Al Ain Leisure centre

Current Marketing Situation

This section of the plan looks at relevant background data used to analyse an audit of
the current situation and includes information on the macro and micro (external and
internal) environment. This includes an examination of the centres current activities,
local competition and identifying appropriate strategies and objectives by identifying
opportunities to improve the marketing of the facility.
Customers
The Sports Centre is community public facility and as such has !ide appeal. The
centre offers !ide choice of activities that has customers taking part in activities
that can be broadly grouped as follo!s" #
$ %ym &sers
$ Sports Clubs
$ Children's (arties
$ Casual Court) *all *ire
$ +itness Classes
$ ,unior Coaching
- customer audit report profiles current members of the facility (%ym . +itness
Classes users) by geo#demographic (/osaic) groups and identifies from the local
population, penetration rates of current membership and specific groups to target.
This analysis has identified that the core catchment of existing members is 0 miles
and the main /osaic groups using the centre on regular basis are groups 1
(Suburban Semis) and group % (To!n *ouses and +lats). 2ther relatively affluent
groups are under#represented in the membership and the report indicated that the
market in the area appears relatively buoyant although attracting different groups
may take some additional tailoring of services to meet customer needs.
Stakeholder Analysis
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- stakeholder analysis has been undertaken that identifies !hat expectations groups
and individuals !ith an interest in the centre have. 3t also details the po!er and
influence of the stakeholders. The main findings from the analysis are that the school
as landlord of the facility can make certain demands on the operation of the centre
and as such it is important to keep them satisfied that 4ease conditions have been
met. This !ill avoid them becoming key player and major consideration in the
day to day running of the centre 3t is also important to keep the various user groups
(clubs, individual users, local sports Council) informed of activities at the centre. 3f
kept on#side these stakeholders !ill provide useful influence in terms of lobbying of
key players such as senior managers and elected members.
Competitors
5l 5in 4eisure Centre SC has number of competitors offering similar activities to
those available at the centre. The barriers to entry in order to provide these services
vary considerably. 5pplication of (orters +ive +orces provides further explanation of
the barriers to entry and potential entrants to providing leisure services. To
summarise, these can be grouped as follo!s" #
Individual instructors
that hire halls for coaching (fitness classes, martial arts etc.)
Private Operators and hotels
that usually offer the more profitable elements of the centres operations such as 6##
side and *ealth and +itness.
Other public
# including directly managed school provision, neighbouring local authority facilities
and private contractors of local authority venues.
Specifically for Al Ain Leisure Centre
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, four main competitors have been identified that are seen as having the greatest
effect on income and usage. The competitors and the analysis of their market position
tells us the follo!ing" #
ountain !ealth Club
# (rivately o!ned and managed. (art of chain of clubs. Core activity is +itness,
!ith large range of e7uipment and classes. 8xclusivity of private club. 9o sports
hall, more expensive. 5lso has dra! of s!imming pool.
Premier Soccer Centre "
5s name suggests, heavily geared to!ards football. Specialist facility in niche
market. /odern complex, also offers children's parties. 4ittle attraction for non#
footballers.
#ayhurst School Sports !all
# /anaged directly by the neighbouring :istrict Council, offers range of instructed
classes) sports and court hire. 9o fitness gym.
Strategic $ecessities
Strategic 9ecessities are the basic re7uirements that all providers !ill need fulfil to
stay in business. These elements are therefore critical to the success of the centre and
can be summarised as follo!s" #
$ - safe environment
$ %ood standard of cleaning and maintenance
$ - range of suitable e7uipment, fit for purpose
$ /otivated and !ell trained staff
$ Strategic Strengths and Capabilities
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3n addition to the necessities, strategic strengths are areas !here 5l 5in 4eisure
Centre !ill have the edge over other providers to give competitive advantage.
8ssential to gaining competitive advantage is an analysis of Strategic Capabilities.
This identifies !hat 5l 5in 4eisure Centre can do in addition to that of its nearest
competitors. This includes ho! best to use assets, resources, capabilities and core
competencies. +or 5l 5in 4eisure Centre, providing value for money, developing
and maintaining good rapport !ith customers, large !ell e7uipped fitness suite,
adaptable use of the centre and being one of number of public leisure facilities
provided by the Council provide the best opportunities for the centre to maximise its
competitive advantage.
S%O& Analysis and 'ey indings
&sing the internal and external audit information, S;2T (Strengths, ;eaknesses,
2pportunities and Threats) analysis has been undertaken. - main summary of the
findings is detailed belo!" #
Strengths
The centre provides modern feel and has benefited from complete internal refit. 3t
offers number of activity areas that can be adapted to suit number of 'dry' sports
and activities. - community based facility, the centre is open to all, providing value
