1. sports
2. golf

Douglas Park Golf Club
Business Plan
For the period: 2013 -2018
This plan has been created by: Strategy Group
Version
Date
Version 1.0
25 June 2013
People
Robert Irvine
Maggie Rutherford
Christine Scott
David Sharpe
Version 1.1
11 August 2013
David Sharpe
Version 1.2
26 August 2013
David Sharpe
Maggie Rutherford
Andrew McNamara
Graham White
Version 1.3
16 September 2013
Strategy Group
Version 1.4
18 September 2013
Strategy Group
Version 1.5
14January 2014
Committee
2
Contents
Page
1. WHERE ARE WE NOW?
Introduction
4-5
Situational Analysis
6-9
2. WHERE ARE WE GOING?
Our Club’s Purpose
10
Core Areas of our Club
11
3. HOW ARE WE GOING TO GET THERE?
Attracting & Retaining Members
12
Governance
13
Bar & Catering Services
14
Club Social Functions
15
Visitors
16
Golf Course
17
Facilities
18
Customer Service Levels
19
4. WHO IS ACCOUNTABLE?
Staff & Volunteers
20
Training
21
5. HOW WILL WE KNOW WE ARE THERE?
Keeping Score
22
Ongoing Review
23
6. THE ONE PAGE PLAN
24
3
Introduction
A brief, relevant history and summary of our golf club…
DPGC was founded in 1897. It is a private members club, but accepts members’ guests,
visiting parties and visitors. The ladies have been full members since 2000. We have one of
the largest numbers of lady golfers in the district with 150 playing members. There are 470
gent playing members. There are 101 junior members and 100 clubhouse members. We are
a very well regarded club with a course achieving extremely high standards (18 recently
completed USGA sand based greens). We have a complete range of clubhouse facilities
including a large function area, bar and restaurant.
The legal status of our club…
An unincorporated association.
Do we view our Club as a business?
Yes. We are a non profit making business that employ’s staff and owns land and property.
We need to generate operating surpluses that can be injected back into the club in the form
of capital investment to maintain our position as the leading mixed club in the area.
What is our Golf Club’s Business Plan designed to achieve?
An improved member experience that makes us the automatic choice of those seeking golf
club membership in the surrounding area.
Continuing development of facilities and services to the latest standards in order to attract
and retain members. Longer term planning goals that successive committees develop on an
ongoing basis. Seeking additional revenue streams to compensate for current reduction in
number of members and joining fees.
What time-frame is this Business Plan based upon?
Rolling 3 - 5 years detailed plan with the possibility of up to 10 years if required for major
individual specific objectives.
How have, and how will we engage our membership in the Business Planning Process?
4
Members’ Forum and Members’ Satisfaction Survey (MSS) completed in April 2013. The
intention to hold these was announced at the club AGM in February 2013.
Continue with annual MSS, and feed back of action taken, update via Web and Noticeboards
of progress with plan. Have Business Plan as Agenda item at each AGM, and Committee
meetings.
How will this plan be shared?
The Strategy Group will present it to Committee then to members at the subsequent AGM.
Copy on Club website (although security of site to be reviewed), possible redacted version
available for public to view. Updates via Captain’s Newsletter and Committee reports.
Who will be reading this plan?
PRIMARY READERS: Committee and senior managers of Club
SECONDARY READERS: All members, all staff, prospective members.
5
Situational Analysis
Understanding our club’s 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.
