Putting Strategic Planning to Work - Home - CMAA 8 18 CMAA Greater Southwest...Putting Strategic...

Putting Strategic Planning to Work1

CMAA Greater Southwest Chapter8 January 2018

Introductions

• Who are you?• Where do you work?• And why are you here?

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Henry DeLozier Partner, Global Golf Advisors

www.globalgolfadvisors.com

Presenter

• Largest Consulting Firm in the World Specializing in Golf-Related Businesses

• Serving 2,900+ Clients Worldwide

• Offices in Toronto (HQ) | Phoenix | Dublin (IR) | Sydney (AUS)

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http://www.globalgolfadvisors.com/

Overview of Today’s Session

Developing a working understanding of strategic planning and how to use strategy in private clubs.

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What’s the Purpose?

• Greater Success in Private Club Leadership

• Broader and Deeper Understanding of How to Develop Strategy

• Guidance for Club Managers in Facilitating Strategic Planning for Their Boards

• Tools to Enable Deliberate Effort

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Defining Strategic Planning

What is strategy?

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Strategy…

Strategy is NOT…• The club campus master plan;• The capital expense budget;• A listing of SOP;• The Employee Handbook; or• Where? When? How?

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Strategy answers the questions…What? and Why?

Big picture concepts and overarching ambitions.

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Strategy versus Tactics

Strategy = What

1. One of Primary Duties of Boards

2. Conceptual Planning3. “Strategy is doing the right

things.”4. Time – Future Oriented

Tactics = How

1. Primary Duty of Management2. Strategic Execution3. Tactics are about “doing things

right.”4. Time – Current Period of

Action

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Peter Drucker on Strategy

"Strategic planning is the continuous process of making present

entrepreneurial (risk-taking) decisions systematically and with the greatest

knowledge of their futurity; organizing systematically the efforts needed to

carry out these decisions; and measuring the results of these decisions

against the expectations through organized, systematic feedback."

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Peter Drucker Background

Peter Drucker was an Austrian-born Americanmanagement consultant, educator, thinker andauthor, whose writings largely comprised the 20th

century philosophical and practical foundations ofthe modern business corporation. He was also aleader in the development of managementeducation, he invented the concept known todayas ”management by objectives and self-control”and he has been described as "the founder ofmodern management“.

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Strategic Thinking

One must think strategically to become “strategic”.

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Strategic Thinking Characteristics

• Open to perspectives from multiple sources

• Adept at incorporating both logic and emotion

• Comfortable thinking beyond today’s reality

• Comfortable with being a little uncomfortable

• Question yesterday, today, tomorrow

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Six Habits of Strategic Thinkers

What makes them “different”?

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Habits of Strategic Thinkers

1. Broad, long-range approach to problem- solving and decision-making.

2. Think in multiple time frames.3. Determine desired outcome.4. Quantify resources.5. Project desired solution into setting. 6. Identify multiple strategic options.

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Michael Porter

“Strategy is about making choices, trade-offs; it's about deliberately choosing to be different.”

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Michael PorterPorter is an American academic known for his theories oneconomics, business strategy, and social causes. He is the BishopWilliam Lawrence University Professor at Harvard BusinessSchool, and he was one of the founders of the consulting firmThe Monitor Group (now a part of Deloitte).He is the author of 18 books and numerous articles including thethree best-selling of his books: Competitive Strategy, CompetitiveAdvantage; Competitive Advantage of Nations; and OnCompetition. A six-time winner of the McKinsey Award for thebest Harvard Business Review article of the year, Professor Porteris the most cited author in business and economics.Porter stated in a 2010 interview: "What I've come to see asprobably my greatest gift is the ability to take an extraordinarilycomplex, integrated, multidimensional problem and get armsaround it conceptually in a way that helps, that informs andempowers practitioners to actually do things."

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Benefits of Strategic Planning

Private clubs are more alert today to the critical importance of strategy than in the many years before.

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Do recognize any of these members?

Club members are intolerant of ineffective leadership and governance at their clubs.

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Why Now?

Why is strategic planning receiving more focus in private

clubs now than in the past?

• More is expected of private club leaders now.

• Club leaders must function in a more business-like setting.

• Over-supplied and competitive markets require more focus.

• Different types of clubs use different models of strategic planning.

