Carluke Golf Club

Business Plan

For the period: August 2015 – August 2020

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Contents Page

1. WHERE ARE WE NOW?

Introduction 3

Situational Analysis 4 - 7

2. WHERE ARE WE GOING?

Our Club’s Purpose 8

Core Areas of our Club 9

3. HOW ARE WE GOING TO GET THERE?

Golf Course 10

Club Governance 11

Attracting & Retaining Members 12

Financial Management 13

Facilities 14

Customer Service Levels 15

Junior Golf 16

Visitors 17

4. WHO IS ACCOUNTABLE?

Staff & Volunteers / Training 18

5. HOW WILL WE KNOW WE ARE THERE?

Keeping Score 19

Ongoing Review Dates 20

6. THE ONE PAGE PLAN 21

This plan has been created by :

Version Date People

Version 1.0 July 2013 • Derek Dillon, John Wishart , Eric Barr & Alan

Ferguson

•

[add row for new versions]

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Section 1: WHERE ARE WE NOW?

Introduction

Carluke Golf Club is an 18 hole parkland course which was originally founded in 1894.

The current site is its third in total with the Club relocated to its present site in 1910/11.

From its humble beginnings it has grown in strength, culminating in the purchase of the land

(and consequently the course) from Lanark County Council in 1974.

Over the years the Club has progressed in many ways, both on and off course. Many of the

changes have taken place in the last fifteen years and include the rebuilding of ten of our

greens (in an ongoing programme), furthermore a number of strategically placed bunkers

and new teeing grounds have been added. Continuous improvement has also resulted in us

having a fully constructed buggy path which will allow players to continue to enjoy the game

when their physical abilities begin to wane. Furthermore the creation of a short game area is

undoubtedly a tremendous asset to the Club.

Clubhouse refurbishment has also been a priority, with the smaller lounge being completely

refurbished and the main lounge being partially refurbished. The bar area has been

improved and new caterers have been appointed.

Carluke is a Private Members’ Club with the legal status of an Unincorporated Association.

We view our Club as a business within the constraint of holding a Club identity. Our

Members are our priority. The Clubs’ Business Plan is designed to achieve stability as a

successful business and to have a thriving golf club thereby resulting in ever improving

membership retention levels and aspiring to be one of the most popular Golf Clubs’ in South

Lanarkshire. The timescale of the plan is currently one to five years, but the intention is that

it will be constantly updated.

In coordinating the Plan, the Club engaged the membership by conducting a Members

Forum facilitated by the Scottish Golf Union. We will continue to engage our members via

various mediums, for example, the Clubs AGM, Information Evenings, our Website, the Club

Notice board and Social Media.

Whilst the Plan will initially be seen by the Committee of Management and Members,

following approval it can also be viewed by our Business Partners and Sponsors.

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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 (Strengths, Weaknesses, Opportunities, Threats)

Our SWOT analysis is identifies 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 : These are our Club’s SWOT Analysis Results which includes

the input from the Members Forum and Members Survey :

Strengths Weaknesses

• Course Condition/ Continual Improvements

• Views/Scenery

• Improved Practice Facilities

• Value for Money

• Challenging but Fair Course Design

• Friendly/Welcoming Environment

• Comfortable Clubhouse Facility

• Catering Provision/Pricing

• Buggy Path

• Clubgolf Involvement

• Diversification

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• Locker Room

• Lack of Communication

• Inconsistency of Bunkers

• Lack of Online Tee Booking

• Lack of Marketing Initiatives

• First Impressions/signage/weeding etc

• Underutilised Clubhouse

• Bare and scruffy areas on course

• Balance of Fixture List

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Opportunities Threats

• Links with other sports clubs/businesses

• Corporate Membership

• Increased Membership Categories eg social

• Improved Staff Training

• Member/Visitor Incentive/reward schemes

• Improved utilisation of Social Media

• Expand sponsorship packages

• School Liaison

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• Economic Climate

• Other Sports/Local Sports Centre

• Other Golf Clubs

• Lifestyle/Families

• Work/Life Balance

• Weather/Inconsistencies

• Group migration

• Perception of golf

• Age profile

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More Of/ Less Of

Every Club has things which they would like more of, and things which they would like less of. This is our

