Singapore Athletics Association (SAA) was in established in 1934 (Singapore Athletics Association 2011). As a member of the International Association of Athletics Association (IAAF) the SAA plays the role of sanctioning, promoting, expanding and strengthening athletics in Singapore.
The SAA’s mission is to create a holistic environment in Singapore for the development of athletics and to establish competitive athletics as a viable career in Singapore
During the recent years, SAA has been experiencing controversial feedback from the general public. In addition, its recent financial embroilment with the Singapore Sports Association had unfavourable effects on its public image.
As such, with the introduction of a new management committee (Singapore Athletics Association 2011), this proposal aims to device a strategy to assist the new management in strengthening the association’s position as the leading governing body for athletics in Singapore.
Strategic Analysis of Singapore Athletics Association
Rhodes and Keagan (2005) suggested that environmental analysis, both internal and external, are principal elements of strategic management in non-profit organisations. We have thus selected different analytical tools to assist us in examining both aspects of the overall environment.
8 External Environment
We have further broken down the external environment into 2 main sections; namely, the General Environment and the Competitive Environment. We have chosen the PEST model to analyse the General Environment and Porter’s 5 Forces model for the Competitive Environment.
The analysis of the General Environment revealed the immediate need to improve the performance of our athletes as both the government and the general public are starting to show improved interest in the sporting arena. Furthermore, the analysis also showed opportunities for fund raising as Singapore’s economic climate improves. Online forums and social networking websites were also highlighted as alternate sources of promotion and interaction with the public.
Analysis of the Competitive Environment highlighted 2 areas of high threat, namely; the bargaining power of our suppliers or coaches and the competitive rivalry between other sports, such as swimming and table tennis. The bargaining power of our customers, namely the athletes and the Singapore Sports Council (SCC) was also flagged as medium high. In order to eliminate these threats, it is important for the association of improve in our training, in order to perform better in the up-coming SEA Games. Relationship between our athletes, coaches and SCC must also improve in order to reduce their bargaining power.
9 Internal Environment
As the Singapore Athletics Association is a non-profit organisation, we have chose to use the Resource Based View (RBV) tool to better understand the available resources that can be used for the final strategy (refer to Appendix 3).
According to our analysis, the SAA has several valuable resources such as the recent funding from SCC and its profile of strong field events. Furthermore, with the introduction of a new management, comprising of ex-national athletes and award winning coaches, the SAA can utilise their expertise in better managing of their athletes. Furthermore, as veterans within the sporting arena, they possess strong human network within the circle. Lastly, with due the suspension of funding from SCC, SAA has the valuable experience of raising its own funds and better managing its financial resources. Previous fund-raising plans formulated could still be used to garner more funding to better develop the athletes and place the association in more favourable position.
10 Potential Business Strategies
11 Strategy 1: Focused – Differentiation...