October University for Modern Sciences & Arts

Faculty of Management Sciences

Strategic Management

MKT401N

Submitted by:

Youssef Ahmed Hassan – 195881

Hazem Sherif – 202477
Shahd Ayman - 202685

Spring 2023

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 Table Of Contents
I. Introduction .......................................................................................................................... 4
1. Introduction About Egyptian Shooting Club ......................................................................... 4
1.1. Vision Statement...........................................................................................................................4
1.2. Mission Components Diagram .....................................................................................................5
1.3. Proposed Mission Statement.........................................................................................................6
2. Stakeholders ......................................................................................................................... 6
2.1. External Stakeholders: ..................................................................................................................7
2.1.1. Competitors ...........................................................................................................................................7
2.1.2. Suppliers ................................................................................................................................................7
2.1.3. Government ...........................................................................................................................................8

2.2. Internal Stakeholders ....................................................................................................................8

2.2.1. Members ................................................................................................................................................8
2.2.2. Owner ....................................................................................................................................................8
2.2.3. Employees .............................................................................................................................................9

3. Corporate Social Responsibility (CSR) .............................................................................. 9

3.1. Social Responsibilities ................................................................................................................10
3.2. Membership Training .................................................................................................................10
3.3. Environmental Sustainability......................................................................................................10
3.4. Recommendation ........................................................................................................................10
II. Strategic Position .............................................................................................................. 11
1. External Analysis ............................................................................................................... 11
4. Purpose Of External Analysis ........................................................................................... 11
5. PESTEL Analysis ............................................................................................................... 11
5.1. Political Aspects .........................................................................................................................12
5.1.1. Rules And Regulation .........................................................................................................................12

5.2. Economic Factors .......................................................................................................................12

5.2.1. Inflated Economy ................................................................................................................................13

5.3. Social Factors..............................................................................................................................13

5.3.1. Cultural Standards ...............................................................................................................................13

5.4. Technological Factors.................................................................................................................13

5.4.1. Technology Programs..........................................................................................................................14

5.5. Environmental Factors ................................................................................................................14

5.5.1. Surrounding Area ................................................................................................................................14

5.6. Legal Factors ..............................................................................................................................14

5.6.1. Laws ....................................................................................................................................................15

6. Porter’s Model .................................................................................................................... 15

6.1. Risk Of New Entrants .................................................................................................................15

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 6.2. Suppliers' Bargaining Power.......................................................................................................16
6.3. Consumers' Bargaining Power....................................................................................................16
6.4. Competitive Rivalry Intensity .....................................................................................................16
7. Map Of Strategic Grouping .............................................................................................. 17
8. Competitive Profile Matrix (CPM) .................................................................................. 17
8.1. Interpretation...............................................................................................................................18
9. EFE ...................................................................................................................................... 19
9.1. Interpretation...............................................................................................................................19
2. Resources And Capability Analysis ................................................................................. 20
10. Purpose Of Internal Analysis .......................................................................................... 20
11. Resources And Capabilities ............................................................................................ 20
12. Mapping Value Chain Analysis (VCA) .......................................................................... 22
12.1. Value Chain ................................................................................................................... 22
12.2. Mapping Different Activities Using Value Chain Analysis (VCA) .........................................22
12.2.1. Technology Development .................................................................................................................23
12.2.2. Operations .........................................................................................................................................23
12.2.3. Marketing ..........................................................................................................................................23
12.2.4. Human Resources ..............................................................................................................................23
12.2.5. Inbound Logistics ..............................................................................................................................23
12.2.6. Service ...............................................................................................................................................23

13. IFE ..................................................................................................................................... 24

III. Strategic Choices ............................................................................................................. 25
1. Generating Strategies ........................................................................................................ 25
14. Strategic Position And Action Evaluation Matrix (SPACE Matrix) .......................... 25
14.1. SPACE Matrix Applied On Egyptian Shooting Club...............................................................26
15. Alternative Strategies For Egyptian Shooting Club ..................................................... 28
2. Formulating Business Level Strategies ............................................................................ 41
16. Aligning Corporate And Business Level Strategies ...................................................... 41
16.1. Aligning Digitalization Strategy For Shooting Club With Differentiation ..............................41
16.2. Aligning Service Development Strategy For Shooting Club With Differentiation Focus .......42
16.3. Aligning Market Penetration Strategy For Shooting Club With Cost Focus ...........................42
17. Identifying Egyptian Shooting Club’ Competitive Strategy ........................................ 43
18. Developing Key Functional Areas To Support The ESC’ Competitive Strategy ...... 44
IV. Strategy In Action (Strategy Implementation) ............................................................. 47
19. Product Life Cycle ........................................................................................................... 47
20. Organizational Structure ................................................................................................ 48

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 20.1. Types Of Organizational Structure ...........................................................................................48
V. Strategy Monitoring And Evaluation .............................................................................. 50
References ............................................................................................................................... 52

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I. Introduction
1. Introduction about Egyptian Shooting Club

The Royal Egyptian Shooting Club was the original name of the Egyptian Shooting Club when
it was established in 1938 by royal order of King Farouk I of Egypt. It is a club having branches
in Dokki, 6th of October City, Katamya, Port Said, and Alexandria. The club's headquarters
are in Giza, Egypt. The club's primary purpose was to give all Egyptian shooters a place to
enjoy their passion. Currently, the shooting club will assist by giving class fields and platforms
for a variety of sports and hobbies, making it easier for everyone who wishes to play any
activity or develop any interest to feel by the entertainment and feel safe for their kids, the club
also has a football squad of its own. Shooting club providing a well-organized website for
customers who want to know any information about the club like their branches, the sports
games and its fees also help the customers to follow up the news about the club like if the
manager publish anything it will be on the website. Shooting club provided in their websites a
picture about the whole club to make the customers see it. It also provides 3 payment methods
to help customers to reduce their time like cash in the club, paying by fawary and also paying
by their website.

1.1. Vision statement

As Shooting club we look forward to be global and strive for having the highest satisfied
members in Egypt very soon.

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1.2. Mission components diagram

numbers components Description

1 Customers Our customers are families and athletes

2 Product or service We provide service like clean area, Wi-Fi free,

helping for club members and products like gym
equipment, sports games equipment
3 Markets Our geographic area all over Cairo, Portsaid and
Alexandria
4 Technology Our technology is the latest equipment with high
quality and safety
5 Concern for survival, Our main objective to be profitable
growth, profitability
6 philosophy We hold members above anything else

7 Self-concept The best club all over the Egypt

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 8 Concern for public We have many priorities like to be environmentally
image friendly and helps the charities by donations

9 Concern for employees Helps our employees by un financial benefits like

healthcare

1.3. Proposed Mission statement

At the Egyptian Club, our mission is to provide a dynamic and inclusive environment that
promotes physical fitness, social engagement, and overall well-being for our members. With a
comprehensive range of sports games, social areas, a food court, and a fully-equipped gym, we
aim to cater to the diverse interests and needs of our community.

We are dedicated to fostering a culture of active living and healthy lifestyles, encouraging our
members to embrace the transformative power of sports and exercise. Through our state-of-
the-art sports facilities and organized sports games, we strive to inspire friendly competition,
teamwork, and personal growth.

2. Stakeholders
Stakeholders are individuals or groups who have a vested interest or are affected by the actions,
decisions, or outcomes of an organization or project. They can include various entities such as
employees, customers, suppliers, investors, government agencies, and the local community.
Stakeholders often have different expectations, needs, and influence on the organization,
making their engagement and management critical for achieving organizational goals
(Freeman, 1984).

