Tag: strategic planning

CMAA Strategic Planning Workshop

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Produced in collaboration with the Club Management Association of America, GGA Partners hosted a half-day workshop to start the 2024 World Conference & Business Expo.

The workshop, designed by GGA Director Dr. Eric Brey, Ph.D., highlighted the elements required to create a strategic plan, including understanding the membership, an operations review, the impact of the external environment and the financial position of the organization. Following that discussion, those in attendance participated in a series of case-study scenarios involving collaborative efforts to find solutions and a review by the GGA team of best practices.

View the Presentation

 

For further information, contact:

Dr. Eric Brey, Ph.D.
Director
GGA Partners
t: 715.505.7716
e: eric.brey@ggapartners.com

Whitepaper: Unlocking the Strategic Power of Member Feedback

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This GGA Partners whitepaper discusses new approaches to understanding private club members. By re-imagining the potential of member feedback and charting a path towards maximizing feedback in strategic planning, private clubs can increase their attractiveness and competitiveness further.

This whitepaper reviews how Medinah Country Club strengthened its position in an increasingly competitive environment and uncertain economic time. By supplementing its understanding of member satisfaction to identify how to allocate limited resources, the Club was able to significantly impact member satisfaction and identify the greatest areas of opportunity.

Key topics and actions that are highlighted in this whitepaper include:

  • Advanced data analytics, including the Member Feedback Loop
  • Approaching data differently to pivot towards feedback opportunities
  • Unlocking the true potential of member surveys
  • Leveraging Satisfaction Impact Assessments to support club strategy
  • Delivering on the promise of data-informed decision-making

Download the whitepaper

For more information, please contact us.

The Three Keys to Effective Governance

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Governance in private clubs can too often resemble what is seen on the evening news: factions, resentment, distrust, skepticism, cynicism. In troubled times, sound governance is essential.

In our continuing Whitepaper Series, Senior Partner Henry DeLozier highlights the three keys to effective governance and proactive steps leaders can take to address and improve it at their club.

 

 

Read our Governance Whitepaper

Four Factors That Impact Innovation

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At GGA Partners, we have watched the pandemic create innovative opportunities and innovation in clubs unlike what we have seen in many years.

In our continuing Whitepaper Series, Senior Partner Henry DeLozier reminds managers and club leaders how critically important innovation is, especially during these pandemic times.

 

 

Read our Innovation Whitepaper

GGA Partners Expands Research & Survey Capabilities with the Addition of Experienced Hospitality Research Professor

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Dr. Eric Brey, PhD, joins GGA Partners as a Director to bolster consumer research capabilities

TORONTO, Ontario – GGA Partners has expanded its portfolio of services for private clubs, public golf courses, residential communities, resorts, municipalities and hospitality clients with the addition of an experienced research mind and acting hospitality educator.

Dr. Eric Brey, PhD, a researcher and professor at the University of Wisconsin-Stout, School of Hospitality Leadership, has joined GGA Partners as its newest director to expand the firm’s research efforts.

Dr. Brey’s research expertise will strengthen GGA’s capabilities in customer feedback and market research, both of which are core services for GGA. One of the many expanded offerings the addition of Dr. Brey supports is 3-Factor Theory Analysis designed to provide a deeper and more meaningful understanding of the touchpoints that have the greatest potential to impact customer and member satisfaction.

professional headshot of Dr. Eric Brey, PhD
Dr. Eric Brey, PhD

Recently, Medinah Country Club engaged Dr. Brey to conduct 3-Factor Theory Analysis using the raw survey data collected by GGA. “Identifying the touchpoints important to our members provided tremendous insight across our entire operation” stated Medinah Country Club General Manager Robert Sereci. “Clubs will benefit greatly by using this methodology to pinpoint opportunities on which to focus enhancement efforts to achieve the highest level of enjoyment for their members.”

In addition to enhanced customer satisfaction analysis, Dr. Brey’s vast experience in consumer research will provide expanded opportunities for survey interpretation, managed customer feedback, third party performance monitoring and analysis of existing client data to support GGA’s strategic planning and business intelligence services.

“The synergies created by combining GGA’s expertise in research and strategic planning with the knowledge and experience I bring to consumer research are exponential,” commented Dr. Brey. “Together we will be able to assist golf, club, resort and municipal operators with more detailed and comprehensive data analysis that will enhance their ability to make strategic decisions and improve their operational efficiency and customer experience.”

