London Capital Club: A Comprehensive Market Analysis Presentation

This presentation provides a comprehensive market analysis of the London Capital Club, an exclusive private club in London. It begins with a product/service description, highlighting various customer segments including members and non-members utilizing the club's dining, drinking, meeting, and event facilities. The analysis identifies key areas for service improvement, such as focusing on new membership drives and social events. A competitor analysis is conducted, comparing the club to other establishments like the Eight Club and City of London Club. The presentation includes a SWOT analysis, outlining the club's strengths (reputation, location, talented chef), weaknesses (hidden location, lack of awareness), opportunities (non-member footfall, potential members nearby), and threats (competition, economic situation). Segmentation details focus on understanding the needs of different customer groups. The presentation also applies the STP criteria and suggests promotional strategies, including word-of-mouth, newsletters, advertising, and partnerships. Finally, the marketing mix is discussed, covering product, price, place, and promotion, with a recommendation to implement a digital media strategy to enhance profitability. The document is available on Desklib, a platform offering study tools and solved assignments for students.

Group presentation

MARKET ANALYSIS
The London Capital Club is described on the website as ‘an
exclusive private club catering to the modern business
professional, with a reputation for excellence and personal service’
but over the last few years those standards have slipped and it is
only just returning to a level where anyone could introduce a
prospective customer of any sort to the club with absolute
confidence.

Product/Service Description
Non-members (not including guests) who use the club for dining and drinking
Non-members (guests of members) who use the club for dining and drinking
Non-members (including guests) who use the club for events
Members who use the club for informal meetings
Members who use the members’-only areas for relaxation
Members who use the whole club for entertaining
Members who use the members’ only areas for formal meetings/dining
Members who use all the facilities for everything

Improvement in products and services
 In respect to improve the products and services, the chosen
business need to concentrate on the new membership and social
events.
 In this consideration, they can organise party events and
marriage events as well.
 It will be helpful perspective to listing major new areas of the
development in UK.

Competitor analysis
Our nearest competitor is the Eight Club, which offers a different
environment to suit the younger lifestyle profile. Also, nearby is
the City of London Club, which has a heated roof terrace and a
waiting list to join. Both of these are cheaper than the LCC.

Major competitors
In this aspect, following are major competitors exist of London
Capital club:
 Sub Club, Glasgow
 Fabric London
 Leeds West Indian Centre

LCC Analysis
With the objective of bringing in almost 200 members over the
year and to position the venue as the most desirable private
members’ business club in the City, we have our work cut out. If
the club were a person, it could be described as schizophrenic, as
on the one hand, in the Club Bar we have a formal, old-fashioned
gentlemen’s club feel, while on the other, we have bright lights
and modern brasserie style in @15 with no dress code.

SWOT Analysis
Strengths
Strong reputation for quality and service
Ideal location in the heart of the City
Talented chef
Weaknesses
Tucked away location
Assumptions that people must be members to enter the Club – no-one
knows @15 is open to the public.
Lack of licences (music & dancing , wedding)

CONTINUE...
Opportunities
Non-member footfall
Surrounded by potential members/club users
The China club
Threats
Competition from other clubs locally
Increased number of new restaurants locally
Economic situation

Segmentation details
Non-members (not including guests) who use the club for dining
and drinking want great food, great service, a good choice of
drinks, speed of service at lunchtime, a good atmosphere and
something to differentiate us from what they can get at The Vintry,
for example.
Non-members (guests of members) are a different category as they
probably do aspire to membership. Non-members (including
guests) who use the club for events could also be potential
members.

STP CRITERIA
 In respect to implement the STP criteria, it is essential to
includes different characteristics in the business.
 In respect to segment, on the basis of demographic
characteristics, London Capital Club need to invest their money.
 Further, target will be considered on young generation of people
in UK.
 AT last, promotional activity will be determines through channel
and distribution strategy of the market.

Communication/Promotion
Word of mouth – members, guests, event attendees, staff, diners,
partner companies, through networks etc.
Newsletters/flyers – a monthly newsletter for members, with
individual flyers for individual events
Advertising – with partners and in selected publications,
postcards etc.
Partners – Prestigious Venues, The Collective, Brocket Hall,
Gourmet Dining Club, suppliers etc.

MARKETING MIX
Product Price
Membership
Sales areas
Positioning with club members
Competitive pricing
Place Promotion
Collages,
offices, etc.
Word of mouth
Advertising
Social media

Recommendation
 In order to make recommendation, it can be stated that in the
chosen business promotional strategy need to implemented with
digital media.
 It will helpful perspective to enhance profitability in the London
Capital club.

REFERENCES
Raes, E., Van den Bossche, P. and Dochy, F., 2015. An
exploratory study of group development and team learning.
Human Resource Development Quarterly, 26(1), pp.5-30.
Röver, C., 2014. Testing ESL pragmatics: Development and
validation of a web-based assessment battery. Peter Lang.

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