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* Strategic management theory:
- vision,
- A general statement of an organization’s intended direction that evokes emotional feeling in its
- Dream that energizes
- Describes desired future state
- mission,
- A broad outline of the firm’s purpose that communicate: Who we are? What we do? Where we
are headed?
- Combination of the corporate purpose, strategy, values, standards, and behaviours
- values,
- goals,
- objectives,
- etc.:

* Control
- performance indicators,
- control systems,
- etc.),

* Ethical and moral considerations,

Newland’s vision is to be the recognized leader in the area by providing a high quality
customer service and golf course to our clientele.

Newland’s mission is to exceed our members, customers and employees expectations by
always taking into account their feedback by capturing value from customers to create
profits and customer quality.

We value every person that comes to our golf course and embrace the following values for
our achievement: respect, short and long-lasting profitable relationships, trust and

- Our main goal defined was to be the best golf course after five active years in our
territory taking in consideration the advice of our board executives, tourists, members and
employees and constantly keeping track of the market’s evolution (market study).
- Keep both members and employees satisfied with the golf course installations and the

 Who is the target customer for the organization's products and services?
 Where are the customers and how do they buy? What is considered "value" to the
 Which businesses, products and services should be included or excluded from the
portfolio of offerings?
 What is the geographic scope of the business?
 What differentiates the company from its competitors in the eyes of customers and
other stakeholders?
 Which skills and resources should be developed within the firm?
 What are the important opportunities and risks for the organization?
 How can the firm grow, through both its base business and new business?
 How can the firm generate more value for investors?


Ethical and moral considerations
- Contrat
- Values

Planning Phase
Our organisation took the decision to plan in a non-collegial way. While still trying
to take unanimous decisions, we decided that having a chairman would save time and avoid
conflict. In addition, to achieve our primary goal, we subdivided the organisation into
department teams, being a Course team, Restaurant/Bar team, a Pro shop team and a
Tournament team. A contract was developed to write down the organisation’s values to set
clear expectations and allow every team to work in the same way. We use information
based communication medias such as Google drive and Facebook to communicate
constantly and we meet once a week to review results and feedbacks and take
administrative decisions. In addition, minutes of the meetings are written every week to
assure task execution according to time limits (see Annex 1: Minutes of meetings, p.5). All
of our plans are following the criteria that we are operating a high quality golf course. We
chose this market because we were aiming experienced players and individuals with higher
revenue. Finally, constant communication and analysis is, according to us, the key to

To sum up, the Newland’s management team will pay special attention to the
opinions and suggestions of the golf course members, the visitors and our employees to
improve the weaknesses found during the test year and the first year. The main areas to
improve are the restaurant and the pro shop. We received negative feedback from our
customers and our employees. In addition, we were not capable of selling all of our stock.
Newland will keep the same business strategy at least for the next year. However, we may
consider changing our strategy if we are not able to have our full customer’s satisfaction
and if we do not rank ourselves higher.


- Types of control: Financial - customer
- Current issues in control: Customer and Budget

Controlling the performance is important to achieve control
- Performance: Team .. end result of an activity
- Performance Standards: specific goals created during the planning process

Control process
• A three step process:
1. Measuring actual performance Market Study (written report, Statistical
reports) + Oral reports: customers and employee opinions

2. Comparing the performance against a standard: Determines the degree
of variation between actual performance and the standard-

Benchmarking: Market Study (5000$)
• Benchmarking is the search for the best practices contributing to the performance of
competitors and non-competitors
• A standard of excellence against which to measure and compare
– Essentially, “learning from others”
• Can also be used to identify specific performance gaps

3. Taking action to correct deviations or inadequate standards:
• Manager may decide to do nothing but other decisions may be
required, such as ...
1. Correcting actual performance
• With immediate corrective action
• With basic corrective action
• Both actions depend on the cost-benefit of taking either action
2. Revise the standard

Manage change:
- Customers constantly changing  price too high price too low
- Managers have to be open to change
- As 1
years > lots of changes in equipment and innov