Understanding the necessity of allowing data to drive the design, implementation and maintenance of a strategy has provided the framework for our Roadmap to Sustainability business model. (Click the Roadmap to enlarge)
The diagram has eight components we believe must be executed to properly solve a systemic failure in a club’s business model. Below, we will take you through each one of those steps in the chronology, clockwise from the top, as they are illustrated in the chart.
A quick trip around the wheel or roadmap shows the process starting with the simple, but absolutely essential sequence of diagnostics, synthesis of the data, and designing new concepts that must be then implemented, as noted in the bottom segment. One of the notable characteristics of implementation is that the business model for membership growth and sustainability has been re-engineered to hold each stakeholder accountable, each department engaged and everyone on the absolute same vision and direction.
Then upon implementing the redesign changes, some more complex issues come on the table: Creating a communications strategy, realigning the governance process as necessary and establishing management accountability to assure the improvements stay on track.
This quick walk around our methodology wheel is designed to address the realities of where we are today, solutions, implementation and strategy. In a more comprehensive view, it is also designed to improve a club’s failing business model. It may look intimidating to embark on a comprehensive program like this, but it is employed to improve substantively the performance, competitiveness and sustainability of a club, not to address minor problems. Of particular note in the methodology wheel is the five-part diagnostic and discovery process. For those interested, an in-depth overview of each section of discovery can be accessed at www.askpcma.org/club360diagnostics.
The point of the model is to create a methodology to:
- Create a comprehensive and objective overview of the club’s core issues, finite market, historical trending, capabilities and systems, competition and member/market needs.
- Create a collaborative team synthesis of the data and what it means relative to how the club should address its market position/perception to its members and the marketplace.
- Develop a narrowed path in developing internal and external programming and membership strategies and processes.
- Develop an intellectually sound and orchestrated educational and consensus building process.
- Drive accountability across all stakeholders for delivering each program and initiative as part of an over-all need, strategy and delivery system.
- Make communications important, planned and part of the overall strategy to increase membership, enhance retention and increase usage and satisfaction.
- Drive consistent, intellectually sound governance throughout the organization through vision and strategy, supported by regularly updated data and research.
- Create a system or model that endures through each change in leadership and provides uniformity and consistency in the club’s strategic planning.
Because one size no longer fits all and because all clubs are just a little bit different, the outcomes of following this model may take you in many different directions. Our point in creating the model is to allow the realities of objective research guide your strategy and re-engineering. The final component of success is in the engagement of all stakeholders in the consistent adherence to the strategy in everything that the club does.
The foundation to our 360 degree approach is an "all hands on deck" philosophy on stakeholder engagement. No matter what Club or marketplace, driving membership sales, enhancing retention and increasing usage and satisfaction is the domain of every stakeholder. It is the "why" of what we do. Proper market positioning in the path of the market you serve does not happen by accident. It is an alignment of services, programs, assets and attitudes that create perception, brand and relevance.