“Research is a cornerstone of our firm and consumer satisfaction is just one component of GGA’s capabilities in this space. Dr. Brey will play a key role in elevating GGA’s industry leading research, and will apply research best practices and new methods to develop even stronger insights for our clients,” commented GGA Partner Michel Gregory. “As a firm we are working to develop an all-encompassing approach to measuring real time, periodic, and long-term consumer feedback that will benefit a wide range of clients in the private club, resort and hospitality industries as well as municipalities who own golf and leisure assets”.

 

About GGA Partners

GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, please visit ggapartners.com.

About Dr. Eric Brey, PhD

Dr. Brey earned his B.S. and M.S. from the University of Wisconsin-Stout School of Hospitality Leadership. In 2006, he earned his PhD from Purdue University School of Hospitality and Tourism Management. Dr. Brey spent six years at the University of Memphis, Fogelman College of Business and Economics, Kemmons Wilson School of Hospitality Management before joining the University of Wisconsin-Stout, School of Hospitality Leadership in 2012. In his current role, he serves as professor and chair of the school, teaching marketing, strategy and customer analytics courses, and conducting research on consumer-centric strategy.

Dr. Brey has published numerous peer and refereed journal papers, written industry white papers and book chapters, received many recognitions and honors and has conducted applied research for the United States Golf Association. Recently, Dr. Brey completed a research study for the USGA identifying more than 1,000 touchpoints golfers can have throughout their experience that impact satisfaction and dissatisfaction. The results of the research will provide insights to help operators gain a firm understanding of what customers need and how to meet and exceed those expectations.

 

Media Contacts:

Michael Gregory, Partner
GGA Partners
416-524-0083
michael.gregory@ggapartners.com

 

New Partnership Promises to Deliver Vibrant Future for England Club Managers

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CMAE England Engages GGA Partners to Develop Strategic Plan

WARWICKSHIRE, England (October 27, 2020) – CMAE England has announced the engagement of GGA Partners™, the international consulting firm working with many of the world’s most successful private clubs, resorts, golf courses and residential communities, to facilitate the development of a five-year strategic plan for the association.

Established in 1992 as North America’s KPMG Golf Industry Practice, the independent firm has provided industry-leading advisory services to more than 3,000 clients worldwide. GGA has been recognised as “Strategic Planning Firm of the Year” by Boardroom Magazine and brings an unmatched financial, marketing, and operational focus to each of its strategic assignments. This extensive expertise was critical for CMAE England in their choice of strategic planning partner.

“CMAE England is founded on a dedication to club management excellence, education, knowledge-sharing, supporting career progression and on our powerful network of club professionals,” explained Chairman of CMAE England, Tristan Hall. “The board believes it is time to reaffirm these values, and the strategy employed, to deliver a vibrant and sustainable future for the Association.”

“In securing the services of GGA Partners, we have retained the very best strategic advisory team in the industry to guide and inform this critical process,” said Hall.

Distinguished in its ability to build enduring value, GGA’s work will continue beyond the development of the strategic plan to ensure its strategy drives significant improvement. As a result, CMAE is pleased to announce that GGA Partners™ has made a multi-year commitment to support the association as a Corporate Partner.

Rob Hill, Managing Partner of GGA’s EMEA Office, said, “GGA and CMAE are passionate about the value of informed decision-making and strategic planning. We appreciate the privilege of being asked to serve CMAE England in shaping its future and to demonstrate our support for the professional development of club leaders throughout England”.

GGA Partners™ has offices in Toronto, Canada; Phoenix, USA, and Dublin, Ireland. For further information about GGA Partners™ visit: ggapartners.com.

 

About CMAE England Region

The Club Management Association of Europe (CMAE) England Region is a non-profit making professional association with members involved in the management of sports clubs (golf, tennis, sailing, rowing, rugby, football, cricket), health & fitness clubs, leisure, city and dining clubs located throughout England. The CMAE provides a forum for the encouragement, development and recognition of education and professionalism in Club Management. For more information, please visit cmae-england.uk.

About GGA Partners™

GGA Partners is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, please visit ggapartners.com.

 

Media Contacts:

Bennett DeLozier
GGA Partners
+353 44 33 603
bennett.delozier@ggapartners.com

Debbie Goddard
CMAE England Region
+44 (0)24 7669 2359
info@cmae-england.uk

The New Urgency of Strategic Planning

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GGA Partners Continues Thought Leadership Series with Four New Whitepapers

‘The New Urgency of Strategic Planning’ Now Available for Download

TORONTO (June 10, 2020) – GGA Partners – international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities – will continue its thought leadership series with the publication of four new whitepapers to help leaders of golf, club, and leisure businesses make better-informed decisions regarding key planning and marketing challenges.  The whitepapers focus on strategic planning, branding, governance, and innovation.