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Strategic Guidance

Five Important Questions to Answer for Your Club Before You Begin

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Five Important Questions

1. What will the club do with its strategic plan?2. Where and how should a club start strategic planning?3. Should your club use a consultant?4. What are best practice standards for organizing the

process?5. How should one organize the needed data, information

and records?

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Where to Begin?

“Begin with the end in mind.”

Stephen Covey

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Getting a Great Start

The First Strategic Planning Meeting

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Begin Well to Plan Well

• Establish clear-cut methods, roles and understandings.

• Provide any existing strategic plans or examples to be referenced as “pre-reading” materials.

• Acknowledge proportion and significance of the endeavor.

• Establish an understanding of schedule and necessary timeline.

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Tips for Getting Started

• Understand the differences between mission, vision and values.

• Understand your own reference points.

• Organize a small group of planners.

• Establish time constraints and deadlines.

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• Leadership – Dependable, Trustworthy, Resolute

• Governance – Open, Consistent, Deliberate

• Revenue-Focused versus Expense-Focused

• Strategy – Visionary, Bold, Thorough• Distinction – Market Differentiated,

Brand Authorized

Characteristics of Great Clubs

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Look Familiar?

Factors That Bog Strategy Down

1. Impatience2. Ignorance of Strategy Itself3. Inadequate Process Mapping

4. Lack of Research5. Lack of Leadership

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Table of Contents

Mission

Vision

Core Values

Goals and Objectives

Market Factors

Financial Factors29

Mission, Vision and ValuesThree words that often paralyze the strategic

planning process. They begin the plan. They are important. Why are they so darned difficult to craft?

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Mission

Purpose for Being31

Mission Statement

“A formal summary of the aims and values of a company, organization, or individual.”

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Writing a Mission Statement

• Create a market-defined purpose;

• Identify your defining traits;

• Understand your differentiating attributes;

• Crystallize your key goals.

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Mission Statement

Here are three great mission statements…How do they compare to yours?

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Earth First

Patagonia

“Build the best product, cause no unnecessary harm. Use business to inspire and implement solutions to the environmental crisis.”

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Customer First

Nordstrom

“Offer the customer the best possible service, selection, quality and value.”

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Values First

Honest Tea“Honest Tea seeks to create and promote great-tasting, healthier organic beverages. We strive to grow our business with the same honesty and integrity we use to craft our products, with sustainability and great taste for all.”

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Mission Statements That Work!

Organize“Google’s mission statement is

to organize the world’s information and make it

universally accessible and useful.”

Customer"To be Earth's most customer-

centric company where people can find and discover

anything they want to buy online.”

Customer Service

”To provide the best customer service possible.”

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Vision

Aspirations and Intentions

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Vision

A vision statement is a declaration of an organization's objectives, ideally based on economic foresight, intended to

guide its internal decision-making.

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Effective Vision Statements

• Are aspirational;• Tell employees and management

what is topmost; and• Indicate the future positioning of

the club in its competitive set.

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Vision Statement Guidance

1. Are brief and succinct (11 to 22 words)2. Are easy-to-remember3. Use challenging goals that are high and attainable4. Project goals in the future5. Are stable and durable

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Good Examples of Vision

• Walt Disney "To Make People Happy“• Disneyland "The happiest place on Earth“• IKEA "To Create a Better Everyday Life for the Many"• Walmart "To give ordinary folk the chance to buy the same things as

rich people“• Ritz Carlton "Ladies and gentlemen serving ladies and gentlemen"

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Vision That Means Something!

1. To begin, dream BIG!2. Focus on five- to ten-year term.3. Engage key team members to name core values

of the organization.4. Ask what obstacles and competition you will

encounter.5. Do not politicize.6. Describe “success” when achieved.7. Repeat.

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Mission versus Vision

Mission• Present-based• Describes “why” we exist / strive• Shows planning• Answers What? and Who?

Vision• Future-based• Inspire and give direction• Shows passion• Answers Why? and How?

