Country clubs provide members with a convenient place to relax while having fun with friends, fellow members and family. Over time, there is need to reinvigorate your operations through country club strategic planning. Though all plans take the same route, there are unique elements that should be considered to make your plans a success.
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.
Enhance participation of all people who are involved in your organization. While there are owners, you have partners in the form of guests, suppliers, neighbors and workers or management, among others. Collect their views and use them to make a decision. This participatory process makes it easier to implement the changes that will be suggested because everyone in the organization participated in formulation.
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.
What resources are required and where will you get them from. It is the desire of all clubs to be at the top of the industry in an instance. This wish cannot be achieved without resources. Be realistic about what members can afford and how much the business can raise. Be realistic in your plans to avoid making ridiculous plans that will never turn out to be.
There is need to be conscious of the environment you are operating. There are industry changes that will either add or take away members. People might settle nearby or relocate. The economy will also affect service delivery. Old members or pioneers have a say but new members must also be accommodated. The government will also pass regulations that affect your operations. Be ready for such situations because they will definitely come.
Implementation of the plans made will be more taxing than developing them. People are always resistant to change. It therefore requires a lot of resources to make these changes. People also take time to accept and feel comfortable about the changes. Be prepared for this resistance but it should not be a reason to return to the old way of doing things.
The plan developed should consider the unique needs of your club and membership. It must be limited in time so that you have the pressure to perform. Participation of all stakeholders is important in accomplishment of envisaged goals. Make plans that are flexible to accommodate changes or situations that may be unforeseen.
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.
Enhance participation of all people who are involved in your organization. While there are owners, you have partners in the form of guests, suppliers, neighbors and workers or management, among others. Collect their views and use them to make a decision. This participatory process makes it easier to implement the changes that will be suggested because everyone in the organization participated in formulation.
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.
What resources are required and where will you get them from. It is the desire of all clubs to be at the top of the industry in an instance. This wish cannot be achieved without resources. Be realistic about what members can afford and how much the business can raise. Be realistic in your plans to avoid making ridiculous plans that will never turn out to be.
There is need to be conscious of the environment you are operating. There are industry changes that will either add or take away members. People might settle nearby or relocate. The economy will also affect service delivery. Old members or pioneers have a say but new members must also be accommodated. The government will also pass regulations that affect your operations. Be ready for such situations because they will definitely come.
Implementation of the plans made will be more taxing than developing them. People are always resistant to change. It therefore requires a lot of resources to make these changes. People also take time to accept and feel comfortable about the changes. Be prepared for this resistance but it should not be a reason to return to the old way of doing things.
The plan developed should consider the unique needs of your club and membership. It must be limited in time so that you have the pressure to perform. Participation of all stakeholders is important in accomplishment of envisaged goals. Make plans that are flexible to accommodate changes or situations that may be unforeseen.
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