Clubs’ list :

More Of Less Of

• Member Retention

• Member Guest/Visitor Income

• Utilisation of Clubhouse

• Income Streams/Financial Gains

• Active Members

• Social Golf

• Members across all categories

• Family Functions

• Community Involvement

• Staff Training

• Improved Customer Service

• Support from members

• Positive attitude towards the club

• Negativity

• Complaints Received –course/clubhouse

• Less Course Closures

• Less Unnecessary Expense

• A shotgun approach to issues

• •

PEST Analysis

Our PEST Analysis helps us to understand the external factors which impact upon our club. These fall into

four different areas :

Political Economic

• Equality Act 2010

• Local Council Planning Initiatives

• Employment Law/Pension Regulations

• Health & Safety Legislation

• Environmental Regs eg waste disposal

• Bureaucracy

• Child Protection Procedures

• Lowering of the drink driving limit

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• Less disposable income

• Suspended memberships

• Aging memberships

• Nomadic golfers

• HMRC

• Climate change

• Current economic climate

• Staff costs

• Fuel increases

Social Technological

• Work patterns/shift working

• Work life balance/Marital status

• Working/Studying away from home

• Health consciousness eg gym memberships

• Changing buying habits of golfers

• Increasing Litigious Mentality

• Increased emphasis - on course safety

• Population growth in South Lanarkshire

• Immigration/emigration rates in SL

• Age distribution & life expectancy rates SL

• Internet communication/usage

• Social Media – Facebook, Twitter

• Communication infrastructure

• Improved club/member technology

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Competitors Analysis

The market competition that our Club faces is not only other golf clubs. Here is the competition we have

identified which is also in our Clubs’ marketplace :

Direct Competitors/Rivals New Entrants

• Carnwath Golf Club

• Lanark Golf Club

• Hamilton Golf Club

• Strathaven Golf Club

• South Lanarkshire Golf Facilities

• Larkhall Golf Club

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• Sports Centre

• Recently popularised sports eg Cycling

• Theatre Groups eg “Shine” “Stage Right”

• Local Football Clubs

• Bowling Club

• Computer Gaming

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Customer Bargaining Power Threat of Substitutes

• 2 for 1 vouchers & Open Fairways Card

• No joining fee at other clubs

• Internet membership

• Internet deals eg Groupon, Amazon Local

• Economic Climate

• Supply/Demand too many clubs

• Various payment options eg Premier Credit

• Increased Gym Memberships

• Increased family commitments

• Golf simulators eg Golf Lounge

• Driving ranges

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RECENT CLUB TRENDS

To get an understanding of our club’s situation we have identified the following recent numerical trends at

our club :

Recent Trends at our Club

1. Less Visitor Income

2. Increased fuel/fixed costs

3. Decreasing bar income ?

4. Decreasing gaming machine income ?

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

Recent Trends at our Club

1. Increase visitor revenue

2. Increase other income streams

3. To achieve outstanding projects

4. Make money work better for us – effective financial management

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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 :

“Carluke is a friendly and welcoming Club with scenic views from

both Clubhouse and Golf Course alike. Continually looking to

improve and invest in the course and practice facilities. Carluke

Golf Club offers a vibrant Clubhouse, value for money

memberships and a challenging but fair course for golfers of all

abilities”.

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Golf Club Core Areas

With 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 which deserve our greatest focus have been prioritised into four ‘A’ Priority

Core Areas and four ‘B’ Priority Core Areas :

Core Area of our Club Priority

Golf Course A

Club Governance A

Attracting and Retaining Memberships A

Financial Management A

Facilities B

Customer Service B

Junior Golf B

Visitors B

’

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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 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.

A – Class Core Area Golf Course

Strategy Statement

Carluke is a continually improving golfing facility with a well maintained and preserved course

which suits all ages. It is a challenging but fair course for golfers of all abilities.

