Leading the Strategic Planning Process - Club Managers ...
Leading the Strategic Planning Process - Club Managers ...
Leading the Strategic Planning Process - Club Managers ...
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Exhibit 1 The <strong>Club</strong> <strong>Strategic</strong> <strong>Planning</strong> Pyramid<strong>Leading</strong> <strong>the</strong> <strong>Strategic</strong> <strong>Planning</strong> <strong>Process</strong> 115<strong>Club</strong> <strong>Strategic</strong> <strong>Planning</strong>Responsibility of board of governorsand GM/COOFunctional <strong>Strategic</strong> <strong>Planning</strong>Responsibility of functionaldepartment heads (i.e., marketing,finance, IT, HR)Operations <strong>Strategic</strong> <strong>Planning</strong>Responsibility of operationsdepartment heads (i.e., F&B,sports professionals)as marketing, finance, information technology, and human resources—usuallytake <strong>the</strong> lead in creating functional strategic plans (in conjunction with<strong>the</strong> GM/COO). The primary planning issues include creating departmentalstrategies and initiatives to support <strong>the</strong> club’s overall strategic plan and to createand achieve departmental performance goals and objectives.• Operations strategic planning: The operations department heads—typicallyrepresented by <strong>the</strong> food and beverage director and <strong>the</strong> heads of <strong>the</strong> varioussports areas at <strong>the</strong> club (golf, tennis, swim, fitness, equestrian, etc.)—usuallytake <strong>the</strong> lead in operational strategic planning (again, in conjunctionwith <strong>the</strong> GM/COO). Primary planning issues include creating departmentspecificstrategies aimed at supporting <strong>the</strong> club’s strategic plan and creatingand achieving departmental performance goals and objectives.This chapter has been written under <strong>the</strong> assumption that no formal strategicinitiative exists at a particular club. Thus, <strong>the</strong> chapter is organized chronologically:GM/COOs and students can follow along, step-by-step, to see how anorganized and integrated strategic plan for clubs is put toge<strong>the</strong>r. Realistically,however, <strong>the</strong> overwhelming majority of clubs will have at least some elements ofa strategic plan in place. In <strong>the</strong>se cases, GM/COOs can look at <strong>the</strong> chapter moregenerally, to see <strong>the</strong> relationships among and general order of <strong>the</strong> strategic planningelements. While <strong>the</strong> individual elements work best in <strong>the</strong> order and mannerspecified, <strong>the</strong>y can also serve supplemental functions alongside a given club’scurrent practices. In short, this chapter works as well for existing clubs seeking