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2.1. External stakeholders:

2.1.1. Competitors
A competitor can be defined as an organization or entity that operates in the same industry or
market and offers similar products or services, targeting the same customer base (Porter, 1980).
Competitors often compete for market share, customer loyalty, and profitability, driving
organizations to differentiate themselves and strive for a competitive advantage. There are
many competitors that serve the same target audience with differentiate in the service, products
and way for example El Gezira club, Al Ahly club ad Wadi Degla club.

2.1.2. Suppliers
Supplier refers to an individual or organization that provides goods or services to another
organization or business entity. In the context of supply chain management, suppliers play a
critical role in the procurement process by sourcing, producing, and delivering products or
services to meet the demands of the purchasing organization (Christopher, 2016). Shooting
club Use many suppliers for their row materials such as equipment for the gym, furniture’s for
the buildings, food suppliers for their restaurants and equipment for the sports game. Shooting
club build a good relationship with their suppliers to save the same quality and avoid risk in
supply chain cycle.

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2.1.3. Government
The role of the Egyptian government towards the Egyptian clubs is multifaceted, encompassing
regulation, support, and oversight. The government plays a crucial role in ensuring that clubs
operate within legal frameworks, comply with relevant regulations, and meet safety standards.
Additionally, the government may provide support through funding, infrastructure
development, and policy initiatives aimed at promoting sports and recreational activities in the
country (Ministry of Youth and Sports, n.d.).

2.2. Internal stakeholders

2.2.1. Members
Members can be defined as individuals who actively participate and engage in the activities
and services provided by an organization or club, such as the Egyptian Club. They are
individuals who have enrolled as official members and have access to the club's facilities and
amenities (Mitchell & Scott, 2020). Targeted customers of Shooting club are B2C such a
member specially people who seek for a healthy life style, engage with other and feel safe about
their kids.

2.2.2. Owner
Sabbour was the head of "Engineer Hussein Sabbour Consulting Office", which is one of the
first engineering consultancies firms in Egypt. Sabbour’s company has designed and
supervised the construction of a large number of projects, such as the Arkadia Commercial and
Residential Complex, the Underground Regional line, and phase 2 of the Electrical Power
Stations in Katamya Hills, Sama Al Qahira and Dyar. Sabbour was chairman of several
companies whose activities are related to the engineering field. These include: Oriental Resorts
for Touristic Development, the Al Ahly Urban Investment Company, the Sinai Management
and Development Company, the Egyptian Construction & Services Company. (ECSCO), and
the Egyptian Company for Entertainment & Touristic Attractions (ECETA). Owner of
Egyptian shooting club.

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 2.2.3. Employees
Employees are individuals who work for an organization in exchange for wages, salaries, or
other forms of compensation. They play a crucial role in the day-to-day operations and success
of an organization by contributing their skills, knowledge, and effort towards achieving
organizational objectives (Milkovich, Newman, & Gerhart, 2019). Employees can hold various
positions within an organization, ranging from entry-level roles to managerial or executive
positions. Shooting club choose their employees according to the talent, persuasion skills and
confidence, it provides to them the best salaries, benefits and the work space to make a great
work.

3. Corporate Social Responsibility (CSR)

Corporate Social Responsibility (CSR) refers to the ethical and responsible behavior of
businesses that goes beyond legal obligations, aiming to contribute positively to society and
the environment (McWilliams & Siegel, 2001). CSR involves the integration of social,
environmental, and ethical considerations into a company's operations and decision-making
processes, with the goal of balancing the interests of various stakeholders and promoting
sustainable development (McWilliams & Siegel, 2001).

Social
Responsibility

Membership Environmental

Training Sustainability
Shooting club
CSR

Recommendations

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3.1. Social responsibilities
Shooting club have many priorities helps the charities by donations.

3.2. Membership Training

Shooting club provide for talented people a membership training without any monetary fees.
Because shooting club appreciate the talented people and one of the club priorities to help
people to achieve their dreams.

3.3. Environmental sustainability

Shooting club committed to environmental sustainability. Through responsible resource
management, waste reduction, and energy-efficient practices, shooting club aim to protect the
environment and conserve natural resources. Shooting club promote awareness and education
about environmental issues among our members, staff, and the broader community.

3.4. Recommendation
• Employee Well-being and Development: Prioritize the well-being of employees by
providing a safe and healthy work environment, offering training and development
opportunities, and fostering work-life balance.
• Community Engagement and Development: Collaborate with local organizations to address
social issues, such as poverty, health, and environmental sustainability. This can involve
initiatives like community clean-up campaigns, health awareness programs, and support for
underprivileged communities.

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II. Strategic position
1. External Analysis
4. Purpose of External Analysis

In a SWOT analysis, external variables are taken into account in order to better understand the
overall operating environment and the possible effects it may have on an organization's
performance and competitive position.

"The goal of environmental study is to identify strategic opportunities and risks and to
understand how they could affect the competitive environment," wrote Porter in 1985. In other
words, it is important to carry out an environmental analysis that takes external elements into
account in order to spot possible dangers and opportunities that might affect an organization's
ability to compete. So, the main goal of external analysis to finding the opportunities that lead
the sector to be profitable and growth

5. PESTEL Analysis

An organization's performance and operations can be impacted by a variety of external

variables, which can be found and analyzed using the strategic management method known as
PESTEL analysis. Political, economic, sociocultural, technological, environmental, and legal
elements are referred to by the term PESTEL.

PESTEL analysis is "a systematic way to scan the external macro-environment in which a
company functions," according to Johnson, Scholes, and Whittington (2017). Organizations
may better understand the possibilities and risks that exist in their external environment by
looking at each of the PESTEL components, and they can use this knowledge to create
strategies and plans that work.

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5.1. Political Aspects
In Egypt, political aspects are things that have to do with the laws, policies, and administration
of the nation. These elements significantly affect the nation's political stability and economic
growth. Several historical experiences, including political movements, revolutions, and
changes in the form of government, have influenced Egypt's political climate.

According to Ghannam (2018), the concentration of authority, the repression of political

opposition, and the absence of democratic administration define Egyptian politics. The
majority of the nation's current history has been spent under authoritarian control, which has
impeded the growth of civil society and democratic institutions.

5.1.1. Rules and Regulation

According on government polices The Egyptian Shooting Club must be informed of any
regulations that may have an effect on its activities, Changes in tax laws might also have an
effect on how financially successful the Egyptian Shooting Club is. If taxes rise, the club could
have to modify its operations or pricing to stay profitable. Also, according to foreign trade
regulation Egyptian Shooting Club sells a variety of food brands, it could be necessary to be
aware of any laws governing international trade that might affect the importation or exportation
of its goods.

5.2. Economic factors

In Egypt, the term "economic factors" refers to the many things that have an impact on the
national economy. These variables include the labor force, interest rates, currency rates,
inflation, and the general state of the economy. The effects of these variables on the nation's
economic development and growth can be both favorable and unfavorable.

Inflation may result in higher costs for products and services, which may have a negative
impact on buying power and economic expansion. Lower interest rates, on the other hand, may
promote borrowing and investment, which may result in economic growth. (Fahmy & El-
Behary, 2016).

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5.2.1. Inflated Economy

A shooting club in Egypt may be impacted by the inflation in Egypt. This includes the
accessibility of materials and tools, such as products and machines, as well as economic
stability and growth, which may affect potential members' capacity to pay for club dues and
participation in shooting events.

5.3. Social Factors

In Egypt, the term "social factors" refers to the different elements that have an impact on the
social nature and well-being of the people. These elements may include socioeconomic
inequality, cultural norms and values, education, and demographics.

Egypt's population demographics are changing as more and more young individuals enter the
labor market. Political stability, as well as social and economic progress, may be significantly
impacted by this trend (UNDP, 2020).

