2. Why Play Golf?
Precision, accuracy, poise and class, these are the qualities one
associates with Golf! Also when you talk about golf, you talk about a
game that needs patience, discipline and lot of focus.
Golf is a combination of a mental and a physical game
Mental Side Physical Side
Golf is a game that poses problems that Golf is a sport requiring good eye-hand
require a lot of creative problem solving. coordination, technique and endurance.
It narrows down your focus ,
vision & helps you to triumph over
obstacle to achieving your ultimate
goal.

3. Market Past Present Future of
Everyone knows golf originated in Scotland
Golf is almost two hundred years old in India, even older then cricket .
India was the first country outside Great Britain to take up the game of golf.
The Royal Calcutta Golf Club, established in 1829, is the oldest golf club in India and
the first outside Great Britain.
India has over 140 golf courses in the most picturesque locales imaginable, few meet
international standards. Now the government is encouraging the creation of several
state of the art golf resorts in various parts of the country.

4. Market Past Present Future of
Over the past five years, new courses have mushroomed all over the country, and
golf-related retailers and manufacturers are beginning to set up shops here to exploit a
potentially vast future market.
Golf tourism is emerging as a lucrative travel business, as players from Japan and
Southeast Asia fly in on charter weekends to take advantage of India's bargain
basement greens fees.
Source :India Golf India Economy

5. Market Past Present Future of
The National Golf Academy of India
has the first accredited programme
for teaching professionals in the
country. The programme is
supported by the Indian Golf Union,
The R&A and the PGA of Europe.
Since it's inception in 2004 the NGAI
has accredited 275 teaching
professionals from all over India and
the neighboring countries. In 2008 it
established it's first centre in
Chandigarh at the CGA from where it
has been operating ever since.

6. Market Past Present Future of
The pub provides a venue for dining and drinks as
well as various types of golf activities. Golf pods
actually simulate playing golf on many beautiful golf
courses around the world. They are extremely
accurate, provide faster play than outdoors, and are
not weather dependent.
Playing time will be sold by the half and full
hour as well as leagues, tournaments.
High definition Golf studio that is completely
modular and includes “closed loop” diagnostic tools
for shot analysis, video swing analysis, swing
dynamics and weight transfer/balance analysis. In
addition, there are feature-rich tools for precision
club fitting and equipment comparison. HD Golf
simulators.

7. Market Scenario of G.I
India's animation and gaming industry is currently valued at 739 million dollars with a
compound annual growth rate (CAGR) of 32 per cent between calendar years 2005
and 2009. The domestic share of animation revenue stands at 30 per cent which
amounts to only 0.6 per cent of global consumption of gaming and animation,
according to the study.
The global gaming industry is estimated at 40 billion dollars and expected to reach $59
billion despite an expected slowdown in CAGR to 10 per cent from 21 per cent
between 2005 and 2009.
In India, the gaming industry is likely to witness a CAGR of 53 per cent and valuation
going up to $1.3 billion by 2013 from $239 million at present.
"But the high growth rate should be accompanied by investor-friendly regulatory
environment,“
Source:Assocham
(Associated Chambers of Commerce and Industry of
India)

8. Market Past Present Future of
Problems, Opportunity & Growth
Problems Opportunity Growth
People have the From 2016 in Rio de Inviting and encourage
perception that golf is a Janeiro, golf will be part of more corporate to play
game for retired people. the Olympics. golf at their own premises
or without a BIG ground
Golf kit seems to be very We will offer the feel and It will increase revenue,
expensive as compare to thrill to the people with goodwill and gaming pie
other games like C,F,B,T minimum cost in Indian Market
Lack of knowledge and We shall impart a We will get mouth
skills with in people knowledge publicity within the top
brass of corporate and
shall compound to trust
and growth in corporate
sector

9. Focus Area Pune & Mumbai
India is likely to become the world’s largest economy worth $85.97
trillion in a matter of just 40 years, surpassing China and the US
Particulars Pune Mumbai
GDP in 2009 based on 30,000 GDP (in US$ 209,000 GDP (in US$
PricewaterhouseCoopers million) million)
study
Economically Hub of Foreign direct Hub of Corporate Offices
investments
As per the World Record book 1) Pune is emerging as a pioneer Mumbai is a commercial Capital
educational hub of India & Mumbai is knows as
2) Pune is the home town of the hub of entertainment, Glamour,
world’s largest two wheeler & Gaming & Fashion Industry.
The world's second largest The city is the headquarters for
forging company almost all major industrial
powerhouses and financial
corporations in India. The city is
the most crucial contributory
factor in India's rise to the status
of a global economic super
power.