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Values

Broad preferences concerning appropriate courses of action or outcomes. As such, values reflect a person's sense of right and

wrong or what "ought" to be

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Value Statements

Our Values

Caring, High Standards, Making

a Difference, Respect, and

Empowerment

Honesty

Excellence

Accountability Respect

Teamwork

Blue Box Values

Customer Commitment, Quality, Integrity, Teamwork, Respect for People,

Good Citizenship, Will to Win, Personal Accountability

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Family Values

Blue Box Values of AMEX

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Zappos.com Values

1. Deliver WOW Through Service2. Embrace and Drive Change3. Create Fun and a Little Weirdness4. Be Adventurous, Creative, and Open-Minded5. Pursue Growth and Learning6. Build Open and Honest Relationships with Communication7. Build a Positive Team and Family Spirit8. Do More with Less9. Be Passionate and Determined10. Be Humble

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Mission, Vision and Values

Putting Great Planning to Work

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James Collins

Jim Collins is a student and teacher of leadership and

what makes great companies tick

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Jim CollinsHaving invested a quarter century researching the topic, he has authored or coauthored six books that havesold in total more than 10 million copies worldwide. They include Good to Great, the #1 bestseller, whichexamines why some companies and leaders make the leap to superior results, along with its companionwork Good to Great and the Social Sectors; the enduring classic Built to Last, which explores how someleaders build companies that remain visionary for generations; How the Mighty Fall, which delves into howonce-great companies can self-destruct; and most recently, Great by Choice, which is about thriving inchaos—why some do, and others don't—and the leadership behaviors needed in a world beset byturbulence, uncertainty, and dramatic change.Driven by a relentless curiosity, Jim began his research and teaching career on the faculty at the StanfordGraduate School of Business, where he received the Distinguished Teaching Award in 1992. In 1995, hefounded a management laboratory in Boulder, Colorado, where he conducts research and engages in Socraticdialogue with CEOs and senior-leadership teams. In addition to his work in the business sector, Jim has apassion for learning and teaching in the social sectors, including education, healthcare, government, faith-based organizations, social ventures, and cause-driven nonprofits. In 2012 and 2013, he had the honor toserve a two-year appointment as the Class of 1951 Chair for the Study of Leadership at the United StatesMilitary Academy at West Point.Jim holds a bachelor's degree in mathematical sciences and an MBA from Stanford University, and honorarydoctoral degrees from the University of Colorado and the Peter F. Drucker Graduate School of Management atClaremont Graduate University.He is an avid rock climber, who has successfully made one-day ascents of the north face of Half Dome and the3,000-foot south face of El Capitan in Yosemite Valley.

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Aligning Mission, Vision and Values

Executives spend too much time drafting, wordsmithing, and redrafting vision statements, mission statements, values statements, purpose statements, aspiration statements, and so on. They spend nowhere near enough time trying to align their organizations with the values and visions already in place.

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Recurring Corrective PlanEvaluate Current Values

Measure Current Operational

Methods

Identify Misalignments

Correct Misalignments

Repeat

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Summary

• Establishing Mission, Vision and Values comes first.

• This sets the foundation stones for effective strategy.

• Values-driven clubs are purposeful and market attractive.

• Statements are simple, clear and easily understood.

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Break

15 Minutes Please

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Defining Goals and Objectives

They are different in creation and utilization.

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Goal-Setting

“The essence of strategy is knowing what not to do. Sound strategy starts with having the right goal.”

Michael Porter

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Interdependent Relationships

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Goals

• Statements you make about the future of your business.

• At best, they describe your aspirations.

• General, broad, abstract, strategic in nature.

Objectives

• The exact steps you must take to reach your goals.

• Typically measurable and quantifiable.

• Specific, concrete, narrow and tactical in nature.

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SMART Goals –and How to Set Them

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Making SMART Goals

• Look at the Vision for the club…what must you accomplish?

• Identify all of the club’s stakeholders.• Choose goals that meet and exceed

your stakeholders wants.• Define what you want from

stakeholders.• Describe BIG goals.

A list of goals is not strategy.

Graham KennyNovember 19, 2014

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Effective, Actionable and Scalable Goals for Private Clubs

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Five Examples of Club Goals

• Establish and maintain full membership roster

• Maximize member satisfaction.• Maximize member engagement.• Establish and maintain reliable

economic sustainability.• Meet and exceed the vision of

the club.

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Establishing Objectives for Your Club

Adding Measurement to Aspiration

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The Moon as an Objective

"I believe that this nation should

commit itself to achieving the goal,

before this decade is out, of landing a

man on the Moon and returning him

safely to Earth.“25 May 1961

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Examples of Club Objectives

1. Increase membership enrollment by 7% over prior year.

2. Sustain annual membership satisfaction at or above 90%.

3. Increase membership engagement in primary club events by 3% over prior year.

Objectives serve to measure key achievement attributes of goals.

