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©Golf Convergence, 2013
Clemson UniversityStrategic Plan Pilot Survey
June 1, 2013
J.J. Keegan, Managing Principal
2013, Golf Convergence, Inc.©Golf Convergence, 2013
Rick Lucas, Director of the PGM Program at Clemson University, received his Bachelor of Science Degree in Business Administration at Old Dominion University and his MBA at Virginia Commonwealth University.
Currently, he is working on his doctorate in Career and Technology Education. Mr. Lucas has over 20 years experience in the golf industry with extensive knowledge in management of golf programs and operations.
His positions in the golf industry have included: assistant professional, teaching coordinator, head golf professional, and general manager at both public and private facilities. Some career highlights include scoring in the top 5% in Business School I & II and winning the Philadelphia Assistant Association's Southern Championship.
©Golf Convergence, 2013
Experience: Managing Principal - Golf Strategist – 8 years including 7 months as Interim GM operating golf course in Dallas, TX. CEO - Fairway Systems – 16 years (450 golf courses, 7 countries, all major municipalities);
Memberships: CMAA –inactive (305 hours), NGCOA, NGF, ING, GCSAA Speaker: NGCOA – Canada, Clemson PGM, NGCOA, GCSAA, NRPA Webinar Host: Clemson University, Keiser College, Holland College, Golf
Academy, Golf Magazine Panelist: Visited 4,000+ golf courses in 41 of the 194 countries,
played 1,600+ of the world’s 33,000 courses. Education: BBA – TCU, MBA – University of Michigan Licensing: CPA, inactive Author: “The Business of Golf: What Are You Thinking?” – 15 countries, 2000+
copies sold, 10 Colleges and Universities Author: “The Business of Golf: Why? How? What?” – To be published June,
2013 Photo Essay – Best Management Practices, Divergent View Newsletter Accomplishments
©Golf Convergence, 2013
AStrategicPlan
StrategicVision
Tactical (Functional)
Operational (Execution)
Why
How
What
In a well‐managed operation, every operational decision can be traced up to the tactical plan and up to the strategic vision.
©Golf Convergence, 2013
A Strategic Plan
CultureVisionHistoryTradition
Governance
Asset Management
Financial Management
Golf Courseand
Clubhouse
Human Resources
Green Fee
s &
Carts
Outside
Tourna
men
ts
Club Eve
nts
Food and
Beve
rage
Banq
uets and
Caterin
g
Rang
e,
And L
esso
nsOperations: Activities
Lead
ersh
ip:
Man
agem
ent
and Training
Labo
r Sta
ffing
an
d Sc
hedu
ling
Bran
d:
Adv
ertis
ing an
d Marke
ting
Operations: Management
Custom
er
Feed
back
©Golf Convergence, 2013
Start
1 2 4 5 6 7
GLMA
WeatherImpact
Technology
FinancialMetrics
Facilities Customers
Operations
Uncontrollable Controllable
2013, Golf Convergence, Inc.©Golf Convergence, 2013
Mosaic Golfers Per 18
Championship
Beginner
Recreational
The Critical PathThe Barriers to A Fiscally Sustainable
Championship Golf Course
2013, Golf Convergence, Inc.©Golf Convergence, 2013
Mosaic
Income
Age
Golfers Per 18
Price
Championship
Beginner and Recreational
Beginner and Recreational
Beginner and Recreational
Beginner & RecreationalOpen Park
The Critical PathThe Barriers to A Fiscally Sustainable
Championship Golf Course
Yes
No
High
Low
Median
Seniors & Young
Families
> Median
= < Median
> Median
= < Median
You Might Have A Chance
©Golf Convergence, 2013
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
Daily Fee Military Municipal Private Club Resort
Survey Respondents
©Golf Convergence, 2013
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Net income Revenue per round:green fee + cart fee
Loyalty Rating fromCustomer Survey
Total Starts Labor as a % of GrossRevenue
Merchandise Sales andCost of Goods Sold
Benchmarks to Manage Daily Fee Golf Course
©Golf Convergence, 2013
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Member Retention New Members +Waiting List
Cash Requirements Rounds played bymembers
Guest Fees Change in InitiationFee
Benchmarks ‐ Private Club
©Golf Convergence, 2013
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
RevPar = Revenue perAvailable Round
Labor dollars perround
Costs per hole & perround
Retail sales per round& per room night
Utilization percentagebased on available
rounds
Conversion ratio ofresort golf rounds toresort room nights
Benchmarks ‐ Resorts
©Golf Convergence, 2013
Yes79%
No21%
Do you have a written vision statement that guides the strategic direction of your facility?
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Not Important at all Low importance Moderate importance Very important Critical
How Important is Vision Statement 1 ‐ Not Important; 5 ‐ Critical
3.51 Average
©Golf Convergence, 2013
Yes66%
No34%
Have you developed a written strategic plan within the last three years?
