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.
Conduct a reality check of your current situation. This is done in conjunction with stakeholders who look up to the management for guidance. You are supposed to assess how well you have lived up to expectations, resources available, membership and how you are fairing compared to peers. Be as truthful as possible to enable you make realistic and workable plans.
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.
The vision of your club is important in development of whatever plans you have in mind. The aim of strategic planning is to boost your performance and image. This happens by solving existing challenges and making membership a competitive option. Consider the place you are situated, regulatory requirements and needs of partners. Your vision must accommodate all these interests.
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.
Pay attention to surrounding situations. There are numerous changes in the area that will affect your membership, contributions and the plans you are making. Consider these changes because they will determine whether your plans succeed or fail. Consider the desires of old members and how to accommodate the new entrants. Government regulations should also be considered because they will affect how you operate. Leave room for changes that will definitely occur in future.
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.
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.
Conduct a reality check of your current situation. This is done in conjunction with stakeholders who look up to the management for guidance. You are supposed to assess how well you have lived up to expectations, resources available, membership and how you are fairing compared to peers. Be as truthful as possible to enable you make realistic and workable plans.
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.
The vision of your club is important in development of whatever plans you have in mind. The aim of strategic planning is to boost your performance and image. This happens by solving existing challenges and making membership a competitive option. Consider the place you are situated, regulatory requirements and needs of partners. Your vision must accommodate all these interests.
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.
Pay attention to surrounding situations. There are numerous changes in the area that will affect your membership, contributions and the plans you are making. Consider these changes because they will determine whether your plans succeed or fail. Consider the desires of old members and how to accommodate the new entrants. Government regulations should also be considered because they will affect how you operate. Leave room for changes that will definitely occur in future.
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.
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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