workshop -strategic intelligence · cmae pre-conference workshop presentation - final created date:...

WOR K S H O P - S T R AT E G I C I N T E L L I G E N C E

TH E TO O L S TO D E V E LO P A N D S U C C E S S F U L LY I M P LM E N T A S T R AT E G I C P L A N

DOWNLOADWORKSHOPTOOLS@GLOBALGOLFADVISORS.COM/CMAECONFERENCE

AGENDA

T IME ACT I V I T Y

15:00 – 15:20 Introduction

15:20 – 16:15 GroupCase StudyWork

16:15 – 16:30 DevelopmentofGroupResponse

16:30– 16:45 GroupCaseStudyPresentation

16:45– 17:00 Overview,SIPlatformandWrap

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IfeveryLEGObrickwasstacked,theywouldform10separatetowersfromtheearthtothemoon.

I N T R O D U C T I O N

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In1990,LEGOwasoneofthetop10toycompaniesintheworld.Saleshaddoubledevery5yearssince1975.

LegoreactedtoitsdecliningsaleswithLegothemeparks,books,jewelrysets.Thebrandbecamediluted,theircoreaudiencelessinterested.

In 2004, Lego faced bankruptcy with losses of 2.5billion KK.

I N T R O D U C T I O N

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Turnover

EBITDA

I N T R O D U C T I O N

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2003,NewCEOJørgen Vig Knudstorporderedastrategicreviewoftheentirebusiness.

• MarketAnalysis

• CustomerAnalysis

• OperationsAudit

• Branding&CommunicationsReview

• FinancialAnalysis

I N T R O D U C T I O N

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A new strategy was defined working on a new vision, listening better to and understanding their customer, empowering their employees and introducing tight fiscal control.

I N T R O D U C T I O N

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Turnover

EBITDA

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Turnover

EBITDA

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Turnover

EBITDA

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Turnover

EBITDA

Ten years on from initiating strategic planning process… LEGO Turnover

mDKK 35,780 (+397%)

LEGOEBITDAmDKK 12,148(from-1,498)

LegoovertookMattelandHasbrotobecomethebiggestandmostprofitabletoycompanyintheworld

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I N T R O D U C T I O N

ManagerialLeaders - primarilyimmersedintheday-to-dayactivitiesoftheorganizationandlackanappropriatelong-termvisionforgrowthandchange.

VisionaryLeaders - primarilyfuture-oriented,proactiveandrisk-taking.Theseleadersbasetheirdecisionsandactionsontheirbeliefsandvalues.

Jørgen Vig Knudstorpleadershipstyleiswhat’sreferredtoasStrategicLeadership

• Create,CommunicateandPursueaClearVisionbuiltonthoroughresearch

•MaintainShort-TermFinancialStability

•MaintainaSmoothOperation

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I N T R O D U C T I O NWhatkindofleaderareyou?

• Howwelldoyouknowyourcustomers/members?• Howwelldoyouknowyourlocalpopulation?• Howwelldoyouknowyourcompetitiveenvironment?• Howwelldoyouknowyourbusiness- bothitscostandrevenuecentres?• Doyouknowhowyourclub’sperformancerelatestoindustrybestpractice?

Doesyourclubhaveaplan?

Justhowmuchdoyouwantsuccess?

IsthatPlanInformedbyIntelligentData?

Michelangelo

“Thegreaterdangerformostofusliesnotinsettingour aimtoohigh andfallingshort;butinsettingour aimtoo low,andachievingourmark.”

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I N T R O D U C T I O N

GlobalGolfAdvisorsInstituteforBestPracticeStudy2016

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I N T R O D U C T I O N

• Forwardlookingplanningthatcontemplatesneworunrevealedconditions,opportunitiesandchallenges.

• DescribestheClub’sVision

• DescribeswheretheClubwishestobeinthefuture

• Describeshowitintendstogetthere

• Anannualoperatingbudget.

• Projectedcapitalexpenses.

• Standardoperatingprocedures.

• AnEmployeeHandbook.

• A‘ToDo’List.

WhatisStrategicPlanning? Strategy is NOT

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I N T R O D U C T I O N

• EncouragesaBoard/CounciltofocusonStrategyandnottactics.

• ADestination.

• Informeddecision-making.

• Performance-specificgoals/objectives.

• ConversionofStrategicPlanintobusinessplan.

• Continuousreferenceto/useofstrategicplan.

WhyisStrategicPlanningImportantforaClub?

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I N T R O D U C T I O N

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Today’sProgram:

q Real-lifecasestudywillputclubmanagersintotheshoesofaGGAadvisor.

q Utilising problem-solvingtools,intelligenceresourcesandcollaboration,participantswilllearntoapplybestpracticesfordevelopingasoundstrategicplan.

“Effectiveleadershipisputtingfirstthingsfirst.

Effective management isdiscipline,carryingitout.”

StephenCovey

Americanauthor,educator,businessman,andkeynotespeaker.

