Table of Contents

Introduction......................................................................................................................................2
SWOT Analysis...............................................................................................................................2
Strength:.......................................................................................................................................2
Weakness:....................................................................................................................................2
Opportunities:...............................................................................................................................3
Threat:..........................................................................................................................................3
Organization Structure/Governance................................................................................................3
Distinctive competencies.................................................................................................................4
Common Trainers........................................................................................................................4
Individual Trainers.......................................................................................................................5
How to develop Competitive Advantage.........................................................................................5
Opportunities for Shared Value Strategies......................................................................................6
Human Resource Differentiation.................................................................................................6
Redefining Productivity in the Value Chain................................................................................6
Improving Regional and Local Environment...............................................................................6
Conclusion.......................................................................................................................................6
References........................................................................................................................................7
 Introduction

Health Club is in business to help its clients achieve their Health goals and at the same time to

make profit. We are aware that there is competition in the gym and Health industry which is why

we took out time to conduct an effective SWOT Analysis, as stated in our gym and Health center

strategic plan; before investing our hard earned money (Ansoff et al,. 2018). We know that if we

get things right before starting our gym and Health club, we will not have to struggle before

attracting loyal clients and building our membership base to a level where we can easily

breakeven. We hired the services of Senior and Junior Instructors, HR and Business consultant to

help us conduct SWOT analysis for our company and he did a pretty good job for us. Here is a

preview of the result we got from the SWOT analysis that was conducted on behalf of Fit as

Health Club

SWOT Analysis

Strength:

One of the obvious strength that will definitely stand as a plus for Fit as Fiddle Gym and Health

Club is the fact that our facility is centrally located in a densely populated – residential area our

location is in fact one of our major strength (Ansoff et al,. 2018).

We equally have a team of highly qualified professionals who will work with all our clients to

achieve their aims or enrolling in our gym and lastly our membership package is one of the best

that anybody it is cheap and affordable.

Weakness:

Having critically looked into our business model, we were able to identify two major

weaknesses. One is the fact that we are a new business and the second is the fact that we may not

have the financial resources required to match up with existing clubs in the city when it comes to
acquiring latest gym equipment and generating the needed hypes that can drive traffic towards

our facility (Moutinho & Vargas-Sanchez, 2018).

Opportunities:

We are centrally located in one of the busiest areas, and we are open to all the available

opportunities that the city has to offer. We also run a 24 hours, 7 days a week gym and Health

club; thus giving us the advantage to leverage on any available opportunity.

Threat:

Some of the threats that are likely going to confront Fit as Health Club is unfavorable

government policies, demographic / social factors, downturn in the economy which is likely

going to affect consumers spending and lastly, the emergence of new competitors within the

same location where our gym and Health club is located

Organization Structure/Governance

Since the organization is yet to expand to various other locations, it is vital that we

consider the expanded strength. The best way to have the organization on a better leadership is to

have a structure below:

company. There will be the center head and the marketing head both of who will be reporting to

the director. Under the center head; there will be the chief trainer and the accountant. The

common trainer and the individual trainer will both be answerable to the chief trainer. All the

competencies and personnel and available except for the common and individual trainers who

will be hired as noted in the below paragraph.

Distinctive competencies

Common Trainers

Common trainers are responsible for training individuals and developing a healthy workout

regimen for all their clients. They will work with different muscle groups and combine this

knowledge with cardiovascular training to provide their clients with the best exercise program

possible (Steiss, 2019). They must demonstrate various exercises and improve their client's

technique. They work either in a client's home or a gym. Common trainers will conduct fitness
consultations and assessments. Develop unique programs that ensure client safety and

enhancement of common fitness goals to members and guests throughout the club.

Individual Trainers

Individual trainers will instruct, and motivate individuals or groups in exercise activities,

including cardiovascular exercise (exercises for the heart and blood system), strength training,

and stretching. They will work with people of all ages and skill levels. Individual fitness trainers

will design and carry out workout routines specific to the needs of their clients. In larger

facilities, personal trainers must often sell their training sessions to members. They will start by

evaluating the clients' current fitness level, personal goals, and skills (Ethiraj, Gambardella &

Helfat, 2018). Then, they will develop personalized training programs for the clients to follow,

and they monitor the clients’ progress.

How to develop Competitive Advantage

Competitive strategy is also influenced by the specific relative position within the

industry. Through positioning, Health Clubs can possess two basic types of competitive

advantage: low cost and differentiation. Differentiation, when the club seeks to be unique within

the industry along some dimensions that are valued by buyers (higher quality, more functions

etc). If it succeeds, it is then rewarded for its uniqueness with a premium price. However, when

choosing to differentiate, the club should seek appropriate ways that lead to a price premium

greater than the cost of differentiating.

Focus, which rests on the choice of a narrow competitive scope within an industry and

the optimization of the strategy for the target segment. In cost focus, Health Club will seek a cost

advantage in the target segment. In differentiation focus, Health Club will seek differentiation in

the narrow segment.

Human Resource Differentiation

People are more powerful than ever, and are using this power to move health Club forward.

Generating and scaling social change has become our collective responsibility. Business will

long focus on creating shareholder value, but, as we begin to work together, consumer and

employee pressure is pushing brands to consider broader value creation.

Redefining Productivity in the Value Chain

order to boost its expansion and growth in the industry. Since the club offers services to the

clients it will be wise that it keeps records of events and errands to boost its service delivery.

Improving Regional and Local Environment

business is one key facet to consider in the business especially when the club plans to expand.

With such it will help create shared value. In addition, it should also abide by the cultural

interests of the building it operates in and it will boost the business.

Conclusion

Finally, with the anticipated strategic plan noted above, it is evident that with the best

cultural strategy and business competitive advantage, the health club is expected to increase its

brand image as well as expand as planned with increased profits.

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Dess, G. G., McNamara, G., Eisner, A. B., & Lee, S. H. (2019). Strategic Management:

Creating Competitive Advantages. McGraw-Hill Education.

Ethiraj, S. K., Gambardella, A., & Helfat, C. E. (2018). Theory in strategic management.

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Höglund, L., Holmgren Caicedo, M., Mårtensson, M., & Svärdsten, F. (2018). Strategic

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International Public Management Journal, 21(5), 822-849.

Moutinho, L., & Vargas-Sanchez, A. (Eds.). (2018). Strategic Management in Tourism, CABI

Tourism Texts. Cabi.

Steiss, A. W. (2019). Strategic management for public and nonprofit organizations. Routledge.