Fishing resorts don’t generally have much in common with agriculture, but farmers could learn a lesson from the Queen Charlotte Lodge.

 

Paul Clough bought the lodge in 1999 after a successful career as head of Impark, the giant parking lot operator. He figured it would be a dream job, and pretty straightforward.

 

“I had nearly 40 years in business and a pretty good sense of how one should be run,” says Clough. “And I knew, from a guest perspective, what makes a good fishing lodge. So I thought this would be a fairly easy exercise. Well lo and behold, it wasn’t at all what I expected.”

 

With rates for a three-day stay starting at $3,695 (plus tax) and 100 per cent occupancy, Queen Charlotte Lodge pulls in millions in revenue. But, as in farming, not much of it sticks around.

 

It takes more than 85 staff to service the lodge’s 100-plus guests at any point during its very farm-like May to September operating season. Everything – from the boats and fishing gear to the meals, housekeeping and manicured grounds – has to be perfect. Then there’s behind-the-scenes stuff such as helicopter and plane charters, power generation, and water and sewage treatment which cost a small fortune.

 

“Of course, if you need a part for something, you can’t just pop down to Home Depot and pick up what you need,” says Clough, noting it is 800 kilometres by air to Vancouver. “You either have to fly it in or, if you have time, barge it in.”

 

And this is where Clough has some insights that farmers could profit from.

 

“Logistics is huge in this business and there are so many different aspects to it, it’s almost mind-boggling,” he says. “For the first couple of years that I ran the business, I not only didn’t make money, it was costing me a fair amount. It was a labour of love, but there’s no question that I paid the dumb tax.”

 

Now don’t forget this is a fellow who ran a company with more than a thousand parking lots, and thousands of employees, in cities across North America. He knows a thing or three about juggling a lot of balls and not letting any fall.

 

Clough quickly moved up the learning curve, and put a huge effort into planning and training his staff. But he also decided that avoiding the “dumb tax” would take more than procedure manuals and checklists.

 

“I knew there was a better way,” he says. “And communication is key to that, not just with our staff but also with our contractors and suppliers.

 

“So we bring up suppliers and contractors up to the resort at our expense, so they can see what we go through and the kind of quality product we’re providing to our guests. That way, they really understand what our expectations are. And the response has been unbelievable. It really pays dividends.”

 

There’s a similar routine for staff. Prior to the start of the season, the entire staff is brought to Vancouver for a one-day orientation and then everyone goes up to the lodge five days before the first guests arrive. As part of their training, all of the land staff go out for an afternoon of fishing and then return the favour by hosting the marine staff at the lodge, to give them the full guest treatment.

 

The cost of all of this isn’t small potatoes – together, these two initiatives cost Clough nearly $100,000.

 

“Yes, it’s a lot of money but I think it’s worth it,” he flatly states.

 

The benefits aren’t something you can put in a ledger, but it does affect the bottom line. The payoff might come from a supplier who warns you something is missing from your order, a contractor who suggests a cheaper option, or a fishing guide who hears a guest complaining about his room and alerts the lodge staff.

 

This isn’t to suggest farmers should send their employees or fertilizer dealer on an all-expense-paid fishing trip to the Queen Charlottes.

 

But you could do something on a smaller scale. Maybe a fall supper on your farm for suppliers and their families. Or a tour of your greenhouse, orchards, or vegetable fields with a chance to take home some fresh produce they have picked themselves.

 

Of course, it depends on your operation. But if you’re creative, there’s probably some sort of nice outing you could put on at your place for employees, suppliers, or the people who service your equipment, truck your produce, or do your books.

 

Treat people right and they’ll go that extra mile. More importantly, says Paul Clough, giving them an insider’s view helps them know which direction you’re heading.