Page 8 - Audit - 29 April

GOLF CLUB NAME - VENUE AUDIT

Executive Summary

My Golf Group was commissioned by XXXXXXXXXXX Golf Club to provide Marketing & Revenue
Management services to XXXXXX Golf Club. The starting point of this service was to conduct a venue
audit of their current activities. The contents of this report contain the findings and subsequent
recommendations of this review.

SITE VISITS
The official site visits for the audit took place on Thursday 6th February, Monday 10th February and
Wednesday 12th February 2020. During these visits, My Golf Group met and had discussions with Joanna
Doyle (Group Sales & Marketing Manager, PREM), Daire Dillon (Cluster Marketing Manager) and Norma
Storey (Golf Club General Manager).

GOALS & OBJECTIVES
The main objective of the venue audit is to gather information which will ultimately provide a roadmap of
how the overall goals of Tulfarris Hotel & Golf Resort will be achieved, which is to maintain and grow all key
revenue streams.

OVERALL SYNOPSIS
My Golf Group recognises that Tulfarris Hotel & Golf Resort has an excellent golf product on offer. Both
the golf course and the overall facility has seen massive investment in recent years which makes Tulfarris
Hotel & Golf Resort one of the finest golfing facilities in Leinster. While some of the revenue streams are
performing well, there is plenty of room for improvement. There is a very small golf membership base and
in particular, the non-renewal figure over the last three years is something that needs to be addressed.
The golf industry is a very competitive market, and this makes it all the more important to stay ahead of the
curve when it comes to marketing and ultimately driving sales. Outlined below are the key findings of the
report with full details and further recommendations in each of the relevant sections:

STAFF
The opening of the new pro-shop facility has been a huge improvement to the resort; however, this also
creates an expectation of increased levels of service. Indication and review suggest that the current staffing
arrangement are light and could be in need of revision in order to improve on the performance of the venue.
At this time of the year, it is difficult to fully subjectively review the needs of the venue and recommend we
monitor and review the situation throughout the year.

PRO-SHOP
The new clubhouse facility is a credit to the resort, and for it to reach its full potential, it must offer a five-
star service to match the expectations of customers. The main areas of concern are the retail offering
due to the lack of stock, poor price points and the spend of the members' competition prize fund in an
alternative retailer. The retail offering must be improved with additional stock, enhanced displays and
proper management. The process of ensuring the membership competition spend is kept within the
facility must be concluded positively.

8