SWOT Analysis
Our SWOT analysis is designed to identify what we are good at, what we can do better, as well
as the things which may have a positive or negative impact on our club. This is our Club’s SWOT
which includes the input from our Members Forum:
Strengths
Location and accessibility of course
Standard of greens
Professional service from staff
Friendly members
Availability of tee times
Strong and socially active lady
members
Good clubhouse catering
Aspect from Lounge
Scenic course
Live business plan
Opportunities
CALA development
Possible sale of land
Closer link with Driving Range
Untapped revenue streams, e.g. links
with schools, universities, conference
facilities, hotels
Offer better / more frequent / family
inclusive social events
Multimedia screens throughout
clubhouse
Use of social media
Commonwealth Games – 1,000s of
sports minded visitors to Glasgow
Other clubs struggling
Clubgolf
New membership packages
Actively seek visiting parties
Actively seek clubhouse bookings
Adopt more commercial and business
Weaknesses
Standard of lockers and changing
rooms
Lack of practice facilities
Condition of tees, bunkers & paths
First impressions of club/ car park
including Pro’s shop
Poor use of clubhouse
Poor ambience of clubhouse
Reliance on volunteers
Lack of mgnt resource for social events
Committee & Mgmnt structure
Lack of Marketing focus
Lack of transparency and
communication from Committee
Drainage on fairways
Age profile of membership
Some less friendly members
Threats
Complacency
Weather
Actions of other clubs
Fear of change
Age profile
Affect of CALA homes on drainage
Erosion of river bank
Neglect of assets ( clubhouse)
Influential members’ lobby groups
Time / financial pressures on members
6
orientated management ethos
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 Club’s list:
More Of
Members in 20-50 years age range
Visiting parties at quiet times
Family events
Inclusive social events
Professional marketing of club
Tie-in with other clubs
Satellite TV and multimedia
Clubhouse usage
Members involved in running of club,
but not on committee
Members playing in competitions
Opportunities for coaching and
participation of junior members
Less Of
Resistance to change
Committee members
Under usage of clubhouse facilities
Trivial and petty rules
Objections to modernisation
Whingeing through no official channel
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 Club’s marketplace:
Direct Competitors / Rivals
Other golf clubs – 25 in Gents county
grouping, >10 within 3 miles of DPGC
2 Driving Ranges
Leisure Centres – 3 private and 1 local
within 2 miles
Other sports /multi sports clubs
Bar / restaurants / function suites
Satellite TV at home
Several local bar / catering facilities
being upgraded, developed
Customer Bargaining Power
Deals offered by other clubs
Groupon etc
Large group joining together
Pay to play available
New Entrants
Indoor golf centre at Kinning Park
Threat of Substitutes
Indoor sports / leisure centre
Cheap golfing holidays
Family inclusive activities
Function suites available at local
restaurants
Bars with Sky TV
7
PEST Analysis
Our PEST Analysis helps us understand the external factors which impact upon our Club. These
fall into four different areas:
Political
Disability legislation
Historic Scotland
Health & Safety
Environmental Health
Clean Air Act
SEPA
Availability of grants
Social
Shared domestic responsibilities
Increase in family inclusive activities
Changing attitude to membership of
any club – i.e. expect to pay and play
Changing attitudes to volunteering /
getting involved
Economic
Recession
Some older members with more
disposable income
Need to have value for money
Technological
Social media
Apps
Internet booking
Quality of web presence
Marketing initiatives
8
Financial Analysis
To get an understanding of our club’s 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:
Recent Financial Trends at our Club
1.
Decreasing membership income stream ( including joining fees)
2.
Increasing wage bill – especially clubhouse in relation to takings
3.
Decreasing bar / catering income
4.
Low level of visitors income
5.
Number moving to Associate membership – criteria for this already changed once and may
need to be changed again.
Take this opportunity to identify up to five future financial targets that the club must achieve as part
of this plan:
Future Financial Targets at our Club
1.
Increase membership income – target 50 new members
2.
Increase visitor income
3.
Pay off loans – make funds available for large capital expenditure
4.
Increase club house income
5.
Reduce running costs
9
Section 2: WHERE ARE WE GOING?
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:
“Douglas Park
Golf Club, a panoramic and challenging parkland
course with 18 new greens providing year round play.
Assured of a warm welcome from staff and members alike in a club
at the heart of the community embracing the future.”
