Henry DeLozier and Steven Johnson Global Golf Advisors Jack Sullivan … · 2019-06-14 · Henry...

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STRATEGIC PLANNING

Henry DeLozier and Steven Johnson

Global Golf Advisors

Jack Sullivan and Kurt Kuebler

Kopplin & Kuebler

AGENDA

Strategies

Overview for a Strategic

Parameters

What it is NOT

How should a Board use

the plan

What role does

Management play in the

SWOT Analysis

What are the contents of

each component

Use and applications of

Common mistakes with

the SWOT

AGENDA

Defining market

research

How to collect, interpret

and apply market data

Source of origin markets

Translating market

analysis to marketing

Marketing limits and

opportunities

Converting strategy to

tactical planning

Implementing

governance procedures

to maximize

effectiveness

Converting goals and

objectives to an annual

business plan

Collectively, we visit a lot of clubs each year……

The good!

The bad!

And, the highly dysfunctional

in the club world!!

VERY COMMON TO THE HIGHEST PERFORMING,

“BEST IN CLASS” IN OUR VIEW CLUBS IS…..

A high level of Strategic

Thinking, and

An ACTIVE Strategic Plan!!

SO LET’S TALK ABOUT STRATEGIC

PLANNING IN PRIVATE CLUBS!

WHAT ‘TAKE AWAYS’ SHOULD YOU

EXPECT FROM OUR DISCUSSION

TODAY?

STRATEGIC PLANNING

OVERVIEW &

DESCRIPTION

FROM OUR GROUP

STRATEGY

The skillful planning and

management of anything

BEGIN WITH THE END IN MIND

Strategic Planning establishes primary goals

and objectives.

The Annual Business Plan provides the tactical

details aimed to achieve the strategic goals and

objectives.

ARE YOU THINKING STRATEGICALLY?

“Even if you are on the right track, you’ll get run over if you just sit

there”

Will Rogers

ARE YOU THINKING STRATEGICALLY ?

The cat said to Alice as she hesitated along the path to Wonderland,

“If you don’t know where you are going,

any road will take you there”

--- Lewis Carroll

Alice’s Adventures in Wonderland

“I cannot give you a formula for success, but I can give you the

formula for failure:

try to please everybody.”

Herbert Swope

BUT HOW DO YOU GET YOUR BOARD TO

THINK THIS WAY?

“WE HAVE NEVER HAD A FAILURE AT THIS

CLUB BECAUSE OF TOO MUCH PLANNING.”

CAROL STULTS, CLUB PRESIDENT

MEADOW SPRINGS COUNTRY CLUB

STRATEGIC PLANNING COMMITTEE

One of the most important Committees in the

Club! The Board needs to carefully consider the

constitution of the Committee and provide a

means of continuity without cronyism!

This is NOT simply a means of identifying capital

projects to undertake or consider. It should be

the basis for all decisions at the Club!

STRATEGIC PLANNING COMMITTEE

What should the Committee be considering?

Governance issues

Board and Committee job descriptions

Mission and Vision Statements

Membership issues and categories

Capital programs

Competitive analysis of the competition

Feasibility and ‘blue sky’ studies

3 to 5 years out, 5 to 7 years out, and so on…

WHAT ROLE, IF ANY, DOES THE GM/COO

HAVE IN THE STRATEGIC PLANNING

PROCESS?

THE ROLE OF MANAGEMENT IN STRATEGIC PLANNING

Strategic Planning in Private Clubs – Who Should Take Charge?

Clubs with successful, active strategic plans usually have three key players driving their plan;

The President or Committee Chair

A Facilitator

The General Manager/COO

The most successful plans include participation by all key management staff

Remember that a strategic plan can be one of management’s most useful tools!

STRATEGIC PLANNING THINGS TO CONSIDER

It’s a road map for the future (beyond just tomorrow!) in an

environment where often-times the ‘players’ change (Board

and Committee members, etc.)

