Documente Academic
Documente Profesional
Documente Cultură
Business Plan
For the period Nov 2015 Nov 2020
Version V.3
December 2015
Date
Prepared /
Updated By:
Version V.1
October 2015
Version V.2
October 2015
Version V.3
December 2015
S.Lockhart
(Pro Job description
added)
Version V.3
December 2015
Contents
Page
4
5
10
10
12
13
14
15
4. WHO IS ACCOUNTABLE?
Staff & Volunteers
Training
16
16
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After approval the plan will be available to Council and Members, but it
can also be made available to our bankers, sponsors and general public.
Situational Analysis
Understanding our clubs situation is an important part to help plan its
future. By undertaking these exercises we understand where the Club is,
and which direction it should go.
Strengths
Challenging course
Condition of course
especially greens
Best in area
Location Motorway
links
Good Reputation
All year round
playability
Visitor friendly
Choice of memberships
Sociable environment
Good catering
We have a professional
Good practice facility
Very friendly ladies
section
Weaknesses
Opportunities
Course condition
Location
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Lack of junior
members
Lack of investment
capital for clubhouse
facilities, members
and visitors
Underuse of
clubhouse too many
car park members.
Location means you
need to drive
Member retention
Balance of senior
members vs ordinary
members
No course
development plan
Poor first impression on
arrival
Lack of customer service
in pro shop
Bunkers inconsistent
No online booking
Bar prices too high
Apathy of membership
Dining room lacks view
Threats
5 5 5
Grow Female
Membership
Better use of social
media and email for
contact with members
and visitors
Other sports
Finances
Work / life balance
Weather
More of / Less of
Every club has things that they would like more of, and things that they
would like less of. This is our list:
More of
Less of
Members leaving
Negativity and
whingeing
Unnecessary expense
Competitors Analysis
The market competition that our club faces is much more than just other
golf clubs. Here is the competition we have identified in our Clubs
marketplace:
New Entrants
No new courses?
Threat of Substitutes
Alternative sports
6 6 6
Political
Equality act
Fife council
Community council
Employment law
Heath and safety legislation
Data protection legislation
Economic
Social
Demographic profile of
membership
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Decreasing disposable
incomes
Staff costs
Cost per round
Inflation rates
Interest rates / cost of
borrowing
Credit availability
Technological
7 7 7
Work patterns
Work life balance
Alternative attractions for
young people
Internet
Need to have an up to date
website
Financial Analysis
To get an understanding of our clubs financial situation we have
completed a Financial Analysis Spreadsheet (see appendices). Using the
information in this we have identified a number of noteworthy recent
financial trends at our club:
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9 9 9
Purpose
We have chosen the words that featured most prominently in our
Situational Analysis to create a statement of why our club exists, our Club
Purpose:
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Core Area 1
The Course
Strategy Statement
Maintenance of a high quality course using highly
professional green keeping staff. We will provide a high
quality course ensuring that all levels of golfer will have an
enjoyable experience.
SMART Objectives
SPECIFIC MEASURABLE ACHIEVABLE REALISTIC TIMED
Initiatives
1. A 5 year course development plan to be prepared.
2. Captain to include Head Green keeper in budget preparation
process.
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Core Area 2
Our members are the core lifeblood of our club and we will
act to attract and retain them to provide stability to our
Club.
SMART Objectives
SPECIFIC MEASURABLE ACHIEVABLE REALISTIC TIMED
Initiatives
1. Establish flexible membership categories.
2. Review membership demographics to ensure income levels
maintained as more become senior members.
3. Establish an exit survey.
4. Introduce a new members induction pack.
5. Gather members concerns via collation of survey info.
6. Improve communications to members.
7. Hold at least two Open Days or events per season to attract new
members.
8. Junior development programme to be developed over next 3 years.
9. Benchmark membership fees with competitor clubs.
10.
Introduce a Pay as You Play membership category
11.
Capture email information from all members to ensure future
communications, including fee notes are issued electronically
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Core Area 3
Finance and Governance
Strategy Statement
Club managed in professional manner with an effective and
efficient management structure which operates in a
business-like manner in line with our purpose. Continually
review the clubs expenditure and income ensuring that we
are getting the best value for money and exploiting all
possible revenue streams
SMART Objectives
SPECIFIC MEASURABLE ACHIEVABLE REALISTIC TIMED
Initiatives
1. Detailed analysis of income and expenditure trends for last 5 years
2.
3.
4.
5.
6.
7.
8.
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Core Area 4
Customer Service
Strategy Statement
1.
2.
3.
4.
5.
Visitors
Strategy Statement
We are a Club who make visitors feel welcome and we manage our
visitor bookings in such a way that our members can still get a
good selection of tee times on any day of the week. Revenue from
visitors being utilised to the benefit of club members
SMART Objectives
SPECIFIC MEASURABLE ACHIEVABLE REALISTIC TIMED
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Core Area 6
Bar & Catering Service
Strategy Statement
To have an appealing and profitable bar and catering service
which creates a vibrant Clubhouse atmosphere
SMART Objectives
SPECIFIC MEASURABLE ACHIEVABLE REALISTIC TIMED
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Person
Accountable
Supported By
Golf Course
Attracting &
Retaining Members
Finance &
Governance
Greens Convener
Council / Professional
Customer Service
House Convener
Visitors
Bar & Catering
Professional
Past Captain
Professional / Bar
Manager / Caterer /
Head Green Keeper
Marketing Convener
House Convener / Bar
Manager / Caterer
Vice-Captain
Training
In certain cases our staff and volunteers may need training to help them in
their roles. Here are the training requirements we have identified for our
Staff & Volunteers:
Person
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Training Required
16
161616
Attracting &
Retaining
Members
Primary KPI
5 year course development plan approved and
operational
Member satisfaction rating
Retention levels to be >90%. (see appendix 2)
Number of members vs plan. (see appendix 2)
Number of new members.