Let’s Face It, Times Are Changing

That may be the understatement of the year.

Between rapidly advancing technology, economic uncertainty, transforming demographic and lifestyle stressors, and a digitally-connected global community, the environment for club and leisure-related businesses is more competitive than ever.

The business landscape is shifting and management stances are evolving, yet the principles of competition endure: one’s gain is another’s loss and the strongest will come out on top.

Knowledge is a tremendous source of strength and GGA Partners is developing authoritative reports on the industry’s most pressing issues and constructing advanced problem-solving guides for the road ahead.

The New Urgency of Strategic Planning

The strategic planning whitepaper, which can now be downloaded from the GGA Partners website, focuses on a misconception regarding the strategic planning process, according to Henry DeLozier, who along with GGA partners Steve Johnston, Rob Hill, Derek Johnston, and Michael Gregory authored the paper.

“Because of its traditional long-range horizons, many club leaders don’t prioritize strategic planning,” DeLozier said. “With conditions inside and outside the club environment changing as quickly as they are, there’s a new urgency to strategic planning.”

In addition, the whitepaper argues for a shorter planning cycle, ranging anywhere from 12 to 24 months, and a closer connection between strategy and execution.

“Businesses that are directly affected by shifts in the economy and consumer preferences should consider shorter planning cycles,” Johnston said.  “Think about it: Would a five-year strategic plan created in 2015 successfully guide your business today?”

Today’s most successful clubs look at their strategic plan as a blueprint for action, Hill added. “They don’t put their plans on a shelf to gather dust. They’re implementing their plans, adjusting as needed and executing their vision for the club.”

For club managers not familiar with the strategic planning process, the whitepaper explains five key steps in developing a plan and draws on examples from inside and outside the private club business.

In addition to strategic planning, other whitepapers in the series focused on branding, governance, and innovation will be published through the third quarter of 2020.  Discover more about the cross-section of high-impact topics GGA Partners is studying at ggapartners.com.

Click here to download the whitepaper

 

About GGA Partners

GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities.  We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, visit ggapartners.com.

Media Contact:

Bennett DeLozier
GGA Partners
602-614-2100
bennett.delozier@ggapartners.com

Harnessing the Power of Strategic Intelligence

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When a club undergoes a strategic planning event, they do so by assessing a number of key data sets: member preferences, club operations, finances and market forces.  All of these come together to help inform strategy and the action plan moving forward.

The fundamental challenge I see clubs struggle with all too often is keeping the information that informed their strategy up to date.

The intention is right, but the execution falls short.  Let me tell you why.

Most clubs are stretched for resources.  This typically necessitates a focus on immediate challenges, which tend to be operationally driven with solutions that are tactical in nature.  It is not surprising that most business intelligence utilized by clubs focuses on revenues, expenses and certain utilization statistics.

The research and insight required to monitor and adjust strategy on an ongoing basis goes beyond revenues and expenses.  It must provide club leaders with a 360-degree view of all forces impacting their club: from member attitudes and preferences to finances, capital sources and uses, from competitors to the economy, from real estate to a wide assortment of market conditions, the list goes on.

There is a tendency to assume many of these things do not change quickly, certainly not as quickly as daily operations; however, changes do occur significantly from year to year.  For clubs today, sustained competitive advantage is critical.  An off year in membership recruitment can hurt the club.  A few off years over a five-year period will hurt the club and can be significant.

This is where strategic intelligence is so important.  One of the biggest obstacles clubs encounter in their quest for better and current strategy is the sourcing, analyzing and visualizing of important strategic intelligence.  An effective strategic intelligence process requires careful planning and resources, and this is the obstacle GGA’s Strategic Intelligence program has been designed to help club managers overcome.

The strategic jigsaw puzzle

The key to harnessing the power of strategic intelligence is this: piecing the right data together in a cohesive way and creating a culture of staying in tune with current trends.

This is something that clubs have, historically, struggled with. However, by enabling clubs to stay connected to all of the factors impacting their long-term success, this is an area GGA can really make a difference.

One thing is clear: clubs who actively engage with current strategic intelligence to inform their decision-making perform better in the short, medium and long-term.