It’s NOT just a capital plan to determine facility needs, but

the strategic plan helps to determine and support capital

decisions that MAY be needed, amongst many other things

that will help to keep the club vibrant and perpetuating

STRATEGIC PLANNING

It determines who and what you are and what

purpose you serve, or serves to reiterate same in

an environment (club industry recession) where

many clubs have to do ‘extreme makeovers’ just

to stay alive! In effect, it establishes or re-

establishes your ‘brand’ so that all constituencies,

internal and external, are clearly aware of who

and what you are and provide

It is the basis for your “Marketing Plan”

STRATEGIC PLANNING

It helps to prepare for and manage change (and yet deter

“change” for the sake of “change” each year by new Boards),

which has become an increasingly more ‘normal’ part of the club

It’s about being PROACTIVE rather than REACTIVE, especially

in this economic environment and while the club is still

outperforming others in the local market

It provides the club management team with clear and measurable

goals and objectives

It’s strategic in nature, but sets the tone and annual direction for

operational decisions and efforts

BENEFITS OF STRATEGIC PLANNING

Helps your club understand and clarify its objectives and set goals accordingly (attainment of common goals) in a GROUP setting to build consensus

Defines short-term actions and avoids deviating from “The Bronze Plaque on the Wall” (forces decisions/actions)

Gets member and employee buy-in early in the process to facilitate positive (politically supportive) change

BENEFITS OF STRATEGIC PLANNING

Lends a greater degree of confidence of long-term success and improves long-range performance (helps the club remain economically viable while at the same time attempting to become recession proof)

Unites the membership and staff through consensus building!

Creates a healthy disciplined methodology for decision making (laser-like)

It is one of the common denominators found in today’s top performing clubs

STRATEGIC PLANNING

“The purpose of a plan

is not to produce a

plan, but to produce

results.”

STRATEGIC PLAN OUTLINE

Mission

Vision

SWOT Analysis

Market Analysis

Goals and Objectives

Primary Strategies

Strategic Action Plan

Summary

THE STRATEGIC PLAN IS NOT…

An annual business plan,

Standard operating procedures, or

An operational review of club management.

A STRATEGIC PLAN IS…

A succinct and target specific.

Refined strategic thinking free of tactical

discussions and planning.

A three to five-year plan for the club.

Durable and deliberate in its

STRATEGIC PLANNING, A PROCESS THAT ANSWERS

THE FOLLOWING QUESTIONS:

What do we want our club to be?

What is our Brand?

What do we want our club to be?

What do our members look like…now and in the future?

Where should we be five to ten years from now?

What should our facilities and assets look like in order to accomplish our goals?

What will our demographics look like in 5 years? Ten years?

What needs to be done to satisfy our membership now and in the future?

What changes or improvements do we need to make in order for all of this to happen? In our physical plant? With our Bylaws? With our governance and organizational structuring?

IS A CLEAR MISSION, VISION AND VALUES

STATEMENT IMPORTANT?

THE “MAGIC” OF THE MISSION

AND VISION STATEMENTS

SUPPORTING GOALS

MISSION STATEMENT

Describes the overall purpose of the organization.

Must “work” not only today but for the intended life of your strategic plan.

Should be broad enough to allow for diversity, but specific enough to provide the focus necessary to the success of your club.

VISION STATEMENT

Statement about what your club wants to become.

It should resonate with all members and help them feel proud, excited, and part of something much bigger than themselves.

Gives shape and organization to your club’s future.

SAMPLE MISSION STATEMENT

The vision of Southwest

Airlines is dedication to the

highest quality of Customer

Service delivered with a sense of

warmth, friendliness, individual pride,

and Company spirit

SAMPLE MISSION/VISION STATEMENTS

“The Kansas City Country Club is a traditional, private, family-oriented

Country Club dedicated to providing year-round dining, social and athletic

activities to its members and their guests through superior service, staff

and facilities.”

