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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
[email protected]/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.
I N T R O D U C T I O N
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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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