10. GDP Data of other cities in Asia
Est GDP in Est annual Est GDP in Est annual
2020 in growth 2005- City/Urban 2020 in growth 2005-
Rank City/Urban area Country US$bn 2020 Rank area Country US$bn 2020
1 Tokyo Japan 1602 2.00% 76 Bangalore India 110 0.062
Ho Chi Min
14 Hong Kong China 407 3.50% 78 City Vietnam 98 6.50%
16 Shanghai China 360 6.50% 80 Wuhan China 96 6.40%
17 Seoul South Korea 349 3.20% 81 Fukuoka Japan 96 2.00%
24 Mumbai India 300 0.06 83 Hyderabad India 92 0.061
27 Istanbul Turkey 287 5.20% 84 Chennai India 91 6.00%
29 Beijing China 259 6.60% 87 Ankara Turkey 87 5.00%
30 Metro Manila Philippines 257 5.90% 88 Chongqing China 87 6.30%
34 Delhi India 229 0.062 94 Ahmadabad India 78 6.20%
36 Guangzhou China 227 6.90% 97 Pune India 76 6.30%
38 Kolkata India 224 0.059 103 Hanoi Vietnam 73 6.60%
40 Singapore Singapore 218 3.60% 104 Bandung Indonesia 69 6.70%
46 Bangkok Thailand 180 4.80% 107 Shenyang China 68 6.30%
49 Tehran Iran 172 4.50% 109 Lahore Pakistan 67 5.90%
50 Riyadh Saudi Arabia 167 5.00% 114 Izmir Turkey 62 4.90%
51 Pusan South Korea 165 3.80% 119 Surat India 57 0.065
56 Tel Aviv-Jaffa Israel 153 3.50% 123 Chengdu China 51 6.30%
66 Karachi Pakistan 127 5.80% 128 Xian China 48 6.40%
74 Tianjin China 112 6.30% 132 Changchun China 42 6.90%
75 Jiddah Saudi Arabia 111 4.80% 133 Kanpur India 41 0.063
135 Baghdad Iraq 39 4.00%
136 Chittagong Bangladesh 39 6.30%
The GDP figures are estimated and expressed in US$, using purchasing
137 Jaipur India 38 0.064
power parityexchange rates. The estimates are based on
PricewaterhouseCoopers estimates and projections as well as UN urban 139 Lucknow India 35 0.063
agglomeration definitions and population estimates. The research was 140 Yangon Burma 33 4.80%
carried out by PricewaterhouseCoopers. 143 Faisalabad Pakistan 24 6.00%
145 Kabul Afghanistan 22 6.10%

11. Sales and its process
Selling is to identify and/or uncover a need and then satisfy the need with our product
/ services for mutual benefit
Retain
Employ
ee
Bond
Building
Reducing
Workload
Recreation
Knowledge
Awareness
Preference
Conviction
Attract Global Visitor Purchase
Liking

12. Sales
From Buyer Side
• Recognition of Needs
• Information search
• Evaluation of options
After
• Elimination of doubts Prospectin
Sales
• Decision to buy g
service
• Post purchase behavior
Closing 1 Pre
From Seller Side
8 Approach
The Sale 2
 Opening 7
 Developing the sale
3 Approach
 Presenting solutions Handling 6
5 4
 Eliminate doubts Objections
 Closing Fact
Finding
Sales &
Presentation Need
Analysis

13. Strategic Client Process
STEPS
STEPS KEY CONCEPTS
Mental maps
Identify and Establish contacts & Competitive frame of reference
Offering rejuvenation & recreation Points-of-Competitor and points-of-difference
Core Golf Sahck values
Plan and Implement Strategy Mixing and matching of Business elements
that suits client’s requirement Integrating marketing activities
Leveraging of Golf Sahck associations
Competitive updated information Competition Movement in our area
Competitor Business audits
through Pin mailers
Offering best option from that market
Customized plan matrix
Grow and Sustain Client Vacation Vouchers & client referral programs
Offering Win - Win situation

14. Strategy

15. Organizational Culture
 The complex set of ideologies, symbols and core
values shared through the firm, that influences the
way business is conducted
 Entrepreneurial orientation
– Personal characteristics that encourage or
discourage entrepreneurial opportunities
• Autonomy  Proactiveness
• Innovativeness  Risk taking
 Shaping and reinforcing culture requires:
– Effective communication
– Problem solving skills
– Selection of the right people
– Effective performance appraisals
– Appropriate reward systems
– Ethical practices that create social capital and
goodwill for the firm

16. Organizational Culture
 Controls
– Formal, information-based procedures used by managers
to maintain or alter patterns in organizational activities
 Controls help strategic leaders to:
– Build credibility
– Demonstrate the value of strategies to the firm’s
stakeholders
– Promote and support strategic change
 Balanced Scorecard
– Framework used to verify that the firm has established
both strategic and financial controls to assess its
performance
– Prevents overemphasis of financial controls at the
expense of strategic controls
 Four perspectives of balanced scorecard
 Financial Customer
 Internal business processes
 Learning and growth

17. Organizational Culture
Cash flow, Return on equity, Return on assets
Financial
Assessment of ability to anticipate customer needs,
Repeat Effectiveness of customer service needs, Percentage of repeat
business, Quality of communications with customers
Customer
Internal business
processes Asset utilization improvements, Improvements in employee morale,
Changes in turnover rates
Learning and
growth
Improvements in innovation ability, number of new verticals compared to
competitors’, Increases in employees’ skills

18. Human & Social Capital
• Human capital
– The knowledge and skills of the firm’s entire
workforce are a capital resource that requires
investment in training and development
• Social capital
– Relationships inside and outside the firm that
help it accomplish tasks and create value for
customers and shareholders

19. Strataegic Planning
Aim: To make people passionate about golf play/Game .
Objectives:
Develop relationships with corporate clients
Identify network of retail outlets, Corporate companies and Educational Institutes.
Conduct market research to identify consumer needs and interest level for Golf
playing.
Competitive Advantage: We have to compete with Pool, Gym and Badminton in
corporate level, and golf will be a new flavour for them.
Cost advantage: lower average costs for corporate but high capital at initial phase as
per above game.
New product development: To keep ahead of rivals and set the pace by adding VAS
and Concept
Contraction/Expansion: Focus on what we are good at (core competencies) or seek to
expand into other city
Price Leadership: Through dominating the gaming industry, so that others shall follow
our price lead
Reengineering: Thinking outside the box, looking at news ways of doing things to
leverage the organisation’s performance