The Toledo Club

College of Business

Community Consulting

Project Team:Dr. SchramkoAmy FrenchJeff HustonAyesha RiazAdam Kopchian

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Index

INTRODUCTION.....................................................................................................................................3

SCOPE OF PROJECT..................................................................................................................................3PROBLEM DEFINED..................................................................................................................................3

RECOMMENDATIONS:.......................................................................................................................4

MISSION STATEMENT:......................................................................................................................5

EVALUATION OF MISSION STATEMENT.....................................................................................5

AREA ANALYSIS...................................................................................................................................7

BRIEF HISTORY OF TOLEDO:....................................................................................................................7AGE DEMOGRAPHICS:..............................................................................................................................8COMPETITION COMPARISON:...................................................................................................................9

LOCAL CLUBS’ AMENITIES...........................................................................................................10

SWOT ANALYSIS................................................................................................................................11

STRENGTHS............................................................................................................................................11WEAKNESS.............................................................................................................................................11OPPORTUNITIES.....................................................................................................................................11THREATS................................................................................................................................................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)..................................................18

Conclusion:..............................................................................................................................................20

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Introduction

Scope of ProjectThe 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. 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 DefinedAccording 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.

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Recommendations:

1) Additional Events and Programs

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.

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Vision Statement

The Toledo Club does not currently have a vision statement. A suggested vision statement has

been created below:

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

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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.”

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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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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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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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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Local Clubs’ Amenities

Amenities % Of Other Area Clubs The Toledo ClubBanquet Hall** 40% YesBusiness Center** Less than 5% YesFine Dining** 27% YesFitness 53% YesGolf 60% NoTennis 67% NoRacket Ball 20% NoVolleyball 20% NoSquash** Less than 5% YesPool – Indoor** 13% YesPool – Outdoor 53% NoPro Shop 53% NoRestaurant/Bar 53% Yes

Clubs included in analysis:

Bowling Green Country ClubBrandywine Country ClubHeatherdowns Country ClubHighland Meadows Country ClubInverness ClubLaurel Hill Swim and Tennis ClubShadow Valley Tennis and FitnessStone Oak Country ClubSylvania Country ClubSynergyTamaron Country ClubToledo Country ClubToledo Tennis ClubUrban ActiveYMCA/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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SWOT AnalysisSince 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 Threats1. 8 reciprocal Clubs 1. Locations – Dark

interior1. 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 appeal6. Networking opportunities 6. Inadequate

marketing7. High class/event Hall8. Capable staff

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9. Good dining10. 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 RATINGWEIGHTED

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

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.

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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

score of 1.75 indicates that the Toledo Club’s strategies are not capitalizing on opportunities or avoiding

external threats.

Competitive Profile Matrix

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External Factor Evaluation Matrix (EFE)

KEY EXTERNAL FACTORS WEIGHT RATINGWEIGHTED

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

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.

  Competitive Profile Matrix for the Toledo Club    Toledo Club   Inverness   Toledo

Country Club  Urban Active

CRITICALSUCCESSFACTORS

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 Competitivenes

s

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 0.40Financial 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

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TOWS MatrixThis 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).

Strengths1. 8 Reciprocal Clubs2. Strong name recognition3. Rich history/Building

Architecture4. Affluent members5. Loyal members6. Potential Networking

opportunities7. High class/event hall8. Capable staff9. Good dining10. Multiple meeting rooms

Weakness1. Location/dark and drab interior2. Aging membership/decline in

new members3. Lack of programs4. Technology5. Minimal family appeal6. Inadequate marketing

Opportunities1. Offer programs (business

training seminars)2. Update workout facilities3. Use TC building as center

for economic growth4. 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)

Threats1. Product Substitutes/Many

other clubs in local area (New club Gold’s Gym)

2. Declining area population3. Changes in tax laws4. 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

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.

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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.

SPACE Matrix

FINANCIAL STRENGTH Ratings

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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

2.02.01.01.06.0

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

4.05.0 4.03.016.0

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 = +1.5y-axis: -4.5 + 1.5 = -3.0

The Toledo Club should pursue Competitive Strategies

Quantitative Strategic Planning Matrix (QSPM)

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

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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

Additional Events and Programs

Family & Children Friendly

Environment

Update Facility

Key Factors Weight AS TAS AS TAS AS TAS

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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

 - - - - - -

Strengths1. Reciprocity with other clubs 0.05 3.00 0.15 4.00 0.20 2.00 0.102. Name Recognition 0.05 3.00 0.15 4.00 0.20 2.00 0.103. 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 0.106. Networking Opportunities 0.10 4.00 0.40 2.00 0.20 1.00 0.107. High Class/ Historical Event Hall 0.05 3.00 0.15 2.00 0.10 4.00 0.208. 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 0.10Weaknesses              1. Location 0.10 3.00 0.30 4.00 0.40 1.00 0.102. Declining Membership 0.05 3.00 0.15 4.00 0.20 1.00 0.053. 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 0.205. Lack of Programming 0.05 4.00 0.20 3.00 0.15 1.00 0.056. Inadequate Marketing  0.05 3.00 0.15 4.00 0.20 1.00 0.05Total 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.

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

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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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