for money services !hile retains the ability to compete !ith the private sector. 5l
5in 4eisure Centre has good location !ith excellent transport links. 5n excellent
team of staff are committed to developing the centre, have good rapport !ith
customers and are !ell trained in the activities and services they provide.
%eaknesses
The refurbishment did not include the external structure of the building !hich looks
dated compared to the rest of the facility. The outdoor courts are in poor condition
and re7uire investment in order to maintain use. The agreement !ith the school limits
daytime access to the public, and sharing use of areas during the school day such as
the fitness suite. This may be off#putting for some customers.
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Opportunities
There are number of opportunities to develop the centre both in terms of the type
activities offered and in the 7uality of services provided. 1oth !ill help to raise the
profile of the centre and should include renovation of the redundant bar area,
increasing health related services and striving to achieve 7uality service a!ards.
&hreats
5s non#statutory service, the Council is not re7uired to provide sports facilities and
4eisure facilities usually face greater risk of budget cuts. This can be demonstrated in
the historical reductions made to the 4eisure revenue budget. The centre as part of
service revie! could face externalisation to private operator that could manage the
services under contract arrangement !ith the Council.
'ey Issues
Summing up the S;2T analysis, the centre must focus on the follo!ing key issues" #
itness (ym
# :evelop the range of fitness services available including health related services,
instructed classes etc. that !ill maximise use of the facility.
Membership
# &sing the geo#demographic analysis undertaken of existing members, target groups
identified that !ill provide most likely increase in take#up of membership, key
issue in maintaining 5l 5in 4eisure Centre as potential market leader of *ealth and
+itness and its ability to increase the financial return made to the Council. 5l 5in
4eisure Centre is currently the only profitable, directly managed sports facility.
Partnerships
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# :evelop key partnerships !ith schools, (rimary Care Trust, sports clubs and other
Council departments to further develop the range of services and activities offered to
the local community. 2ffering these additional services !ill not only maximise use
of the premises but also meet Council objectives.
)eveloping service *uality
# Striving for 7uality service a!ards !ill enable the facility to demonstrate its value
in providing good 7uality leisure services to the public in line !ith best practice
guidance.
Competitive Strategy
The aim of the competitive strategy is to develop the firms competitive position and
is based on the centres ability to sustain its competitive advantage. The service
protfolio makes it difficult to simply box 5l 5in 4eisure Centre in to one of these
categories. +or example, 5l 5in 4eisure Centre is follo!er in terms of prestige,
although as long term provider of sports services, the centre has no! developed
branded image, offering lo!er priced alternative to the local private sector
operators that often have superior image.
*o!ever, the *ealth and +itness elements of the facility are modern, !ell e7uipped
and as good as those on offer any!here locally. This certainly makes the centre
challenger !ith ambitions to increase market share to become the largest provider of
health and fitness services.
- number of strategy options exist depending on !hich of <otlers headings the
service is categorised under. The follo!ing t!o main improvements are
recommended"
Increase Market Share
# by increasing the range of fitness services such as spinning classes, pilates, personal
fitness training, targeting slimming clubs (such as !eight !atchers) slimming !orld),
%( referral, junior fitness classes and gym training. (roviding similar range of
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activities and services as other providers but at competitive prices. &se of
combination of flank and bypass attacks.
Improve targeting
# use geo#demographic report to improve targeting of local residents !ithin
catchment area seen as most likely to generate additional custom. &se bypass attack
in order to pitch strengths of the centre against competitors by exploiting the
community aspect of facilities available on the site. 2ffering private sector 7uality at
an affordable price.
Conclusions
The three year strategic marketing plan has identified the key tasks and challenges
that 5l 5in 4eisure Centre Sports Centre must address. These are summari=ed as
follo!s" #
$ 5l 5in 4eisure Centre Sports Centre must expand on its existing customer base by
continuing to develop use of the refurbished facilities at the centre. 3n particular the
fitness suite and associated services that provide the greatest opportunity to increase
market share and income generation.
$ The geo#demogrpahic analysis has identified that there is fairly buoyant market
and opportunity to further penetrate the core catchment area of the centre.
$ The close proximity of the school as !ell as other local primary schools provides 5l
5in 4eisure Centre !ith an ideal opportunity to develop junior activities both in
terms of coaching and fitness activities that can improve usage of the centre.
$ 5s community sports facility, 5l 5in 4eisure Centre also has the opportunity to
develop services that meet the !ider Council objectives, linking !ith partner
organi=ations to develop health promotion initiatives.

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