5.3.1. Cultural Standards

Sociocultural elements include cultural standards, attitudes, and values that may have an impact
on the target audience's behavior and expectations. Based on social and cultural aspects
including religion, gender, and age, opinions regarding gun ownership and shooting sports may
differ in Egypt. Social trends, such as the rise in interest in sports and fitness, might also present
chances for the club to draw in new members. Also, people perception toward the club name
that will reflect their identity to the others so if the club have a good brand name it may effect
on people to subscribe in it to be one of these community, So that shooting club shoot playing
on develop his image.

5.4. Technological Factors

E-commerce and digital payments: The COVID-19 pandemic has accelerated Egypt's e-
commerce boom by encouraging more individuals to buy products and services online. The
growth of digital payment methods, which have made it simpler for individuals to make
purchases online, has reinforced this trend (Abdulazim, 2022).

Artificial Intelligence: To promote innovation and economic expansion, Egypt has been
investing in machine learning and artificial intelligence (AI). A rising number of firms with an

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emphasis on AI and data analytics have been founded, and the government has developed
programs to assist in AI research and development.

5.4.1. Technology Programs

The management of the club may be impacted by technological progress, which also presents
potential for creativity. For example, the club may apply technology to enhance its training
plans and give members a more specialized experience. Technology may also be utilized to
improve the club's marketing initiatives and internet visibility. Shooting clubs may develop
their marketing activities by using artificial intelligence on social media platforms and their
websites to know what customers seek from them and what they need. This information should
be provided to them.

5.5. Environmental Factors

The physical, chemical, biological, and social elements of an organism's environment that can
affect its growth, development, and survival are referred to as environmental factors. These
variables include both human activities like resource development, pollution, and land use as
well as natural elements like climate, geography, and soil composition (Johnson, 2022).

5.5.1. Surrounding Area

The Egyptian Shooting Club is a sports complex with shooting ranges where members may
train in shooting sports and other sports like football, basketball and Volleyball. It is located in
Cairo, Egypt. Environmental considerations that may have an impact on Egyptian operations
and sustainability. Shooting club, to improve his environmental area, should put filters in the
air to filter out bad things and provide clean water. Also, it should provide place for people
who don’t like noise.

5.6. Legal factors

The laws and rules that control company activities in a given nation or region are referred to as
legal considerations. These regulations were established to protect the rights of a variety of
parties, including the environment, stockholders, and the interests of shareholders and
consumers. Legal action and major financial and reputational harm to the company may arise
from breaking these regulations. This article will focus on citations and references while
examining legal aspects and how they affect corporate operations (Smith, 2022).

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5.6.1. Laws

Laws governing working hours, pay, and benefits are just a few examples of the kind of labor
regulations that the Egyptian Shooting Club must follow in order to defend the rights of its
employees. The club is responsible for making sure that all of its employees get fair pay and
work in a healthy and safe environment. Shooting club should give their employees’ salaries
as the same of all the employees that work in club sector and also provide them by non-financial
benefits. Also shooting club should take licenses from the government to attend in competitions
and make an event.

6. Porter’s model
6.1. Risk of New Entrants

Since the establishment of such facilities takes a sizable initial investment and may be difficult
to secure relevant licenses and permits, the threat of new competitors is very minimal for the
Egyptian Shooting Club. Also, it is more difficult for newcomers to compete because the club
has already established a solid name and a devoted clientele. Level of threat is low because
there are a lot of barriers for new entrance from any club in this sector.

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6.2. Suppliers' Bargaining Power

Given that the club purchases a range of commodities, including food, drinks, and equipment,
suppliers' bargaining power is moderate. The club can, however, change suppliers, if necessary,
which lessens the suppliers' negotiating leverage. Level of threat is high because if the supplier
stops giving the Egyptian shooting clubs the materials the club will have a big problem

6.3. Consumers' Bargaining Power

Customers have a lot of options for networking and entertainment, which gives them a lot of
negotiating power. If the club doesn't offer top-notch experiences and services, clients will
swiftly look elsewhere. The danger of Substitutes: The Egyptian Shooting Club faces a
significant risk of competition from other entertainment venues like movie theatres, retail
centers, and sports clubs that provide comparable amenities. Level of the threat is high because
Egypt has an inflation right now which impact on the consumer purchase power.

6.4. Competitive Rivalry Intensity

With the availability of other sporting organizations and entertainment options on the market,
the level of competitive rivalry at the Egyptian Shooting Club is mild. Yet, the club has a unique
selling point the availability of shooting ranges and has already established solid brand
recognition and a devoted clientele. Level of the threat is high due to the variety of clubs and
there are many competitors in the same position in the Egyptian market

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7. Map of Strategic Grouping

Egyptian Shooting club

High
&

WADI DEGLA

Branches &
Smouha SC EL Ahly SC
Zamalek SC
Tersana SC

6th October &

Arab Contractor
LOW

Low Price High

8. competitive profile matrix (CPM)

A well-known project management method used to plan, coordinate, and monitor complicated
projects is the Critical Path Method (CPM). According to Kerzner (2017), CPM is "a
mathematical technique for planning, scheduling, and controlling a project." It entails listing
each job, along with its length and any dependencies it has on other activities. This data is used
by the CPM to determine the tasks' longest paths through the project network and to pinpoint
those that are crucial to the project's deadline.

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 key success Weight Egyptian Weighted Wadi Weighted
factors shooting club score Degla Score
Rate
Price 0.2 3 0.6 3 0.6
Product & 0.2 4 0.8 3 0.6
service quality
Branches 0.2 5 1 1 0.2
Reputation 0.2 3 0.6 4 0.8
Website 0.1 2 0.2 3 0.3
Location 0.1 5 0.5 2 0.2
Total 1

8.1. Interpretation

Shooting club provide same price like Wadi Degla club, shooting club provide product and
service with better quality more than Wadi Degla club which make shooting club have a
competitive advantage. But Wadi Degla club provide same numbers of branches like shooting
club. which make the customers seek to subscribe for them both, The Reputation of Shooting
club are much better than Wadi Degla club. Shooting club develop its website by updates more
than Wadi Degla club. Location of shooting club are better than Wadi Degla club because
shooting club have many branches all over Egypt.

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9. EFE

External factors evaluations (EFE) Weight Rate Weighted score

Opportunities
Technology advanced 0.11 3 0.33
Change the attitude of customers 0.08 2 0.16
Shooting club is a brand name 0.11 3 0.33
Shooting club have a unique name 0.09 2 0.18
which generate trust
Offering promotions 0.08 4 0.32
Creating loyalty programs 0.09 5 0.45
Threat
There are a lot of substitutes 0.10 4 0.4
Inflation in Egypt 0.10 3 0.3
Club sectors has a lot of barriers 0.06 3 0.18
Higher prices 0.06 5 0.3
Negative Media coverage 0.08 2 0.16
Changing in rules 0.04 4 0.16
Total 1 40 3.27

9.1. Interpretation
EFE represent the opportunities that shooting club should take it under its consideration to
develop and enhance his name and technology in the market Also, the threats that may face
shooting club in its programs for example in its events and the dangerous from the competitors.
There are many opportunities should Shooting club take it to be market leader like technology
advanced, shooting club should follow up the update of technology to be well developed also
should provide its brand name and unique selling proposition of it by making marketing
activities, events to generate a good word of mouth. Shooting club Should playing on loyalty
programs for their customers like making offers, benefits and activities for them to engage with
the club to generate loyalty from his target customers. Also, there are many threats that may
face shooting club should follow up it to continue in the competition like the inflation. Egypt
in this time have a currency devaluation so, shooting club should decrease the price of
subscription and renew to save your target customer and also to attract new customers.
Shooting club should make a marketing activity to save his position in the market to avoid the
new entrance.

