Strategic Planning and Market Profiling for Clubs
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Enquiries:
E: enquiries@clubsnsw.com.au
P: 1300 730 001
Course outline
The role and Responsibilities of the Board
There are three different levels of planning - strategic, tactical and operational. Explore the right level of planning for your position and the difference between a strategic decision and a tactical decision. The reporting cycle is broadly discussed and the barriers to successful planning are considered.
Research: Members and Society
Generic strategic planning courses often overlook the importance of understanding and categorising sections of the membership base as part of the research process. Lacking a three-dimensional view of your members, boards and management may put the entire strategic plan in jeopardy. This topic looks at data mining the membership database, primary and secondary research of patrons and the local community. Discussed are segmentation and target markets.
Research: Environment
The environment is perpetually dynamic. Internal and external forces on the business mean that adjustments to the products and services offered need to continually change to meet customer needs and changes in tastes. Discussed are the board’s role and management’s role in assessing the internal environment and looking at macroeconomic influences.
Elements of the Plan
Shape the direction of the strategic plan through the development of the club’s vision, mission, values, positioning, objectives and strategies to realise the objectives. Discussed in-depth is an analysis on the reporting cycle and how high quality documentation can assist in the implementation and monitoring of the strategic planning cycle. Soft-copy strategic templates are distributed to all participants.
Documenting the Plan
A framework is provided to complete the strategic planning document accompanied by a soft-copy template for participants to use. Revealed are the public sections of the document and the sections that are a club’s confidential and competitive collateral. Putting a realistic timeline in place for the strategic planning cycle is explored.
Communication
A strategic plan should not be a one-time announcement to club stakeholders. Explore communication of the strategic plan to members, patrons and staff and different methods to continue the conversation to ensure successful implementation, monitoring and buy-in from stakeholders and the ultimate realisation of the club’s vision.
Course information
AQTF Codes
- BSBATSIM507A Establish and maintain a strategic planning cycle
- BSBMKG401A Profile the market