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Goals/Objectives WorksheetGoals Focus Area Objectives

Increase Membership to Cap Membership Growth

1. Achieve 10% annual success rate on leads.

2. Expand lead-list to 200+ prospects.

Reduce Member Attrition Membership Growth

1. Establish projected pace of attrition.2. Identify / measure causes.3. Increase retention with generational

plan.

Increase Member Engagement

Value Proposition 1. Measure member participation in primary events and activities.

2. Increase committee enrollmentIncrease Member Satisfaction

Value Proposition 1. Execute annual survey of member attitudes, wants and preferences

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How to Create Objectives

1. Confirm Mission and Vision Statements;

2. Identify changes needed currently;3. Collect baseline data;4. Decide what is realistic for the club;5. Set the objectives;6. Review the specific actions

necessary within each objective

The BIG question:

What outcomes define “success” for our club?

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Objectives Checklist

___ The club understands what objectives are, and when you should develop them___ The club understands that objectives should be SMART___ The club’s vision and mission statements have been affirmed or re-defined___ You have determined the changes to be made___ You have collected baseline data on the issues to be addressed___ Club leaders have decided what is realistic for the club to accomplish___ You have set objectives___ You have reviewed the objectives your organization has created.

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Eight Important Questions

Most often asked in private clubs.

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Q

Who should set goals for the club?

A

• Begin with the long-range planning committee.

• Recommended goals approved by the board.

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Q

Who should set objectives for the club?

A

• Begin with management.• Recommended objectives

approved by the board.

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Q

How many strategic objectives should the club establish?

A

• 2 to 4 goals per focus area.

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Q

How should I structure a strategic objective?

A

• Formula:Action + Detail + Metric + Unit + Deadline

Example: Increase membership count to 395 by December 31st.

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Q

How should we ensure accountability?

A

• Empower Long Range Planning Committee.

• Delegate parts of the execution of the objectives to parts of the management team.

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Q

When is the best time to prepare the strategic goals and objectives?

A

• Usually off-season periods enable staff the time to research, focus and deliberate.

• Use in-season for primary member engagement.

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Q

When and how should staff be involved?

A

• Engage staff at the outset of the goal-setting process.

• Review with staff om a reiterative basis.

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Q

How do we keep everything consistent?

A

• Align Mission, Vision, Goals and Objectives in each meeting.

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Summary Review

• A goal is a broad primary outcome.• An objective is a measurable step you

take to achieve a strategy.• A tactic is a tool you use in pursuing

an objective associated with a strategy.

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Market Analysis

The process of determining factors,conditions, and characteristics of a market.

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Putting Market Analysis to Work

• What is it?• Why is it important?• How does one begin?• Where does one find the data?

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Private Club Market Analysis

• Markets Vary Widely and Subtly• Multiple Components Are

Involved• Macro Trends Tie to Local

Economy and Housing Market• Private Clubs Require Certain

Key Elements

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What is market research and why is it important at a private club?

Market differentiation is a critical strategic capability for most private clubs. Many private clubs struggle to describe their value proposition.

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Market Analysis Components

1. Market size (current and future)2. Market trends3. Market growth rate4. Market profitability5. Typical cost structure6. Communication channels7. Key success factors8. Key success details

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Private Clubs Need More

External Market

• Evolving Competition• Club Types• Market Segmentation• Membership Demographic Profile• Local Market Economic Profile• Housing Profile• Source-of-Origin and Feeder Markets

Internal Market

• Current Member Attitudes, Wants and Needs

• Physical Distribution of Current Members

• Tracking Categorical Changes of Current Members

• Market Reach and Penetration

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Three Important External Factors

• Demographics• HHI• HHW• Education

• Psychographics• Status• Push / Pull Factors

• Competition• SWOT• Features / Facilities• Membership Types• Location

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“How to” Guide for Market Analysis

External and Internal Market Understanding

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External Market Analysis

• Begin with Census Data for Macro Trend• Understand Local Economic Trend Profile• Look for HHI, HH Worth and Educational Attainment• Use Claritas, Mosaics, Quester, C+R• Gather and Analyze

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Market Mapping1. Local Market Mapping2. Demographic Profile3. Psychographic Profile4. Competitive Demand Profile5. Competitive Supply Profile6. Source-of-Origin Analysis

