Page 19 - GBC Spring 2019 ENG

Can your golf course operate without you as the owner working 220 days in a row? If it cannot, you have diminished value for your business.
Creating processes and systems that are repeatable across the facility allows you, as owner, to spend more time with customers and demon- strates to bankers and potential buyers you have a well run facility. Remember, if/when you look to sell your golf course, potential buyers look at dozens, if not hundreds of golf courses. Increased value is attributed to those who have these important processes and procedures already in place.
It’salsoimportantwhileevaluating youroperatingprocessestoassessand manage your risk. Ensuring your staff has adequate training in safety issues, that you have suf cient insur- ance in case of natural disasters, local bylaw changes or other unforeseen circumstances,andthatyou’reproac- tive about managing employment issues may save your business from large unexpected costs that could threaten your long-term success.
3. PEOPLE AND STRATEGY
Due to the highly customer centric orientation of the golf industry, people and strategy go hand in hand. Ensuring you have the right people in the right roles helps keep your team engaged and creates stronger team morale which will reduce turnover costs and create a better experience for your custom- ers. It’s important to manage staff levels for the seasonal activity level while considering succession plan- ning and future growth.
For example, if you have a maintenance superintendent or head chef who is set to retire in 1-3 years, ensure you have an internal succession plan in place. This plan should identify who will take over the position, provide them with a
clear path, that could involve out- side training, as well as mentoring and speci c check points to ensure their long term success.
Many businesses would be well served to evaluate their man- agement structure to ensure it is still appropriate for where the business is now as well as where it will be in 3 or 5 years. It is impor- tant to identify what you need to do now and through that 3 year period in staf ng, marketing, purchasing, theme, pricing, etc. to ensure the highest return for your investment.
Planning applies not only to projects but to everyday operations. The strategic plan should drive budget decisions and resource planning if you are looking to drive business growth. If you are seeking any type of nancing, lenders always require a plan.
The best plans tie the strategy to your culture. Culture is the inherent operating system of the golf course. As the owner/manager, you set the culture for your course. How do you want to interact as team members and how do you want to leverage that culture to drive customer experience and therefore pro t!
4. SUPPLY CHAIN
Another key business driver is your supply chain. Evaluating each of your vendors from golf shirts to fertilizer to wine on the basis of quality and cost can provide you with a clearer picture of your vulnerability to price increases or vendor service disruption. Perhaps there are revenue or diversi cation opportunities your business is missing out on.
Another risk point to consider is who owns the relationships with each of your vendors and, if that person moves on, what will happen to that relationship?
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