Maintenance Through Accountability

Maintenance and Accountability

At this point, practices have been established which assure that the re-engineered business model does not drift from its foundations. Tools are implemented to guide, measure, track and report results so that leadership can monitor the club’s performance, learn from each new experience and conform to the new model. The cycle then begins again…Diagnostics, Synthesis, Conversion to Plan, Consensus, Implementation, Communication, Alignment and Continuity.

This quick walk around our methodology 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.

The principle point of the creating this model is to craft a methodology that:
  • Creates a comprehensive and objective overview of the club’s core issues, finite market, historical trending, capabilities and systems, competition and member/market needs.
  • Creates 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.
  • Develops a narrowed path in developing internal and external programming and membership strategies and processes.
  • Develops an intellectually sound and orchestrated educational and consensus building process.
  • Drives accountability across all stakeholders for delivering each program and initiative as part of an over-all need, strategy and delivery system.
  • Makes communications important, planned and part of the overall strategy to increase membership, enhance retention and increase usage and satisfaction.
  • Drives consistent, intellectually sound governance throughout the organization through vision and strategy, supported by regularly updated data and research.
  • Creates a system and business 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.

In our research, we found several things common to successful renewal including the following:
  • Positioning your club in the path of its market. Not just for the existing members, but also the members that must be recruited to replace those lost through attrition.
  • Being culturally relevant to the many generations within your club and specifically the generation that prevails as your “new” market.
  • Family centricity is essential in today’s society and no matter your members’ ages, developing programming around this reality is now a requirement.
  • Member’s available time is an issue and clubs accommodate this in their programming of all areas of the club and for each type of member.
  • Females play an enormous role in the decision to join and clubs, and outside of niche clubs as described earlier, providing increased opportunities for engagement with her as well as her children is essential.
  • Governance can range from total harmony to total dysfunction. Clubs that have or must successfully renew must move toward harmony by developing clear functional responsibility and accountability.
  • Not everyone in a club undergoing renewal will be happy with the changes. The successful club’s litmus test for success is the well being the changes and improvements provide to the membership overall, not just to the most vocal.
The point is that outcomes may be different for each club, but whatever evolves, by using this template they will have to a business model predicated upon factual market conditions and core evaluations – objective and defendable.