Analysis of External Environment

Discuss About The Exploring Benefits Of Outdoor Experiences On Veterans?

City of Sydney RSL club or Returned and service league of Australia is one of the most prominent culture prevailed in Australia. It was being initiated after the First World War for the welfare of the war veterans who have served for their country. However, with the change in time and scenario, City of Sydney RSL club became more than just the welfare facility for the war veteran (Shaw 2013). In the present scenario, they are one of the most sought after culture for the elderly people in Australia. City of Sydney RSL club providers various amenities ranging from retirement care service and cab facilities to offering various entertainment facilities.

However, with the emergence of various private clubs and other entertainment options for people, City of Sydney RSL club is losing their prominence in the business scenario (Byles 2012). Thus, it is important for them to effectively determine their internal and external environment and accordingly come out different marketing ideas in order to enhance their competitiveness.

The political environment for City of Sydney RSL club is favorable and positive due to the reason that, City of Sydney RSL club is being introduced adhering with the political scenario of the country (Boutilier, Black and Thomson 2012). Moreover, the association of defense personnel with the concept will have more political influence.

The economy of Australia is also favorable for City of Sydney RSL club due to the reason that, Australia is a developed country and their per capita is also rapidly increasing. Thus, members have the purchasing power to avail the service offered by the City of Sydney RSL club.

Though, the City of Sydney RSL clubs are associated with the Australians from many years and it holds traditional value for them. However, the new generations are not being attracted with the service being offered by them. They have not coped up with the change in the taste and preference pattern of the customers (Attias, Gavanas and Rietveld 2013). Thus, compared to the new age clubs, they are trailing in the market.

With the change in time, new age clubs have introduced various new technologies in terms of providing customer service, marketing and entertainment. However, City of Sydney RSL clubs remained same and traditional without having much technological development. Thus, they are not able to compete with the new age clubs.

• Rich traditional value.
• Association with the defense establishment.
• Carries the tag of social service.
• Diversified service portfolio.

• Not complying with the latest market trend.
• Involves outdated service delivery and technologies.
• Mostly caters to the old age people.
• Ineffective marketing activities.

• Effective market penetration.
• Presence across Australia.
• Catering to diversified age groups.
• Experience in clubbing.

• Emergence of new age clubs with updated approaches.
• Negative growth rate of old age people.
• Changing taste and preference pattern of people.
• Issue in internal management.

Analysis of Internal Environment

The key difference between RSL and other conventional clubs is their business approach. Majority of the private clubs are operating for making profit. On the other hand, RSL are mainly for the service being provided to the war veterans (Duvall and Kaplan 2013). Moreover, the target market for the private clubs is mainly the younger generation. On the other hand, the target customer for RSL is the old age people. RSL provides added facilities such as cab and retirement facilities on a cooperative basis. On the other hand, private clubs are there to make profit and they are not offering any service based on cooperative approach. Services offered in the private clubs are premium priced. Whereas, the services offered in RSL are mostly subsidized.

If the exiting scenario of the City of Sydney RSL clubs cannot be changed, them after 10 years, it is safe to assume that they will further lose their competitiveness, which may lead to the closure. This is due to the reason that, the taste and preference pattern of the customers is rapidly changing and down the line 10 years, it will change more radically. Thus, with having the same approach, RSL will not be able to survive in the competition (Jochim 2013). Moreover, the technology will be further improved in 10 years. However, continuing with the same traditional approach without any technological development will not attract any more and new customers for them.

Change management will be initiated on a holistic basis. Change will be implemented in enhancing the approach, customer service, technology advancement and service diversity. Initiation of the service targeted towards the younger generation will help to attract more number of customers. Service diversity such as renting out the premises for commercial purpose, customer loyalty bonus and offering non subsidized and premium products should be initiated to target more number of customers.

The target age group for the City of Sydney RSL club should be twenty something. This is due to the reason that, both the age group of twenties and thirties are the most potential customers for the clubs. However, age group of twenties should be more preferred due to the fact that, these age groups are still in their educations (Wedel and Kamakura 2012). Thus, they will have more time compared to the busy working schedule of the age group of thirties. Offering services targeted to requirement of the age group of twenties will therefore help to have more customers and more average spending time in the club. In addition, RSL will be positioned as a healthier and safe option for clubbing for the early teenage groups compared to the private clubs.

Target Age Group

As earlier discussed, the potential target market should be the teen-age population. Thus, a specific strategy should be initiated in order to reach out to this target market. Initiation of activities such as disco floor, pool party and changing the ambience according to the taste and preference pattern of the young generation will help to attract the target market (Grant 2016). Different added activities such as promoting bike rally and adventurous sports and activities will help to attract the younger generation. The more these activities will be promoted, the less will be the perception about RSL that it is only for the older people.

Change in the interiors decoration and ambience will be the key factor in attracting the chosen target market (Khandelwal and Aditi 2016). Neon lighting should be used in order to decorate the interiors. A separate dance floor should be centrally located in the club with having laser lights. The entire club should be centrally air-conditioned. Color for the interior decoration and lighting should be radical and bright. Using of glossy color should be initiated.

Promoting disc jockey in the club will also help to attract the young generation. This is due to the reason that, disc jockey is the new trend and it will strike the right chord with the target audience.

Social media marketing should be initiated in order to effectively reach out to the target market. This is due to the reason that young generation is more comfortable in social media. Thus, it will help the City of Sydney RSL club in engaging with their potential customers effectively (Tuten and Solomon 2014). Marketing through sms and email can also be initiated with sending the promotional templates to the potential customers. It will help them in reaching to their potential customer effectively and in personalized way.

Conclusion

Thus, it can be concluded that, City of Sydney RSL club is having rich cultural tradition, which can be leveraged effectively by initiation of the contemporary marketing strategies. Various strategies are being discussed in this report in order to enhance the competitiveness of the City of Sydney RSL club. It is being expected that effective implementation of the discussed strategies will help to enhance the performance of the institutions.

Reference

Attias, B., Gavanas, A. and Rietveld, H. eds., 2013. DJ culture in the mix: power, technology, and social change in electronic dance music. Bloomsbury Publishing USA.

Boutilier, R.G., Black, L. and Thomson, I., 2012. From metaphor to management tool: How the social license to operate can stabilise the socio-political environment for business. International mine management 2012 proceedings, pp.227-237.

Byles, J., 2012. AAG news: Beyond the urban fringe. Australian Ageing Agenda, (May/Jun 2012), p.16.

Duvall, J. and Kaplan, R., 2013. Exploring the benefits of outdoor experiences on veterans. Ann Arbor, 1001, pp.48109-1041.

Grant, R.M., 2016. Contemporary Strategy Analysis Text Only. John Wiley & Sons.

Jochim, M.A., 2013. Strategies for survival: Cultural behavior in an ecological context. Elsevier.

Khandelwal, D. and Aditi, R., 2016. ‘It is Not the Advertising’Alternative Strategies More Effective in Selling a Product.

Shaw, W.S., 2013. Redfern as the heart (h): Living (Black) in inner Sydney. Geographical Research, 51(3), pp.257-268.

Tuten, T.L. and Solomon, M.R., 2014. Social media marketing. Sage.

Wedel, M. and Kamakura, W.A., 2012. Market segmentation: Conceptual and methodological foundations (Vol. 8). Springer Science & Business Media.