Lenzie Golf ClubBusiness PlanFor the period: Jan 2015 – Jan 2020

Version: 1.2 Date Created: 07/01/2016

Lenzie Golf Club Business PlanFor the period: Jan 2015 – Jan 2020

This plan has been created by:

Version Date People

1.1 07/01/2016 Nigel Scott-SmithGeneral Manager

1.2 28/9/2016 Peter Ritchie

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Lenzie Golf Club Business PlanFor the period: Jan 2015 – Jan 2020

CONTENTS PAGE

1. WHERE ARE WE NOW?Introduction 4Situational Analysis 6

2. WHERE ARE WE GOING?Our Clubs Purpose 10Core Areas of our Club 10

3. HOW ARE WE GOING TO GET THERE?Golf Course 11Governance 12Attracting & Retaining Memberships 13Financial Management 14Junior Golf 15Customer Service Levels 16Facilities 17Visitors 18

4. WHO IS ACCOUNTABLE?Staff & Volunteers 19Training 20

5. HOW WILL WE KNOW WE ARE THERE?Keeping Score 21Ongoing Review 22

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Section 1: WHERE ARE WE NOW?

Introduction

Brief History of the Club

Our Course

Established in 1889 Lenzie Golf Club is situated at the east end of the Gadloch, Lenzie. The course plays to a current length of 5984 yards with a testing par 69. It offers a variety of tees to suit all levels of golfer ensuring an enjoyable round of golf.

The prominent features of our parkland course include old beech trees which line fairways together with thorn hedges and meandering small water courses.

We like to think that Lenzie is a family friendly club and welcome golfers of all abilities. Competitions are run throughout the season for Ladies, Gentlemen and Junior golfers.

The Clubhouse

The Clubhouse consists of the original stone dwelling augmented by a series of extensions to accommodate both catering and bar facilities and changing rooms for both gents and ladies. Under investment in building maintenance for a number of years has resulted both in poor external building fabric condition in a number of areas and tired decoration internally.

How do we view our club?

Traditionally demand for membership has meant that the role of the committee was to ensure the interests of the members were met and that the assets and facilities of the club were maintained in an appropriate manner.

To allow the club to operate efficiently the committee recognise the need for additional business acumen and a more professional approach in regards to the day to day running of the club, qualified professional staff are now in place to facilitate this.

Additional focus is required to allow relevant committee positions to be filled with suitably qualified individuals as and when these become available, job descriptions/responsibilities are available for all committee positions.

The club was founded 125 years ago and the processes in place to run the club although relevant in that era no longer provide the structure and control necessary for running a modern day club.The current General Committee recognise this deficiency and has decided to undertake a review of both the facilities provided at Lenzie Golf Club but also the business planning process in place to facilitate improved management.

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What is the business case designed to achieve

This business plan will give all members a starting point of where the club is NOW and where we want to get TO, this should be an ever evolving document. The core values of the club should be addressed and focused on to secure the efficient running of the club and to secure its future for members and the local community.

Who will be reading the plan?

The plan will be available for all members to read in print format at all times within the club and posted on the members area of the website.

1. Legal status of the club is laid out in its constitution and byelaws. These are available for perusal on the club website.

2. Time frame for undertaking review and change. Business plan will be discussed at every GC meeting. It will be formally reviewed every 3 months.

3. Planned engagement with members. Members can give Gen Committee feedback on the plan by writing to the Captain or discussing it with any GC member

4. Communication of the plan to all current members. It will be available on the website in the members only section.

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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.

SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)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 clubs SWOT which includes the input from our member’s forum facilitated by the Scottish Golf Union.

Strengths Weaknesses• Views/Scenery• Excellent Course Condition• Course Playability • Enjoyable course• Location – catchment area• Excellent Club PGA Professional• Challenge for all• Friendly Welcoming staff• Online Booking Facility• Good Clubhouse Facility• Professional Administration Staff• Excellent Practice Area• Relatively Debt Free• Standard of Putting Surfaces• Tee Time Availability• Live Business Plan• Excellent Catering

• Underuse of Clubhouse• Course Layout – Length of Course• Visitor timings • Member Retention• Drainage Issues• Balance of Fixture List• Membership Number• Dated Clubhouse Decor • First Impressions - Car park• Dated Changing Facilities• Clubhouse Exterior• Negativity of some Members• Reliance on Volunteers• Ageing Membership Profile• Not Course Owners • No SKY T.V • Steep Hill (Alma)

Opportunities Threats• Capitalise on Catering Strength• More Family Inclusive Functions• Closer Links with Other Clubs• Closer Links with Other Sports

clubs/businesses• Multi Media Screens within Clubhouse• Effective use of Social Media• Other clubs not as good as LGC• New Membership Categories• Increasing Junior Membership - Clubgolf• Under Usage of Course• Expand Social Membership