“The Ritz-Carlton is a place where the genuine care and comfort of our

guests is our highest mission. We pledge to provide the finest personal

service and facilities for our guest who will always enjoy a warm, relaxed,

yet refined ambience. The Ritz-Carlton experience enlivens the senses,

instills well-being, and fulfills even the unexpressed wishes and needs of

our guests.”

“Round Hill Country Club will enhance the value for its Members by

continually improving upon its services, dining experience, facilities and

Member recognition.”

SAMPLE MISSION STATEMENT

Mission

To maximize satisfaction, desirability, value and distinction of Membership in Ocean Reef

Club by providing unsurpassed value, excellence and quality in all services and

facilities

CHICAGO YACHT CLUB VISION AND MISSION

Mission Statement:

The mission of the Chicago Yacht Club is to encourage, promote, and develop knowledge, participation and enjoyment of all aspects of

yachting.

Vision

The Chicago Yacht Club will be the club membership of choice for those with yachting interest

MISSION

“Continue to be a premier private Yacht Club,

among the finest in North America, also

providing high-quality family and social

programs to its members.”

Excellence

Integrity

Respect for Our Heritage and Traditions

Civility and Mutual Respect

Friendship and Camaraderie

Family

Financial Prudence

Community

Transparency, Engagement and Responsiveness in Governance and Management

Willingness to Change

VALUES

VISION

Grosse Pointe Yacht Club will:

Provide excellent facilities and programs for sailors and boaters of all generations.

Be an outstanding family-oriented club that fosters camaraderie, fellowship and sportsmanship among the members.

Be recognized for its warm and hospitable treatment of its members and guests and for welcoming new members into the club.

Ensure the club has premier, well-maintained facilities and programs to meet the needs and expectations of the membership.

Provide for the acquisition and retention of high caliber employees to render services desired by the membership.

Have effective leadership that performs in a fiscally responsible manner.

Preserve and protect the reputation and traditions of the club, while welcoming change to insure the club’s future prosperity.

THE COUNTRY CLUB OF BUFFALO

The Vision of the Country Club of Buffalo is

to be amongst the finest private clubs in

North America.

VISION STATEMENT

Charlotte Country Club will

be among the premier family

country clubs in the United

States.

IN THE END, IT’S ALL ABOUT……….

Execution!

AND, YOUR MISSION STATEMENT NEEDS TO BE PART

OF EVERYTHING YOU DO AS A CLUB….

On the front page of your Board and Committee Books

On the tag line of your Newsletter

On your e-mails

At the front door of your Clubhouse

On the employee business cards

On your member statements

And, be the measure against which all your decisions are made!

SWOT ANALYSIS

Strengths

Weaknesses

Opportunities

Threats

SWOT FACTORS

Strengths and weaknesses are internal factors

Opportunities and Threats are external factors

SIMPLE SWOT RULES

A SWOT Analysis should take place at the beginning of the strategic planning process

It should include the Board, Management and Committees

Focus Groups may also be used to broaden the participation

Survey the participants in advance of the session

SIMPLE SWOT RULES

Be realistic about the strengths and weaknesses of your club

Analysis should distinguish between where your club is today, and where it could be in the future

Be specific, avoid grey areas

Always analyze in context to your competition

Keep your SWOT short and simple

SWOT is subjective

STRENGTHS COULD BE

Location of your club.

Facilities.

A new innovative service.

Quality processes and procedures.

Your specialist marketing expertise.

Any other aspect of your club that adds value to

your services.

