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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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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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 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 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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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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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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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 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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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
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
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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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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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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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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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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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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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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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 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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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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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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External Market Analysis
Market Mapping1. Local Market Mapping2. Demographic Profile3. Psychographic Profile4. Competitive Demand Profile5. Competitive Supply Profile6. Source-of-Origin Analysis
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External Market Analysis
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
External Market Analysis
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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External Market Analysis
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
Internal Market Analysis
Member Distribution – by Category (www.tableau.com)
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Internal Market Analysis
• 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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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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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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Three Essential Actions
1. Organize the plan into actionable parts.
2. Establish clear-cut implementation responsibilities.
3. Communicate tirelessly
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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
120
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.
Increase Member Engagement
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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Q
Who should manage implementation for the club?
A
• The club manager and his or her management team has the ball.
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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 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.
127
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.
128
Q
How often should management review implementation?
A
• Schedule regular team meetings to address macro-grade progress.
• Use dedicated action review meetings for details.
129
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
133
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
134
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
136
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.
137
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
138
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.
139
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.
140
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.
141
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.
142
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.
143
Dealing with Objections
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
144
Dealing with Objections
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.
145
Dealing with Objections
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.
146
Three Essential Actions
1. Organize the plan into actionable parts.
2. Establish clear-cut implementation responsibilities.
3. Communicate tirelessly
147
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
148
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.
Increase Member Engagement
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
149
Strategic Scorecard
• Report Progress Each Board Meeting• Keep and Post Scores Quarterly• Designate the Long Range Planning Chair or GM / CEO as “Score-
keeper”
151
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?
152
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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