CrossFit’s key

Identify several of CrossFit’s key tangible and intangible resources. How have these been used to create capabilities and core competencies?

A company has both tangible and intangible resources. Tangible resources are assets that can be quantified and seen. The tangible resources of CrossFit include the garage gym, the CrossFit Journal, or newsletter, and the gym equipment. CrossFit has a gym that resembles a garage or a barn, the newsletter, or CrossFit Journal, which is an important means for the firm to publish Glassman’s philosophy (DiPrimio, 2015). The Newsletters are published each month with articles on fitness training, box operations, and lifestyle. The firm also owns different equipment for gymnastics, weightlifting, and cardio that are used by its members (DiPrimio, 2015). The social media, the Company’s website, the CrossFit Community, and human resources are the intangible resources of the firm.

Capabilities are usually based on developing, exchanging, and carrying knowledge and information through the company’s human capital. CrossFit’s Gym garage and equipment are the capacities applied by the firm used to assist members to achieve their desired goals, which are the desired end state of CrossFit (DiPrimio, 2015). CrossFit’s journal/newsletter articles were used to explain the firm’s philosophy through questioning the earlier proposed definitions to what it meant to be fit. The first journal article concluded that the earlier definitions were too narrow or too broad, and thus inadequate. In this article, Glassman provided his definition of fitness (DiPrimio, 2015). He argued that CrossFit’s aim was not to specialize in one specific fitness task but to be a jack of all trades (Glassman, 2002). That definition has helped communicate to the public that all people are eligible for membership and thus have attracted clients. The company’s technology, including its website, www.crossfit.com and social media, has been used to provide resources to the public, including unlimited instructional videos, workout methodologies, nutritional ideas, and gym locations (DiPrimio, 2015). The CrossFitCommunity and social media have also taken the lead in the marketing of the company’s brand. They have built an almost obsessive-like adoration for CrossFit to the extent of actively promoting the sport through any possible outlet.

Who is CrossFit’s target consumer? What is the value proposition provided by CrossFit?

CrossFit’s target consumers are fitness-minded people, including children and adults. The demographic of the target customers are men and women, teenagers, children, and adults, who are can support their gym membership (DiPrimio, 2015). The target consumers are fitness-minded and health-conscious, well-informed, and in-tune with the present changes and events in exercise and nutrition science. CrossFit aims to attract individuals living an all-around healthy lifestyle. People who want to eat nutritious diets and realize the importance of sustainability of their sources of food (DiPrimio, 2015). The targeted consumer is someone who is interested in knowledge and information on health and wellness. Competition is also promoted at CrossFit; therefore, CrossFit target consumers are competitive and enjoy challenges.

The value proposition provided by CrossFit is delivering more work capability across wide time and modal domains, which has unusual value for people since it is exclusively effective in generating health and fitness. The decentralized model of CrossFit supports but does not assume that value by desisting taking things or itself that is best delivered, manage, and owned by severely independent CrossFit boxes (Thompson, 2016). The proposition value is inherent in the philosophy of CrossFit, but the economic opportunity dwells in the 15,000 affiliates and not in CrossFit, Inc (DiPrimio, 2015). CrossFit’s coaches, athletes, affiliates, and volunteers build grassroots competition around the world. Such competitive events are a good example of the community’s responsibility as a co-developer in sport fitness.

What environmental threats and opportunities are facing CrossFit? How should CrossFit adapt its business-level strategy in order to exploit these opportunities or reduce the threats?

One of the environmental threats that CrossFit Company is facing is high-risk injuries caused by intense workouts. The company has been criticized for extreme workouts that lead to injuries. Non-members have often argued that CrossFit workouts can be unsafe for the participants (Thompson, 2016). The competitive nature and intensity can result in a lot of heavy lifting and inappropriate form all the way through the rep sets, making way for injuries. Another key threat is the class prices that are on the high end. The existing opportunity CrossFit is conducting studies on the effects of workouts on customers. Studies would enlighten both the Company’s human capital and the public. CrossFit would then implement the right intensity for different clients, and the public would not only criticize the kinds of workouts offered by the Company. CrossFit would also explore other kinds of workout programs (Thompson, 2016). Since CrossFit roots are in technology, it could use that as an opportunity to educate the public and members on the benefits of intense exercise and clear out any myths created by critics. Following its research, the findings should be published on its website and journal for people to understand the value of its workouts and how they are correlated to injuries.

References

Glassman, Greg (2002). “What is Fitness?” The CrossFit Journal, 1–4.

Thompson, Walter R. (2016).  “Worldwide Survey of Fitness Trends for 2017” ACSM’s Health & Fitness Journal, 20, 6, 8-17.

DiPrimio, P. (2015). The World of CrossFit. Hockessin, DE: Mitchell Lane Publishers