Golf Club Strategic Marketing Plan

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Grahame Bilby CHAIRMAN 2012 SITUATIONAL REVIEW SWOT ANALYSIS 2012 Strengths (Internal)  Location – centrally accessible in an expanding community  The golf course – appearance, layout and challenge are of a high standard  Pro-shop – professionally run, providing desirable levels of service to members  Volunteers – a major strength in this Club  Good and improving levels of communication and cooperation  Friendliness  Board of Management and Committees – forward-looking, vibrant and committed  Staff Competency and Commitment Weaknesses (Internal)  Ageing membership (leading to natural attrition, and diminishing levels of participation in wider club activity)  Lack of a single focus-point for operational management (ie, no General Manager)  Financial fragility – the club is currently managing only to pay its way without ability to provide for future requirements  Physical limitations on expansion (for improved car parking, practice facilities, etc)  Office management knowledge vested in a single staff member – a potential single point of failure.. Opportunities (External)  Improve club profile (popularity, affordability) as a preferred venue/club of choice  Increase membership through marketing, recruitment and retention  Increase Green Fee takings through increased course usage  Focus recruitment to reflect local demographic (juniors, over-45s, retirees, etc)  Seek resource-sharing synergies with other clubs  Improve engagement with Summer Members and wider community within club activities and tournaments  Possible sale of land that is not required by the Club, and acquisition of land for parking, practice facilities etc as outcome of motorway build land re-allocations.. Threats (External)  Ever-increasing costs to maintain course and amenities to member requirements  Effects of economic downturn on members’ disposable incomes  Competition for membership from other clubs  Possible run on funds could be occasioned by untimely debenture-holder

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