 

To discover how to leverage Strategic Intelligence for your club,
connect with Derek Johnston

Common Change Challenges

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“As you ask about common change challenges that most clubs are facing, it is that they are ill-prepared for change in the first place … they are not prepared to process change in a sequential manner.”

In this interview, GGA Partner Henry DeLozier shares his view on how club leaders can create and prepare for change – referencing the need for a clear-cut set of intentions that describe the club’s plan for change and how the club’s leaders will go about implementing it.

GGA Education Events Isolate Themes & Challenges Facing Club Leaders

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Golf club executives have come together on both sides of the Atlantic as GGA continues its program of insight-led educational Symposiums, that deliver insights, research and current trends influencing golf club business success.

Against the backdrop of Loch Lomond Golf Club in Scotland and Scarboro Golf & Country Club in Canada, senior figures in the club industry discussed the challenges, issues and successes of the past year and forecasted opportunities and possible difficulties for the next 12 months.

Managing Partner of GGA’s EMEA Practice, Rob Hill, who directed the European Symposium in Scotland, said: “Our Symposiums foster a culture of knowledge sharing and collaboration among club leaders, many of whom are tackling the same challenges and are eager to learn from each other’s successes. This, backed by GGA’s key findings and research, provides a foundation of confidence and focus for the year ahead.”

The Scotland and Canada Symposiums touched on a vast array of topics ranging from far-reaching global trends to granular, market-specific issues managers are typically experiencing, including strategic thinking, business intelligence, member satisfaction, capital expenditures, membership growth, governance and manager-led panel discussion.

Key Takeaways:

The Symposiums isolated a number of key themes and challenges club managers are set to face in the year ahead:

  • Strategic thinking is a challenge everywhere, particularly among club Boards. Challenges in defining strategy, remaining strategic at the Board level, and qualifying the elements of a strategic plan are widespread.
  • Business intelligence resources are in high demand. Many clubs indicated that they do not have all the data they need to make strategic assessments and key business decisions, particularly as they relate to local-market understanding, member satisfaction, club utilization habits, and evaluating club finances.
  • Member Satisfaction is paramount. Club managers believe that understanding members’ satisfaction, current habits, and future preferences is essential to a happy club environment. Empirically and anecdotally, there was strong correlation between overall member satisfaction and evaluations of a club’s social atmosphere, food and beverage operation, and clubhouse quality/condition.
  • Millennials and Generation X are top of mind. While tactics for recruitment and sentiments for the viability of these audiences varied significantly among regions and participating managers, it is evident that understanding the future generation of club members is a hot topic for club managers and a concern for some.
  • Governance is both a source of strength and adversity. Clubs are constantly facing challenges to govern effectively and implement governing infrastructure which supports the organization’s strategic vision. At clubs where governance is characterized by strategic thinking, written policy, and efficient, purposeful deliberation, success often follows.
  • Clubs are considering the following key initiatives for 2018:
    • Strategic Plan implementation: implementing/executing golf course masterplans, facilities masterplans, determining club brands, or evaluating club relevance to current/future members.
    • Governance reviews: reviewing governance practices, ensuring governance models are more ‘business’ appropriate, implementing Board Policy Manuals, and operating with greater transparency and more communication.
    • Membership changes: evaluating membership categories, measuring member utilization, focusing on maintaining existing members, and assessing approaches to attract Millennials/Generation X.
    • Financial monitoring: increasing the measurement of goals and financial performance through business intelligence/satisfaction surveys/employee surveys, assessing costs and benefits of process improvements through technology/robotics, and monitoring labor costs.
    • Environmental assessments: gauging the cost and potential impacts of processes focused on sustainability, ecology, and environmental stewardship.
    • Capital replenishment: conducting capital reserve studies, building capital reserves, exploring new methods of capital funding, gaining member support for CapEx through digital communications (i.e. video information rather than Town Hall meetings; estimating vote projections through online surveys; electronic voting for easier capture and analysis), and improving the monitoring capital maintenance requirements.

Rob added: “While these learnings represent only macro-level, shared sentiments among participating European and North American club managers, they point toward an auspicious outlook for the 2018 golf season, one defined by a focus on data-driven decision-making and informed strategy.”

Symposiums provide an opportunity to connect with club managers and to share the latest and fullest extent of GGA’s wealth of industry knowledge observed through client assignments and extensive market analysis. Partner Henry DeLozier, said: “At GGA we believe that one must share knowledge so that all may benefit. None of us owns knowledge.”

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