WEAKNESSES COULD BE

Lack of marketing expertise

Undifferentiated services (i.e. in relation to your

competitors)

Location of your club

Damaged reputation

Facilities

OPPORTUNITIES COULD BE

A developing market such as the Internet

Mergers or strategic alliances

A market vacated by an ineffective competitor

Moving into new market segments

THREATS COULD BE

A new competitor in your market

Price wars with competitors

A competitor has a new, innovative service

Economic downturns

COMPLETING THE SWOT PROCESS

Once you have identified the SWOTs, you need to prioritize them

Highest priority items become your key strategic issues (KSI)

Document the other issues in a “parking lot” for future consideration

Develop objectives for each KSI, and who should develop the strategies to execute the objectives and the timeline (i.e.- membership committee and membership director)

FOCUS GROUPS

Focus Groups can be used for the following:

Broaden the participation in the process

Validates the process and obtains additional

viewpoints

Obtains buy-in of the process and ultimately the

strategic plan

Should include committee members, staff and a

sampling of the general membership

SO….HOW DOES THE ACTUAL

PROCESS TYPICALLY UNFOLD?

THE SEVEN DISTINCT STEPS OF STRATEGIC PLANNING

1. Canvas the club; we need to understand the

external and internal factors that determine the

satisfaction and also the desires of the

membership. Review all information on the Club

operations including previous surveys, long-range

plans, membership categories, financial and

governance data and any other information

regarding the club that would assist us in better

understanding the current state of the Club.

2. The “why for the what.” How do we define our

“charter” to create this plan and what are the “core

values,” the “mission statement” and “vision

statement” for the Club, which would drive this

plan? Through a “SWOT “exercise we identify the

initial key strategic issues facing the Club.

3. Build consensus and “buy in” to the plan by

conducting focus group sessions with staff,

member and Committee groups reviewing the

strategic issues identified by the Board also

identifying others suggested by the group.

4. Review of the data; interpret the data and calibrate

the information, creating what you believe, based

on each of the first three steps, the key issues and

drivers are for the Club.

5. The Board and Executive team would construct the

plan and focus on the top five issues in each area

of the Club. Define where the accountability will fall

for the accomplishment of each objective, along

with target dates for achievement, how they will be

measured for success, and so on.

Create an “Action Plan”

6. Develop the final report, with an Executive

Summary including a complete recap on the

process, constituency input and the ultimate plan

recommendations that guide the decisions made at

the Club. The Executive Summary of this report

should be shared with the entire membership either

in written form or at a “Town Hall” meeting.

7. Monitoring Progress and Results - ensure an ongoing

process to measure and celebrate successes and

reaction to changes in the environment – ”A Living

Document”.

AND MEMBERS SHOULD BE

REGULARLY UPDATED ON THE

STRATEGIC PLAN…..ITS STATUS, THE

OUTLOOK, ETC.

MODEL CLUBS MAKE STRATEGIC

PLANNING A PRIORITY AND NORMAL

ORDER OF BUSINESS!

HOW IMPORTANT IS MARKET RESEARCH

AND BENCHMARKING?

RESEARCH AND BENCHMARKING

Really, what is ‘market research’?

How do you best collect, interpret and apply it?

What are the best sources of origin markets;

what should we be looking at in today’s club

world?

How do you transition market analysis to

“Marketing”?

Limits and Opportunities

MAKING IT ALL WORK!

HOW DO YOU CONVERT

STRATEGY

TO REALITY!!

