Leading Clubs Effectively

1. What are some of the benefits and challenges of strategic planning for clubs?

            Strategic planning offers the club a way to “examine where it is presently or where it should be when it opens, to define its future direction, and to provide a consensus direction that can be measured and evaluated” (pp. 113-114). However, existing clubs may face difficulties because they have to carry out the plans while the business is running. Long-term plans may also lead to binding future boards, which can be seen as a disadvantage.

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2. What are typical elements of the strategic planning process?

            The typical elements of the strategic planning process include vision, mission, goals, objectives, organizational situation analysis (SWOT), strategy statement, budgets, action plan, and assessing progress.

3. How is a club’s vision put together?

            Comparisons and analogies should be made between a club and an idea or object unrelated to the club, as this would provide an opportunity for the members to assess and think thoroughly what a club is and what it should be. Discussions should be made and the board should take time in answering the two questions to come up with the vision that would most likely suit and state where the club is going in the future. It does not matter how unrelated the object is to the club as long as it can help build a proper vision for the club itself.

4. How is a club’s mission statement created and used?

            “The mission statement should be used everywhere to communicate and reinforce the vision, and to remind the club community of why the club exists and what basic services it provides” (p.125). Three guidelines should be followed when a club is in the process of creating a mission statement. This includes knowing the common features of the club, performing internal scans so that the club’s strengths and weaknesses are realized, as well as performing external scans to study what external forces and factors could affect the operation of the club.

5. Why should clubs create goals and objectives?

            Clubs should come up with goals and objectives to carry out their mission. It allows clubs to aim higher and do their best, which can lead to success.

6. What is a situation or SWOT analysis?

            “Situation analysis helps a club establish a sense of identity and direction” (p.127). It involves the analysis of strengths, weaknesses. opportunities, and threats (SWOT) of a club, and can provide important data for strategic planning.

7. What are some general strategic approaches that clubs can choose from?

            There are three methods that clubs can follow in order to improve. The first strategy, called enhancing differentiation, involves “the club concentrating on becoming more appealing in one particular area” and this is done by improving on a known strength (p.131). Through enhancing superiority, a club focuses on their noncompetitive strength or exploits the weaknesses of its competitors (p.132). A club can also innovate to develop new products or services that their competitors do not have or offer (p.132). On the other hand, the revolution strategy is done to “improve the club or its performance, and to change the fundamental and accepted way the club conducts its business” (p.133).

8. What are three basic types of budgets that clubs must create and follow?

            The three types of budgets that clubs should create and follow include normal capital budgeting, project capital budgeting, and operations budgeting.

9. Why is an action plan important for a club?

            An action plan is essential for a club because it will serve as a guide on how the club will proceed and materialize their strategic plans.

10. What are some issues that club managers should be aware of when implementing

 their club’s strategy?

            Managers should be aware that implementing the strategy will interfere with the normal operations of the club. Therefore, they should be prepared to handle situations not included in the action plan. Also, it should be accepted that these are just plans and could lead to two things, which is either success or failure.

“How do you think these chapters relate to the role of the general manager of a club as the club’s leader?

            General managers have a lot of responsibilities. They are not merely there to supervise the operations of the club on a day-to-day basis. They can contribute so much more if they are willing to focus on their work and keep in mind the welfare and interest of the club.

            They have to realize that managing clubs is not an easy task, hence careful planning should be considered to improve the club and to make sure that the business does not fail. They should also exemplify good leadership skills to their subordinates and colleagues. Even if a club creates the best mission and vision for its business, it will not be successful if there is no cooperation within the employees.


Chapter 4 Leading the Strategic Planning Process.



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