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 2. Resources and Capability Analysis
10. Purpose of internal analysis

The purpose of internal analysis is to assess an organization's strengths and weaknesses, and to
identify opportunities for improvement and growth (Hitt, Ireland, & Hoskisson, 2017). Internal
analysis helps organizations understand their resources, capabilities, and competencies, which
can be leveraged to create a competitive advantage. It can also identify areas where the
organization may be underperforming or inefficient, allowing for corrective action to be taken.

11. Resources and capabilities

Resources Capabilities
Physical • Machines • The shooting club uses a range of machines and equipment
to improve its operations and services. This may include
sports equipment, fitness machines, sound systems, lighting,
and security systems. Shooting club also invest in high-
quality cleaning equipment to ensure that the premises are
always clean and hygienic.
• Land
• Shooting club had invest in acquiring or leasing land in
order to expand its facilities. This can provide more space
for sports fields, swimming pools, gardens, and outdoor
recreational areas. It is important to carefully choose the
location of the land to ensure that it is easily accessible to
members and visitors.

• Shooting club had invest in building new facilities or

• Buildings
renovating existing ones to improve the overall appearance
and functionality of the premises. This may include
clubhouses, locker rooms, restaurants, cafes, and event
halls. The buildings designed to be eco-friendly and energy-
efficient to reduce the club's carbon footprint.

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 • Shooting club had invest in innovative technologies and
ideas to improve its services and attract more members. For
example, shooting club offer online membership
• Innovations
registration and payment, website for scheduling classes and
events, virtual reality fitness classes, and advanced training
equipment

Technology • Website • Shooting club provide a well-designed and easy-to-navigate

website can helping in attract and retain customers. The
website already optimized for mobile devices, have clear
and concise messaging, and include relevant information
such as pricing, schedules, and contact information.
• Forecasting • Shooting club monitoring performance by tracking key
performance indicators (KPIs) such as revenue, attendance,
and customer satisfaction.
• Marketing • Shooting club Implementing email marketing by building an
email list and sending regular newsletters or promotions, to
keep customers informed about events and promotions, and
encourage repeat subscription.

Human • Training • By training employees in sales techniques and customer

resources Programs engagement, to increase revenue and improve sales
performance.
• Compensation • Shooting club making appraisal to their employees to
and Appraisal evaluate their performance and to reward them. Also,
shooting club choosing their employees that have skills not
• Customer any employee.
Support • Shooting club Provide customer support: through phone or
email, to help customers to solve issues and ensure their
satisfaction.

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Financial: • Financial • Shooting club have a very good financial statement and
statement balance sheet to calculate everything like revenue, expenses
and profit

12. Mapping value chain analysis (VCA)

12.1. Value chain

The VCA model is useful for identifying opportunities for cost reduction, improving efficiency,
and increasing competitive advantage. By analyzing each step in the value chain and
identifying areas where value can be added or costs can be reduced, a company can improve
its overall performance (Kaplinsky & Morris, 2001).

12.2. Mapping different activities using Value Chain Analysis (VCA)

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12.2.1. Technology development
One way that technology development can benefit the Shooting Club is by improving the
accuracy and effectiveness of its shooting range. The club can invest in advanced shooting
range technologies such as computerized scoring systems, advanced target systems, and virtual
shooting simulators. These technologies can help members of the club to enhance their skills
and accuracy, which can result in improved performance in competitions.

12.2.2. Operations
One way that operations management can be applied to shooting club is by optimizing the
club's player recruitment process. This involves identifying the skills and attributes needed in
players and finding the best players to meet those needs. The club can use data analytics and
performance metrics to analyze player performance and potential, and use this information to
guide their recruitment decisions. By optimizing the player recruitment process, shooting club
can ensure that they have the best possible team on the field, which can result in more wins and
greater success in competitions.

12.2.3. Marketing
Shooting club uses social media campaigns to show the club for the customers and also make
them know the difference between shooting club and any club.
It also uses its website to show customers Information about the club, how to have a
membership and games in the club.
12.2.4. Human Resources
The HR team at Shooting Club continually works to choose the best applicant for the position
being applied for and also ensures that the workplace is secure for the employees. Or if any
training is necessary.

12.2.5. Inbound logistics

One way that shooting club can improve its inbound logistics is by establishing strong
relationships with suppliers and distributors. This can include negotiating favorable pricing and
delivery terms, as well as collaborating on product development and quality improvement
initiatives. By optimizing its inbound logistics, the shooting club can ensure that it has the
resources it needs to operate effectively and efficiently.

12.2.6. Service
Shooting club provide a service for the members which is a website for any information and
any support.

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13. IFE

According to David (2021), IFE is a popular tool in the strategic management process that
involves identifying a company's internal strengths and weaknesses, and rating them based on
their importance and significance. The IFE matrix assigns numerical ratings to the internal
factors, which are then used to calculate a weighted score for each factor. The weighted scores
are then added up to determine an overall score for the company.

Key factors weight Ratings Weighted scores

Strength
1)good Reputation 10% 2 0.2
2) Many branches 10% 2 0.2
3)certified from the 15% 3 0.45
government
4)variety of sports games 25% 5 1.25
5)expert in management 15% 3 0.45
6) good quality of services 25% 3 0.75
Total 100% 3.3
Weakness
1) Lack of adaptation to 15% 3 0.45
changing needs
2) Diversity in management 10% 2 0.2
among the branches
3) No mobile application 10% 3 0.3

4) lack in marketing 25% 4 1

activities
5) Lack in monitoring the 25% 4 1
new technologies
6) Low non-financial 15% 2 0.3
benefits for employees
Total 100% 3.25

The result of IFE analysis was captured through a number of indicators from strengths and
weaknesses. The ratings range from 5 to 1. Where 5= very strong, 4= strong, 3= moderate, 2=
weak, 1= very weak result of IFE for Shooting club is above average which means that the
strengths of this market is higher than the weaknesses which makes it attractive.

24
III. Strategic Choices
1. Generating Strategies
14. Strategic Position and Action Evaluation Matrix (SPACE Matrix)

The SPACE matrix is a strategic management tool used to evaluate and analyze a company's
strategic position relative to its internal and external factors. It stands for “Strategic Position
and Action Evaluation matrix” and provides a visual representation of a company's current
state and its potential for growth or decline. The SPACE matrix takes into consideration four
Factors, which are inside two main dimensions: Internal and External dimensions, creating a
visual representation of a company's strategic position (Gurbuz, 2013). These dimensions are:

• Internal Dimensions: This dimension evaluate the internal strategic positioning of the
club. Under the internal dimension, there are two sub-dimensions:
1. Financial Position (FP): This dimension assesses the club’s financial
capabilities in terms of liquidity, leverage, working capital, return on
investment, and cash flow (Sarif and Zainudin, 2020). The FP is scored on a
scale of (+1) to (+7), with (+1) representing the lowest score and (+7)
representing the highest.
2. Competitive Position (CP): This factor assesses how well-positioned the
club is in the market relative to its competitors, which helps it maintain a
competitive edge. Including its market share, service quality, technological
know-how, Control over suppliers, and members' loyalty (Sarif and Zainudin,
2020). The CP is scored on a scale ranging from (-1) to (-7), with (-1) being the
best score and (-7) being the worst score.
• External Dimensions: This dimension assesses a Club's external factors and how the
club currently deals with them. There are two sub-dimensions:
1. Stability Position (SP): This factor assesses the stability and predictability of
the club's external environment, including factors such as Economic Conditions,
Inflation Rate, Demand variability, price range of competing clubs, and
Technological changes (Sarif and Zainudin, 2020). Clubs operating in stable
environments have higher scores and a maximum of (-1), while those in
unpredictable environments have lower scores and a minimum of (-7).

