Harvard Case - The 10th at Riviera
"The 10th at Riviera" Harvard business case study is written by Manel Baucells. It deals with the challenges in the field of Strategy. The case study is 9 page(s) long and it was first published on : Sep 18, 2023
At Fern Fort University, we recommend that Riviera Country Club pursue a strategic growth strategy focused on business model innovation and digital transformation. This strategy should involve leveraging technology and analytics to enhance the member experience, diversifying revenue streams through new offerings and partnerships, and expanding its reach to attract a broader demographic of potential members. This approach will help Riviera maintain its competitive advantage in a changing landscape and ensure its long-term sustainability.
2. Background
Riviera Country Club, a prestigious private club in Los Angeles, faces a challenging future. Despite its strong brand and history, it is experiencing declining membership, increasing competition, and a changing demographic landscape. The club's leadership is grappling with how to maintain its exclusivity while adapting to the evolving needs and preferences of potential members.
The case study focuses on the club's efforts to attract new members, particularly younger professionals. The club has explored various strategies, including offering new amenities, hosting events, and leveraging social media. However, these efforts have yielded limited success, highlighting the need for a more comprehensive and strategic approach.
3. Analysis of the Case Study
To analyze Riviera's situation, we can apply a combination of frameworks:
a) Porter's Five Forces:
- Threat of New Entrants: High - The rise of luxury lifestyle communities and private clubs with innovative offerings poses a significant threat.
- Bargaining Power of Buyers: High - Members have high bargaining power, demanding exceptional value and personalized experiences.
- Threat of Substitutes: Moderate - Alternative leisure activities and entertainment options, including online platforms, can substitute for traditional club membership.
- Bargaining Power of Suppliers: Low - Riviera has limited dependence on specific suppliers, allowing for negotiation of favorable terms.
- Rivalry Among Existing Competitors: High - Intense competition exists among established clubs, vying for the same pool of affluent members.
b) SWOT Analysis:
- Strengths: Strong brand reputation, exclusive membership, prime location, established infrastructure, experienced staff.
- Weaknesses: Aging membership, limited appeal to younger generations, reliance on traditional membership model, lack of digital presence, potential for complacency.
- Opportunities: Leverage technology to enhance member experience, diversify revenue streams, expand reach to new demographics, partner with external organizations, embrace sustainability initiatives.
- Threats: Declining membership, increasing competition, economic downturn, changing social trends, evolving member expectations.
c) Value Chain Analysis:
Riviera's value chain can be analyzed by identifying key activities that create value for members:
- Inbound Logistics: Procurement of goods and services for club operations.
- Operations: Maintenance of facilities, provision of amenities and services.
- Outbound Logistics: Delivery of services and experiences to members.
- Marketing & Sales: Attracting and retaining members.
- Service: Providing personalized member support and experiences.
d) Business Model Innovation:
Riviera needs to explore new business models that cater to the evolving needs of potential members. This could include:
- Membership tiers: Offering flexible membership options with varying levels of access and benefits.
- Experiential packages: Creating curated experiences that cater to specific interests and lifestyles.
- Strategic partnerships: Collaborating with external organizations to offer exclusive services and privileges.
- Digital platforms: Developing online platforms for member communication, event booking, and service requests.
4. Recommendations
Riviera should implement a strategic growth plan focused on business model innovation, digital transformation, and strategic partnerships.
a) Business Model Innovation:
- Introduce flexible membership tiers: Offer tiered memberships with varying levels of access, privileges, and fees. This allows for a broader appeal and caters to different needs and budgets.
- Develop experiential packages: Create curated experiences that cater to specific interests, such as golf tournaments, culinary events, fitness programs, and cultural outings.
- Partner with external organizations: Collaborate with luxury brands, wellness providers, and cultural institutions to offer exclusive experiences and services to members.
b) Digital Transformation:
- Develop a comprehensive digital platform: Create a user-friendly website and mobile app for member communication, event registration, service requests, and payment processing.
- Leverage social media: Utilize social media platforms to engage potential members, showcase club events, and build a strong online community.
- Implement data analytics: Track member preferences and usage patterns to personalize experiences and optimize services.
c) Strategic Partnerships:
- Partner with luxury brands: Offer exclusive access to events, services, and products for members.
- Collaborate with wellness providers: Provide members with access to fitness programs, spa treatments, and health services.
- Partner with cultural institutions: Offer exclusive access to museums, art galleries, and cultural events.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with Riviera's core competencies in hospitality, service excellence, and brand reputation. They also support the club's mission to provide an exclusive and enriching experience for members.
- External customers and internal clients: The recommendations cater to the evolving needs of potential members, particularly younger generations, while also addressing the concerns of existing members.
- Competitors: The recommendations differentiate Riviera from competitors by offering unique experiences, leveraging technology, and forging strategic partnerships.
- Attractiveness: The recommendations are expected to increase membership, diversify revenue streams, and enhance member satisfaction, leading to long-term growth and profitability.
6. Conclusion
By embracing business model innovation, digital transformation, and strategic partnerships, Riviera can adapt to the changing landscape and ensure its long-term sustainability. This strategy will allow the club to attract new members, retain existing ones, and maintain its competitive advantage in the luxury club market.
7. Discussion
Other alternatives not selected include:
- Maintaining the status quo: This option would likely lead to further decline in membership and revenue.
- Aggressive price reductions: While this could attract new members, it would compromise the club's exclusivity and brand value.
- Merging with another club: This option could create economies of scale but may also dilute the club's identity and brand.
The recommendations are based on the assumption that Riviera is willing to embrace change and invest in technology and innovation. The risks associated with the recommendations include:
- Resistance to change: Some members may resist the introduction of new technologies and services.
- Cost of implementation: Implementing the recommendations will require significant investment in technology, marketing, and staff training.
- Competition: Competitors may adopt similar strategies, making it challenging to maintain a competitive edge.
8. Next Steps
To implement the recommendations, Riviera should:
- Form a strategic planning team: Assemble a team of key stakeholders to develop a detailed implementation plan.
- Conduct market research: Gather insights into the needs and preferences of potential members.
- Develop a digital roadmap: Define the technology infrastructure and capabilities required to support the digital transformation strategy.
- Establish partnerships: Identify and engage with potential strategic partners.
- Pilot new initiatives: Test new offerings and services before launching them to the wider membership.
- Monitor progress and adjust as needed: Continuously evaluate the effectiveness of the strategy and make adjustments based on performance metrics.
By taking these steps, Riviera can successfully navigate the challenges of the modern club industry and secure its future as a leading destination for discerning members.
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Case Description
This case presents a dilemma that professional golfers face when having to choose a target point for landing the ball. Key to this case is to acknowledge uncertainty as reflected in less-than-perfect accuracy. Thus the ball will land in a ""cloud"" around the intended target. On such a cloud, some spots (e.g., the fairway) are better than others (e.g., sand bunkers or rough). There is therefore a conflict between advancing the ball as close to the hole as possible, while at the same time reducing the chance of being in trouble on the next shot. The idea is to find a sweet spot between these two competing goals. To operationalize this problem, we use data from the Professional Golfers' Association (PGA) tour to estimate the average number of shots to complete the hole as a function of (i) distance to the hole, and (ii) type of surface (fairway, rough, recovery, sand, or the green). The case comes with a companion Excel spreadsheet, UVA-QA-0953X, which shows a map of a classical hole in the PGA Tour (the 10th at the Riviera Country Club in Los Angeles). This Excel file also displays a heat map of a bivariate normal around any chosen target, and a heat map with the average number of strokes to complete the hole. Students' goal is to understand the model and use it to find a good target.
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