Diapositiva 1

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The Canadian Society of Club Managers Strategic
Planning Your Club, Your Future Christian
Stephan Tuesday, August 12 , 2008
Christian Stephan Consulting Inc.-Tel
416-710-0665. E-mail cstephan_at_courense.com
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Strategic Planning
What is Strategic Planning?
Why Strategic Planning for a Club?
How do you build your Strategic Plan ?
Internal Assessment
Agenda
External Assessment
SWOT Analysis
Components of the Plan
Value Proposition
Strategic Initiatives
Evaluation, Prioritization and Timing
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Strategic Planning
What is Strategic Planning?
Why Strategic Planning for a Club?
How do you build your Strategic Plan ?
Internal Assessment
Agenda
External Assessment
SWOT Analysis
Components of the Plan
Value Proposition
Strategic Initiatives
Evaluation, Prioritization and Timing
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What is Strategic Planning ?

• Strategic planning is an organizations process
  of defining its Strategy or direction, and making
  decisions on allocating its resources to pursue
  this strategy, including its capital and people.
• Strategic planning is the formal consideration of
  an organization's future course. All strategic
  planning deals with at least one of three key
  questions
• For whom do we work?
• Where do we want to go?
• How can we excel at doing what we do?
• In most organizations, this is viewed as a
  process for determining where an organization is
  going over the next 3 to 5 years. Todays
  rapidity of evolution does not allow to go much
  beyond that.

Strategic Planning
Where we want to be
How do we get there ?
Where we are
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Why Strategic Planning for a Club ?

• No position is guaranteed for ever
• Rapidly evolving environment creates increasing
  uncertainty about the future
• Evolution in cultural tastes
• Evolution in life styles Health, health foods
• Evolution in technologies
• Evolution of potential members profile
• The challenge posed by retiring boomers
• The coming of age of Generation X
• The emergence of Generation Y
• Evolution in the economic environment
• Globalization
• Economic cycles
• The impact of rising energy and resources costs

Strategic Planning
Impact how Clubs are perceived and how they
operate
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Strategic Planning
What is Strategic Planning?
Why Strategic Planning for a Club?
How do you build your Strategic Plan ?
Internal Assessment
Agenda
External Assessment
SWOT Analysis
Components of the Plan
Value Proposition
Strategic Initiatives
Evaluation, Prioritization and Timing
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How do you go about building your Strategic Plan ?
Internal Assessment
External Assessment
Building the Plan
STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS
(SWOT)
DEVELOPMENT AND EVALUATION OF STRATEGIC
INITIATIVES
STRATEGIC PLAN
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The Internal Assessment should address Five key
dimensions
Objectives To establish an understanding on how
efficient and effective the current organization
and operations of the Club are.
Organization structure and People
Internal assessment
Business and Operations Processes
Space
Financial and Management Information
Technology
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Internal Analysis Organization and People

• Determine if the club objectives and goals are
  clearly communicated and understood throughout
  the organization
• Understand roles and responsibilities and
  identify possible causes of dysfunctions
• Evaluate the effectiveness of the existing
  structure
• Identify areas of concern and potential
  improvements
• Identify possible limitations in skills sets
  and/or headcount

OBJECTIVES
Internal Assessment

• Top down Interviews
• Board members
• CEO and other executives
• Lead Heads
• If necessary and depending on the size of the
  Club, all full-time staff members on a function
  by function basis
• Review job descriptions (if they exist)
• Review internal Communication flows
• Review HR policies
• Review current skills set

PROCESS
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Internal AnalysisBusiness and Operations
Processes

• Determine if main processes are efficiently
  executed in terms of
• Resources and Costs
• Time required
• Quality of output
• Identify areas for improvement

OBJECTIVES
Internal Assessment

• Main areas reviewed
• Procurement
• Kitchen
• Foods and beverage services
• Facilities management and maintenance
• Event Planning and event management
• Club specific activities (e.g. fitness, sport
  activities)
• Security
• Marketing and Communication
• HR
• Identify applicability of best practices

PROCESS
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Internal AnalysisFinancials and management
Information

• Determine to what degree the Financial situation
  of the Club allows for investment and/or
  indebtedness.
• Determine if reporting provides the appropriate
  information to Management and to the Board in an
  accurate, timely and suitably frequent manner.

OBJECTIVES
Internal Assessment

• Perform Balance Sheet Analysis
• Determine Acid test ratio Short term
  Assets/Short term liabilities. Should be higher
  than 1.
• Determine Debt/Equity ratio. If significantly
  lower than 1, there may be room for long term
  debt.
• Perform PL Analysis
• Evolution of revenues and costs by
  areas/departments Dining rooms, Bar, Events,
  etc.
• How is profitability of operations determined
  i.e what are the profit and cost centers and how
  are costs allocated to each profit center?
• Identify unprofitable areas and related causes
• Evaluate Budget and reporting process
• Evaluate Cash forecasting process

Process
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Internal AnalysisTechnology

• Determine if the applications used by the Club
  adequately support the various business and
  operations process.
• Identify missing functionalities
• Identify required improvements

OBJECTIVES
Internal Assessment

• Members Data base
• Reservations
• Events planning
• Food and beverage services
• Accounting, Finance, Management Reporting and
  Control
• Inventory control
• Fixed assets controls
• Scheduling
• Document editing
• Web site application (ease of update, user
  friendliness, etc.)

