Strat Plans

Roughly 80% of our team’s work at Huddle Up Group involves long term strategic planning. Yes, we also lead a good amount of facility development efforts, work with event owners, and coordinate FAM tours, however strat plans have always been our bread and butter.

This past week we were asked by one of our destination partners a question that has been coming up more often recently. Their question was related to a larger destination master plan. Beyond just the sports market that we live within, tourism organizations often conduct a larger 360-degree analysis that covers all things tourism (not just sports). The destination in question asked us what sports related elements they should be sure to have their larger plan cover. Without giving away the “secret sauce,” we will use this week’s Monday Huddle Up to share part of our response…..

If carried out correctly, strategic plans are living breathing documents that serve as an organizational roadmap for future activities. The actions put forth in a strat plan should intentionally lead to success over time. However, as one year comes and another goes, eventually the game plan becomes less relevant, and maybe even obsolete. So it’s important to refer to the plan on a regular basis and at some point in time (usually after five years) revisit it in its entirety.

We believe that solid strategic plans have four main components.

One, they focus on only a few main elements, or “pillars.” Trying to be everything to everyone leads to mission creep. Also, spreading resources too thin is a surefire way to be average at a lot of things and great at none.

Two, they are statistically benchmarked to the best level possible. The plan should outline who is best-in-class in certain areas. It should use specific data points to measure current activity and to define future goals. The old saying applies here, “What doesn’t get measured doesn’t get done.” One caveat here. Organizational benchmarking should be with like entities. That is, if you are a DMO within a city structure, you shouldn’t compare your organization to stand alone 501(c)6 non-profits. Compare like to like, and where you can, in similar market sizes with similar budgets.

Three, the action items in the plan need to be attributed to someone specific. Laying out 3-4 goals without identifying who is responsible for them will lead to miscommunication and failure.

Fourth and final one here…..

Your plan should identify what the “home run” looks like. If the goal is to build up the political will to get a funding source in place to then build a tournament quality facility, that is a long term grand slam. Put it on paper, put it out there, define the big win.

Sure, there are a million elements that go into a strategic plan. Start wide with a look at the market. Add a SWOT analysis. Then narrow it down to specific action items tied to well defined goals.

Analyze everything, boil it down, keep the game plan simple, specifically define what success looks like.