/event hall
8. Capable staff
9. Good dining
10. Multiple meeting rooms
Weakness
1. Location/dark and drab interior
2. Aging membership/decline in
new members
3. Lack of programs
4. Technology
5. Minimal family appeal
6. Inadequate marketing
Opportunities
1. Offer programs (business
training seminars)
2. Update workout facilities
3. Use TC building as center
for economic growth
4. Updated facility
infrastructure (Pool table –
Billiards room)
1. Offer events/Programs (S4,
S6, S8, S9, S10, O1, O2)
2. Juice Bar/Specialty Coffees
(S4, S8, S10, O1, O2)
3. SPA/Women’s salon (S8, S4,
S5, O2)
1. Lighten interior (O2, W1)
2. Upgrade Business Center (O1,
O3, W3, W4, W6)
Threats
1. Product Substitutes/Many
other clubs in local area
(New club Gold’s Gym)
2. Declining area population
3. Changes in tax laws
4. Decline in Toledo’s
economy/People moving to
suburbs
1. Large screen TV’s in a dining
area and business center (S4,
S6, S7, S8, T1, T2)
2. Use Building for commerce
and economic development to
occur (S4, S3, S5, S6, S7, S8,
T2, T4)
1. Family/weekend programming
(W1, W3, W5, T1, T2, T4)
2. Gaming room (W5, W3, W4,
T2, T4, T1)
3. Increase marketing (W6, T1)
The recommended SO Strategies use the Toledo Club’s internal strengths to take advantage of
external opportunities such as the strategy to offer more programs at the club. The WO Strategies aim at
improving internal weaknesses by taking advantage of external opportunities, for example it is
recommended by the matrix to upgrade the current business center at the club as a WO strategy. The ST
Strategies use the Toledo Club’s strengths to avoid or reduce the impact of external threats. An example
15
16. of a ST strategy is to install large screen TV’s in the dining area and business center. Finally, the WT
Strategies are defensive tactics directed at reducing internal weaknesses and avoiding environmental
threats. An example of a WT strategy is to increase marketing for the Toledo Club.
SPACE Matrix
The SPACE (Strategic Position and Action Evaluation) Matrix is a tool used to identify the most
appropriate strategy for a company to undertake in order to achieve a strategic position amongst the
competition. Through the SPACE Matrix, companies can take advantage of one of four strategies:
aggressive, conservative, defensive or competitive. The axes of the SPACE Matrix are made up of
financial strengths (+Y axis), environmental stability (-Y axis), competitive advantage (-X axis) and
industry strength (+X axis). It is these factors that allow companies to determine their strategic position
through the SPACE Matrix.
From the SPACE matrix of the Toledo Club, it is shown that the directional vector is located in the
lower right or the competitive quadrant of the SPACE Matrix. This indicates that the Toledo Club should
pursue competitive strategies for its line of business. Examples of competitive strategies can include:
backward, forward, and horizontal integration; market penetration; market development; product
development and joint ventures.
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17. Quantitative Strategic Planning Matrix (QSPM)
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SPACE Matrix
FINANCIAL STRENGTH Ratings
• Negative ROA (-0.013) as TTC failed to break even in previous
year
• TTC net income was $(50,268), 12% better than last year
• TTC revenue dropped 7.65% to $308,767
• Assumed liquidity problems due to declining membership
2.0
2.0
1.0
1.0
6.0
INDUSTRY STRENGTH
• Potential membership increase by growth in surrounding cities
• Strategic alliances with surrounding clubs
• Mature industry with experienced management
• Technological Advances in club programs
4.0
5.0
4.0
3.0
16.0
ENVIRONMENTAL STABILITY
• Growing and intense competition
• Projected membership growth in the Toledo area market
• Varying price range of competing club programs
• Increasing inflation and decrease in economy
-6.0
-3.0
-4.0
-5.0
-18.0
COMPETITIVE ADVANTAGE
• Brand equity and name recognition
• Current members level of loyalty
• Facility architecture
• TTC program & facility offering quality
-1.0
-2.0
-3.0
-4.0
-10.0
CONCLUSION
• ES Average is -18.0 ÷ 4 = -4.5
• IS Average is + 16.0 ÷ 4 = 4.0
• CA Average is -10.0 ÷ 4 = -2.5
• FS Average is + 6.0 ÷ 4 = 1.5
• Directional Vector Coordinates:
x-axis: -2.5 + 4.0 = +1.5
y-axis: -4.5 + 1.5 = -3.0
• The Toledo Club should pursue Competitive Strategies
18. The Quantitative Strategic Planning Matrix (QSPM) is a tool to objectively indicate which
alternative strategies are the best for the Toledo Club to pursue. When constructing the QSPM, the criteria
and their relative weights from the Internal and External factor matrices are placed in the left hand
column. At the top of the right hand side, strategic alternatives derived from the TOWS matrix are listed.