©Golf Convergence, 2013
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
Top 10% (Platinum) Top 25% (Gold) Top 50% (Silver) Top 75% (Bronze) Bottom 25% (Steel)
As measured by the experience provided to your customer, what market segment does your facility
TARGET?
©Golf Convergence, 2013
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
Top 10% (Revenues >$6,000,000)
Top 25% (Revenuesbetween $4,000,001 ‐
$6,000,000)
Top 50% ($2,000,001 to$4,000,000)
Top 75% ($1,000,000 to$2,000,000)
Bottom 25% (Revenues <1,000,000)
What Market Segment Do You Achieve?
©Golf Convergence, 2013
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
Top 10% (Revenues >$6,000,000)
Top 25% (Revenuesbetween $4,000,001 ‐
$6,000,000)
Top 50% ($2,000,001 to$4,000,000)
Top 75% ($1,000,000 to$2,000,000)
Bottom 25% (Revenues <1,000,000)
Variance Between Financial Target and Financial Achievement
Achieve Target
©Golf Convergence, 2013
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
Accomplished (Championship: 12handicap or less)
Recreational (13 handicap to 25 handicap) Beginners (25 handicap and higher)
What level of playing ability is your course designed for? (Check all that apply)
©Golf Convergence, 2013
0
1
2
3
4
5
6
Importance of Following Tools to Manage a Facility 0 ‐ Unsure; 6 Critical
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Not at all aware Slightly aware Somewhat aware Moderately aware Extremely aware
Current Level of Demographics1 ‐ Not At All Aware; 5 ‐ Very Aware
Average 3.77
©Golf Convergence, 2013
0%
10%
20%
30%
40%
50%
60%
70%
The market isoversupplied
The market is inbalance
The market isundersupplied
Don't precisely know,though I feel the
market is oversupplied
Don't precisely know,though the marketmay be in balance
Don't precisely knowthough the market
may be undersupplied
How would you rate the supply of golf courses in your market?
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
35%
40%
Never Slightly knowledgeable Somewhat knowledgeable Moderatelyknowledgeable
Extremely knowledgeable
Do You Calculate the Financial Impact of Weather on Your Course?
1 ‐ Never; 5 ‐Extremely KnowledgeableAverage 3.92
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
35%
40%
Never Rarely Sometimes Often Frequently All the time
If Weather Forecast Up to 11 Months Was Accurate, How Frequently Would You Use that Information?
0 ‐ Never; 6 ‐ All the Time Average 4.80
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Never Slightly knowledgeable Somewhat knowledgeable Moderately knowledgeable Extremely knowledgeable
Do you know the customers (19 or more rounds per year) who played your facility in consecutive years?
1 ‐ Not At Knowledgeable; 5 ‐ Very KnowledgeableAverage 4.01
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
Never Slightly knowledgeable Somewhat knowledgeable Moderately knowledgeable Extremely knowledgeable
Do you know the customers who played your course for the first time in 2012?
1 ‐ Not At Knowledgeable; 5 ‐ Very KnowledgeableAverage 2.75
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
Not at all knowledgeable Slightly knowledgeable Somewhat knowledgeable Moderatelyknowledgeable
Extremely knowledgeable
Do you know the customers who played your course in 2011 but not in 2012?
1 ‐ Not At Knowledgeable; 5 ‐ Very KnowledgeableAverage 2.63
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
Never Rarely Sometimes Often Frequently All the time
Do you engage in customer relationship management by identifying segment to send targeted messages
0 ‐ Never; 6 ‐ All the TimeAverage 3.12
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Not at all knowledgeable Slightly knowledgeable Somewhat knowledgeable Moderately knowledgeable Extremely knowledgeable
To what extent does your software vendor meet your management information system requirements?
0 ‐ Not At All; 5 ‐Well Average 3.29
©Golf Convergence, 2013
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Conditioning Customerservice
amenities
Last year's prices Course layout Competitor'sprices
Vision offacility'spotential
Ambience Slope rating
What Variables Determine Green Fee Price?
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
Never Rarely Sometimes Often Frequently All the time
Do you track revenue per round by each customer?0 ‐ Never; 6 ‐ All the Time
Average 3.78
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
Never Rarely Sometimes Often Frequently All the time
Do you provide customers who generate the highest revenue per round a greater level of service?
