Cherokee Town & Country Club 665 Hightower Trail, Atlanta, Georgia

1. Cherokee Town & Country Club665 Hightower Trail, Atlanta, Georgia Legendary Philosophy 'A company competing on the basis of price can always be undercut.A company competing on the basis of uniqueness can always be copied.A company competing on the basis of technical advantage can always be caught.A company competing on the basis of value can always be matched.But a company with passion cannot be touched.'

2. Cherokee T&CC Accomplishments • Cherokee is the No.1 Platinum Club in America • Russ Davis, Director of Instruction was named the 2007 Teacher of the Year, Georgia Section • Ryan O’Mahoney, 2008 Assistant Professional of the Year and named a Top 50 Junior Golf Instructor • Kevin Roman and Russ Davis both played in a major golf tournament in 2009. • Lucas Ramey and Chip Zimmerman both accomplished their PGA membership requirements in 2010. • Christina Hewes accomplished sales within 3.5% of the prior year while the national average was down more than 6% and accomplished our sales goal with over 76 inches of rain over 131 days in 2009. • Russ Davis was named the 2010 Senior Player of the Year by the Georgia PGA • Kevin Roman received his PGA Tour credentials as an educator. • Staff received the 2010 PGA Merchandiser of the Year Award in the Private Category. • Mark Mongell has placed over 19 PGA Head Golf Professionals.

3. Cherokee Town & Country Club Atlanta, Georgia • 36 Holes Designed by Tom Fazio • 5 Acre Short Game Facility • Fitness and Dining • 16 Tennis Courts • Fitness Center • 5 Restaurants • Banquet and Private Dining The Town Club The Country Club

4. Cherokee Town and Country Club The North Course The Short Game Facility Tournaments:  1958  Carling Classic, PGA Tour 1963 Atlanta Amateur 1973  Georgia State Amateur 1982  Atlanta Amateur 1986  Georgia State Challenge Cup 1997  Atlanta Open 1999  USGA Women’s Mid- Amateur 2006  GSGA Senior Amateur 2008 GSGA Super Senior Amateur The South Course

5. Mentor your staff and create a productive and enjoyable atmosphere at work that leads to retail success.

6. Objectives • Gain insight on how to better assess your staff services. • Develop business principles to audit your staff’s practices and activities. • Grow your business, improve productivity and mentor a team.

7. Cherokee’s Core Culture • We are in the Happiness Business • “What can I do?” “How can I help?” • We make people happy through the Cherokee Standard

8. Is Your Work Atmosphere… • Productive • Professional • Enjoyable • Offer a Distinct “ Core” Culture • Have Connections to All Departments

9. Establishing your Business Principles What is your organization’s Core Culture going to be? What is your identity as an organization? Core Culture • Define your organization’s Purpose: To Deliver the Cherokee Experience • Define your distinctive Philosophy: • Define your strategic Priorities that constitute the Core Culture of the organization Building a Culture of Distinction, Sheila L. Margolis, PhD

10. Establishing your Business Principles Cherokee’s Core Culture Philosophy: The “Cherokee Standard” • Priorities: • Training & Development 80% • Teamwork 72% • Communication 70% Purpose: To make people happy

11. Building a Culture of Distinction • Define the vital Purpose, distinctive Philosophy and strategic Priorities that constitute the Core Culture of the organization. (Operating Standards) • Create a Core Culture Map with definitions, examples and stories that identify and describe the Core attributes. (8:05 Meetings and Sam Hatch) • Audit Practices and Projections to evaluate the degree of alignment of current activities with the Core Culture. (Tie goals & Objectives in the review process) • Develop a Core Culture Alignment Plan that lists actions to be taken, timeframe, person's, responsible and resources needed to enhance the alignment of Practices and Projections with the Core Culture • Develop measures to monitor alignment of Practices and Projections with the Core Culture to gauge success in implementing the Core CultureAlignment Plan. (Semi-Annual Club Survey and staff meetings) • Execute the plan and monitor progress in living the Core principles • Conduct ongoing assessments, audits, and revisions to the plan to ensure you are Building a Culture of Distinction. (Steering Committee) Building a Culture of Distinction, Sheila L. Margolis, PhD

12. Cherokee’s Core CultureDefined Principles • We Anticipate Needs and Exceed Expectations with a Sense of Urgency • We Consistently deliver Superior Experiences • We pay Attention to Details • We have Heartfelt Caring and Respect for all These principles make the difference between GOOD and GREAT!

13. For any strategic planning to be effective, it must be aligned with your organization’s Core Culture. When everyone understands the purpose and principles of the organization and is in an environment where the Core Culture nurtures the purposes and implementation of the principles, you are on the path to retail success.

14. The importance of defining your Core Culture • You have to know what it is if you want to change or nurture • It is a collective mindset. • If everyone is not on the same page, your organization’s strategic planning is likely to be derailed • Employees are united by a set of authentic principles, pushing themselves and the company towards growth and success. • Make sure your Core Culture is genuine. • It must work for your organization and steer your organization towards the achieving company goals. • Strategic planning and Core Culture are intertwined. • For strategic business planning to equal success, your company’s Core Culture must support the principles, purpose, and philosophy of your organization.

15. Cherokee’s Strategic Goals:Preserving the Cherokee Core Culture • Define operational standards • Adhere to operational standards • Improve training • Improve communication • Improve teamwork • Improve staff moral • Improve hiring process

16. Audit Are your Practices and Projections aligned with your Core Culture? • Set performance standards for employee performance reviews & evaluations that are linked to the Core Culture & Strategic Goals • Monitor frequency of disciplinary actions • Discuss progress in monthly committee meetings • Gauge employee satisfaction through engagement surveys • Monitor retention/tenure/promotion statistics • Analyze club utilization reports • Monitor membership statistics and satisfaction • Obtain member feedback through surveys and comments

17. Plan Make a defined list to develop your Core Culture Plan • Actions to be taken • Timeframe • Person's responsible • Resources needed • Measures to monitor alignment • Measures to gauge success of implementation

18. Implement • Put your plan into action! • Monitor the progress of your plan! • Live your Core principles!

19. Perception “Thinking Outside the Box”

20. What Do You See? Two Silhouettes or a Vase?

21. What Do You See? Duck or Rabbit?

22. What Do You See? Musician or a Girl’s Face?

23. How Would You Do It? Using four straight lines and without picking up your pencil, how would you connect all nine circles?

24. Think Outside of the Box!

25. Here We Go Steelers!!!!!