An attractiveness score is then assigned to each strategic alternative based on how key external and
internal success factors are capitalized or improved on. These values are then multiplied by the weights.
The cumulative value of these weights shows the relative attractiveness of the strategic alternatives to
each other.
Three alternative strategies were evaluated against The Toledo Club’s strengths, weaknesses,
opportunities, and threats. The first alternative strategy for the Toledo Club is to offer additional events
and programs to its clientele. This can include but is not limited to cultural, corporate, and athletic
programming. For example, The Toledo Club can sponsor a wine tasting event or provide sports clinics
for squash players. The second alternative strategy is to make The Toledo Club more family friendly. In
a struggling economy, families opt to join clubs where their children and spouses can enjoy themselves.
The Toledo Club can begin to attract this type of clientele by transforming its unused rooms into a
playroom for children and a salon/spa for women. The third strategy The Toledo Club can pursue is to
update its facilities to reflect changes in technology. This can range from updating workout equipment to
setting aside space for a lounge atmosphere with a flat panel television. These alternatives were scored on
criteria from the IFE and EFE matrix. The results are provided in the table below.
QSPM Matrix Strategic Alternatives
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19. Additional
Events and
Programs
Family &
Children
Friendly
Environment
Update Facility
Key Factors Weight AS TAS AS TAS AS TAS
Opportunities
1. Offer formalized/diverse program
classes
0.15 3.00 0.45 4.00 0.60 2.00 0.30
2. Updated workout facilities 0.10 1.00 0.10 2.00 0.20 4.00 0.40
3. Use TC building as center for
economic growth
0.10 4.00 0.40 1.00 0.10 2.00 0.20
4. Updated facility infrastructure 0.20 2.00 0.40 3.00 0.60 4.00 0.80
Threats
1. Multiple product substitutes 0.15 4.00 0.60 3.00 0.45 1.00 0.15
2. Declining population of Toledo
downtown
0.10 2.00 0.20 3.00 0.30 1.00 0.10
3. Changes in tax laws 0.05 - - - - - -
4. Decline in Toledo’s economy 0.15 - - - - - -
Strengths
1. Reciprocity with other clubs 0.05 3.00 0.15 4.00 0.20 2.00 0.10
2. Name Recognition 0.05 3.00 0.15 4.00 0.20 2.00 0.10
3. Rich History/Building Architecture 0.05 - - - - - -
4. Affluent Members 0.05 4.00 0.20 3.00 0.15 1.00 0.05
5. Loyal Members 0.05 3.00 0.15 4.00 0.20 2.00 0.10
6. Networking Opportunities 0.10 4.00 0.40 2.00 0.20 1.00 0.10
7. High Class/ Historical Event Hall 0.05 3.00 0.15 2.00 0.10 4.00 0.20
8. Capable Staff 0.05 - - - - - -
9. Good Restaurants/ Good Food 0.10 - - - - - -
10. Many meeting Rooms 0.05 3.00 0.15 4.00 0.20 2.00 0.10
Weaknesses
1. Location 0.10 3.00 0.30 4.00 0.40 1.00 0.10
2. Declining Membership 0.05 3.00 0.15 4.00 0.20 1.00 0.05
3. Lack of Cultural/Business
Programs
0.10 4.00 0.40 3.00 0.30 1.00 0.10
4. Technology 0.05 1.00 0.05 2.00 0.10 4.00 0.20
5. Lack of Programming 0.05 4.00 0.20 3.00 0.15 1.00 0.05
6. Inadequate Marketing 0.05 3.00 0.15 4.00 0.20 1.00 0.05
Total Attractiveness Score 4.75 4.85 3.25
According to the results obtained by the QSPM, the most attractive alternative strategy is to make
the Toledo Club more family and child friendly. The second most attractive strategy is to offer more
events and programs to its members.
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20. Conclusion:
The Toledo Club is a well-established city club but has experienced a decline in membership due
to its inability to adapt to the changing environment. The current membership age at The Toledo Club is
significantly older then its competitors. The competition differs in two key ways. First, the competition
is located closer to their members’ place of residence. Second, the competition offers in addition to more
formal programs, a family oriented environment as compared to the Toledo Club. The Toledo Club
membership will grow as it changes to meet the needs of those who are in the market for country club
membership. Keeping the change of the demographics in mind, the Toledo Club needs to revise its
strategy to attract the growing trend of families in the Toledo community.
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