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• Remedial work to be carried out to all bunkers by (date)

• Review future bunker requirements by (date), with the objective of bunker consistency

throughout the course by Spring 2016

• Improved score (bunkers) in membership survey compared to last

• Annual Course Manager/Members Forum

• Expand on line booking system during 2016 season

• Bare/scruffy areas of course (14th) to be addressed prior to 2016 season

• Improved score (bare areas) in membership survey compared to last

• Continue with Greens replacement programme annually

Initiatives

• Carry out a Membership Survey (3 birdies/3 bogies) bi-annually

• Host an Annual Course Manager/Members Forum

• Feedback Board – ongoing course work, where why etc

• Ownership to members – pitch marks and divots

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A – Class Core Area Governance

Strategy Statement

We recognise the importance of effective management in the sustainability of our club and will

adopt a business- like approach providing accountability. We will be transparent in our

management and establish continuity through our roles and responsibilities and adopt best

practice when it is shown to be of value to the club.

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• Host an annual end of season Member Information Evening

• Minutes of Committee Meetings to be published on club website.

• Consider size & structure of the Committee immediately after AGM

• Focus on the Business Plan at monthly meetings

• Update the Business Plan every three months

Initiatives

• Ensure that Committee Members Roles and Responsibilities are reviewed annually

• Consult membership to gain consensus on club purpose/direction

• Introduce a new committee member induction process

• Recruit volunteers with the right skill set for specific tasks

• Co-opt members for specific actions

• Measure membership satisfaction regarding governance in membership survey

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A – Class Core Area Attracting & Retaining Members

Strategy Statement

Our members are the core lifeblood of our Club and we will act to retain them to provide stability

to the Club. We will provide a welcoming and enjoyable experience for all members.

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• Review all Membership Categories in order to make them more appropriate to a wider

base by (date) in order to put them forward for approval at the AGM

• Consider replacing current Associate Membership Category with Social Membership

• Create a Marketing Sub Committee

• Increase all membership categories by 5% year-on-year

Initiatives

• Establish an optimum number of members in each category

• Host more family orientated events

• Conduct an entry survey

• Conduct an exit survey or even better communication prior to possible exit

• Maintain and improve good communications

• Better new member induction – packs,nights,buddies,communication

• Consult with SGU to define a program for the 1st 90 days for a new member that will

increase retention rate overall

• Carry out a 90 day survey (SGU Tool available)

• Pay attention to consistent member concerns via collation of survey info

• Pay attention to market trends – what other clubs/sports are doing, how it affects us

• Host an Open Day

• Consider “Member Get Member” Scheme

• Create a New Members Handbook

• New members induction evening (every quarter)

• Phone call from Committee Member (create a standard script)

• Create opportunity to play golf and communicate it

• Create and display a members Benefits List

• Gather data on tee time usage/competition play numbers

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A – Class Core Area Financial Management

Strategy Statement

Through the Committee and Finance Sub Committee we will continually review the clubs’

expenditure and income. Thereby ensuring that we are getting the best value for money and

exploiting all possible revenue streams.

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• To remain in surplus year on year

• To produce quarterly management accounts

• To achieve a 5% expenditure saving in the forthcoming year

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Initiatives

• To identify income streams and endeavour to maximise potential

• To identify the 10 largest areas of expenditure with a view making cost savings

• To review the timing of subscription renewal

• Financial stability will also be achieved through other initiatives such as higher

membership retention

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B – Class Core Area Facilities Strategy Statement

We will continually strive to provide the best facilities possible for our members and guests both

playing and non playing. Create a Clubhouse facility which all our members will enjoy

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• To continue with the Clubhouse refurbishment programme

• To create a Sub Committee to investigate locker room options and report back by (date)

• Increase Bar revenue by %

• Increase Number of event bookings

Initiatives

• Create a buzz

• Theme nights

• Introduce Social Membership

• Survey members for ideas

• Expand clubhouse usage, training courses/talks/exercise class/weight loss class

• Family themed events

• Marketing initiative to members re facilities (leaflets/details on tables), snap frames

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B – Class Core Area Customer Service Levels

Strategy Statement

We shall strive to ensure that our Customer Service Levels exceeds the expectations of our

customers (members, guests, Sponsors, suppliers etc) and that everyone receives a polite,

courteous welcome and helpful positive response at all times

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• To start measuring the number of returning customers (Visiting Parties, Social Functions

and to improve on the benchmark

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

monthly/annually

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Initiatives

• The defining of and committing to print Staff Customer Service Standards

• These standards will be communicated to staff via training and they will form part of staff

appraisal

• Creation of a Staff Appraisal System (see SGU Guidance on this)