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Mile Radial: 5, 10, and 20-mile

Local Market Map

Drive Time Radial: 15 and 30 minutes

Local Market Map

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External Market Analysis5-mileRadial

10-mile Radial

20-mileRadial

State of Florida

Population – 2010 census 78,724 211,999 521,245 18,801,310

Population – 2015 estimate 83,006 222,721 547,930 19,313,777

Avg. Annual % Change 1.4% 1.3% 1.3% 0.7%

Population – 2020 projection 98,062 244,757 601,753 20,594,952

Avg. Annual % Change 3.6% 2.0% 2.0% 1.3%

Median Age 50.8 48.1 45.1 41.2

Median Household Income $64,147 $59,288 $54,022 $46,286

Average Household Income $101,897 $98,951 $85,171 $65,418

Average Family Income $118,389 $117,451 $100,474 $75,494

# of Households $150,000 + 7,193 15,451 27,995 567,144

% of Households $150,000 + 19.1% 15.5% 11.7% 7.5%

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External Market AnalysisMOSAIC Lifestyle Segment: Good Target?

Power Elite – The wealthiest households in the US, living in the most exclusive neighborhoods, and enjoying all that life has to offer. This segment has the highest proportion of golfers of any lifestyle segment.

Cultural Connections – Diverse, mid and low-income families in urban apartments and residences.

Psychographic Profile: Psychographic analysis should connect internal and

external characteristics for your club. Note the three primary market signals. Clubs must understand similar wants and needs vary

by generation.94


How many golfers does your club have access to?

Each dot equals 1 golfing household

Compare demand to income profile

Competitive Demand

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External Market AnalysisCompetitive Supply

Number of Facilities Does demand support supply? Who / what are your key competitors? Amenity Profiles Pricing Analysis (all categories) Number of Members Origin of Members Local Market Perception

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Source-of-Origin: Travel patterns and accessibility

Compare to current profile of members

Evaluate potential source markets

Identify primary, secondary, and ‘untapped’ markets

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“Over 90% of the data in the world today was created in the past two years.”

Petter Bae BrandtzægScience Daily

May 2013

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Internal Market Analysis

Member Distribution – by ZIP code (www.espatial.com) 99

http://www.espatial.com/


Member Distribution – by Category (www.tableau.com)

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http://www.tableau.com/


Member Distribution – by Associate Category Only

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Where does a member survey fit into market analysis?

Opportunities | Pitfalls | Necessities

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• Attitudinal Survey of Existing Members• Begin with Focus Groups• Focus Group Guidelines• Objective – Independent Understanding• Member Survey Is NOT a Strategic Plan

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Focus Group Guidelines

• 6 to 8 Participants• 75-minute Sessions• Engage as Many Members as Possible• Focus on Key Users, Age and Interest

Segments, Past Presidents and Chronic Complainers

• Roundtable Setting in Private Room

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What should you learn from your market analysis?Perfecting Target Marketing Increases Efficiency

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Market Analysis Should Reveal?

1. Market Potential and Elasticity2. Competitive Influences3. Member Wants and Needs4. Location of Concentrations of

Members’ Characteristics5. Realistic Growth Expectations

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Market Analysis Wrap-Up and Summary

• 6.5% of private clubs in North America have a standing waiting list.

• Thorough market analysis is a game-changer for clubs improving recruitment and retention.

• Market data is readily available to you.

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Mapping and Data Resources

Data

• www.uscensus.gov• www.ngf.org• www.mosaic.com• www.nielsen.com• www.crresearch.com• www.quester.com

Mapping

• www.uscensus.gov• www.spatial.com• www.tableau.com

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http://www.ngf.org/

http://www.ngf.org/

http://www.mosaic.com/

http://www.nielsen.com/

http://www.crresearch.com/

http://www.quester.com/

http://www.uscensus.gov/

http://www.tableau.com/

Financial Analysis

Supporting Strategy with Reliable Financial Planning

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Financial Plan –Key Components

• Detailed baseline pro forma;• Three-year budget projection;• Past five-year performance trends for revenues, payroll, and operating expenses;• Projected membership trend for three years forward and three-year historic trend; and• Cash flow projections for one, three and five years.

