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This information can then be used to differentiate the preferred entertainment, food and drink items for the specific age groups involved.
3.
There are many strategies that can be used to drive the club's competitive advantage. The most important of this is customer orientation, as customers are the most important component of the club, its existence, and its income level. The other strategies can be used as fringe actions to enhance the customer experience.
According to Mindwhirl (2010), strategic planning is vitally important, particularly in customer-centered professions such as tourism and club management. Because customers are part of the daily operations of the business, it makes sense that they should be the focus of other strategies such as innovation and differentiation (Vaz, 2007). Furthermore, the perception of customers is directly related to the competitive advantage of the club, as customers will patronize sites that they perceive as catering best to their lifestyle and needs.
Club IT can then use its computer technology to create a database of customer needs and demands. Club patrons can for example be invited to complete an online questionnaire related to the club to identify possible shortcomings and make suggestions. The results of these questionnaires can then be entered into a database for the information of the club's owners. There are a variety of ways in which this can be done. Customers can for example complete the questionnaire...
A competition can be held with the best customer suggestion winning prizes such as free food and drinks for a night, the opportunity to be a DJ, or a similar reward.
The club can further differentiate its services by furthering its friendship paradigm. The club owners can for example make an effort to visit various groups of customers and having conversations with them that extend beyond the usual questions regarding whether they are having a good time or whether the food is of good quality. Servers and other personnel can do the same, promoting the idea of the club as a place not only where customers can meet friends, but that is also managed by personnel who are considered to be friends.
Maintaining databases with customer experiences and suggestions will help the club not only to streamline its operations and financial health, but also its relationship with customers and its competitive strategies.
References
Mindwhirl (2010). Strategic Planning for Competitive Advantage. Retrieved from http://www.mindwhirl.com/101_strategic_planning.html
Vaz, M. (2007). Specific Resources as Bases for the Differentiation and Innovation of Tourist Destinations. University of Beira Interior. Retrieved from http://mpra.ub.uni-muenchen.de/3866/1/MPRA_paper_3866.pdf
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