25
 2. Industry Position (IP): This factor assesses the attractiveness and growth
potential of the industry in which the Club operates. It includes factors such as
Growth potential, Profit potential, Resource utilization, financial stability, and
Ease of entry to the market (Sarif and Zainudin, 2020). Industries with high
growth potential and favorable market conditions have higher scores and a
maximum of (+7), while those with weak growth prospects or unfavorable
conditions have lower scores and a minimum of (+1).

14.1. SPACE Matrix Applied on Egyptian Shooting Club

Internal Strategic Factors External Strategic Factors

Financial Position (FP) Stability Position (SP)

(+1 Worst) (+7 Best) (-7 Worst) (-1 Best)
▪ Liquidity 3 ▪ Economic Conditions. -5
▪ Leverage 3 ▪ Inflation Rate -7
Y-AXIS

▪ Return on Investment 4 ▪ Demand Variability -3

▪ Working Capital 4 ▪ Price Range of Competing Clubs -3
▪ Cash Flow 4 ▪ Technological Changes -4

18 −22
Financial Position Average (FP) = = 3.6 Stability Position Average (SP) = = -4.4
5 5

Y= FP+SP = 3.6 + (-4.4) = 0.8

Competitive Position (CP) Industry Position (IP)

(-7 Worst) (-1 Best) (+1 Worst) (+7 Best)
▪ Market Share -3 ▪ Growth Potential 5
▪ Service Quality -4 ▪ Profit Potential 6
X-AXIS

▪ Technological advancement -4 ▪ Resource Utilization 4

▪ Control over Suppliers -1 ▪ Financial Stability 5
▪ Member’s Loyalty -2 ▪ Ease of Entry to the market 1

−14 21
Competitive Position Average (CP) = = Industry Position Average (IP) = = 4.2
5 5

-2.8

X = CP+IP = (-2.8) + 4.2 = 1.4

26
Based on the Space Matrix analysis, the Egyptian Shooting Club is positioned in the second
Quadrant, the Aggressive Quadrant with coordinates of (1.4, 0.8), indicating for a strong
competitive position with a proactive approach to strategic management (Baah, et al., 2020).
The club appears to have significant opportunities for growth and expansion in the Sports
club’s industry.
SPACE Matrix for Egyptian Shooting Club

To capitalize on their aggressive position, the Egyptian Shooting Club should consider
implementing the following strategies:
(Backward Integration, Forward Integration, Horizontal Integration, Market Penetration,
Market Development, Product Development, Related Diversification, Unrelated
Diversification, Sustainable Development and Digitalization)

27
15. Alternative Strategies for Egyptian Shooting Club

Developing the right alternative strategies brings organization flexibility, competitive advantage, risk management, growth opportunities, improved
decision-making, and innovation potential required to navigate the dynamic business environment and achieve long-term success (Hunger, 2020).
Here are the alternative strategies for Egyptian Shooting Club based on the SPACE matrix analysis:

Strategy Definition Application on ESC

Backward integration strategy is a type • As a sports club, ESC Club in Egypt has implemented backward integration strategy
of vertical integration strategy in which in various ways. One example is their establishment academies for youth in all
a company seeks to own or control its available sports in. By acquiring these academies, ESC Club gained greater control
supply chain by acquiring or integrating over the development of young talents, which is crucial to sustaining the success of the
1- Backward Integration

with its suppliers or other upstream club. This allowed ESC Club to improve its talent pipeline and develop future stars
firms. In other words, a backward that could play and represent their entity, reducing its dependence on external players
integration strategy involves a company and scouts.
moving upstream in its value chain to
gain greater control over the production • As a social club, ESC Club in Egypt has also implemented backward integration
process and reduce its dependency on strategy in various ways. For example, ESC Club owns and operates several sports
external suppliers. This strategy can also facilities, including gyms, swimming pools, tennis courts, Racket Courts, and
provide greater flexibility, improve basketball courts. By owning these facilities, ESC Club is able to control the quality of
coordination between different stages of its services and provide its members with the best possible experience.
the production process, and enhance

28
 innovation and product development • In terms of suppliers for equipment, ESC Club could also consider backward
(Linnemer, 2003). integration by establishing its own manufacturing and supply chain operations. By
doing so, the club could have greater control over the quality and availability of its
equipment and appliances, and potentially reduce costs associated with purchasing
from third-party suppliers. Alternatively, ESC Club could also explore partnerships
with equipment and appliance manufacturers to develop and customize products
specifically for the club's needs. This would allow ESC Club to have more input in the
design and development of equipment and appliances, and create a more tailored
experience for its members.
Forward integration is a business • ESC Club has implemented forward integration strategies by expanding its presence
strategy that involves expanding a in different parts of Egypt through the establishment of new branches. ESC Club
company's operations to control the currently has a network of branches in various cities across Egypt, including Giza, Port
2- Forward Integration

distribution of its products or services, Said and Alexandria. By expanding its presence through the establishment of new
either by acquiring or establishing branches, ESC Club can strengthen its brand identity and reach new audiences in
downstream entities such as wholesalers, different parts of Egypt. The club can also potentially generate additional revenue
retailers, or other distribution channels. streams through membership fees, merchandise sales, and other related activities at
By doing so, a company can ensure that each branch.
its products or services reach customers
more efficiently and effectively, while • Another example of forward integration that ESC Club can do is the establishment of
also potentially capturing a larger share its own media channels, such as online channels like website and social media
of the value chain and increasing its platforms. By creating and distributing its content, ESC Club can strengthen its

29
 profitability. Forward integration can relationship with fans and followers, and maintain greater control over the messaging
also help companies to strengthen their and branding associated with the club.
relationships with customers and
improve their control over the marketing
and sales processes (Lin, Paralaktürk,
Swaminathan, 2014).

A horizontal integration strategy is a • It is worth noting that ESC Club has not implemented a pure form of horizontal
business strategy that involves a integration strategy as the club does not acquire or merge with other sports clubs
company acquiring or merging with operating in the same industry or market. However, the club has implemented elements
3- Horizontal Integration

other companies operating in the same of horizontal integration in its operations. One example of a horizontal integration
industry or market. The goal of strategy that ESC Club has implemented is a twinning agreement with Helopolis club
horizontal integration is to increase and Alexandria Sporting Club in which it allows members of the Shooting Club to
market share, reduce competition, and enter the branch of Heliopolis Club and Sporting Club and Vice versa.
potentially gain economies of scale by
combining similar business operations, • ESC Club can use a Horizontal integration strategy by exploring partnerships or
products, or services. Horizontal collaborations with other clubs or organizations in the industry to create joint events,
integration can also enable companies to programs, and initiatives that can benefit their members and the community.
expand their geographic reach, diversify
their product offerings, and potentially

30
 access new distribution channels or
customer segments. This strategy is
often used by companies to achieve
growth and gain a competitive advantage
in their industry (Pellinen, Teittinen,
Järvenpää, 2016).
A business approach that focuses on • ESC Club can launch aggressive marketing campaigns to promote its sports branches,
increasing a company's market share in games, events, services, and other offerings. This can include traditional marketing
its existing market or customer base. channels such as print media, billboards, and radio, as well as digital marketing efforts
This strategy involves aggressive such as social media, email marketing, and online advertising. The aim would be to
4- Market Penetration

marketing efforts, sales promotions, create a strong brand presence, and attract new members to increase the club's market
pricing adjustments, and other tactics share.
aimed at capturing a larger share of the
existing market and attracting customers • ESC Club can adjust its pricing strategy to gain a larger share of the market. This can
from competitors. The goal of a market involve offering special promotions, discounts, or loyalty programs to attract members.
penetration strategy is to leverage a Competitive pricing can be effective in enticing fans from competing clubs and
company's existing products, services, or encouraging them to choose ESC Club as their preferred sports club.
customer relationships to gain a larger
portion of the market, increase sales, and • ESC Club can focus on engaging with Members and building a loyal fan base. This
ultimately, improve profitability (Otieno can involve organizing fan events, meet and greets with Celebrities, fan competitions
and Momanyi and Omari, 2020). and tournaments, and other interactive activities that create a sense of community and

31
 belonging among members. Increased member’s engagement can lead to higher
attendance at branches, higher services, and higher income, ultimately helping to
increase market share.

