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Long Ridge Gliding Club’s Financial Issues Report

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Updated: Apr 22nd, 2021

Evaluation of services provided

Club members Casual flyers
Products The necessary instruction (and facilities) to do the sport The gliding experience
Customers Enthusiasts Fun seekers
Product range Quite wide: gliding experience, long flights, instruction, participation in competitions Quite limited: Introductory flights which are often quite short
Design changes No changes Several packages
Delivery Co-producers of the product Dependable service
Quality Adequate conditions for gliding, though sometimes lack of gliding time Support and care
Volume per service 300 members 700 flights
Profit margins Rather insignificant Profitable
Competitive factors
Order winners Favorable location Reasonable price
Qualifiers Price
Flexibility
Range of services provided
Location
Less important Accessibility
Internal performance
objectives
Price
Flexibility
Speed
Flexibility

Five performance objectives

Five performance objectives to be considered are cost, dependability, flexibility, quality, and speed.
Five performance objectives to be considered are cost, dependability, flexibility, quality, and speed.
Club member expectation Casual flyer expectations Service delivered
Cost 3 3 2
Dependability 3 5 2
Flexibility 5 2 4
Product quality 5 5 5
Quality of facilities 2 4 2
Service quality 2 5 2
Speed 4 5 2

To understand whether the services provided meet club members’ and casual flyers’ expectations, it is necessary to can be helpful to evaluate the way five performance objectives are realized.

Advice to the chairman

In the first place, it is necessary to note that the club is facing numerous financial constraints and it is harder and harder to remain competitive (Slack, Chambers and Johnston, 2010). However, the club has lots of loyal members who are ready to invest their time and sometimes money to help Long Ridge Gliding Club. This readiness is manifested in the members’ participation in instructing casual flyers. More so, members tend to have their own equipment. Hence, the club can invest less in equipment for members.

At the same time, casual flyers are regarded as a source of income for the club. Admittedly, this is a positive trend for a company facing financial problems as this income can be used for improving equipment and facilities (Barrows & Neely, 2011). Nonetheless, it is important to remember that the major objective of having casual flyers, in the first place, was to attract more members. Clearly, this strategy has failed as only a few casual flyers were converted into the club members (Slack, Chambers and Johnston, 2010). More so, the necessity to provide instructions and care about casual flyers prevents club members from enjoying their membership as they often have to wait long hours before they can glide themselves. This can lead to the withdrawal of some members.

Therefore, the club’s chairman has to implement a number of changes. In the first place, it is necessary to draw a line between members and casual flyers. It is not reasonable to abandon this direction of the business as casual flyers bring the necessary income. Diversification is a key to success in the modern business world so companies should develop new services and products (Chappell, 2013). Though, the company has to develop a specific program which has to be different for members and casual flyers. Club members should not invest their time in instructing others. The club has to have instructors available for members and other instructors who would care about casual flyers.

The company has had a number of difficulties associated with safety and insurance. The chairman has to pay special attention to deal with such issues. The company has to invest in its equipment to ensure the safety of gliders. It is noted that facilities are quite basic, but there is no need in investing in facilities so far as the club members, as well as casual flyers, focus on flying.

Clearly, the club has to implement the change. However, first of all, the chairman has to develop a change plan. It can be effective to address a company providing consulting in this area. Risks should also be taken into account as it seems the chairman has not paid attention to them so far. It is possible to get certain insurance to make sure the change of the club will be effective (Walter, 2013). This can help the club provide more diverse services.

To sum up, it is necessary to note that the club needs certain changes as the company has losses and members, as well as casual flyers, are not fully satisfied with the services provided. It can be effective to develop a more comprehensive set of services for casual members. The club will have to hire a number of employees to enable club members to have the opportunity to glide more. Admittedly, club members as well as casual flyers pay for services provided and have the right to get high-quality service. Nonetheless, the change should be thoughtful and properly planned.

Reference List

Barrows, E., & Neely, A. (2011). Managing performance in turbulent times: Analytics and insight. Hoboken, NJ: John Wiley & Sons.

Chappell, C. (2013). The executive guide to enterprise risk management: Linking strategy, risk, and value creation. London, UK: Palgrave Macmillan.

Slack, N., Chambers, S., & Johnston, R. (2010). Operations management. Essex, UK: Pearson Education.

Walter, I. (2013). The asset management industry dynamics of growth, structure, and performance. In M. Pinedo (Ed.), Global asset management: Strategies, Risks, processes and technologies (pp. 3-35). New York, NY: Palgrave Macmillan.

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