Governance and
Finance
Customer Service
Visitors
Bar & catering
Service
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Our Committee Meeting Agenda will consist of our KPI Report and
any discussion required
around Core Areas that are not Not-Target.
By When
Complete
Captain
Complete
Captain
Complete
Past Captain /
House
Convener
Complete
Greens
Convener
March 16
Vice-Captain
Complete
Captain
Complete
Captain
Complete
Vice-captain
End Mar 16
Captain
Complete
Initiative
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instalments
Perform annual members survey
Vice-captain
July 16
House
Convener
March 16
Bar Manager
March 16
Membership
Income
200 20 20 20 20 20 20 20 20
6
07 08 09 10 11 12 13 14
22 23 23 24 20 22 20 20
228 18 49 89 18 68 35 77 61
490 96 38 82 35 63 48 14 97
201
5
193
284
Rental Income
840
0
10
40
0
Restaurant
492
9
49
28
48
50
52
82
42
76
77
37
95
78
63
07
81
15
703
4
Visitors
626
93
52
97
8
47
71
1
47
60
8
41
81
3
45
19
5
37
66
5
34
18
5
56
51
2
679
30
Other Income
571
37
46
60
2
28
38
7
26
34
9
18
98
3
23
62
4
17
54
8
10
73
8
17
69
1
233
25
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96
00
96
00
96
00
10
08
0
10
48
0
10
33
3
64
65
453
1
19
191919
361
649
33
68
04
32
54
86
32
78
21
31
65
07
29
34
99
29
88
19
26
92
77
29
49
80
283
323
Course
Expenditure
172
190
17
51
73
20
24
46
22
60
33
18
81
05
17
08
39
17
63
60
19
30
00
18
50
52
179
056
General
Expenditure
138
694
13
86
94
16
55
03
15
35
69
14
98
61
13
79
63
13
59
18
13
47
46
13
85
07
128
888
507
65
26
82
3
42
80
2
51
78
0
21
45
9
15
30
3
13
45
9
58
46
9
43
57
9
226
21
Total Income
Profit /
(deficit)
Budget No.
164
9
89
3
62
2
10
1
1
2
2
3
1
0
0
Actual No.
Variance
4
6
6
1
35
3
19
8
20
202020
Advance
5 Day Gent
Advance
5 Day lady
advance
TOTAL
5
0
437
Enthusiastic
Well organised
Main Duties:
Take responsibility for managing the committee and the affairs of
the club.
Liaise with the secretary on the Agenda for each meeting and
approve the minutes before they are circulated.
Liaise with the Treasurer to ensure that funds are spent properly and
in the best interests of the club.
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Role: Vice-Captain
Responsible to: Captain/Club Committee
Skills Required:
Enthusiastic
Well organised
Main Duties:
To stand in for the Captain in his or her absence [see list below]
Support the Captain by working closely with him and accepting any
delegated tasks that are assigned from the list below:
i.
Take responsibility for managing the Committee and the
affairs of the club.
ii.
Chair committee meetings so that everyone has a chance to
present their views, that all business is completed and that all
decisions are properly understood and recorded
iii.
Oversee and guide all decisions taken by the Committee and
sub committees.
iv.
In conjunction with the secretary, prepare and present the
Annual Report
v.
Liaise with the Secretary on the agenda for each meeting and
approve the minutes before they are circulated.
vi.
Be completely familiar with the constitution, club rules,
committee procedures and the National Governing Body rules
and regulations.
vii.
Liaise with the Treasurer to ensure that funds are spent
properly and in the best interests of the club.
viii.
Help to prepare and submit any statutory documents that are
required
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Well organised
Enthusiasm
Honest
Main Duties:
Responsible for the club finances
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Enthusiastic
Well organised
Main Duties:
To organise and administer all club competitions.
Publish in advance the date, name, format and tees to be used for
competitions.
In match play events publish the rules and completion dates for
each and ensure completion dates are adhered to.
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Well organised
Main Duties:
Implement course management policy
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Enthusiasm
Well organised
Main Duties:
Maintain the clubrooms and surrounding area
To promote fund raising events in the local press with the help of
the Marketing Convenor
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Well organised
Main Duties:
Take responsibility for publicising the club, its events and special
offers
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Well organised
Main Duties:
To organise and administer all junior club competitions.
Publish in advance the date, name, format and tees to be used for
competitions.
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Well organised
Main Duties:
Be completely familiar with the constitution, club rules, committee
procedures and the NGB rules and regulations.
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Operations
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People
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By When
Complete
Captain
Complete
Captain
Complete
Captain
Complete
House
Convener
Complete
Vice-Captain
Complete
Captain
Complete
Captain
Complete
Captain
Complete
Captain
Complete
Initiative
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