Clemson University Strategic Planning Pilot Survey …pgamagazine.com/wp-content/media/2013/06/Clemson...Webinar Host: Clemson University, Keiser College, Holland College, Golf Academy,

©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.


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 Courses



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.


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







Start

1 2 4 5 6 7

GLMA

WeatherImpact

Technology

FinancialMetrics

Facilities Customers

Operations

Uncontrollable Controllable


Mosaic Golfers Per 18

Championship

Beginner

Recreational

The Critical PathThe Barriers to A Fiscally Sustainable

Championship Golf Course


Mosaic

Income

Age

Golfers Per 18

Price

Championship

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


National Pretest Survey Results


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


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


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


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


Yes79%

No21%

Do you have a written vision statement that guides the strategic direction of your facility?


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


Yes66%

No34%

Have you developed a written strategic plan within the last three years?


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?


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?


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


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)


0

1

2

3

4

5

6

Importance of Following Tools to Manage a Facility 0 ‐ Unsure; 6 Critical


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


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?


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


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


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


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?



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?



0%

5%

10%

15%

20%

25%

30%


Do you engage in customer relationship management by identifying segment to send targeted messages

0 ‐ Never; 6 ‐ All the TimeAverage 3.12


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


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?


0%

5%

10%

15%

20%

25%


Do you track revenue per round by each customer?0 ‐ Never; 6 ‐ All the Time

Average 3.78


0%

5%

10%

15%

20%

25%


Do you provide customers who generate the highest revenue per round a greater level of service?



0

0.05

0.1

0.15

0.2

0.25


Do you track total spending by customer?0 ‐ Never; 6 ‐ All the Time

Average 3.35


0%

5%

10%

15%

20%

25%

30%

35%


Do you engage in yield management by adjusting prices based on forecasted demand?0 ‐ Never; 6 ‐ All the Time

Average 2.90


0%

10%

20%

30%

40%

50%

60%


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


0%

5%

10%

15%

20%

25%

30%


What is your knowledge regarding your utilization rate by hour, by day, by month and by year?



0%

10%

20%

30%

40%

50%

60%

70%


Do You Measure Revenue Per Zip Code?0 ‐ Never; 6 ‐ All the Time

Average 1.90


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


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%


0%

5%

10%

15%

20%

25%

30%

35%


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


0%

5%

10%

15%

20%

25%

30%


What is your level of knowledge regarding deferred capital improvements required at your facility?



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


0%

5%

10%

15%

20%

25%

30%

35%

40%

45%


Do You Have Your Course Secretly Shopped0 ‐ Never; 6 ‐ All the Time

Average 2.05


0%

5%

10%

15%

20%

25%

30%


How often do you conduct electronic surveys of your customers?



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


0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%


How satisfied are you with your online presence (web site, Facebook, Twitter, third party distribution, etc.)?

Not At All Satisfied; 5 ‐ Satisfied


Decrease customer loyalty52%

Have no impact on customer loyalty

44%

Increase customer loyalty4%

Do you believe that third party tee time companies...


Decrease profits49%

Have no impact on profits27%

Increase profits24%

Do you believe that third party tee time companies...


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


Start Finish

12

You Win

What’s Important Now


Start Finish


Thank you

J. J. Keegan, Managing Principal4215 Morningstar DriveCastle Rock, CO 80108

t 303‐283‐8880c 303‐596‐4015

[email protected]

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"

Documents

Clemson University Strategic Planning Pilot Survey …pgamagazine.com/wp-content/media/2013/06/Clemson...Webinar Host: Clemson University, Keiser College, Holland College, Golf Academy,