• ESC Club can pursue strategic sponsorships and partnerships to increase its visibility
and attract more members and sponsors. Collaborating with well-known brands, sports
events, or influencers can help enhance the club's brand image, reach a wider audience,
and generate more interest and income.

• ESC Club can continually innovate its products and services to attract more fans and
customers. This can involve building more courts and buildings for existing games
with better experience, improving the day experience for members, offering exclusive
content or perks, and continuously improving the overall engagement and satisfaction.

32
 A business approach involves expanding • ESC Club can explore opportunities to expand its presence beyond its current
a company's existing products or geographical location. This can involve identifying new cities, regions, or even
services into new markets or customer countries where the club's sports teams, events, or services can be introduced to tap
segments. This strategy aims to identify into untapped markets. This can be done through market research, feasibility studies,
and penetrate untapped markets, and strategic planning to identify viable expansion opportunities.
geographies, or customer segments with
existing products or services, thereby • ESC Club can identify new customer segments that may be interested in its offerings
creating new revenue streams and but have not been targeted before. This can involve conducting market research to
5- Market Development

expanding the customer base. Market identify potential customer segments such as different age groups, genders, or
development strategy often involves interests that may have untapped demand for the club's sports teams, events, or
conducting market research, identifying branches. Once identified, tailored marketing and sales efforts can be implemented
new market opportunities, and to cater to the specific needs and preferences of these new customer segments.
developing marketing and sales plans to
enter and establish a presence in new
markets. This strategy is commonly used • ESC Club can consider exploring new channels to reach new markets. For example,
by companies to diversify their customer the club can establish partnerships with e-commerce platforms or local sports
base, reduce dependency on existing retailers in the target market to increase its reach and accessibility to potential
markets, and capitalize on growth members.
opportunities in new markets to drive
business expansion and increase • ESC Club can allocate resources to marketing and promotion efforts to create
awareness and generate interest in new markets. This can involve digital marketing

33
 profitability (Otieno and Momanyi and campaigns, social media advertising, influencer partnerships, and other promotional
Omari, 2020). activities to create buzz and attract attention to the club's offerings in new markets.

A business approach involves creating • ESC Club can develop and launch new sports merchandise such as jerseys,
and launching new products or services accessories, fan gear, and other branded merchandise to cater to the preferences and
or improving existing ones to meet the demands of its fanbase. This can involve conducting market research, understanding
changing needs and preferences of customer preferences and trends, and collaborating with designers and
customers or to capitalize on new market manufacturers to create new and appealing merchandise options for fans.
6- Product Development

opportunities. This strategy aims to • ESC Club can invest in establishing academies for new games, improving its sports
leverage a company's existing resources, facilities, such as stadiums, courts, training centers to provide better amenities and
capabilities, and market presence to services for players, members, and other stakeholders. This can involve upgrading
introduce new or enhanced offerings that infrastructure, technology, equipment, and facilities to offer a superior experience
can generate additional revenue, increase for players and fans alike.
market share, and enhance customer • ESC Club can develop and launch new sports programs, events, or initiatives to cater
satisfaction. Product development to different segments of its target audience. This can involve introducing new sports
strategy typically involves conducting training programs, youth development programs, community outreach programs, or
market research, identifying customer special events such as tournaments, exhibitions, or fan engagement activities to
needs and preferences, conceptualizing attract and retain fans and stakeholders.
and designing new products or services, • ESC Club can collaborate with other sports organizations, sponsors, or partners to
conducting testing and validation, and develop new products or services together. For example, ESC Club can collaborate
with sports equipment manufacturers to create co-branded merchandise, or with

34
 launching the final product or service other sports clubs to host joint events or tournaments. Such collaborations can
into the market (Cooper, 2019). leverage the strengths and resources of multiple entities and create unique offerings
that can attract and engage fans and stakeholders.
• ESC Club can invest in developing and enhancing its fan engagement platforms,
such as its official website, mobile app, social media channels, and other digital
platforms. This can involve incorporating new features, functionalities, and
interactive elements to improve fan experiences, increase fan loyalty, and facilitate
two-way communication between the club and both the actual and potential fans.
A related diversification strategy is a • ESC Club in Egypt has implemented a related diversification strategy by expanding
business expansion approach that its activities in the sports industry. The club has diversified its sports activities by
involves adding new but related products establishing different teams for various sports, including football, basketball,
7- Related Diversification

or services to an existing business. The handball, volleyball, and swimming. Additionally, ESC Club has established a
goal of this strategy is to leverage sports academy that provides training and development programs for young athletes.
existing resources, capabilities, and
synergies to increase market share and • ESC Club has diversified its activities by expanding into the social club industry.
profitability (Shayne Gary, 2005). The club has established various social clubs that provide members with a range of
recreational activities, such as dining, entertainment, and fitness aiming to attract a
wider range of members who are interested in social activities and not just sports.

• ESC Club can diversify its revenue streams by exploring new sources of income
beyond traditional methods such as ticket sales and sponsorships. This can involve

35
 developing and monetizing new assets or services, such as merchandise sales,
licensing, digital content, hospitality services, or sports tourism. Diversifying
revenue streams can help ESC Club reduce its dependency on a single source of
income and mitigate risks associated with fluctuations in revenue from its core
operations.

An unrelated diversification strategy ESC Club in Egypt is primarily focused on sports and social club activities. Therefore, here
refers to a growth strategy in which a are some recommendations for how ESC Club can use an unrelated diversification strategy:
company enters into new industries or • Hospitality and Tourism: Ahly Club can invest in hotels, resorts, and restaurants,
markets that are unrelated to its existing especially in popular tourist destinations in Egypt, to diversify its business portfolio
8- Unrelated Diversification

business operations. The idea behind this and generate additional revenue streams.
strategy is to spread the company's risk
across multiple industries or markets and • Real Estate: The club can expand its operations into the real estate sector by
to find new opportunities for growth developing and selling properties, such as apartments, villas, and commercial
outside of its current industry or market buildings, in prime locations across the country.
(Picone, Dagnino, 2016).

• Entertainment and Media: Ahly Club can consider diversifying its business by
investing in entertainment and media ventures. This can include launching a TV
channel, producing movies, or hosting concerts and events.

36
• Education and Training: Ahly Club can develop and offer sports-related education
and training programs, such as coaching, physical therapy, and fitness training, to
help aspiring athletes improve their skills.

• Health and Wellness: Ahly Club can consider diversifying into the health and
wellness industry by opening clinics, gyms, and wellness centers. These can cater
to athletes as well as the general public.

• E-commerce: Ahly Club can consider entering the e-commerce market by launching
an online store that sells sports equipment, merchandise, and other related products.

