The Research On Developing Strategy Of M Club Of Jinan

After a development of more than200years, many clubs have gained in scale and shifted from non-profit ones to profit ones. Some business, entrepreneurs and vocational clubs begin to make a profit. Under this background, many clubs adopt commercialized operation. They hire professional managers and establish modern commercialized administration systems. M Club in Jinan is one among those clubs which develop to be a membership commercialized club at earlier time.The dissertation is targeted to determine some competitive strategies to benefit the development of club in the long run and propose a setting of supporting measures, through combing some relevant theories with the realistic situation of M club of Jinan and analyzing both its external situation and internal factors.Making use of PEST, the dissertation analyzes the macro environment and the five competition models, on whose base the author concludes that the external opportunities of M Club of Jinan are as follows:the support from the government to service business and medium and small sized enterprises; the influence of economy advance on service business; the rapid development of medium and small sized enterprises; exchange between western and eastern culture which promote the development of clubs in China; the influence of Confucianist entrepreneur spirit of Shandong on clubs; the launch of CRM system which can better serve customers and the development of network which provides great opportunities for sale. Meanwhile, the threatens challenge M Club of Jinan are as follows:the competition among all the local commercial clubs; the ability to bargain with suppliers such as advertisers, public service companies, hotels and so on; the excellent bargain and negotiating ability of members and business sponsors; the retirement of senior politicians who get into this business; threatens from membership clubs providing high-standard commodities; threatens from wealth government service centers such as banks, insurances, securities and so on. As the needs of members diversify, the quality of service also becomes an urgent problem. In addition, some kinds of services are provided in all clubs. Therefore, in order to better attract customers, it is advisable to prevent price competition.Making use of value-chain analysis, the dissertation concludes the advantageous resources and ability which can bring profit to clubs as well as the disadvantageous resources and ability which can not bring profit to clubs. The internal advantages of club are represented by the establishment of an advanced and effective system, high quality and good learning ability of its employees, excellent alumnus which guarantee the sale and personalized service. Of course, there are still some disadvantages remaining to be improved. For example, without club chamber, the members will lack a sense of belonging; there is also a lack of good training and promotion mechanism as well as en effective incentive mechanism; members have a poor sense of marketing initially; it is hard to establish a standardized service while serving the members.The dissertation comes to the conclusion that M Club of Jinan should focus on improving its internal conditions, such as improving its human resources and standard of services. Special introduction is given to these two measures, for example, hire employees with related certificate, govern employees more professional; establish a promotion mechanism, improve the flow of qualified personnel; work to pass the ISO identification, encourage standardized services and so on.Since M Club of Jinan is representative in security commercial service career, the research to its development strategies is meaningful for the strategic government of other clubs or similar companies.