Club IT, Part One Club

Club IT, PART ONE

Club IT: Marketing and message

Club IT: mission and primary clientele

Club IT was formed by forward-thinking entrepreneurs to suit the needs of young consumers. Young people today often are in search of a place to have fun and enjoy themselves. Going to Club IT is the ideal way to unwind in a relaxed atmosphere filled with music, dancing, and refreshments. However, unlike other clubs that focus on attracting tourists, creating a hook-up scene, or being trendy at all costs, Club IT wants to foster a regular clientele, to create a true community. It aims to be a place where 'everyone knows your name,' with music and dancing. This is reflected in Club IT's menu and pricing: unlike some overpriced 'hang-outs' that offer Cosmopolitans and Appletinis, and a sushi menu at the bar, Club IT offers red and white house wine, beer, sodas, and coffees, and a slightly 'upscale' fast food menu that is affordable, even for college students and recent college graduates. The lack of an emphasis on a large alcohol menu makes the club an ideal place for a mixed group of-age and not-of age students to hang out, in an unintimidating and unpretentious environment. The physical layout of the club makes the dancing aspect of Club IT integral to the experience of the evening, so patrons are not just focused on drinking and the eating. This can create a sense of involvement amongst all of the club-goers during the evening.

Club IT: information resources

Like many venues, Club IT has a web presence. This allows the club to advertise various promotional events and discount 'specials' as well as provides information about the club's menu and pricing. Making the Internet and intranet a viable part of the Club IT business and marketing plan is essential. For example, regular club-goers could gain access to the company intranet by registering with the site. This could give the club a more exclusive aura, and also allow it to collect information on its core clientele through the information form users fill out to become online members. This information would give the business added access to the market data and research it needs to offer its customers what they desire at the club. Keeping both employees and customers connected through emailed newsletters sent to their in-box and disseminating regular news bulletins on the website is another way to incorporate communications technology into the business framework in an effective manner.

Different strategies for competitive advantage

At present, Club IT does not seem to be intent upon distinguishing itself as a uniquely innovative club. It does not have a selection of edgy bands or a clear niche in terms of customer musical, alcohol, or food preferences, based upon the current information about its pricing and philosophy. Although the club layout is effective, there is nothing particularly striking about the way the music or dance is offered or staged. Other than its youthful menu offerings, which are fairly limited, it seems to lack a strong sense of brand identity. Its current potential for differentiation or customer segmentation also seems limited. It seems that it is still struggling to find its voice as a club, other than the fact it has decided upon a broadly youthful target audience. The founders state that they want to create a community, but the question remains open as to what type of community. The Club could target a specific population of young people, like college students. Yet in the absence of a very large nearby college or youth-dominated district nearby, differentiation seems to be a questionable policy given that too narrow a focus might alienate all but one or two narrow sections of the youth market.

Operational effectiveness is a difficult strategy for any restaurant or bar to pursue, given that these venues operate on economies of scale, and often need to run 'in the red' for some time before they establish a core customer base. A customer orientation strategy is also difficult, given that the experience of going to a club cannot be customized for each and every club-goer. Thus, given that its target prices are already low, pricing Club IT as a cost leader is likely the best option. The Club could broadly 'differentiate' by drawing in young people on a budget who are eager to avail themselves of inexpensive bar food, beer, wine, and soda, while they dance to a wide selection of the latest music. Many young people want a place to have fun, but cannot afford the high cost of going out -- cover charges, and costly alcohol and bar food can make younger professionals paying for necessities, student loans, and rent shy away from entering a club. Club IT can offer a reasonable alternative to trendy, overpriced venues. The current market environment, which is focused on cost-cutting and weathering the recession, makes this approach ideal for Club IT: it is the right approach at the right time. Even young bar-hoppers not on a budget might be drawn into its 'recession chic.'