Leading the Strategic Planning Process - Club Managers ...

Leading the Strategic Planning Process 133potential new products and services is endless. The key is to innovate into areasthat will be appreciated and used by the club’s members—or at least be perceivedas providing new, different, and desirable products and services. One exampleof innovating would include a well-known club in Texas that, over time, addeda club dry-cleaners, a tailor shop, a stylist, casual-use office space, a retail-typeconvenience store, a business center, and a club-sponsored American Expresscard. This example of innovating is illustrated below:Internal StrengthsWillingness to add new productsor servicesExcess space availablein clubhouseDollars available for capitalimprovementsExternal OpportunitiesCompetitor clubs unwilling orunable to add new productsor servicesInternal WeaknessesExternal ThreatsRevolution. Revolution can be an effective strategy, especially when drastic measuresare required to improve the club or its performance. A “revolution” strategychanges the fundamental and accepted way the club conducts business. For example,a growth club located in Louisiana adopted a policy of nondiscriminatory teetimes among male and female members. This was seen as a very revolutionaryinitiative by the surrounding communities. Revolution is an extremely effectivestrategic initiative for a club hoping to gain new members and distinguish itself ina market dominated by old-line, established, traditional competitors. The revolutionstrategy could be illustrated in this manner:Internal StrengthsNew clubNo existing tradition or policiesWillingness to use revolutionExternal OpportunitiesCompetitor clubs are old-line,traditional, unwilling to changeDemand from female golfingcommunityInternal WeaknessesExternal ThreatsOnce a club has identified and chosen a strategy, the strategy is then writtenas a statement. The strategy statement explains how external opportunities will be