37
 Refers to the integration of ESC Club hasn't taken strong steps toward implementing a Sustainable Development
environmental, economic, and social Strategy. Here are some recommendations for the club:
factors into business operations to ensure
long-term sustainability for the planet, • Implementing eco-friendly practices, such as using renewable energy sources and
profit, and people. This approach reducing waste, in their facilities and operations.
recognizes that businesses have a
responsibility to minimize their negative • Promoting sustainable transportation options, such as biking or public
9- Sustainable Development

impact on the environment, while also transportation, for members and staff to get to games and events.
promoting economic growth and social
well-being. The "Planet" aspect of
sustainable development focuses on • Partnering with local environmental organizations to promote conservation and
reducing a business's environmental environmental awareness.
footprint by adopting eco-friendly
practices and reducing waste. The • Encouraging healthy and sustainable lifestyle choices among members, such as
"Profit" aspect acknowledges that promoting plant-based diets and active transportation.
businesses need to be financially viable,
and sustainable development strategies • Using their platform to raise awareness about social and environmental issues, and
must be economically feasible. The supporting charitable initiatives that promote sustainability and social responsibility.
"People" aspect recognizes the social
impact of business operations and seeks
to promote social well-being through fair

38
 labor practices, community engagement, • Investing in the development of sustainable infrastructure, such as green roofs or
and ethical behavior (Malysheva et al., rainwater harvesting systems, at their facilities and in the surrounding community.
2016) .
• Encouraging sustainable tourism practices for members who travel to attend games
and events, such as promoting eco-tourism activities and partnering with hotels that
prioritize sustainability.

Digitalization strategy refers to the

• ESC Club can create a modern and interactive website that provides comprehensive
process of adopting digital technologies
information about the club's activities, facilities, and membership options. The
and integrating them into an
website can also allow members to book and pay for various services online, such
organization's operations to improve
10- Digitalization

as booking tennis courts, reserving a table at the restaurant, or purchasing

efficiency, productivity, and innovation.
merchandise.
It involves leveraging digital tools and
technologies to create new value for • ESC Club can use social media platforms, such as Facebook, Twitter, and Instagram,
customers, streamline business to engage with members and promote the club's activities and events. Social media
processes, and enhance decision-making can also be used to target potential members and showcase the club's unique features
capabilities. Digitalization strategy can and benefits.
include various initiatives such as
automation, artificial intelligence, data • To streamline the payment process, Gezira Club can adopt a digital payment system
analytics, cloud computing, mobile apps, that allows members to pay for services and products securely and conveniently.
and digital marketing. The goal of a

39
digitalization strategy is to create a more
• By collecting and analyzing data on members' preferences, behavior, and
agile and responsive organization that
engagement, ESC Club can gain insights into how to improve services and optimize
can quickly adapt to changing market
operations. Data analytics can also help the club personalize the member experience
conditions and stay ahead of competitors
and identify areas for growth and innovation.
in the digital age (Nikmehr et al., 2021).

• Implementing a digitalization strategy in entrance gates can provide can reduce the
time and effort required to manage the flow of members and guests. Also, it will
help improve security by providing better monitoring and control over who enters
the club. Electronic access systems can be programmed to limit entry to authorized
individuals and also record data on who enters and exits the club. Most Importantly,
it can help reduce costs associated with traditional paper-based systems for
managing entry and access. This includes printing and distributing physical tickets,
staff time for manual entry.

40
2. Formulating Business Level Strategies

16. Aligning corporate and business level strategies

Digitalization Service development

(Differentiation) (Differentiation focus)

Market penetration
(Cost focus)

16.1. Aligning digitalization strategy for shooting club with differentiation

Digitalization strategy refers to the process of adopting digital technologies and integrating
them into an organization's operations to improve efficiency, productivity, and innovation. It
involves leveraging digital tools and technologies to create new value for customers, streamline
business processes, and enhance decision-making capabilities. Digitalization strategy can
include various initiatives such as automation, artificial intelligence, data analytics, cloud
computing, mobile apps, and digital marketing. The goal of a digitalization strategy is to create
a more agile and responsive organization that can quickly adapt to changing market conditions
and stay ahead of competitors in the digital age. The differentiation we are going to use is the
AI detector which will be an alternative for the club ID, and it will be face ID for every member
in the club, so we will be the first club in Egypt that use AI face ID detectors.

41
16.2. Aligning service development strategy for shooting club with
differentiation focus
A business approach involves creating and launching new products or services or improving
existing ones to meet the changing needs and preferences of customers or to capitalize on new
market opportunities. This strategy aims to leverage a company's existing resources,
capabilities, and market presence to introduce new or enhanced offerings that can generate
additional revenue, increase market share, and enhance customer satisfaction. Product
development strategy typically involves conducting market research, identifying customer
needs and preferences, conceptualizing and designing new products or services, conducting
testing and validation, and launching the final product or service into the market (Cooper,
2019). We are going to link service development with differentiation focus. The differentiation
focus will be hand crafts workshop that will help people find a new hobby, and it will be with
affordable prices so it will be easy to join it and upgrade their talent.

16.3. Aligning market penetration strategy for shooting club with cost focus
A business approach that focuses on increasing a company's market share in its existing market
or customer base. This strategy involves aggressive marketing efforts, sales promotions,
pricing adjustments, and other tactics aimed at capturing a larger share of the existing market
and attracting customers from competitors. The goal of a market penetration strategy is to
leverage a company's existing products, services, or customer relationships to gain a larger
portion of the market, increase sales, and ultimately, improve profitability (Otieno and
Momanyi and Omari, 2020). We will merge market penetration with cost focus by making
annual offers for the member-ships to gain more customers and increase the market shares for
the club and we also can make offers on the sports, for example the parents can make bundles
for their kids for one year in the football academy with discount and low prices. Also, we can
make bazaars for the members that sells products with low prices every year.

42
17. Identifying Egyptian Shooting Club’ competitive strategy

• Cost leadership: is a term involved when an organization projects itself as the least
expensive producer or supplier of a specific item or product in a contest. It is difficult
to implement the strategy because, in order to remain competitive, management must
constantly work to reduce costs at every level. The cost leadership in the shooting club
for example that the membership in the shooting club gym is only for 200 LE so that
was a very low price for the members and it have a good machine and many benefits.
• Differentiation: the ways in which you set your business apart from other businesses
in the same industry. Most of the time, it involves pointing out a significant difference
between you and your rivals. The differentiation in the shooting club that they have a
big gallery which is varies a lot of different products with low prices and high quality.
• Cost focus: requires contending in light of cost to focus on a limited market. A firm
that follows this technique doesn't be guaranteed to charge the least costs in the
business. Instead, it charges a lower price than its competitors in the target market. The
cost focus that the shooting club make it for the niche customers that they make high
quality food trucks with big brand name like mince.
• Differentiation focus: a strategy for gaining a competitive advantage in which a
company tries to outperform its rivals by selling a product that customers think is better
than its competitors' even though it costs more; in taking on a separation center system,
the organization centers around tight market inclusion. The differentiation focus that
the shooting club make it for the niche segment is chess area and make tournaments for
the people who love playing chess.

