CUK STRATEGIC PERFORMANCE REVIEW
Posted: 5 Aug 2020, 3:43pm
Recent announcements by CUK have prompted me to look hard and closer at how well CUK has performed as an organisation. The stats and evidence I discovered suggests a pitiful performance over the last 5-10 years with the organisation going backwards rather than forwards in terms o membership numbers. The data I used is below. The data shows,
1) Between 2011-2019 the market /demand for cycle club membership (such as CUK) grew by more than 9% year on year.
2) Over this same period membership of CUK fell by 0.8% year on year. In a growing marker CUK could not even stand still!
3) By comparison a key rival, British Cycling (which also leads and is involved in campaigns to encourage cycling), grew its membership by over 18% year on year.
4) Over the 5 years between 2014 and 2019 CUK has seen its market share fall from more than 40% to just around 30%.
5) Cycling activity has been increasing over the years. Activity as measured by govt stats has increased by on average 1-1.5% year on year for the last 7 years. In that same period CUK's membership has declined at an average 0.85% year on year
It is clear that with an average year on year growth of (minus) -0.8% in membership since 2011 CUK has at best stood still when all others have moved forward with significant growth and has lost and probably is continuing to loose market share.
This is overwhelming evidence that CUK has not been able to strategically manage the organisation to keep pace with the incredible growth in demand for membership or the increase in cycling activity in the last 5-10 years.
The management capability of any organisation (charity or commercial enterprise) which is unable to grow its membership/revenue at at least the same rate as the market has to be questioned.
The membership figures have been taken from official CUK reports and British Cycling public documents. Pedal cycle traffic and distance ridden each year are from government data.
1) Between 2011-2019 the market /demand for cycle club membership (such as CUK) grew by more than 9% year on year.
2) Over this same period membership of CUK fell by 0.8% year on year. In a growing marker CUK could not even stand still!
3) By comparison a key rival, British Cycling (which also leads and is involved in campaigns to encourage cycling), grew its membership by over 18% year on year.
4) Over the 5 years between 2014 and 2019 CUK has seen its market share fall from more than 40% to just around 30%.
5) Cycling activity has been increasing over the years. Activity as measured by govt stats has increased by on average 1-1.5% year on year for the last 7 years. In that same period CUK's membership has declined at an average 0.85% year on year
It is clear that with an average year on year growth of (minus) -0.8% in membership since 2011 CUK has at best stood still when all others have moved forward with significant growth and has lost and probably is continuing to loose market share.
This is overwhelming evidence that CUK has not been able to strategically manage the organisation to keep pace with the incredible growth in demand for membership or the increase in cycling activity in the last 5-10 years.
The management capability of any organisation (charity or commercial enterprise) which is unable to grow its membership/revenue at at least the same rate as the market has to be questioned.
The membership figures have been taken from official CUK reports and British Cycling public documents. Pedal cycle traffic and distance ridden each year are from government data.