• Training courses specific to ensuring customer satisfaction

• Introduce more robust staff selection processes

• No of rings before a phone is picked up – no more than 3

• 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

• Secret Shopper (SGU are creating such an initiative)

• Increase staff morale – we all need to be happy and engaging

• Emphasise staff’s roles in ensuring club success in this aspect

• Trip advisor favourable and quick response to any criticism

• Re-launch suggestion box

• Ensure that the purchasing needs of the members are catered for throughout the club

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B – Class Core Area Junior Golf

Strategy Statement

Our Club will be welcoming, accessible and enjoyable for all junior members

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• To increase the number of juniors to ? by (date)

• To increase the number of junior girls’ to ? by (date)

•

Initiatives

• Continue the Clubgolf Programme

• Recruit new volunteer coaches

• Junior induction on etiquette/dress code/rules

• Engage the Local Schools Co-ordinator

• Visit local schools

• Purchas an Xbox

• Junior Captain/Convenor, higher profile (photos in club)

• Junior Menu – is it cheap enough – is it what they want

• Flyers/posters in school bags

• Good news stories about juniors published on website/facebook/local paper

• Invite to club for information evening with fun element

• Improve social media communication

• Improve affiliation with other sports clubs eg Sports Centre

• Free lessons for new juniors from Professional or Assistant

• Make the short junior course a permanent feature (tee marker plates level with ground)

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B – Class Core Area Visitors

Strategy Statement

Visitors account for ?% of our total income and are highly desirable in enhancing the financial

stability of the club. Visitors will be made to feel welcome and valued

SMART Objectives

SPECIFIC – MEASUREABLE – ACHIEVABLE – REALISTIC – TIMED

• To maximise visitor income and set annual targets

• Set targets in respect of member guests numbers

• Set incentives for returning society outings

• Collate tee time usage data and maximise quiet periods

• Protect members tee times – ensuring that 50% of our tee times are available for members

booking, excluding competitions

Initiatives

• Improve our visitor marketing strategy

• Create links with local businesses/hotels

• Encourage increased member/guest play.

• Incentive for member introducing most guests per month

• Carry out a member survey regarding visitors

• Involve Blind Golfers Association/ Help for heroes/ mobility impaired groups

•

Note: the choice of initiatives in our plan has been prioritised by their financial cost, resource implications

and overall impact against our SMART Objectives.

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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 Person Accountable Supported By

Golf Course Course Manager Greens Sub Committee

Club Governance Club Captain Past & Vice Captain & Secretary

Attracting & Retaining

Members

Membership & Marketing

Convenor

Membership & Marketing Sub

Committee

Financial Management Treasurer Finance Sub Committee

Facilities Course – Course Manager

Clubhouse – House Convenor

Greens Sub Committee

House Sub Committee

Customer Service Levels Bar Manager

Club Professional

Administrator

House Convenor

?

?

Junior Golf Junior Convenor Junior Sub Committee

Visitors Marketing Sub Committee Club Administrator,

Professional & Caterer

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

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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 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 Primary KPI

Golf Course Member Satisfaction Rating

Number of completed tasks

Club Governance Business Plan Timeline Indicator

Attracting & Retaining

Members

Total number of new members %

Total number of members retained %

Financial Management Income/Expenditure and cash in bank

Facilities Increased Bar Revenue

Increase in event bookings

Membership Satisfaction Rating

Customer Service Levels Membership and Visitor Satisfaction Ratings

Reduction in number of complaints received

Junior Golf Number of new members

Number of Junior Girls

Number of players with CONGU Handicap

Visitors Revenue Figures

Satisfaction Survey

Number of Visiting Parties

Number of Member/Guests

Number of round/day tickets

Our Committee Meeting Agenda will consist of our KPI Report and any discussion required around Core

Areas that are not ‘Not-Target’

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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 Club Business Plan will be:

• 31st October 2015

• 31st January 2016

• 30th April 2016

• 31st July 2016

The Plan will be revisited every month and updated every three months

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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

[add rows if necessary]

This part of the plan will be revisited every month and updated every three months