SuccessFactors forGolf clubs Part 2
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This document discusses success factors for golf clubs across multiple categories: asset utilization, competitive position, leadership, and markets addressed. For asset utilization, the most successful clubs have the highest space utilization and lowest ratio of fixed to liquid assets. In competitive position, top clubs have #1 market share, quality, and productivity. Strong leadership is respected and visionary, with agreed values and connected staff. The best markets are those with the largest ticket items, simplest logistics, highest growth rates, and concentration.
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Tnooz chrome river webinar - may 2017 - final
A business traveler's most consistent gripe is doing his or her expenses at the end of the trip.
These situations cause huge organizational headaches:
* for the admin team that needs to manually process each expense report for reimbursement and client billing.
* for the CFO who is trying to streamline costs.
* for the finance director who needs to ensure spend is within corporate policy.
* for the travel manager who needs to ensure that program spend is within budget and that negotiated rate spend volumes are maintained.
It needn’t be this difficult. The advent of expense management solutions can dramatically streamline processes for both travelers and back-office staff while controlling costs and providing deep visibility into employees’ spend.
This webinar, presented by Tnooz with Chrome River and US Bank, looks at some of the biggest challenges posed by both manual processes and archaic expense solutions, and how these challenges can be eliminated by modern expense management solutions.
Attend the webinar and learn:
Key challenges that business travelers are facing.
Problems that travel managers/back office deal with every day.
Benefits of travel and expense management solutions that address these challenges head on: traveler experience, financial and card administration, travel program administration, cost control and decision making.
Panelists for our WEBINAR are:
Ted Stavropoulos - director of partner channel development, Chrome River
Bradley Matthews - head of middle market product and marketing, US Bank Corporate Payment Systems
Martin Cowen – contributing editor and moderator, Tnooz
Kevin May – senior editor and producer, Tnooz
This WEBINAR took place on WEDNESDAY 3 MAY 2017.
Spg putting it all together the final plan
XYZ Golf Club presented its future strategy for 201X-201Z which includes plans to grow revenue from £1.719M to £1.904M through improving course quality, increasing room rentals, and expanding sponsorship. Key initiatives include continuing a major drainage improvement project, keeping fees in line with inflation, and enhancing internal/external communication. Financial projections show healthy balances with income exceeding expenditures each year. The strategy prioritizes maintaining the club's values of providing an affordable, high quality course and clubhouse for members.
Organising The Strategic Planning Exercise
The document outlines an agenda for a two-day strategic planning exercise for XYZ Golf Club to create a strategic plan that will guide the club for the next two years. The exercise will involve a maximum of five participants, including the general manager, and will cover topics such as defining the club, its mission and values, competitive position, asset utilization, market projections, strategies, and implementation plan. Each day will be structured around sessions addressing specific chapters and the result will be a written strategic plan and presentation.
Projections
This document contains projections for the income and expenditures of a bar and restaurant from 2016-2019. It includes projected revenues from various sources like members fees, functions, and food/drink sales. Projected expenditures are listed for items like payroll, utilities and supplies. Figures are initially omitted but added later. Summary financial statements are provided consolidating the projections for the bar and restaurant operations, showing deficits in 2017-2018 turning to a small profit in 2019. The document outlines an iterative process to refine the projections through reducing expenditures.
Developing Strategies
The document discusses different types of business strategies including growth, recovery, and diversification strategies. It presents the Ansoff Matrix which categorizes strategies based on new or existing products and markets. The Golf Club Growth Matrix similarly categorizes strategies as either building on existing offerings or pursuing new opportunities. Examples are given of market penetration, product development, market development, and diversification strategies that a golf club could pursue to incrementally grow over the next two years.
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This document discusses important elements to consider when giving a presentation:
1) It outlines key elements of an effective presentation including the material, structure, presenter, audience and visuals.
2) It emphasizes tailoring the presentation to the audience by establishing rapport and connecting on an emotional level rather than purely logical arguments.
3) Effective presenters inspire the audience through confidence, engaging delivery, maintaining eye contact and body language rather than just reading from slides or notes.
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The document provides instructions for new members at a golf course. It emphasizes that all members are responsible for maintaining and repairing any damage caused on the course. This includes properly raking bunkers, repairing divots and pitch marks, and not taking practice swings on tee boxes. New members are reminded of these responsibilities so that good course habits are established from the beginning.
SPG Markets Addressed
The document discusses markets, products, and revenues for a golf club. It addresses the following markets:
- Growing markets
- Markets with relatively affluent customers interested in big ticket items
- Markets with few competitors
The document also mentions discussing products, analyzing revenues from different parts of the club like the course and clubhouse in various years, and completing revenue tables. It emphasizes continually nurturing the excellent markets addressed and having lots of discussion.
