The Toronto Ultimate Club: Marketing and Qualitative Analysis 
The Toronto Ultimate Club
This report is consistent with my signed Academic Integrity form on file with the instructor.
The Toronto Ultimate Club
Critical issues
TUC is losing market share due to competition entering the Ultimate market, lack of product differentiation as well as lack of marketing plan.
Situation Analysis
Based on the competitor analysis (Exhibit A), TUC’s competitors are bringing new rules to their game as well as offering other sports in order to attract customers whereas TUC only offers one product. Therefore people who prefer playing with less players will choose them instead of TUC.
RSC is TUC’s biggest competitor by comparing their location, size of the organization and types of product offered. TUC doesn’t have any marketing plan to encounter new competitors resulting in declines of membership growth rate and increase of membership turnover. Moreover, Ultimate is at the maturity of the product life cycle, which means TUC has to differentiate their product in order to attract more customers and steal market shares from others. Additionally, TUC never had any marketing plan because the market used to be monopolized by TUC. Therefore, TUC must take action in order to solve this issue.
Decision Criteria
1. Increase membership by 20% within one year (600 people)
2. Create a marketing plan and enrich their product mix within a budget of $50,000 and having an ROI of 5% ($2,500)
Option Analysis
Option 1: Add 5v5 league into their product mix (Exhibit B)
By adding a 5v5 league will mitigate TUC’s product differentiation issue and compete with RSC. The registration fee is set at $350 per team while RSC is charging $539 which gives TUC a cost advantage against RSC. Also, the 5v5 league will be played in a third of TUC’s current field so there will be 3 games played in a field at the same time. However, the number of external customers attracted is not determinable because there is no data relating to how many customers are price
This report is consistent with my signed Academic Integrity form on file with the instructor.
The Toronto Ultimate Club
Critical issues
TUC is losing market share due to competition entering the Ultimate market, lack of product differentiation as well as lack of marketing plan.
Situation Analysis
Based on the competitor analysis (Exhibit A), TUC’s competitors are bringing new rules to their game as well as offering other sports in order to attract customers whereas TUC only offers one product. Therefore people who prefer playing with less players will choose them instead of TUC.
RSC is TUC’s biggest competitor by comparing their location, size of the organization and types of product offered. TUC doesn’t have any marketing plan to encounter new competitors resulting in declines of membership growth rate and increase of membership turnover. Moreover, Ultimate is at the maturity of the product life cycle, which means TUC has to differentiate their product in order to attract more customers and steal market shares from others. Additionally, TUC never had any marketing plan because the market used to be monopolized by TUC. Therefore, TUC must take action in order to solve this issue.
Decision Criteria
1. Increase membership by 20% within one year (600 people)
2. Create a marketing plan and enrich their product mix within a budget of $50,000 and having an ROI of 5% ($2,500)
Option Analysis
Option 1: Add 5v5 league into their product mix (Exhibit B)
By adding a 5v5 league will mitigate TUC’s product differentiation issue and compete with RSC. The registration fee is set at $350 per team while RSC is charging $539 which gives TUC a cost advantage against RSC. Also, the 5v5 league will be played in a third of TUC’s current field so there will be 3 games played in a field at the same time. However, the number of external customers attracted is not determinable because there is no data relating to how many customers are price