Growth of the student-run organization was phenomenal. Within six years the club
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Growth of the student-run organization was phenomenal. Within six years the club had more than 4000 members from inside and out Currently no undergraduate degree is given in business, although side of the university community. The facility itself extended over business courses are taught. The dean of the school visualizes thethree additional storefronts in the now bustling mall, housing more MBA as an interdisciplinary program emphasizing problem solving, than 50 pieces of aerobic equipment, two complete sets of Nautilus communication, and global awareness. Faculty expertise would be equipment for circuit training, an entire floor of free weights, a separ supplemented by instructors from local industry. The use of local fac- ate room for heavy weights, and a large exercise room for a full range ulty would better connect the university with the business community of aerobic, step, kick boxing, and stretch and tone classes. Graduate and provide opportunities for employment of the program's graduates. students found the facility an excellent source of subjects for projects In terms of competition, a major state-funded university that of ranging from nutrition to exercise to lifestyle changes (after heart fers an MBA is located in the adjacent urban area. Strutledge hopes attacks, for instance). Members were often able to take advantage of base, build valuable ties with area businesses, and simply survive, the Board of Regents is considering establishing an MBA program. these additional services free of charge that state budget cutbacks and perceptions of overcrowded classrooms and overworked professors at public institutions will open the door The Weight Club clientele began to change as more nonuni for a new entrant into the market. The Board of Regents also feelsversity students joined (from moms in the morning hours to teen that the school's small size will allow Strutledge to tailor the MBA agers after school and businesspersons after work). This diversity brought with it numerous requests for additional services such as Several members of the Board are concerned about recent child care, personal trainers, children's classes, massages, swimming reports of the dwindling value of an MBA and are wondering if a and running facilities, locker rooms and showers, food and drink, better niche could be found with another graduate degree, perhaps a sportswear, gymnastics, hotel and corporate memberships, meetings program more closely to area business needs and sponsored events. master of science in business analytics or something in the education or healthcare field. Currently, all members pay the same $25 monthly usage fee with no other membership fees or assessments for additional ser vices (like exercise classes). The staff consists predominantly of student members, many of whom have financed their way through school by working at the Weight Club. The organization is run by a founding member of the original weight club, who will finally graduate this year. Two other founding members have already graduated but work full time in the area and help administer the 1. What action would you recommend to the Board of Regents? 2. How should Strutledge go about making a strategic decision such as this? egic decisionVces Weighing Options at the Case Problem 1.3 Weight Club club whenever they can, serving as an informal "board of directors The Weight Club started out as a student organization of 25 indi In general, this arrangement has worked well, although decisions viduals who gathered together to discuss fitness goals and lift are made by whoever is behind the desk at the time, and there is no weights in the campus gym. When budget cutbacks cut gym hours long-range planning and equipment availability, the students began to look elsewhere for a facility they could organize and control as they wished. They maining "administrators" wonder if they need to make any changes found an empty store in a small, abandoned strip mall, rented it for next to nothing, asked its members to pay dues, and began sponsoring weight-lifting contests to raise money for equipment. Off-campus now, they could recruit members from the town as well as the university. Their members had many talents, and they began sponsoring cheerleading training and other specialized training programs for athletes The Weight Club has no significant competition. The three re- Help the Weight Club get a handle on its operations and plan for the future by creating a balanced scorecard. Make a list of possible objectives for the Weight Club in terms of finance, customers, processes, and development (i.e., learning and grow ing). Add key performance measures and set goals for the year. Visit an exercise facility near you for ideas as you complete this assignment.Explanation / Answer
Answer:
The scorecard is developed for the weight club is as below
The scorecard contains mainly the key performance objective for the weight club along with their monthly targets, so that this will improve the effectiveness and efficiency of the weight club, along with future development of the club based on the startegic initiatives and required market changes for the weight club.
The overall aim of the weight cub is to generate the revenue and profit for the weight club by adding additional memeberships and services to new customers.
S key Performance Indicators Targets Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 1 Profit $$ / Month 2 Add Club Membership 80 /month 3 New Customer Entry 10/month/ center 4 Health Equipment up & running 100% 5 Preventive Maintanance of helath equipments AS per annual Plan 6 Customer Feedbacks Monthly 7 Legal Complinaces Legal Audit six monthly 8 Work Place Improvements 3 actions /quarter 9 Managed Expenses $$ / units 10 Implementation of strategic actions As per annual planRelated Questions
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