0 ‐ Never; 6 ‐ All the TimeAverage 3.14
©Golf Convergence, 2013
0
0.05
0.1
0.15
0.2
0.25
Never Rarely Sometimes Often Frequently All the time
Do you track total spending by customer?0 ‐ Never; 6 ‐ All the Time
Average 3.35
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
35%
Never Rarely Sometimes Often Frequently All the time
Do you engage in yield management by adjusting prices based on forecasted demand?0 ‐ Never; 6 ‐ All the Time
Average 2.90
©Golf Convergence, 2013
0%
10%
20%
30%
40%
50%
60%
Never Rarely Sometimes Often Frequently All the time
Are your prices (prime time, twilight, specials) consistent through all distribution channels (web site, electronic tee
sheet, call center, social media)? 0 ‐ Never; 6 ‐ All the Time
Average 4.97
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
Not at all knowledgeable Slightly knowledgeable Somewhat knowledgeable Moderately knowledgeable Extremely knowledgeable
What is your knowledge regarding your utilization rate by hour, by day, by month and by year?
0 ‐ Not At Knowledgeable; 5 ‐ Very KnowledgeableAverage 2.91
©Golf Convergence, 2013
0%
10%
20%
30%
40%
50%
60%
70%
Never Rarely Sometimes Often Frequently All the time
Do You Measure Revenue Per Zip Code?0 ‐ Never; 6 ‐ All the Time
Average 1.90
©Golf Convergence, 2013
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
Less than10%
11% to 20% 21% to 30% 31% to 40% 41% to 50% 51% to 60% 61% to 70% 71% to 80% 81% to 90% Over 90%
What percentage of email addresses have you obtained from your golf customers that visit your
facility?Average Email: 6,911
©Golf Convergence, 2013
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
Less than5%
6% to 10% 11% to15%
16% to20%
21% to30%
31% to40%
41% to50%
51% to60%
61% to70%
71% to80%
81% to90%
Over 90%
What percentage of your tee time reservations are made on your web site and via third party booking engines?
Average: 19.4%
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
35%
Not at all knowledgeable Slightly knowledgeable Somewhat knowledgeable Moderately knowledgeable Extremely knowledgeable
What is your level of knowledge regarding your labor budget in relationship to similar golf courses in your
market?0 ‐ Not At Knowledgeable; 5 ‐ Very Knowledgeable
Average 3.45
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
Not at all knowledgeable Slightly knowledgeable Somewhat knowledgeable Moderately knowledgeable Extremely knowledgeable
What is your level of knowledge regarding deferred capital improvements required at your facility?
0 ‐ Not At Knowledgeable; 5 ‐ Very KnowledgeableAverage 3.01
©Golf Convergence, 2013
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
Don't knowwhat a
customertouch point is.
0 1 ‐ 2 3 ‐ 4 5 ‐ 6 7 ‐ 8 9 ‐ 10 11 ‐ 12 Over 12
How Many Customer Touch Points Does Your Course Offer?
Average 4.4
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Never Rarely Sometimes Often Frequently All the time
Do You Have Your Course Secretly Shopped0 ‐ Never; 6 ‐ All the Time
Average 2.05
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
Never Rarely Sometimes Often Frequently All the time
How often do you conduct electronic surveys of your customers?
0 ‐ Never; 6 ‐ All the TimeAverage 2.51
©Golf Convergence, 2013
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
Less than5%
6% to 10% 11% to15%
16% to20%
21% to30%
31% to40%
41% to50%
51% to60%
61% to70%
71% to80%
81% to90%
Over 90%
What percentage of your golfers do you believe will rate your golf course an 8, 9, or 10 (using a 10 point scale with 10 being the highest) when discussing your course to friends, family and other golfers in
the area?Average: 58%
Actual Average in Golfer
©Golf Convergence, 2013
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Not at all knowledgeable Slightly knowledgeable Somewhat knowledgeable Moderately knowledgeable Extremely knowledgeable
How satisfied are you with your online presence (web site, Facebook, Twitter, third party distribution, etc.)?
Not At All Satisfied; 5 ‐ Satisfied
©Golf Convergence, 2013
Decrease customer loyalty52%
Have no impact on customer loyalty
44%
Increase customer loyalty4%
Do you believe that third party tee time companies...
©Golf Convergence, 2013
Decrease profits49%
Have no impact on profits27%
Increase profits24%
Do you believe that third party tee time companies...
©Golf Convergence, 2013
0.0%5.0%10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%50.0%
0, Wedon'tutilize athirdpartyteetimevendor
Lessthan$2,500
$2,501to
$5,000
$5,001to
$7,500
$7,501to
$10,000
$10,001to
$15,000
$15,001to
$20,000
$20,001to
$30,000
$30,001to
$40,000
$40,001to
$50,000
Over$50,000
Don'tcarehowmuchtheyearn
How much revenue do you think a third party tee time vendor earns selling tee times
at your facility?Average: $7,457
©Golf Convergence, 2013
Thank you
J. J. Keegan, Managing Principal4215 Morningstar DriveCastle Rock, CO 80108
t 303‐283‐8880c 303‐596‐4015
Rick Lucas, PGA, MBA, Director, PGA Golf Management
Parks, Recreation & Tourism ManagementClemson University128 McGinty Court
864‐656‐[email protected]
"Experts in the Game and Business of Golf"