Management Summary
Due to the changing preferences of consumers, ANWB fears that, although the amount of members is still growing, the membership-model that is currently employed will not be sustainable for the future. This means that other business models should be considered in order to maintain this growth. Out of the four business models that were considered, the personalized business model was found to be the most preferable.
Our advice is therefore to implement a personalized business model. In essence this means that ANWB should maintain its current membership-model, but offer products and services that are more tailored to the needs of each individual member. This can be achieved on 5 different levels: product, price, offer, content and service. Three main arguments have been formulated to support this business model.
Firstly, a personalized membership enhances efficiency. Through a two-part tariff, ANWB can match the willingness-to-pay of its members. Furthermore, due to extensive data-analysis, the optimization of products and processes can be achieved. Secondly, a personalized membership aligns with the corporate values of ANWB. The association strives to be connected with its members and also wants to be accessible to anyone who is in need of advice. Finally, the proposed business model is in line with current trends in the market. Customers want to be acknowledged as individuals and want to receive tailored products and services.
To implement this advice, a timeline has been constructed with suggested actions. This includes analyzing the current situation in the short term, creating facilities for implementing the plan in the middle-long term and launching the model in the long term.
Table of contents
Management Summary01
Chapter 1: Introduction03
SCQ03
Chapter 2: Advice05
2.1 Evaluation of alternatives05
2.2 Considerations06
2.3 Advice07
Chapter 3: Issue tree09
3.1 Personalized membership enhances ANWBÕs efficiency09
3.2 Personalized membership aligns with the corporate values of ANWB010
3.3 Personalized membership aligns with current market trends011
Recommendations012
Conclusion013
References014
Appendices015
Appendix 1: Research framework015
Appendix 2: Strategic position015
Sub-appendix 2a: Internal analysis015
Sub-appendix 2b: External analysis015
Sub-appendix 2c: Conclusions in SWOT015
Appendix 3: Strategic evaluation015
Chapter 1:
Introduction / SCQ
Figure 1
Situation Ð ANWB is a Dutch leading company and offers a wide range of services in the fields of recreation, tourism and mobility. Ever since its founding in 1883, the association is shaped as a club and uses a membership-based business model. This model is deeply embedded within the associationÕs identity, organizational structure/culture and legal structure (ANWB fact pack).
The membership-based business model is shaped in twelve fixed packages (nine for individuals and three for businesses) from which the customer can