Golf Club Atlas
GolfClubAtlas.com => Golf Course Architecture Discussion Group => Topic started by: Tim Liddy on November 08, 2008, 08:49:02 AM
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Good article on the state of our industry.
http://www.businessweek.com/magazine/content/08_45/b4107073278231.htm
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Thanks for the link, Tim.
I'd be curious if posters with more intimate knowledge could expand upon the last 2 sections: "Find the hidden costs" and "Push those sodas and shirts".
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Thanks for the link, Tim.
I'd be curious if posters with more intimate knowledge could expand upon the last 2 sections: "Find the hidden costs" and "Push those sodas and shirts".
There are a number of "hidden costs" that can drive your expenditures up. What happens if you have an extremely dry summer and you are paying a hefty price for water? That can also drive your electric costs up having to pump more water to the facility. Just one example.
F&B and golf shop sales can be a good money maker with the right plan. A golf shop that has positive net sales can be an asset to the facility. You have to have a good knowledge of the buying patterns of your clients and take advantage of invoice terms from vendors whenever possible. Merchandise buying at a public facility and a private one are very different.
Liquor sales should be able to float your F&B business depending on how much traffic you have. Again, public and private facilities look at F&B in different ways. If most private facilities could break even on F&B, they would be ecstatic. Not so at a public facility where you may not have to offer as wide a range of options on your menu and can cater to the masses.
It's a difficult business but with the right management, location, and plan, it can be a profitable venture.
Seth
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Deferred maintenance - especially with the irrigation system.
It would be very prudent to have a very qualified superintendent to assess the maintenance facility, practices and budgets.
Someone with a lot of practical experience - I have Don Mahaffey look at my renovation proposals.
Cheers