Country clubs are exciting places to relax and have fun with members, friends as well as family. To meet this goal for its members, a detailed country club strategic planning activity is necessary. While the process of developing a plan is almost similar in all situations, there are unique elements that need to be considered in this case.
Have a reality check to determine your present situation. This is a thorough self-assessment that should bring together management and all stakeholders who depend on the organization for action. The aim of this assessment is to determine your fidelity to the mission set, your membership, availability of resources and how you compare to other clubs around. This exercise should be done with utmost honesty so that your plan is based on a realistic foundation.
Involve all the people and stakeholders who have a role to play in the success of your organization. Owners and traditions may dictate what to do but the input of neighbors, suppliers, guest and your workers is important in determining the success of your plans. With such a participatory approach, you will find it easier to implement the strategies developed because people feel as though they brought out these strategies.
Focus on your vision for the club. Strategic planning is about enhancing the image and performance of an organization beyond making it competitive for the future. All your plans should focus on solving existing challenges and offering a competitive package to your members. The vision should involve all elements including the ground, partners and regulators. Do not forget where you have come from because shifting the base drastically could cause problems.
The plans made will require a lot of resources. Identify where these resources will come from. It is easy to make plans and wish that you were the best entity in the industry. However, these plans must be funded. Do not burden your members with the aim of turning around the facility to the extent that they run. The plans you make must be realistic and that can be funded.
There are surrounding situations that will have an impact on the success of your plans. The environment around where you draw your membership is changing. New people with different expectations are settling in. Government and regulatory expectations are also changing. Find the best way to accommodate them. You must also expect changes in future that will have an impact on your operations. This is informed by the fact that you do not live in an island.
It is more demanding to implement a plan than to develop one. Implementation also comes with incredible resistance. There are resources that have to be poured into implementation. You need time to cause people to accept these changes. Prepare for these challenges. However, do not use the challenges as an excuse to abandon your plan.
Develop a plan that is unique to your situation and one that will serve your desired needs. Set time limits for implementation of ideas developed. Find the most effective way of involving everyone who has a stake in the organization to enhance effectiveness of the plans you make. Leave room for learning and implementing changes that may be necessary as you move forward.
Have a reality check to determine your present situation. This is a thorough self-assessment that should bring together management and all stakeholders who depend on the organization for action. The aim of this assessment is to determine your fidelity to the mission set, your membership, availability of resources and how you compare to other clubs around. This exercise should be done with utmost honesty so that your plan is based on a realistic foundation.
Involve all the people and stakeholders who have a role to play in the success of your organization. Owners and traditions may dictate what to do but the input of neighbors, suppliers, guest and your workers is important in determining the success of your plans. With such a participatory approach, you will find it easier to implement the strategies developed because people feel as though they brought out these strategies.
Focus on your vision for the club. Strategic planning is about enhancing the image and performance of an organization beyond making it competitive for the future. All your plans should focus on solving existing challenges and offering a competitive package to your members. The vision should involve all elements including the ground, partners and regulators. Do not forget where you have come from because shifting the base drastically could cause problems.
The plans made will require a lot of resources. Identify where these resources will come from. It is easy to make plans and wish that you were the best entity in the industry. However, these plans must be funded. Do not burden your members with the aim of turning around the facility to the extent that they run. The plans you make must be realistic and that can be funded.
There are surrounding situations that will have an impact on the success of your plans. The environment around where you draw your membership is changing. New people with different expectations are settling in. Government and regulatory expectations are also changing. Find the best way to accommodate them. You must also expect changes in future that will have an impact on your operations. This is informed by the fact that you do not live in an island.
It is more demanding to implement a plan than to develop one. Implementation also comes with incredible resistance. There are resources that have to be poured into implementation. You need time to cause people to accept these changes. Prepare for these challenges. However, do not use the challenges as an excuse to abandon your plan.
Develop a plan that is unique to your situation and one that will serve your desired needs. Set time limits for implementation of ideas developed. Find the most effective way of involving everyone who has a stake in the organization to enhance effectiveness of the plans you make. Leave room for learning and implementing changes that may be necessary as you move forward.
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