10
Golf Club Core Areas
With our Club Purpose at the centre of everything we do, we have identified our Core Areas.
These parts of the Club that deserve our greatest focus have been prioritised into three ‘A’-priority
Core Areas and five ‘B’-priority Core Areas
Core Area of our Club
Priority
Attracting & Retaining Members
A
Governance
A
Bar & Catering Services
A
Club Social Functions
B
Visitors
B
Golf Course
B
Facilities
B
Customer Service Levels
B
11
Section 3: HOW ARE WE GOING TO GET THERE?
This section is how our Club will achieve its purpose. For each of our Golf Club’s Core Areas, we have
identified:
A Strategy Statement; how this core area will contribute to our overall Club Purpose.
SMART Objectives; what we are seeking to achieve in this Core Area.
Initiatives; the ideas that will help us achieve our SMART Objectives.
Attracting & Retaining Members
A-Class Core Area
Strategy Statement
Members are the No 1 priority of the club
We will provide excellent value for money
We will provide a vibrant clubhouse atmosphere
Members will have a sense of ‘belonging’ to the club (tribe)
SMART Objectives
SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC - TIMED
50 new members by the end of April 2014
only lose 30 members by end Feb 2014
to establish optimum no. of full playing members
(how many full playing member equivalents are needed to provide for the business plan?)
Initiatives
Welcome pack for new members e.g. ‘branded ball’-‘hat’ or similar with Club ‘branding’.
Personalised application pack for member guests with email/phone details etc
Word of mouth – existing member incentive
Introduce 20% two year discount scheme
Move to monthly subscriptions
Consider preview concept.
Extend medal competition season to reflect year round play
Collection and use of potential member data
New member survey e.g. 90 – 180 days
New member evenings – bring a friend
Club-house décor
Mentoring of new members
Analysis of proportion of members in different handicap categories.
Issue exit survey forms
Remind members of all the benefits of club membership
12
Governance
A-Class Core Area
Strategy Statement
To have an effective, modern management structure aligned to the business plan
SMART Objectives
SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC - TIMED
Proposed revised committee structure by end October 2013 and
submitted to membership by end February 2014
Relevant Convener roles created for this
Conveners take ownership for both problems and solutions (from
January 2014)
Ensure management capabilities and capacities can deliver business plan
objectives
Initiatives
Reduce committee numbers (currently 19)
Include relevant Conveners.
Revise committee structure taking account of SGU/SLGA guidelines and 2010 Equality Act
Review Constitution
Review Committee roles
Clarify Committee Roles, Responsibilities and Accountabilities
(esp. between Staff and Committee) – C.M.A.E. document
Committee minutes issued within one week of meetings
Place Business Plan on website for ‘all to see’.
Douglas Park must spend more time ‘doing’ rather than ‘policy-making’.
13
Bar & Catering Services
A-Class Core Area
Strategy Statement
To have an appealing and profitable bar and catering service which creates a vibrant
Clubhouse atmosphere
SMART Objectives
SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC - TIMED
To increase profits by 10% by end October 2014
To increase ‘footfall’ / ‘repeated use’
Initiatives
Customer service feedback forms
Man hours/cost review and analysis
Review Staff incentive scheme
Gross margin review/menu dishes review
Canvas members re: non usage of Clubhouse Catering
Visit non-golfing parties – e.g. Bridge Clubs
Sky TV
Lounge décor
Family Gala days
Usage of space/functionality
Review layout of lounge
‘Steve Brown’ review
Meal Deals on quiet days (Mondays/Thursdays)
Bar use is greater on non medal Saturdays. This should be considered
before rescheduling cancelled competitions
14
Club Social Functions
B-Class Core Area
Strategy Statement
To have attractive, regular and successful social functions that will appeal to a wide range of the
membership
SMART Objectives
SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC - TIMED
One members function a month
Aim to attract a targeted minimum of (x) people to each function
Target different sectors of the membership
Develop social sub-committee to represent all interests in the club
Social events planned in advance and shown in diary commencing 2014 diary
Initiatives
Family Events
Monthly events planned annually
Review flagging events
Comprehensive event specific advance marketing
Live music
Comedy
Themed Food
Quiz nights
Piggy back on other events e.g. Open, Ryder Cup etc
15
Visitors
B-Class Core Area
Strategy Statement
To attract more visitors and visiting parties
SMART Objectives
SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC - TIMED
Attract one visiting party every week during the main playing season
Increase visitor income by 25% in each of the next 3 years.