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Tnooz chrome river webinar - may 2017 - final
A business traveler's most consistent gripe is doing his or her expenses at the end of the trip.
These situations cause huge organizational headaches:
* for the admin team that needs to manually process each expense report for reimbursement and client billing.
* for the CFO who is trying to streamline costs.
* for the finance director who needs to ensure spend is within corporate policy.
* for the travel manager who needs to ensure that program spend is within budget and that negotiated rate spend volumes are maintained.
It needn’t be this difficult. The advent of expense management solutions can dramatically streamline processes for both travelers and back-office staff while controlling costs and providing deep visibility into employees’ spend.
This webinar, presented by Tnooz with Chrome River and US Bank, looks at some of the biggest challenges posed by both manual processes and archaic expense solutions, and how these challenges can be eliminated by modern expense management solutions.
Attend the webinar and learn:
Key challenges that business travelers are facing.
Problems that travel managers/back office deal with every day.
Benefits of travel and expense management solutions that address these challenges head on: traveler experience, financial and card administration, travel program administration, cost control and decision making.
Panelists for our WEBINAR are:
Ted Stavropoulos - director of partner channel development, Chrome River
Bradley Matthews - head of middle market product and marketing, US Bank Corporate Payment Systems
Martin Cowen – contributing editor and moderator, Tnooz
Kevin May – senior editor and producer, Tnooz
This WEBINAR took place on WEDNESDAY 3 MAY 2017.
Spg putting it all together the final plan
XYZ Golf Club presented its future strategy for 201X-201Z which includes plans to grow revenue from £1.719M to £1.904M through improving course quality, increasing room rentals, and expanding sponsorship. Key initiatives include continuing a major drainage improvement project, keeping fees in line with inflation, and enhancing internal/external communication. Financial projections show healthy balances with income exceeding expenditures each year. The strategy prioritizes maintaining the club's values of providing an affordable, high quality course and clubhouse for members.
Organising The Strategic Planning Exercise
The document outlines an agenda for a two-day strategic planning exercise for XYZ Golf Club to create a strategic plan that will guide the club for the next two years. The exercise will involve a maximum of five participants, including the general manager, and will cover topics such as defining the club, its mission and values, competitive position, asset utilization, market projections, strategies, and implementation plan. Each day will be structured around sessions addressing specific chapters and the result will be a written strategic plan and presentation.
Projections
This document contains projections for the income and expenditures of a bar and restaurant from 2016-2019. It includes projected revenues from various sources like members fees, functions, and food/drink sales. Projected expenditures are listed for items like payroll, utilities and supplies. Figures are initially omitted but added later. Summary financial statements are provided consolidating the projections for the bar and restaurant operations, showing deficits in 2017-2018 turning to a small profit in 2019. The document outlines an iterative process to refine the projections through reducing expenditures.
Developing Strategies
The document discusses different types of business strategies including growth, recovery, and diversification strategies. It presents the Ansoff Matrix which categorizes strategies based on new or existing products and markets. The Golf Club Growth Matrix similarly categorizes strategies as either building on existing offerings or pursuing new opportunities. Examples are given of market penetration, product development, market development, and diversification strategies that a golf club could pursue to incrementally grow over the next two years.
SPG Presentation Skills
This document discusses important elements to consider when giving a presentation:
1) It outlines key elements of an effective presentation including the material, structure, presenter, audience and visuals.
2) It emphasizes tailoring the presentation to the audience by establishing rapport and connecting on an emotional level rather than purely logical arguments.
3) Effective presenters inspire the audience through confidence, engaging delivery, maintaining eye contact and body language rather than just reading from slides or notes.
SPG Animation
The document provides instructions for new members at a golf course. It emphasizes that all members are responsible for maintaining and repairing any damage caused on the course. This includes properly raking bunkers, repairing divots and pitch marks, and not taking practice swings on tee boxes. New members are reminded of these responsibilities so that good course habits are established from the beginning.
SPG Markets Addressed
The document discusses markets, products, and revenues for a golf club. It addresses the following markets:
- Growing markets
- Markets with relatively affluent customers interested in big ticket items
- Markets with few competitors
The document also mentions discussing products, analyzing revenues from different parts of the club like the course and clubhouse in various years, and completing revenue tables. It emphasizes continually nurturing the excellent markets addressed and having lots of discussion.