• Economic Climate• Weather• Other Golf Clubs• Other Sports• Lifestyle/Families• Work/Life Balance• Local Restaurants/Bars• Complacency• Fear of Change• Age Profile• Neglect of Assets - Clubhouse• Influential Lobby Groups• Loss of Members• Loss of Current Staff• Underpaid Staff - Replacement Costs

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More Of / Less OfEvery club has things that they would like more of, and things that they would like less of. This is our clubs list:

More Of Less Of• Member Retention• Visitor Income• Use of Clubhouse• Income Streams/Financial Gains• Active Members• Social Golf• Family Functions• More Community Involvement

• Negativity• Complaints to Captain/Committee• Less Course Closures• Less Turnover of Members• Complaining Through Un-Official

Channels• Slow Play

Competitors AnalysisThe 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:

Direct Competitors / Rivals New Entrants• Cawder GC• Hayston GC• Kirkintilloch GC• Bishopbriggs GC• Balmore GC• Crowwood GC• The Carriages• Local Bars/Restaurants• Lenzie Rugby Club• Satellite TV at Home

• Sports Centres

Customer Bargaining Power Threat of Substitutes• 2 for 1 vouchers• No joining fee at other clubs• Culture of bargaining• Economic Climate• Supply/Demand too many clubs• Cheap Tee Times• Nomadic Golfers

• Gym/Tennis/Cycling• Family• Computer Golf/Simulator• Driving Ranges• Watching Sports

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PEST Analysis (Political, Economic, Social, Technological)Our PEST Analysis helps us understand the external factors which impact upon our Club. These fall into four different areas:

Political Economic• Equality Act• Community Council• Local Council• Residents Association• Employment Law• Health and Safety Law• Data Protection Law• Environmental Law• Bureaucracy

• Less Disposal Income• Cost Per Round• Weather• Climate change• Price fluctuations• Credit availability• Inflation Rate• Interest Rates• Exchange Rates• Unemployment Trends• Staff Costs

Social Technological• Work Patterns• Travel Restrictions (50 miles)• Work Life Balance• Working away from home• Health consciousness• Attitudes toward work, leisure, career and

retirement• Attitudes toward product quality and

customer service in clubs• Attitudes toward saving and investing• Emphasis on safety in clubs and on

course• Lifestyles• Buying habits of golfers• Attitudes toward “green” or ecological

products in golf course and Clubhouse• Attitudes toward and support for

renewable energy• Population growth rate in Glasgow• Age distribution and life expectancy rates

in Glasgow Area• Sex distribution in club and county• Average disposable income level in the

Glasgow area• Social classes• Family size and structure

• Internet Communication• Social Media• Google Placing• Technology Incentives• Legislation regarding technology in golf

industry• Technology level in the golf industry• Communication Infrastructure• Access to newest technology for members

and club• Rate of technological change in Scottish

Golf Industry

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Financial AnalysisTo get an understanding of our clubs financial situation the Finance Convener/Committee will review and monitor noteworthy recent financial trends at our club:

Recent Financial Trends at our Club Economic

1 Decreasing Surplus/Losses

2 Less Visitor Income

3 Decreasing Subscription Revenue

4 Increasing Fixed Costs

5 Possible Savings

Take this opportunity to identify up to five future financial targets that the club must achieve as part of this plan:

Financial Targets at our Club

1 To Keep Subscription Increases to a Minimum

2 Increase Visitor Revenue

3 Increase Clubhouse Support and Revenue

4 Increase Other Income Streams

5 Regular Supplier Audits

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Section 2: WHERE ARE WE GOING?

PurposeWe have chosen the words that featured most prominently in our Situational Analysis to create a statement of why our club exists - our Club Purpose:

Lenzie Golf Club is a traditional members club, our purpose is to provide its members, their guests and visitors with an enjoyable value for money golfing experience provided by friendly staff in a welcoming environment. To prepare and present as high a quality golf course as possible within the provided budget. Our aim is to be the best Golf Club in the County.

Golf Club Core AreasWith our Club Purpose at the centre of everything we do, we have identified the most important parts of our golf club - our Core Areas.

These parts of the club that deserve our greatest focus have been prioritised into five categories.

Core Areas of Lenzie Golf ClubThe Course: Maintain and develop a golf course of the highest possible standard by employing highly qualified and motivated professional staff using the best and most up to date equipment in an efficient manner.

Members, Members Guests and Visitors: Provide a friendly, welcoming and safe environment where golfers and non-golfers alike can enjoy the feeling of being part of a ‘club’ whether golfing or just using the Clubhouse.

Finance and Club Governance: To run the club efficiently within budget and with a modern and up to date usable constitution with a committee that has the clubs best interest in mind and without any personal-agenda.