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C A S E S T U D Y

CaseStudy

Smallhistoricgolfclubwithanaginggolfcourse,limitedfoodandbeverage,decliningmembershiplocatedwithinamajorcitymarketarea.

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S U MM A R Y O F K E Y S T R AT E G I C C O M P O N E N T S

Communications/MarketingPlan

MarketAnalysis

Operations

Vision/MissionStatements

Governance

SWOT/SOARAnalysis

Capital

BusinessPlan

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Whatarethey?

§ TheVision/Missionstatementisessentialtoaclub’sstrategicandoperatingmodel.

§ IttypicallydefinestheproductofferingandsetsageneralStandardofExcellence;i.e.,a‘FamilyClub’offeringalevelofservicewhichmeetsorexceedsmembers’expectations.

§ TheMissionstatementmayelaborateonthegeneralVision;i.e.,the‘BestFamilyClub’inaparticularcity.

V IS IONANDMISS IONSTATEMENTS

Aretheyappropriate?

§ Dotheyconflictfinancialcapabilities?

§ AreanyactionsinconflictwithVisionand‘StandardofExcellence’,bothinoperationsandcapitalmaintenance?

§ ArethereprocessesattheclubtoinsuretheVisionandStandardofExcellenceismaintained?

§ IstheVision/MissionStatementrealistic,basedonmarketresearch?

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Whatarethey?

SWOT/SOARANALYSES

SWOT=Strengths,Weaknesses,Opportunities,Threats

SOAR=Strengths,Opportunities,Aspirations,Results

§ SWOTandSOARareacriticalpartofthesituationanalysis,whereaclubdetermineswhereitstandsonfourkeystrategicareastobetterdeterminewhatchangestomake.

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ClubGovernanceModel

GOVERNANCE

Members

Board

GM

Staff

Bylaws

BoardPoliciesManual

OperatingProcedures

BoardCommittees

OperationsCommittees

1

234

5

Authority

Accountability

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InternalMarketAnalysis

§ Memberprofile

§ Usagecharacteristics

§ Wherememberslive

§ Psychographicanalysis

MARKETANALYSIS

ExternalMarketAnalysis

§ MappingtheLocalMarket

§ DemographicProfile

§ GolfSupply&DemandProfile

§ PsychographicAnalysis

§ ComprehensiveClubAnalysis

§ Source-of-OriginAnalysis

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Howfardoesyourbrandreach?

§ Understandyourtargetmarketandhowtocommunicateeffectivelytothem

§ CustomerRelationshipManagement

§ Leads,Prospects,Conversion,KPIs

§ ArewebsiteandsocialmediachannelshelpingthemarketingeffortsoftheClub?

§ MemberCommunicationStrategy

COMMUNICATIONS/MARKETINGPLAN

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What’sbehindthenumbers?

§ KeyPerformanceIndicatorsandratios

§ Utilizationprofiles

§ BenchmarkAnalysis

§ EvaluationofRevenueandCostCenters

§ CritiqueBudgetaryAssumptions

OPERATIONS

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Doyouhaveaplan?

§ Bestperformingclubsare‘proactive’,not‘reactive’.

§ AreCapitaldecisionshelpingtomaintaintheVisionandStandardofExcellence?

§ CapitalReservePlan?

§ MethodofFunding

§ PrioritizeCapitalrequirements

CAPITAL

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Puttingitalltogether

§ PracticaldeliveryoftheStrategyPlan

§ GoaldefinedandMeasurable

§ TacticalActionPlan

§ ImplementationandTrackingStrategies

§ PositiontheClubforFutureSuccess

§ Shouldlook5yearsahead

BUSINESS PLAN

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CASESTUDY

GROUPWORK

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CASESTUDY

PRESENTATIONPREPARATION

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GROUPCASESTUDYPRESENTATION

GROUPPRESENTATIONS

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CONCLUSIONANDKEY LEARNINGS

WheretoBeginThestepstopursueinlaunchingastrategicplanningprocess.

AnalysisRelianceonappropriateandaccuratedataresources,thetoolsandprocessforeffectivedatacollectionandanalysis.

Organisation ofhigh-levelfinancialdataMeasuringfinancialperformancetobestpracticestounderstandthebusinessandhowwellitisperforming.

SurveyingtheMembershipMeasuringmemberexpectations,valuesandtolerances.

GovernanceApplyinggovernanceprinciplesandbestpracticestothestrategicplanningprocess.

PresentationFormulatingtherecommendedcourseofactionandpresentationfortheClubboard.

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GGASTRATEGIC INTELL IGENCEPLATFORM

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GGA(formerlyKMPGGolfIndustryPractice)isthelargestconsultingfirmintheworlddedicatedtoclubsandgolf-relatedbusinesses.GGAprovidesadvisoryandsupportservicestomorethan2,900clientsworldwidefromofficesinDublin(Ireland),Phoenix(USA),Sydney(Australia)andToronto(Canada),specialising instrategicplanningandintelligence,financialanalysisandplanning,membershipanalysisandplanning,

governance,andoperationalperformanceanalysis.

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