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Marketing Strategies


             From the SWOT analysis it can be seen that the United Service Club is at this stage trading profitably mostly due to their facilities within the club. However at the rate the club is loosing its members the club may not trade profitably for much longer. It has also been identified that a large amount of the club's members do not actually come to use the facilities. The United Service Club is perceived in the community as a military club and their brand image is therefore closely connected with the military.
             1.4 Current strategy.
             Following a visit to the United Services Club in Brisbane it was determined that the club lacks a competitive advantage. In previous years, the USC focused only on ex military personnel and at this time was the only club doing so. Today they wish to focus more on the broader market. Although not a sustainable or firm specific advantage, the club is the only one in Brisbane with a car park, which could make it more attractive than other clubs. The car park is free for the members using the facilities and a fee is payable for non-members who wish to use it.
             USC has positioned itself as being the club for military personnel. Due to this specific niche business area, management has not previously felt the need to market the club. However now they wish to change their brand image and marketing has become a focus of the business. .
             The USC is no longer a strictly military club and the amount of people with a military background is declining. USC is aware of the previous target market attrition rate and are trying to position themselves as an all-round club with the target members being the 30-55 year old professionals. Despite this, the USC is not currently conducting any promotion or marketing efforts to gain new members and as far as the existing member marketing effort goes, the USC only markets themselves through their monthly newsletter, birthday greetings and the annual report.


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