Bally Case Study

There are two courses of action; they can remain the same in terms of management personnel and strategic decision making style, and marketing scheme. Or Bally’s can attempt to change their strategy going forward; adapting to current trends and fulfilling the needs of the current day gym users. Assuming Bally’s choose the latter, the first course of action would to identify the strengths and weakness of the company at its present state.  

* One of our strengths is that we have strong brand recognition, 3.6 million members in over 360 fitness centers in the United States and more than 50 locations internationally.  Additionally, we offer a wide range of services and classes.  Outside of our gym itself, we have our brand of apparel, health & fitness equipment, vitamins and supplements.

* One of our weaknesses is that we have an ongoing history of customer complaints in regards to our customer, also a history of unsavory accounting practices. Another weakness that our company has shown an inability to reform current business practices and services to cater to consumer demands.

Building on this information; next step is to implement a new strategic planning and management system, called the Balanced Scorecard (BSC). BSC is a management tool that enables organizations to clarify their vision and strategy and translate them into action (Perry). Instead of solely relying on traditional financial measurements of performance; BSC combines traditional metrics with non –financial metrics.  It gives a “Balanced” perspective of goals and objectives of the company with insight from both internal and external business process. Given the increased diversification of the customers in the market, Bally’s needs a management system that allows for highly integrated business units that excel at communication. For example, fads or trends are not only what society deems currently cool or in style, they provide an opportunity for a business to show there attunes to their...