43
18. Developing key functional areas to support the ESC’ competitive strategy
Functional Area Functional Strategy Description
1. IT Department ERP Systems Enterprise resource planning (ERP).
Shooting club will use this software to
manage day by day between the
departments such as accounting
department and HR and logistics. So,
they use it to organize those departments
to each other.
E-commerce Shooting club should update the
information at least every 6 months to be
up-to-date and to include any new
changes and improvements that happens
also including any new services that is
developed
2. HR Department Performance Essentially, shooting club involves this
appraisal technique to quantify the general
exhibition of all workers in the
association to check whether they
accomplish their assignments or not.
Training and Before beginning their employment,
development Shooting Club instructs its employees on
how to carry out the responsibilities of
their position.
KPIS This indicator is used by Shooting Club
and all businesses to determine whether
employee performance is carried out
effectively and efficiently. If it is not, the
employee either gets laid off or works on
products that meet the needs and wants of
customers.
3. Marketing & Sales Service Develop new designs for the club and
Development improve the customer service, improve

44
 quality of goods and materials that
provided for the customers for example
shooting club make a new building with a
modern design and games machines and
computers to fit the need of the customer
which are the small age
Market Penetration To increase revenues and customer
satisfaction, shooting clubs should look
to enter new markets. This can improve
their reputation.
Vertical Integration One approach to vertical integration in a
shooting club can be seen in the work of
Wegener and Ortega (2019), who suggest
that shooting clubs could integrate
vertically by establishing relationships
with manufacturers and distributors of
shooting-related equipment and supplies.
The authors recommend that shooting
clubs could also consider expanding their
operations to include related services such
as firearms training, gunsmithing, and gun
sales
4. Inbound logistics Purchasing The club has established relationships
materials with reliable suppliers to ensure a steady
supply of high-quality sports equipment
and merchandise. By negotiating
favorable terms and pricing, the club is
able to maintain a competitive advantage
in the market.
Reverse logistics The club has implemented a reverse
logistics system to manage the return and
disposal of unsold or unused merchandise
and equipment. By repurposing or

45
 recycling these items, the club is able to
reduce waste and ensure sustainability in
their operations.
Transport to The club has established an efficient
distribution channels transportation system to ensure that goods
and materials are delivered to their
intended destinations in a timely and cost-
effective manner. By working with
reliable logistics partners, the club is able
to optimize their transportation network
and minimize the risk of delays or
disruptions
5. Quality Important aspect of quality management
Operations management in a shooting club is safety management.
department The National Rifle Association (NRA)
provides guidelines and resources for
shooting clubs to ensure the safe
operation of their facilities and the proper
handling of firearms (National Rifle
Association, n.d.). These guidelines
include recommendations for safety
policies, training programs, and regular
safety inspections
Materials One approach to material management in
management a shooting club can be seen in the work of
Bodrogi and Székely (2018), who suggest
that an efficient material management
system should be established to ensure
that equipment and supplies are available
when needed. The authors recommend
that this system should include regular
inventory checks, a centralized
procurement process, and the use of

46
 modern information technologies for
tracking and managing supplies.
Capacity Approach to capacity management in a
management shooting club can be seen in the work of
Marangon et al. (2018), who suggest that
capacity planning should be based on a
thorough analysis of historical demand
and future projections. The authors
recommend that shooting clubs should
use statistical models to forecast demand
and allocate resources accordingly. In
addition, they suggest that shooting clubs
should implement effective reservation
systems and manage waitlists to optimize
capacity utilization.

IV. Strategy in Action (Strategy Implementation)

19. Product life cycle

47
 • Introduction: This is the initial stage when a new product is introduced to the market.
It involves product development, market research, and the creation of a marketing
strategy to build awareness and generate demand. (Kotler & Keller, 2021).
• Growth: In this stage, the product experiences rapid sales growth as it gains acceptance
in the market. Demand increases, and competitors may enter the market. Companies
focus on expanding distribution channels, improving product quality, and increasing
market share. (Kotler & Keller, 2021).
• Maturity: The maturity stage is characterized by a slowdown in sales growth. The
product has reached its peak level of market penetration, and competition becomes
fierce. Companies strive to differentiate their product through marketing tactics, such
as pricing strategies, product enhancements, and promotional campaigns. (Kotler &
Keller, 2021).
• Decline: The decline stage marks a decrease in sales and market share. The product
may become outdated, face strong competition from newer alternatives, or experience
changes in consumer preferences. Companies may choose to discontinue the product or
explore ways to extend its life, such as through repositioning or targeting niche markets.
(Kotler & Keller, 2021).

Shooting club in the maturity stage because it achieves all the objective which to be in top in
this market, awareness and profit also shooting club build its brand value and identity so that
shooting club in the maturity stage.

20. Organizational structure

20.1. Types of organizational structure

1. Functional Structure: A functional structure organizes the company based on

specialized functions or departments such as marketing, finance, operations, and human
resources. Each department operates independently, focusing on its specific area of
expertise. (Reference: Robbins, S. P., Coulter, M., & DeCenzo, D. A. (2017).
Fundamentals of management. Pearson.)
2. Divisional Structure: A divisional structure divides the organization into self-
contained divisions or business units based on product lines, geographic regions, or
customer groups. Each division operates as a separate entity with its own functional
departments, allowing for a greater focus on specific markets or products. (Reference:
Daft, R. L. (2018). Organization theory and design. Cengage Learning.)
48
 3. Matrix Structure: A matrix structure combines both functional and divisional
structures, creating a dual reporting system. Employees report to both functional
managers and project or product managers, facilitating cross-functional collaboration
and flexibility. This structure is commonly used in project-based organizations.
(Reference: Robbins, S. P., Coulter, M., & DeCenzo, D. A. (2017). Fundamentals of
management. Pearson.)
4. Team-based Structure: In a team-based structure, the organization is organized
around self-managing teams or workgroups. Each team is responsible for a specific task
or project and has the authority to make decisions within its domain. This structure
promotes employee empowerment and collaboration. (Reference: Robbins, S. P.,
Coulter, M., & DeCenzo, D. A. (2017). Fundamentals of management. Pearson.)
5. Network Structure: A network structure is a flexible and decentralized structure that
relies on strategic alliances, partnerships, and outsourcing. It focuses on leveraging
external resources and expertise to achieve organizational goals. This structure is
commonly found in industries such as technology and consulting. (Reference: Daft, R.
L. (2018). Organization theory and design. Cengage Learning.)

Shooting
club

Alexandria
branch Marketing and
sponsorship
Giza manager
R&D manager
branches Portsaied
Finance and
administration branch Marketing and
R&D manager manager sponsorship
manager
Marketing and
Finance and sponsorship R&D manager
administation Finance and
manager administration
manager
manager

Alfred Chandler concluded that structure follows strategy so due to the economic problem we
will make a new strategy which is market penetration mean to make an alliance with Arkan
Plaza to be 20% discount for any shooting club members on any café in Arkan. So, the
economic rise.

49
V. Strategy Monitoring and Evaluation

Perspective Objectives KPIs

Financial • Increase Revenue generation by • Measure the overall
30% revenue generated by the
club, including ticket sales,
• Cost management 20%
merchandise sales,
• Control cost of subscription
sponsorships, and
broadcasting rights.
• Track the growth rate of
revenue over time to assess
the club's financial
progress.
Stakeholders • Enhance employee’s satisfaction. • Make surveys for customer
• Increase customer satisfaction. satisfaction.
• Make surveys of
employee’s satisfaction

Internal • Develop the quality of the players. • Youth Academy

process • Improve training programs. Performance: Assess the
• Make performance analysis success rate of the club's
youth academy in
developing talented players
and promoting them to the
first team.
• Track the implementation
and impact of performance
improvement initiatives
based on analysis findings
Learning • Increase using technology by 20% • Coach Training and
and growth • Increase sport science and medicine Certifications: Measure the
by 10% number of coaching staff
• Coaching stuff development 15% members attending relevant

50
 • Invest in training of employees training programs and
obtaining coaching
certifications.
• Creating training programs
with the help of
experienced trainers
Customer • Increase fan engagement by 20% • Attendance Rate: Measure
perspective • Increase fan loyalty 10% the average number of fans
• Increase membership growth by attending home matches to
10% assess the level of fan
engagement and support.
• Social Media Interactions:
Track the number of
followers, likes, comments,
and shares on social media
platforms to gauge fan
engagement in the digital
space.

51
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