Unfortunately, I am quite saddened that the Claremont Club has decided to close its doors forever. It went from a success story written up by CBS News to a sad story upsetting most of its 10,000 members and residents. I was proud to be associated with the success story as the Claremont Club gained member support as they continued to pay their 260 employees when COVID-19 hit. I went to the hair salon when the club reopened since my group tennis lessons were not yet available. They were following hospital level protocols. In reading the CEO’s frequent emails, it was clear that the hope of the reopening (and all the money spent on cleaning and supplies) came crashing down with the abrupt closing ordered by the Governor a few weeks later. The Claremont Club made the news again with a rally to try to save the club. My tennis game and associated camaraderie doesn’t look promising….
The Claremont Club is a severe loss to the members, the community and the residents. It hosted significant tennis tournaments, was home to swimmers qualifying for the U.S. Olympic Trials, and it had well-respected programs for people with cancer, spinal cord paralysis, diabetes and cycling for Parkinson’s. The loss of the Claremont Club goes much further than the loss of an athletic club. In addition to the services for the members, it provided essential health services and attracted people from all over the region, filling Claremont’s restaurants and gaining interest in the community. The club was successful and a top club in the U.S. prior to COVID-19. Are you assuming your top suppliers will be fine because they were in great shape prior to the pandemic?
One Tip to Implement This Week:
No one could have predicted COVID-19 and the associated impacts. However, we can evaluate risks immediately. Don’t make assumptions based on pre-COVID conditions. Will your key supplier decide to hang up their hat like the Claremont Club did? Do you know the financials and cash position of your critical suppliers? Are you keeping in touch frequently and finding ways to ensure your key suppliers support your needs? Do you have backup suppliers? More importantly, are you purchasing materials and ingredients from your backup suppliers? If not, what makes you think they will be around when you need them?
Read more about navigating and successfully emerging post COVID-19 in my free eBook Future-Proofing Manufacturing & Supply Chain Post COVID-19. Please send your feedback and stories. I will incorporate into an article, video or interview.
Stay safe & healthy.
About LMA Consulting Group – Lisa Anderson, MBA, CSCP, CLTD
Lisa Anderson is the founder and president of LMA Consulting Group, Inc., a consulting firm that specializes in manufacturing strategy and end-to-end supply chain transformation. She focuses on maximizing the customer experience and enabling profitable, scalable, dramatic business growth. Ms. Anderson is a recognized Supply Chain thought leader by SelectHub, named a Top 40 B2B Tech Influencer by arketi group, 50 ERP Influencer by Washington-Frank, a top 46 most influential in Supply Chain by SAP and named a top woman influencer by Solutions Review. She recently published, I’ve Been Thinking, 101 strategies for creating bold customer promises and profits. A regular content contributor on topics including a superior customer experience with SIOP, advancing innovation and making the supply chain resilient, Ms. Anderson is regularly interviewed and quoted by publications such as Industry Week, tED magazine and the Wall Street Journal. For information, to sign up for her Profit Through PeopleTM Newsletter or for a copy of her book, visit LMA-ConsultingGroup.com.
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Media Contact Kathleen McEntee | Kathleen McEntee & Associates, Ltd. | p. (760) 262 - 4080 | KMcEntee@KMcEnteeAssoc.com