Industry conferences offer invaluable opportunities to gain knowledge and insights. A great example of this was the recent Clubs Queensland Conference in Cairns, which saw record attendance this year. Events like this are essential for anyone involved in clubs—whether as a committee member, director, manager, or staff member.
We’re fortunate to be part of a fast-growing, dynamic industry that is constantly evolving. To keep pace, Boards, Committees, and club management must remain informed and adaptable to a wide range of emerging trends and changes. These include shifting demographics, evolving food and gaming preferences, and the adoption of new marketing and communication strategies.
In addition, clubs must navigate increasingly complex challenges such as changing liquor and gaming regulations, evolving employment laws, and rising expectations around well-being, sustainability, technology, and artificial intelligence.
The modernisation of club facilities and décor is also accelerating. Many clubs are successfully attracting a broader demographic by embracing these changes. Those leading the way in strategic transformation are already experiencing significant benefits.
Many of these issues were explored during the recent Cairns conference. A recurring theme among presenters was the importance of planning for change—understanding it, managing it, and enabling it effectively in a constantly evolving environment. Planning can take many forms, whether it’s department-specific, issue-based, operational, or strategic.
One of the key principles of good corporate governance for Boards, Committees, and management is to ensure that the club has a comprehensive strategic plan addressing many of the issues outlined above.
Strategic planning is essential because it aligns teams around a common goal, anticipates challenges and opportunities, and improves resource allocation. These factors collectively contribute to long-term success.
In essence, a strategic plan provides a clear roadmap to guide the club from its current state to its desired future—with purpose and direction. As strategic planning is a key governance responsibility, the board or committee should be accountable for monitoring the implementation of the plan to ensure continued progress and relevance.
The strategic plan establishes the overall direction of the organisation. Following this, a series of more specific plans should be developed to address a particular departments, subjects, or challenges. These plans are typically created and implemented under the guidance of management.
DWS are proud to have provided guidance on arranging planning projects over many years, it’s experience of the Queensland club industry is unrivalled a key factor in assisting any club in planning for any major activity or long-term future, why not give us a ring and talk about your wishes and ambitions for your club.
Strategic and operational planning in all its forms can be conducted and administered by the Club’s own resources or as quite often the case seek external assistance that can bring a level of expertise or perhaps a more objective opinion.
What are some the key elements of a strategic plan:
1. Clear Vision and Concept
Mission Statement: What is the purpose of your club?
Target Market: Define your ideal guests
Unique Selling Proposition (USP): What sets you apart?
2. Location and Market Analysis
Competitor Analysis: What others are doing and how you can differentiate.
SWOT Analysis: Identify your strengths, weaknesses, opportunities, and threats.
3. Financial Planning
Revenue Projections: Occupancy rates, average spend per customer.
Operational Budgeting: Salaries, utilities, maintenance, marketing.
Funding Strategy: Loans, grants.
4. Facility and Service Design
Layout and Aesthetics: Functional, comfortable, and aligned with the brand.
Guest Experience Flow: From check-in to checkout or
Technology Integration: Wi-Fi, booking systems, smart rooms, POS.
5. Staffing and Culture
Recruiting Plan: Right roles at the right time
Training Programs: Customer service, safety, and brand standards.
Company Culture: Empowered staff = better guest experience.
6. Marketing and Branding
Brand Identity: Name, logo, tone of voice, values.
Online Presence: Website, social media, online reviews.
Promotions and Loyalty Programs
Partnerships: With local sporting, social Clubs and businesses.
8. Sustainability and Compliance
Health & Safety Standards: Especially in post-COVID operations.
Environmental Impact: Waste reduction, water use, energy efficiency.
Legal Compliance: Licenses, insurance, employee rights.
9. Technology and Innovation
Booking Systems: Direct and OTA integration.
CRM Tools: For personalized guest service.
Automation: membership renewal, food ordering.
10. Contingency and Scalability
Crisis Management Plan: Natural disasters, bad PR, pandemics.
Scalability: If things go well, how will you grow?
About the Author
John Dickson is the Founder and Executive Chairman of DWS Hospitality Specialists. With over 40 years of senior management and consulting experience in the hospitality and leisure sectors, John specialises in:
- Strategic Planning
- Corporate Governance
- Business Structure & Compliance
- Workshop & Training Facilitation
📩 Learn more about John here, or contact John Dickson at john@dws.net.au to discuss your Club’s governance and strategic planning needs.