PROCESS
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Internal AnalysisSpace

• Understand what constraints if any are posed to
  operations by the current available space
• Determine if the space of the club is adequately
  used and if there are opportunities to reallocate
  space or to expand space.
• Identify possibility of alternative use of space

OBJECTIVES
Internal Assessment

• Two step approach
• Preliminary high level review to assess
  possibilities, without getting in detailed
  analysis
• Review and feasibility assessment by specialists
  once options have been defined .

PROCESS
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External AnalysisTrends

• Understand the elements of the environment that
  may impact the club and its membership

OBJECTIVES
External Assessment

• Economic Factors
• Economic growth
• Cost of materials
• Labour laws
• Other Regulations
• Socio-Cultural factors
• Demographics
• Life style trends
• Evolution in technologies

PROCESS
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External AnalysisMembers

• Understand current members needs and use of the
  Club facilities
• Assess members levels of satisfaction with
  services and facilities
• Identify typology of members

OBJECTIVES
External Assessment

• Analysis of membership evolution over time
  composition, attrition rate , etc.
• Members survey on-line, off-line
• If possible organize focus groups
• Analysis of survey according to various criteria
  age, gender, behavioral characteristics linked
  to the use of the Club Services
• Conduct in-depth interviews with a limited number
  of members to gain insights into members needs,
  motivation and evaluation criteria.

PROCESS
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External AnalysisProspective members and Ex-
members

• Understand how the Club is perceived outside of
  its membership
• Awareness
• Image
• Identify motivation to join or not to join a
  club, and more specifically your club
• Identify why ex-members have left the club

OBJECTIVES
External Assessment

• Survey or limited number of In-depth Interviews
  (anonymity should be assured)

PROCESS
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External AnalysisPeers

• Understand how other clubs are addressing similar
  issues
• Identify best or at least better practice
• Benchmark the operations

OBJECTIVES

• In-depth interviews in person or by phone
• Secondary research utilizing the Internet
• Areas under review
• Management of attrition
• Use of Space
• Procurement
• Kitchen
• Foods and beverage services
• Facilities management and maintenanceEvent
  Planning and event management
• Club specific activities
• Security
• Marketing and Communication
• Etc.

External Assessment
PROCESS
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The SWOT analysis summarizes the results of the
Internal and External Assessment and sets the
basis for the development of initiatives
Correct or Minimize
Fully Exploit
Strengths
Weaknesses
SWOT Analysis
Threats
Opportunities
Fend off or prepare contingencies
Take advantage Get Prepared
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Strategic Planning
What is Strategic Planning?
Why Strategic Planning for a Club?
How do you build your Strategic Plan ?
Internal Assessment
Agenda
External Assessment
SWOT Analysis
Components of the Plan
Value Proposition
Strategic Initiatives
Evaluation, Prioritization and Timing
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The strategic initiatives open to the Club are a
direct function of its Value Proposition

• All clubs have a Mission, which is their Raison
  dêtre or why they exist, and Values which are
  shared among members
• To define a strategy the club needs
• a Vision of where it wants to be in the future
• Size
• Location
• Financial position
• Etc.
• This will allow to set objectives for the future
• And a value proposition for its members
• The value proposition is characterized by a clear
  statement of what the offering of the Club should
  be and what value it brings to the members.
• The value proposition must bring a clear
  differentiation from what other clubs offer
• Go beyond fine wines and exquisite food
• Go beyond classy surroundings and luxurious
  settings
• What does/should your club offer that is truly
  different?
• The value proposition is the first yardstick by
  which strategic initiatives must be evaluated

Components of the Plam
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Strategic initiatives usually cover between 5 and
7 key areas

• Revenue Enhancement
• Membership fees
• Type of Events and programs
• Prices
• Fundraiser
• Members
• Acquisition of new members
• Targeted action plan
• Actions for current members
• Service Offerings
• New services
• Improvement in current services
• Marketing and Communication
• Staff
• Marketing Initiatives
• Website
• Operations
• Kitchen
• Dining rooms

Strategic Plan
Components of the Plan
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Strategic Initiatives must be evaluated and
prioritized

Evaluation and Prioritization
Yes/No
Hi/Med/Lo
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Establish a timeline
Actions
2009
2008
Priority
A
S
O
N
D
J
F
M
A
M
J
J
A
S
O
N
D
Strategic Initiative 1
Very High
Strategic Initiative 2
Very High
Very High
Strategic Initiative 3
Very High
Timing
Strategic Initiative 4
Very High
Strategic Initiative 5

Very High
Strategic Initiative 6
Very High
Strategic Initiative 7
High
Strategic Initiative 8
High
Top 10 accounts
2009 Plan
Strategic Initiative 9
High
Strategic Initiative 10
High
Strategic Initiative 11
High
Strategic Initiative 12
Medium
Strategic Initiative 13
Low
Strategic Initiative 4
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Questions ?

Questions
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