Golf Competitions: To facilitate an active program of club medals and open competitions whilst still allowing enough utilization of the course for fun, friendly social golf. A balance of events to suit all standards.

Junior Development: To allow future adult members of the club a facility to develop their skills within a structured and measurable environment at an affordable price.

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Section 3: HOW ARE WE GOING TO GET THERE?

This section is how our club will achieve its purpose. For each of our Golf Clubs 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 which will help us achieve our SMART Objectives.

Core Area - Golf CourseStrategy StatementStrategy Statement

• To provide a well maintained and playable golf course that is fair yet challenging to all abilities

• To continually strive to meet and exceed members and their guests’ expectations• To create a sense of belonging and pride• To provide a value for money experience

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• Keep course closures to a minimum throughout 2016 • Reduce the number of bunkers out of play due to saturation • Improve paths • Investigate increasing length of some holes

Initiatives• Improve course and bunker drainage• Circulate the course policy document • Course feedback area on club notice board• Develop social media policy to promote the club and course• Increase levels of training for green keeping staff (staff investment)• Install clock on 1st tee

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Core Area - GovernanceStrategy Statement

We have an effective and efficient management structure which operates in a business-like fashion in line with our purpose.

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• To develop an environmental/sustainability policy• Quarterly feedback from accountable persons on business plan progress at General

Committee Meetings• Committee minutes available to membership• Greater transparency from committee meetings• Develop the club management structure

Initiatives

• Attend ½ day seminars on roles of office bearers facilitated by Scottish Golf Union• Conveners, Match Secretary, Professional and Catering etc., to prepare quarterly updates

for website• Implement quarterly feedback from Conveners at GC• Develop “In Case of Emergency” system• Review SGU model Child Protection Policy • Adopt and Publish revised Child Protection Policy • Develop Social media policy

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Core Area - Attracting & Retaining New MembersStrategy Statement

Our Members are the number one priority, the life blood of the club. We must provide them with a quality product at an affordable price. This in turn will increase retention and attract new members. Live by the mantra ‘make me proud to be a member of Lenzie Golf Club’.

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• Instigate a review and audit process to ascertain the exact membership numbers in each category on a quarterly basis

• Reduce exiting members to 10% of category total• To surpass £ 300k in subscription income• Regular comparisons to other club charges• Regular news letters - 3 times yearly• Staff training investment• 1st Tee usage data analysis to allow understanding of peak- off peak time• Increase the sense of belonging

Initiatives

• Newsletters, email and printed versions • Bi- annually members satisfaction survey• Pay attention to consistent member concerns via collation of survey info• Maintain and improve communications with members• Develop new members pack including small gift (branded with LGC)• Better new members induction – nights, buddies, communication overall welcome to

the club• Devise a program for the first 90 days for a new member that will increase retention

rate of new members overall• Pay attention to market trends – what are other clubs/sports doing – how will it affect

us• Membership promotion in Clubhouse• Improve Clubhouse decor• Remind current members of all benefits of club membership• Continue with members guests days ‘majors’ initiative and return discount voucher• Continue with members referral promotion • Group joining discount in first year of membership• Revisit membership deals

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Core Area - Financial ManagementStrategy Statement

Lenzie Golf Club is fully aware of the importance of careful financial planning and tight expenditure controls. All heads of departments should work diligently to keep expenditure within budget and must notify the committee of any potential over spends at the earliest opportunity.

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• To remain in surplus year on year• To continue to monitor visitor income and club expenditure at least quarterly• Continue to build on current structure as advised by the finance officer• Detailed breakdown of visitors revenue documented weekly by clubs professional• Continue with yearly audit from external provider

Initiatives

• Investigate different payment options• Discuss timings of subscription renewals• Careful analysis by committee of the subscriptions calculator before any increases

are applied• Regular bar price reviews and increases at time of brewers increase

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Core Area - Junior GolfStrategy Statement

Lenzie Golf Club offers all junior golfers an introduction to the game at an affordable price. The junior development document allows everyone the opportunity to view how this is structured. Guidance is given to allow all juniors access to the course when they are deemed competent enough to play the course.