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Human Resource Management Plan

• Describe key performance metrics for labor costs;

• Describe staff recruitment and retention plan;

• Describe employee incentive program; and

• What values and systems are most important?

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“Strategy is a pattern in a stream of decisions”

Henry MintzbergBusiness Strategy Professor

Magill University

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Strategy Gone Awry“We don’t like their sound, and guitar music is on the way out”

—Decca Recording Co. rejecting the Beatles 1962

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Putting Strategy to

Work

Purposeful Strategy Works!

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Two Important Characteristics

Strategy-Oriented

• Understand the components of strategy.

• Rely on the analyses you have executed.

• Focus on strategy and NOT on tactics.

• Strategy aligns decisions and behaviors.

Results-Driven

• Connect and align mission and vision with implementation.

• Measure objectives and results.• Assign responsibility and assert

accountability.

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Two Factors to Manage

Advantage

• Define competitive position compared to primary competitors.

• Minimize – do not ignore -competitive disadvantage.

• Can you describe what makes your club powerful?

Differentiation

• Distinguishing goods and services from others to make them more attractive to members.

• Many clubs seem the same…define your points of difference.

• Can you tell how your club is different?

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Implementation Process Map

Goal / Objective Tactics Actions

RequiredAssigned

to... Due Date

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Three Essential Actions

1. Organize the plan into actionable parts.

2. Establish clear-cut implementation responsibilities.

3. Communicate tirelessly

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plan.





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Implementation WorksheetTactics

RequiredTargetDates

Actions

Pre-qualify leads for demographic match

On-Going 1. Identify target market groups to align with existing segments in club profile

2. Organize membership committee follow-up.

Reduce Member Attrition

October 1st 1. Identify market segment “connectors”.2. Facilitate on-boarding of new members through

connector network.


On-Going 1. Expand activity recruitment.2. Measure membership participation in primary

events and programs.Increase Member Satisfaction

December 31st 1. Execute annual survey at select time periods.2. Execute on-going member interviews

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Seven Important Questions

Most often asked in private clubs.

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Q

Who should manage implementation for the club?

A

• The club manager and his or her management team has the ball.

123

Q

Where do committees fit into the implementation

plan?

A

• Use committees to communicate priorities, programs and performance results.

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Q

How many strategic objectives should the club establish?

A

• 2 to 4 goals per focus area.

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Q

How many actions should one plan for successful

implementation of tactics?

A

• Establish the steps in progressive implementation and execute the progressive steps…regardless of the number.

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Q

How should we ensure accountability?

A

• Empower Long Range Planning Committee to monitor progress.

• Delegate execution to the management team.

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Q

How do we keep everything consistent?

A

• Align Mission, Vision, Goals and Objectives in each meeting.

• Transfer Goals and Objectives to Tactics and the individual Actions needed.

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Q

How often should management review implementation?

A

• Schedule regular team meetings to address macro-grade progress.

• Use dedicated action review meetings for details.

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Implementation Summary Review

1. A goal is a broad primary outcome.2. An objective is a measurable step

you take to achieve a strategy.3. A tactic is a tool you use in pursuing

an objective associated with a strategy.

4. An action is the step or steps required to achieve the goal.

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“However beautiful the strategy, you should occasionally look at the results”

Sir Winston Churchill

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Quick Review of Strategic Planning

1. Mission and Vision describe why your club exists and what it aims to do and be.

2. Market Analysis enables targeted and accurate planning.3. Goals and Objectives bring focus to the club and its board’s

oversight.4. Goals and Objectives define action.

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Can you keep your strategy alive?

“If you can’t describe your strategy in twenty minutes, simply and in plain language, you haven’t got a plan.”

Larry Bossidy

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Execution…The Discipline of Getting Things Done

“Execution has to be a part of a company’s strategy and itsgoals. It is the missing link between aspirations and results.As such, it is a major—indeed, the major—job of a businessleader. If you don’t know how to execute, the whole of youreffort as a leader will always be less than the sum of itsparts.”

Larry Bossidy and Ram Charan

Execution: The Art of Getting Things Done

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Developing a Strategic Culture in Your Club

Four Actions to Emphasize

135

Emphasize Strategic Advantage

1. Lead the Board2. Guide the Long Range

Planning Committee3. Teach Board Committees and

Management Team 4. Tell Members the Club Has

Strategy

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Lead the Board

• Put Strategy on Every Board Agenda.• Keep Score on Goals and Objectives.• “Post” the Club’s Strategic Score with

the Board.• Execute Annual Strategic Planning

Retreats.