Initiatives
Advertising to suit objectives
Offer golf/catering packages
Increase prices to reflect status/quality of club
Twilight rates/website ads
Deals on quiet days (Mondays/Thursdays)
Visiting Party deals one free for every 12 in party or similar
Target corporate annual golf days
Establish market sector
Target local hotels
16
Golf Course
B-Class Core Area
Strategy Statement
To have the best course in the area, with fewer weak points which detract from the overall
experience
SMART Objectives
SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC - TIMED
Improve teeing areas
Improve paths
Improve bunkers
Improve practice facilities
Use membership survey/forum to prioritise areas highlighted by members
Use annual membership survey outcomes to measure progress.
Annual risk review using near miss report book (factually based).
Initiatives
Aim to prioritise STRI annual report recommendations
Identify problem areas for future inclusion in SMART objectives
Provide long term solution to known problem areas (e.g. 2nd tee)
Draw up proposal for practice area between 15th and 16th fairways
Address risk issues highlighted by H and S consultant
Finish reconstruction of 12th green
Repair collapsed riverbank at 9th green
Maintain winter programme
Communicate course initiatives to members – initially monthly then review intervals
17
Facilities
B-Class Core Area
Strategy Statement
To provide modern members facilities that makes Douglas Park the first choice for new members
in the area.
SMART Objectives
SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC - TIMED
Provide changing and locker facilities in keeping with modern expectations. Develop budget
and timescale by March 2014
Provide access for disabled members by October 2015
Use membership survey/forum to set members key priorities annually
Improve first appearances e.g. driveway/approach to club
Incorporate new pro shop in longer term club plan. Develop budget and timescale by
September 2014
Initiatives
Review options for disabled access and provide recommendation to committee by April
2014
Refresh club entrance
Review responsibilities for approach maintenance. Makeover of first impressions
Erect new signage.
Review methods of financing facility improvements. To include:
Annual locker fee
Member Levy
Members’ loans/continuation
Wider sponsorship
Donations box
Life membership
18
Customer Service Levels
B-Class Core Area
Strategy Statement
To provide exceptional customer service to members and visitors alike
SMART Objectives
SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC - TIMED
Improving customer feedback year on year
Retaining members
Repeat business
Initiatives
Customer satisfaction score
Record and review no of complaints
Record and review no of positive feedback
Create a complaint handling procedure
Compare response in annual members’ survey
Note: the choice of initiatives in our plan has been prioritised by their financial cost, resource
implications, and overall impact against our SMART Objectives.
Full details of the prioritisation process can be found in the plan’s appendices.
To be added after annual budget has been approved at AGM
19
Section 4: WHO IS ACCOUNTABLE?
Staff & Volunteers
Having completed our plan we have reflected upon who will be expected to carry it out successfully.
For each of our Club’s Core Areas here is the responsible people and who will help them:
Core Area of our Club
Attracting and Retaining
Person Accountable
Supported By
Marketing Convener
Clubhouse Manager/ Club
Professional/Secretary
Governance
Club Captain
Strategy Group
Bar & Catering Services
Clubhouse Manager
House Convener
Club Social Functions
Social Convener
Social Group/Clubhouse
Manager/Club Professional
Visitors
Marketing Convener
Club Professional/Clubhouse
Manager / Secretary
Golf Course
Course Manager
Greens Convener and Greens
Staff
Facilities
Clubhouse Manager
House Convener
Customer Service Levels
Clubhouse Manager
Supporting Staff
Members
20
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
Training Required
Marketing Convener
Media training/Social Media
Professional
CPD
Course manager
CPD
Clubhouse Manager
CPD
21
Section 5: HOW WILL WE KNOW WE ARE THERE?
