Leading the Strategic Planning Process - Club Managers ...

Leading the Strategic Planning Process 131If a club’s external analysis determines a high degree of threat and its internalanalysis reveals weaknesses in its ability to respond to the threat, the club faces itsworst operating position. For example, if a new, developer-owned club will opennext year within two miles of a club that has not provided acceptable service toits members, the poor-service club faces a severe threat to which it likely cannotrespond effectively:Internal StrengthsExternal OpportunitiesInternal WeaknessesPoor member serviceExternal ThreatsNew developer-owned clubIn any SWOT analysis—whether club-wide or by department—a key toextracting meaningful information is to chart and compare the club’s strengthsand weaknesses. One way to do that is to prepare grids similar to the ones presentedin this section.Strategy StatementThe object of effective strategy is to capitalize on a club’s strengths in a way thathelps it develop sustainable advantages in its marketplace. After all, all GM/COOs—and boards, committees, members, and paid staff—want their particularclub to be the club of choice. To develop and highlight their strengths, clubs canchoose one or more of the strategic methods listed in the following paragraphs.Enhancing Differentiation. With the “enhancing differentiation” strategy, theclub concentrates on becoming more appealing in one particular area. The internalSWOT analysis identifies the club’s internal strengths (and weaknesses). Toenhance its differentiation from other clubs, the club simply focuses on improvinga strength.For example, one club located in a competitive area with high demand forgolf times might add lights, thereby allowing play long past sundown. In fact, oneclub in Arizona worked through this exercise and added lights to its five finishingholes, effectively accommodating an increase of almost 50 members per day. Sucha situation could be illustrated in this manner:Internal StrengthsWillingness to innovateDollars available for capitalimprovementsExternal OpportunitiesHigh demand for golfInternal WeaknessesLow availability for increasedrounds of golf on present courseExternal Threats