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Guide the Committees

• Make Strategic Success a Primary Part of Your Job.

• Conduct Plan Review Sessions with Long Range Planning Chair.

• Coordinate Strategy Training Sessions with Academics and Top Strategists

• Elevate the Status of LRP Committee

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Teach the Management Team

• Educate Your Team of Its Role in Strategy.

• Emphasize Strategic Success.• Teach that They Will One Day Carry

the Club’s Strategic Responsibility.• Provide a Reading List to Guide Your

Team in Matters of Strategy.

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Tell Members About Strategy

• Emphasize That the Club Makes Decisions Tied to Strategy.

• Note the Competitive Advantage to the Club with a Clear-Cut Strategy.

• Connect Strategy to Members’ Wants and Needs.

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Prioritize Strategy

Strategy and strategic thinking are a Board priority. Make strategy a regular part of the Board agenda.

The number one duty of directors is to protect the assets of the business.

Your boards should focus on strategy, balance sheet and governance.

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Typical Objections to Strategy

• This is a club; it’s NOT a business!

• We’ve been doing pretty well for a long time without a strategic plan.

• It takes too long to develop and implement strategy.

• Boards change out every three years so there is no continuity.

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Dealing with Objections

Objection• This is a club; it’s NOT a

business!

Guidance• The club is a business (whether

for profit or non-profit).• All present are obliged to the

duties of care and loyalty to ensure that it is vital.

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Objection• We have been doing pretty well

for a long time without a strategic plan.

Guidance• We have a tremendous legacy to

sustain.• We know that 3 of 4 of the best clubs

use strategic plans to guide their clubs.

• Our job is to exercise great diligence to plan the club’s future

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Objection• It takes too long to develop and

implement strategy.

Guidance• You are correct. The important

matters require so much of us.• We should gather a small group of

great thinkers to develop the club’s strategy.

• We can address this process step-by-step.

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Objection• Boards change out every three

years so there is no continuity.

Guidance• The great threat to strategy in our

club’s leadership model is the lack of continuity.

• Great strategic planning will be the guiding star for our club.

• We have several great thinkers on whom to rely.

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Three Essential Actions

1. Organize the plan into actionable parts.

2. Establish clear-cut implementation responsibilities.

3. Communicate tirelessly

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plan.





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Implementation WorksheetTactics

RequiredTargetDates

Actions

Pre-qualify leads for demographic match

On-Going 1. Identify target market groups to align with existing segments in club profile

2. Organize membership committee follow-up.

Reduce Member Attrition

October 1st 1. Identify market segment “connectors”.2. Facilitate on-boarding of new members through

connector network.


On-Going 1. Expand activity recruitment.2. Measure membership participation in primary

events and programs.Increase Member Satisfaction

December 31st 1. Execute annual survey at select time periods.2. Execute on-going member interviews

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Keeping Score on Strategy

Post the Strategic Scorecard at Every Board Meeting

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Strategic Scorecard

• Report Progress Each Board Meeting• Keep and Post Scores Quarterly• Designate the Long Range Planning Chair or GM / CEO as “Score-

keeper”

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Score-keeper’s Checklist

1. Are we achieving the goals?2. Is our monitoring process working properly?3. What changes were needed and why?4. What has been gained from strategic planning?5. What challenges did we face and how did we overcome them?6. What did we gain or learn from consultants?7. What have we learned to do better next time?8. How can we ensure that our learning is recycled for the next planning period?

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Four Important Questions for Strategic Review

Your plan is a living document.

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Ask Often

1. Are the strategic actions being accomplished on schedule?

2. Are the results as planned?3. Are there any new developments externally or

internally that cause a re-prioritization of goals / objectives?

4. Is progress being made congruent to the club’s values, mission and vision?

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Key Takeaways for Private Club Managers

• Strategic planning is essential to your success.• Usually the club manager must take the role of leader / facilitator.• Values, goals, and objectives are primary points of emphasis.• Scorekeeping of progress is essential.

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Contact Henry DeLozieremail [email protected] 1.602.739.0488

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mailto:[email protected]

Putting Strategic Planning to Work - Home - CMAA 8 18 CMAA Greater Southwest...Putting Strategic...

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