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• To maintain current junior members at total = 75 • To increase the number of junior girls to 15 by summer 2017• To increase actual numbers of Junior members with single digit handicap to 15 by

summer 2017• Develop and maintain Junior development plan

Initiatives

• Continue to provide a full coaching program at Club Golf Level 1and aim for Level 1+

• Introduction of an elite coaching program• Use of website to increase social media communications • Explore allowing juniors to qualify for knockout stage of club championship with

proviso that they also compete in Junior championship• Continue to build communications and liaison with local schools to increase

awareness of golf into local schools where practical• Continue to extend Invitations to Local High School to participate in Golf Experience

days and Club Golf Coaching• Liaison with Active Schools Coordinator – issue an invitation via professional team

to Junior Committee meeting / coaching session to assist with Club Golf• Review joining age• Investigate free junior membership if parent is a member• Introduce a “Play for your handicap night”• Community activity – sports day/festival etc. Develop affiliation with other local

sports clubs in 2016/17 in conjunction with EDC• Continue to post good news stories about successful juniors in newsletters and web

page communications to members (with consent)• Continue involvement of all juniors particularly those without CONGU handicaps.• Continue to publicise benefits of club coaching, competitions and etiquette• To provide arrangements for Junior members outings to golf opens and local

professional tournaments

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Core Area - Customer Service LevelsStrategy Statement

Lenzie Golf Club exceeds the expectations of its customers and provides a warm and welcoming experience whether golfing or using the Clubhouse.

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• To establish a benchmark on customer satisfaction and regularly measure monthly/ 6 monthly/yearly

• To start measuring the number of returning customers and to improve on the benchmark.

Initiatives

• Introduce a staff customer service standard charter• These standards will be communicated to staff via training and they will form part of

staff appraisal• Creation of Staff Appraisal System • Training courses specific to ensuring customer satisfaction (Tennents Training

Academy)• Establish regular customer service workshops• All Visiting parties to be greeted in a polite and welcoming manner• Never say NO – find a better way of meaning no. It’s not what you say it’s how you

say it• Survey customer experiences – external and internal• Increase staff morale – we all need to be happy and engaging• Trip advisor favorable comments and quick response to any criticism

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Core Area - FacilitiesStrategy Statement

Lenzie Golf Club strives to provide the best possible conditioned golf course and practice facilities for our members, their guests and visitors. As a club we will continue to investigate low cost options for improving Clubhouse decor and furniture

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• Continue to investigate refurbishment of the Clubhouse interior.• Continue the debate for locker room refurbishment and ways to self-fund this option

through locker rent • Responsibility to be given to the social convener to plan, publicise and run profitable

social events.

Initiatives

• Theme Nights• Increase Social Membership – other clubs don’t have Clubhouse facilities, i.e. tennis

club, curling clubs etc.• More private function bookings by members, 21st, engagements, family parties etc.• Other activities – training courses/talks/exercise class/demo nights etc.• Availability of Clubhouse

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Core Area - VisitorsStrategy 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.

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• To maximise visitor income and set annual targets• To protect members tee times – ensuring that 80% of our tee times are available for

members booking excluding competitions

Initiatives

• Publish member only times and visitor times• Release unused competition times 6 days in advance• Investigate weekend availability for visiting parties• Increase communication with BRS, Tee off Time and other online platforms• Develop a visitor’s data base to help increase communication levels

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Section 4: WHO IS ACCOUNTABLE?

Staff & VolunteersHaving completed our plan we have reflected upon who will be expected to carry it out successfully. For each of our Clubs Core Areas here is the responsible people and who will help them:

Core Area of our Club Person Accountable Supported By

Governance Captain General Committee & Office Bearers

Golf Course Head Green Keeper Greens Convener

Attracting & Retaining Members Club Manager PGA Club Professional

Financial Management Finance Officer Finance Convener

Junior Golf Junior ConvenerJunior Development

CommitteePGA Club Professional

Customer Service Club Manager Heads of Department

Clubhouse Facilities House Convener House Committee

Visitors PGA Club Professional Club Manager

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TrainingIn 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/Department Training Required

All Bar Staff Customer Service Training – Tennents Training Academy-In House Training

All Staff First Aid Training

Committee Members Training pertinent to their Roles

Training needs will be update on an ongoing basis as and when identified, as a club we will continue to invest in our valued members of staff.

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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 clubs Key Performance Indicators (KPIs) - the things that will determine whether our SMART Objectives on track to being achieved:

Core Area of our Club Primary KPI

Governance Governance Handicap Indicator

Golf CourseNo. of closures,

Membership Satisfaction ScoreNo. of completed tasks

Attracting & Retaining Members

% drop in attrition rateNew Member numbers/waiting list

Financial Management Increased surplus Maintenance/Increase in visitor income

Junior GolfNo of members

No of Family MembershipsNo of junior members with a current handicap

Customer ServiceMembers Survey Score Visitor Survey Score

Number of complaints

Facilities

Positive feedback regarding course condition, quality of catering,

reduced number of complaints. Increased turnover

Visitors Revenue Figures, Customer Satisfaction Survey

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Ongoing Review

Our Golf Clubs Business Plan will only be successful if it is used and regularly reviewed; the next timetabled future review dates for our Clubs Business Plan will be:

• 31st March 2016

• 30th June 2016

• 30th September 2016

• 31st December 2016

The Plan will be re-visited every month and up-dated every three months until completion/review time early 2020.