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Long Ridge Gliding Club Case Study

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Long Ridge Gliding Club Case Study
Long Ridge Gliding Club has members and casual flyers using their facilities. Members use facilities to develop their skills and become expert in flying. The casual flyers are general members of public who want to try out the facilities and see if they can develop further interest to become regular users. Both members and casual flyers have their own set of requirements. The members use club regularly and they are very well acquainted about how everything runs at the club. The casual flyers are new to the flying and they have prerequisites such as better customer service, hands on help, trainer giving personal attention, demonstration and illustration. Most of these casual flyers also need a fearless trainer to get full out of their adventure.
The trial flights are a good marketing strategy and considered a loss leader. The trial flights help the club to generate more income and a profit of around £10,000.00.This by product recoup the loss club makes on the overall operations. Although only a small number of these casual flyers bring about permanent memberships.
Casual flyers are an important part of club. People are cash rich now and because of internet, there are many ways to spend leisure time. People have many options available because of experience days offered by many companies such as Virgin. We can compare pricing and options with the Virgin Experience Days. Casual flyers are buying because of the aggressive pricing. Usually a 20 minute flying lessons costs £129.00 as compared to casual flying for £70.00.If prices are to increase, the take up will decrease and some other adventure sports will take its place.
The major difference between members and casual flyers is outlined below
Members use this facility for pursue the hobby and casual flyers use it as an adventure day.
Members use full facilities throughout the year and casual flyers use it as preparatory.
Members help other flyers and casual flyers need throughout attention and supervision.
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References: 1. Slack et al, 2004, Operations Management (4th Ed). 2. http://www.ifm.eng.cam.ac.uk/research/dstools/trade-off-models/ 3. http://cws.cengage.co.uk/barnes/students/sample_ch/ch2.pdf

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