Orangetheory Fitness

Some of the common weaknesses the franchise is facing include, work inefficiencies at the franchise, technologies which are deemed as outdated and high staff turnover. Additionally, the franchise also experiences problems in relation with bad acquisition, tarnished reputation due to occasional poor services and outdated technologies. In some cases, the franchise also experience problems in relation to high debt

Based on The Running Room’s current situation, Cisco considers a number of alternatives to her present marketing strategy. On one hand, she could continue to maintain a broad target market to appeal to both casual athletes--with more fashion-conscious products that aren’t necessarily running shoes--and serious runners, while attempting to tap into the growing market for women’s athletic shoes with expanded product lines for female athletes. This strategy would help her maintain her aging loyal customers, as she could offer athletic shoes that reflect the new exercise programs that they are becoming involved in instead of running. Conversely, she could narrow her target market to just serious runners, by investing in the high-end molded running shoes and the additional training and promotion that would be required to sell them. An analysis of The Running Room’s strengths and weaknesses can help her determine that the second strategy is the most worthwhile to pursue moving forward. As a former nationally-ranked runner herself, and with both a proven track record for catering to serious runners (who make up a majority of her sales) as well as the flexibility to switch product lines fairly easily, Cisco’s business strengths would support a shift to a more serious runner target market with relative

Orange Kingdom is a clothing retail store owned by Between, Inc. It is differentiated from its family brands such as Between and Old Marine, as it gives an upscale image compared to the other two brands, and targets young professional population aged mid twenties to mid thirties both men and women. It provides mid-scale work-to-play casual and business apparel, accessories, and shoes through about 500 stores including factory stores in the United States. It is also gaining market share in Asia, South America, and Europe as well. In this marketing proposal, I would like to discuss three service options to retain and acquire customers.

We are successfully utilizing social media as a powerful way to gain positive exposure and connect with our internet-savvy customers in a global and local level. We rely heavily in word-of-mouth advocacy”. (John Mackey, 2012)

1) Institutionalize Brand Stewardship: develop an internal culture of pride and ownership in Brand Stewardship with the appointment of a Brand Stewardship Officer and the symbolization of key successes with a Brand Hall of Fame. The Brand Stewardship Officer (“BSO”) can create a cross-regional and cross-service group to organize education seminars and training across the company. The BSO will be a strong signal that O&M is directionally focused on integrating this new philosophy. Furthermore, the creation of a Hall of Fame will create public recognition of successes such as Jaguar and American Express, which will allow employees to see the fruits of their labors. It also provides concrete examples to countervail doubters and detractors.

Lululemon Athletica produces high quality active wear at a premium price. The business has attracted customers by creating an environment/culture that fitness-oriented customers enjoy and respond to. According to (Beyer, Faifman, Ho, Kezunovic, & Olian), Lululemon understands their customers as well as their target market. Lululemon provides guests with an unrivaled experience, which has created many loyal customers that are quick to tell their friends and family about the company. Employee training and product knowledge is an important element in Lululemon’s strategy because employees are able to provide relatively technical answers to guests’ questions about their products.

The company must work on strengthening its position among gymnastic clubs to avoid losing its competitive advantage. Innovating and expanding the customer base is very important in such environment. Maintaining lasting relationships with existing customers and reaching out to potential new participants must continue to ensure

Through this case study I will be discussing strategic management. Strategic management can be defined as a process where an organization attempts to determine what actions need to be taken to achieve the overall objectives and more importantly how to meet them (Mello, 2015, p. 114). For a company to strive and meet their goals, deadlines, and missions they must stay conscious of the strategic plan put in place for the success of the company. If the company does not have a good strategic plan the company could fail. With correct planning a company could succeed without fail. Something that needs to be taken into consideration in the strategic plan should be investing into the company’s human assets. At first it may look like it is causing the company more issues however in the long run it will strengthen the company and moral making a more successful company. This could help with customer relations, and the organization status which will help produce additional revenue for the company.

The health club industry has continued to see an increase in the amount of health clubs/fitness centers. Since 1992, the United States has seen the number of health clubs increased by almost 40 percent, from 12,635 to 17,531 facilities. It has also seen an increase in membership by almost 60 percent, from 20.8 million to 32.8 million. What this all means for Fun 4 Life Fitness Center, LLC is that the market is ever growing which translates to more competition. Most fitness centers offer a variety of services to address the needs and convenience of the customers. Some of these services includes personal trainers, facilities with state-of-the-art equipment, and programs that cater to mostly every demographic.

Fitness is in. The percentage of people belonging to health clubs and gyms has doubled over the past 20 years. More growth is expected, fueled by an aging Baby Boomer generation in search of eternal youth and the reality that regular exercise can prevent or control diseases that are driving health care costs relentlessly upward. The 24/7 fitness opportunity is the newest model of fitness centers today.

The overall market for athletic training center products and services are immense in the Southern California area. This business plan has identified a lot of businesses that have a need to keep and win customers. All businesses need a product or service that brings in new customers while maintaining the old ones and that will also maintain positive customer reviews. Here at CETC, we will

Our company, Eli-Gar LTD. are the parent company of Gold’s Gym of South Texas and have been in the fitness industry since 2005. We have focused our growth in North Laredo and the Rio Grande Valley, however, in recent years our group have come to the realization that Laredo is a very different city from what it was 11 years ago. In the past, many businesses may not have deemed it financially responsible to invest their money in an underdeveloped area such as South Laredo, but times have changed and we feel that South Laredo deserve all the amenities and services that may currently only be offered in North Laredo.

It is important that you allow customers to voice their concerns as this shows that they are interested in what

Over the past twenty-five years we have had to reinvent ourselves many times. The first surge was with the Waffle Trainer and the running craze. When that slowed, we thought we ran out of market. We had another surge with basketball behind Michael Jordan, and cross-training with Bo Jackson. Then again, we Thought our growth was dead. Another surge came in 1995, when Nike became fashionable and athletic urban wear became king. But,that too ended in early 2008, as did the health of the Asian economy. There we were, with an over-extended brand. Each time we reinvented our company. In 1995, when we reached $3 billion in sales, we said $5 billion was the absolute limit. Three years later we were closing in on $10 billion. Each time we did succeed it was due, in part, to

The fitness industry is one that is rarely thought of as an electronic industry. However, in recent years, more and more fitness related smartphone applications including workout planners, calorie counters, support forums, and many more fitness centered resources have become available to the public. This big move from time sensitive face-to-face fitness instruction to convenient face-to-screen instruction has changed the way that the fitness industry operates. With the rising rollout of fitness apps geared toward the convenience of the user, fitness instructors, personal trainers, and the like have had to go to extreme measures in order to keep up with the rapidly changing digital fitness environment. This paper will outline the evolution of the fitness industry to illustrate its move from an entirely brick and mortar operation to a largely electronic industry. This paper will also discuss the reasons behind the switch and the pros and cons associated with each way of getting fit.