To know if we are progressing our Business Plan we need to keep score for each of our Core Areas.
These are our club’s Key Performance Indicators (KPIs) - the things that will determine whether our
SMART Objectives on track to being achieved:
Core Area of our Club
Attracting & Retaining
Primary KPI
Net increase in membership over the year
Members
Governance
Restructured committee proposal drawn up,
implemented and then an annual review
Bar & Catering Services
Monthly net profit increase
Club Social Functions
Profit/Loss and ticket sales
Visitors
Increased Income
Golf Course
Member satisfaction (MSS)
Facilities
Member satisfaction (MSS)
Customer Service Levels
Member satisfaction (MSS)
Our Committee Meeting Agenda will consist of our KPI Report and any discussion required around
Core Areas that are not ‘Not-Target’
22
Base Line figures for each KPI are below. Target figures will be added prior to 1st March, and tracked
at relevant periods
Core Area of our Club
Attracting & Retaining
Members
Governance
Bar & Catering Services
Starting Point for Primary KPI
1/1/14 Full Member Equivalent 590
Monthly target to be tracked
Acceptance of proposal at SGM
2012 / 2013 Annual Net profit £8.8k
Monthly target to be tracked
Club Social Functions
Profit/Loss and ticket sales
Quarterly target to be tracked
Visitors
2012 / 2013 Annual income £21.2k
Monthly target to be tracked
Golf Course
2013 Overall condition of Course 76 %
2014 Annual target to be set
Facilities
2013 Clubhouse Facilities 81%
2014 Annual target to be set
Customer Service Levels
2013 Customer Service 83%
2014 Annual target to be set
23
Ongoing Review
Our Golf Club’s Business Plan will only be successful if it is used and regularly reviewed, the
timetabled future review dates for our Club’s Business Plan will be:
14 January 2014
14 April 2014
14 July 2014
14 October 2014
24
Section 6: The One-Page Plan
Without today’s actions, we cannot achieve our Club’s Purpose. This page contains the immediate
actions that will be undertaken to achieve our Business Plan, the person responsible, and when it
will be done by:
Initiative
By Who
By When
Welcome pack for new members
Marketing Group
/ Professional
March 2014
Introduce 20% incentive discount scheme
Marketing Group
/ Office
1st March 2014
Move to 12 monthly payment of subscriptions
Office
Consider for 1st March
2015
Revise Committee structure
Committee
SGM 26/2/14
Social
2014 / 2015 Diary
Family Events
Social /
Clubhouse
Manager
September 2014
Plan events round local / national events
Social /
Clubhouse
Manager
Social events included in Club Fixture Diary
-
Commonwealth Games
-
Wimbledon
-
Open Golf - Texas Scramble and clubhouse event
Asst Pros
-
July 2014
-
June 2014
July 2014
Quiz Nights
Social /
Clubhouse
Manager
March 2014
Attract new sponsors
Marketing Group
/ Committee
April 2014
Improve practice facilities
Course Convener
/ Manager
September 2014
Improve bunkers
Course Manager
End April 2014
Improve paths
Course Manager
September 2014
Repair to riverbank
Course
Committee
End March 2014
Improve 12th green
Course Manager
April 2014
25
Improve locker areas
House
Committee
Outline plan April 2014
Review options for disabled access
House
Committee
April 2014
Review work plan for Professional’s shop
House
Committee
September 2014
Perform annual Members’ Satisfaction Survey
House / Office
April 2014
This part of the plan will be revisited every month and updated every three months
26