Launching onto strategy

It helps to be working with great assets ....

Over the next few months I’ll be putting together a new strategic plan for QCCC with our senior staff.  Over the last couple of weeks a few ideas and opportunities have opened up for us quite organically, and my hope is that some of these opportunities will come to fruition and be drivers of our future ministry growth.

My first step in the strategic plan has been to get our key staff  thinking through the issues and dreams they have for their sites.  I’m hoping that each of us will have ideas about our ministry, vision and strategy to filter into the process of a collective vision and ministry for QCCC.

The questions below are the starting point of our conversation:

1.       “What business are we in?”

(Define QCCC and/or your Centre in terms of what we do for our customers.  Define QCCC and/or your Centre in terms of the effect our services have on the life or work of other people or organizations)

2. What business could we be in?

How would you like the facilities, services and ministry of your site and QCCC to look in 5-10 years time?

3.       Who are our current customers and who would we like our customers (guests) to be in 5-10 years time?

4.       Are there any customers utilising QCCC, whom, knowing what you now know, you wouldn’t start working with again today?

5.       “What do we do especially well?” What is our area of excellence, our area of superiority? What is our personal competitive advantage over the other people in camping and conferences?

6.       “What are the 10 to 20 percent of our activities that could account for 80 to 90 percent of our ministry results?”

7.       “What are the critical constraints on our ability to achieve our goals?”

8.       What are your thoughts on what appears to be our current mission statement, and values statement (below)?  Can you think of ways to change and/or improve them?

Mission statement:

Our mission is to serve the community by providing a relaxing, refreshing and enriching experience for our guests in a quality camping environment.

Vision and values:

QCCC exists to serve and minister to individuals & groups – through hospitality, service and teaching.

We help people connect with the living God of the Bible by providing a safe, enjoyable, refreshing and memorable experience for our guests in a quality environment, where Christian values are both taught and modeled and are of paramount importance.

Christ seeks to inspire life in every dimension. QCCC demonstrates that inspiration through building the ministry on hospitality and intentional increase of interaction with individuals through various activities, programs and events.

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2 Responses to Launching onto strategy

  1. Siddharth Ranjan says:

    1. “What business are we in?”
    Knowledge and hospitality based ‘Faith business’!

    Recently the developed countries moved into a knowledge and service economy. The faith business has been in the service sector, right from the inception.

    2. What business could we be in?
    The new craze is the service sector and it entails accumulation and dissemination of knowledge.
    So expansion in the service sector by expanding the range of services could be thought of.

    How would you like the facilities, services and ministry of your site and QCCC to look in 5-10 years time?

    The boundary of faith business is very wide and expanding. So one has only has to reckon the possibilities!
    A few examples:
    Developing contents for FM Radio stations: The stressed up world is in a great need for such contents which would foster the values of love, tolerance, brotherhood and spirit of accommodation into the multitudes of people who are its constituent.
    With such a lovely ambience and with constant influx of new people and new ideas a camping site would be a wonderful place to churn out ever new and interesting content for such talk shows and regular shows.

    Being an off campus training and orientation center of corporate bodies:
    The executives of Cornerstone go to a nearby city center to talk about their annual plans and budgets so many others would be doing the same. This business could be caught besides expanding on this by offering them top ups like a preaching session or the screening of a particular movie- in line with the principles of the center- and there by creating favorable climates for clinching a corporate deal to instill values among their new recruits.
    Many corporate bodies conduct etiquette classes for their new recruits and orientation classes are so common for business schools and collages, these can be targeted. The clinching factor would be the hospitality and empathy, the same that helped Christianity grow during its difficult days!

    Organizing family re-unions:
    well this is going to be an eldorado and Andrew is quite the right person to fashion out a detailed ‘business plan’ to unleash the potential of this idea.

    there could be so many other ideas and i am sure Andrew is going to get flooded with these ideas in the coming days. God save poor Andrew 🙂 just kidding 🙂

    3. Who are our current customers and who would we like our customers (guests) to be in 5-10 years time?

    As the people in the knowledge industry do- constantly update their knowledge base and innovate; being an organization in the service sector you should think at your feet.

    Andrew is there so that part is cared for… now having thought about such wonderful business ideas, those are to be implemented and tested. Is it not said the test of the pudding is in eating! 🙂

    4. Are there any customers utilising QCCC, whom, knowing what you now know, you wouldn’t start working with again today?

    Pass 🙂

    5. “What do we do especially well?” What is our area of excellence, our area of superiority? What is our personal competitive advantage over the other people in camping and conferences?

    The core competence is: ‘a personal touch’ and of course the lethal combination of ‘empathy and hospitality’!

    6. “What are the 10 to 20 percent of our activities that could account for 80 to 90 percent of our ministry results?”

    Developing and staffing appropriate relationship managers, who would take care of the ‘A’ category clients/ customers/ fellow travelers, who give about 90% of the revenue though constitute hardly 10-15% in volume (no of clients).

    7. “What are the critical constraints on our ability to achieve our goals?”

    Spotting and developing appropriate people and then staffing them to critical business processes.

    8. What are your thoughts on what appears to be our current mission statement, and values statement (below)? Can you think of ways to change and/or improve them?

    Can we replace teaching with mentoring? T

    Then the Vision and values statement would read as follows:

    “QCCC exists to serve and minister to individuals & groups – through hospitality, service and mentoring.”

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