Toronto Ultimate Club

Topics: Ultimate, Marketing, Ultimate Players Association Pages: 9 (2564 words) Published: April 10, 2013
The Toronto Ultimate Club

Alison Sutherland

BUSI 3334

March 11th, 2013

Table of Contents
1.0 Problem Statement3
2.0 Situational Analysis3
2.1 SWOT Analysis4
3.0 List of Alternatives6
4.0 Choice and Rationale8
5.0 Implementation and Control 8

Problem Statement:

Toronto Ultimate Club is located in Toronto, Ontario, and is an organization that focuses on growing the sport of Ultimate Frisbee by offering leagues in the Toronto area. Since the development of their strategic plan two years ago; memberships had stopped declining, but TUC’s general manager, was still not satisfied with the organizations growth. Other for-profit clubs have been claiming a growing portion of the market, and the general manager of TUC knew that developing a marketing plan for the coming year would be a necessity.

Situational Analysis:

Over the past 30 years, Ultimate Frisbee has been embraced and promoted by local not-for-profit clubs whose members share a love and passion for the game. As the sport grew on, and other clubs began to realize the success and popularity of Ultimate Frisbee, various for-profit organizations recognized this sport as an opportunity.

Currently, Ultimate Frisbee clubs are geographically based and are primarily financed by revenue from league and membership fees, which, in turn, pay for fields, workshops, tournaments, social events, as well as general club operations.

TUC has already established a positive and on-going relationship with its members, which can be demonstrated through players playing with the same group of friends for over five years. Since its foundation, TUC’s main target market has traditionally been the serious Ultimate players, those who were looking for the highest quality of Ultimate Frisbee in the Greater Toronto Area. However, as years passed by the market changed; and TUC saw opportunities. TUC is looking to continue their strong ties with the youth community, while targeting other groups such as young professionals, visible minorities, post secondary students, and grad students.

There is only one major competitor that TUC competes against and it is the for-profit organizations because they have the most similar offerings to TUC. The main competitors fighting against TUC for the consumers dollar are; Recreational Sporting Club (RSC), Everyman Sports, and West Side Sports (WSS). TUC has little to counter these for-profit clubs, as Toronto is becoming one of the first markets to experience such competition for this sport. Over time, this continued erosion of TUC’s market share would impede its growth, and soon would lead to the club diminishing as Toronto’s “go-to” Ultimate Frisbee Club. * RSC was a large, for-profit organization that offered many different team-oriented leagues, including Ultimate Frisbee, basketball, hockey, football, soccer and volleyball. Their good location in the city helped the club market themselves as a “one-stop sports league shop”. * Everyman Sports was a for-profit sport and social club that operated out of the Toronto and Niagara regions, catering to co-ed adults aged 20 to 40 years. Their Ultimate Frisbee was offered four nights a week during the summer season, and would cost a team between $333 to $476 to register, a price that is much lower than TUC’s. * West Side Sports (WSS) was a for-profit sport and social club with operations based in Mississauga. With the cost of registering a team for either spring or summer being $500, WSS offered a clinic at the beginning of each season where they would teach Ultimate strategies and various throwing and catching techniques.

In 2008, the United States suffered from a large number of bankruptcies and closures of major financial institutions. With much of the Canadian economy relying on the health of the American economy, Canadian market soon followed the U.S. into an economic recession. With unemployment rates rising to...
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