ACTION PLAN

Issue Goal/

Objective

Strategy/

Tactics

Assigned to Due Date

Membership Growth

Social

Define policy for a cap and

review membership

categories Membership

Committee Chair

Director

Feb. 1st

Growth Campaign Developing a marketing

program Jan1st

High Membership

Satisfaction

Develop a membership

satisfaction survey &

process

Communications

Chair Nov. 15th

Improve Golf Shop

Operations

Measure the effectiveness

of merchandising and the

level of customer service

standards

Golf Chair April 1st

Provide High Quality Food &

Beverage operations in a

fiscally responsible manner

Develop quality and

customer service standards

House Committee and

Management Jan. 17th

Offer a variety of quality golf

& social Events

Continuous evaluation of

events and participation

Golf, House &

Management Jan. 17th

ACTION PLAN

Issue Goal/

Objective

Strategy/

Tactics

Maintain Financial Stability Develop and operate within

a annual operations budget

Finance Chairman and

General Manager

Ongoing

monthly

Establish needs and

funding for future Capital for

the next three - five years

Develop a three to five-year

capital plan Finance, House,

Grounds &

Management

April 1st

Complete a reserve study July 1st

Succession Planning

Encourage committee

participation before being

on the Board

Executive Committee Ongoing

Review Governing

Documents

Complete review of all

rules, regulations,

membership plan and by-

Board, Legal & Bylaws January 17th

Benchmarking

Establish base standards

by which to measure

against both internally and

externally

Committee Chairs January 17th

ACTION PLAN

Issue Goal/

Objective

Strategy/

Tactics

Provide superior Golf

Course conditions

Continuous program of

quality maintenance and

improvements

Greens Committee January 17th

Provide and maintain

Superior Social Facilities

Continuous program of

quality maintenance and

improvements

House Committee and

Management March 15th

Improved relationship

between Club & MHOA

Broaden communications

between both organizations HOA Representative January 30th

Improve relationship with

outside community

Develop and communicate

a community outreach

program

Communications Chair November 29th

Improve Technology and

use of new media

Review use of all new social

Communications

Chair November 29th

Improve member input &

feedback

Incorporate and coordinate

within all action items

Board, Committees

and Management January 17th

HOW DOES A STRATEGIC PLAN

IMPACT YOUR ANNUAL BUDGET

AND GOALS?

WHAT SHOULD BE PART

OF THE ANNUAL

BUSINESS PLAN?

WHAT IS IMPORTANT TO THE

SUSTAINABILITY OF A PLAN?

STRATEGIC PLANNING

“The purpose of a plan

is not to produce a

plan, but to produce

results.”

QUESTIONS AND

DISCUSSION

SOME ADDITIONAL SAMPLES

OPERATIONAL CHARTER AND

GUIDING PRINCIPLES

TABLE OF CONTENTS

IMPLEMENTATION

To ensure that the principles set

forth in the Operational Charter and

Guiding Principles (“OCGP”) carry

through to future Boards,

committees, and management, the

following are procedures the

Governing Board and management

will follow:

BOARD IMPLEMENTATION

At the first or second Board meeting of a new

administration:

The Board will review the current OCGP, discuss

modifications, and ratify any changes to the

The Membership Issues Task Force will convene

at the request of the President to address any

MANAGEMENT IMPLEMENTATION

The Chief Executive Officer and senior staff will conduct

committee orientations to include a section on the

The Chief Executive Officer and senior staff will all be

required to read and be thoroughly familiar with the

OCGP as well as the detailed principles and

implementation plans.

Management will annually prepare a brief report on the

status of the OCGP and suggested changes.

AREA OF FOCUS TITLE CHAMPION: TOM TRAINOR TEAM: KOPPLIN & KUEBLER

January 14: Five candidates interviewed;

final two candidates selected.

January 21 & 22: Final two candidate

cooking demo for members

January 23: Tabulation and results of

cooking demo

Final candidate selected:

Wk. Of Jan. 28: EC offer extended

Overall

Status

MONTH SUMMARY

PROJECT DESCRIPTION

Issues

• Green: Plan on Task

• Executive Chef Search

Milestone

% Complete Planned Date Actual Date

Start: 90 On Task

End: Feb. 1,

On Task

Green Plan on Task

Yellow Dates at

Risk/Issues

Red Date at Risk

Blue Project Complete 11/16/12

Progress Expected for Next Month

• Employment agreement

completed

• EC start date confirmed

QUESTIONS AND

DISCUSSION

STRATEGIC PLANNING

Henry DeLozier and Steven Johnson

Global Golf Advisors

Jack Sullivan and Kurt Kuebler

Kopplin & Kuebler