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This document discusses leadership and strategic planning for a golf club. It addresses where the club is going, its competitive position, the markets it addresses, and initiatives to improve. Key points include:
- The club needs strong leadership with a clear vision and good communication to ensure all stakeholders are aligned
- The competitive landscape analysis suggests the club should aim to be the best in its class for course, clubhouse, facilities, and service
- The club serves relatively affluent customers and faces few competitors for big-ticket items like golf memberships
- Initiatives proposed include improving communication, clarifying management roles, reaffirming strategic goals, and developing a long-term strategic plan
Asset Utilisation
The document discusses strategies for improving asset utilization at a golf club, including maximizing use of existing facilities like idle rooms, upgrading equipment continuously, and configuring the clubhouse to maximize density to help offset costs of maintaining the golf course. It cautions against costly large projects and recommends focusing on increasing staff productivity, filling idle spaces with paying users, and substituting machinery where possible to reduce investment intensity and improve overall asset utilization.
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The document discusses defining a golf club and its markets and products. It examines the different products and markets for both the course and clubhouse areas of a golf club. Tables are included that are meant to be completed with financial data about revenues from course and clubhouse products and services over three years to analyze trends.
How Golf Clubs and Strategic Plans Evolve
The document outlines a strategic plan for a golf club, including sections on background, the club's vision and goals, an analysis of competition, assets, leadership and markets, a discussion of scaling versus quality, implementation, and projections and results. It contains information on how golf clubs start and evolve, with a focus on developing a strategic plan to guide the club from 20XX to 20XZ over approximately 20 slides covering various topics from thoughts to defining the club to the final results.
Spg distinction between strategic and other types of managment
1) The document discusses different types of decisions that must be made at a golf club, categorizing them as strategic, administrative, or operational.
2) Strategic decisions are the most important and impactful, affecting the entire club over many years. They include hosting major events, redesigning courses, and building new facilities.
3) Administrative decisions involve conference programming, hiring professionals, and developing new systems.
4) Operational decisions must be made frequently to handle daily issues like weather, equipment problems, and customer complaints. These small decisions have immediate effects.
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3. A template is provided for a generic strategic plan that includes an overall mission and strategy statement, projected performance metrics, and product/market level details on the business definition, portfolio, competition, sales, leadership, and asset utilization.
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This document discusses leadership and strategic planning for a golf club. It addresses where the club is going, its competitive position, the markets it addresses, and initiatives to improve. Key points include:
- The club needs strong leadership with a clear vision and good communication to ensure all stakeholders are aligned
- The competitive landscape analysis suggests the club should aim to be the best in its class for course, clubhouse, facilities, and service
- The club serves relatively affluent customers and faces few competitors for big-ticket items like golf memberships
- Initiatives proposed include improving communication, clarifying management roles, reaffirming strategic goals, and developing a long-term strategic plan
Asset Utilisation
The document discusses strategies for improving asset utilization at a golf club, including maximizing use of existing facilities like idle rooms, upgrading equipment continuously, and configuring the clubhouse to maximize density to help offset costs of maintaining the golf course. It cautions against costly large projects and recommends focusing on increasing staff productivity, filling idle spaces with paying users, and substituting machinery where possible to reduce investment intensity and improve overall asset utilization.
Defining the Golf Club
The document discusses defining a golf club and its markets and products. It examines the different products and markets for both the course and clubhouse areas of a golf club. Tables are included that are meant to be completed with financial data about revenues from course and clubhouse products and services over three years to analyze trends.
How Golf Clubs and Strategic Plans Evolve
The document outlines a strategic plan for a golf club, including sections on background, the club's vision and goals, an analysis of competition, assets, leadership and markets, a discussion of scaling versus quality, implementation, and projections and results. It contains information on how golf clubs start and evolve, with a focus on developing a strategic plan to guide the club from 20XX to 20XZ over approximately 20 slides covering various topics from thoughts to defining the club to the final results.
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1) The document discusses different types of decisions that must be made at a golf club, categorizing them as strategic, administrative, or operational.
2) Strategic decisions are the most important and impactful, affecting the entire club over many years. They include hosting major events, redesigning courses, and building new facilities.
3) Administrative decisions involve conference programming, hiring professionals, and developing new systems.
4) Operational decisions must be made frequently to handle daily issues like weather, equipment problems, and customer complaints. These small decisions have immediate effects.
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This document provides an overview of how to create a strategic appraisal for a company. It includes templates and examples of how to structure the appraisal, including conducting a SWOT analysis and PESTEL analysis to identify strengths, weaknesses, opportunities, and threats. Graphs, tables, and diagrams are used to analyze the company's sales, profits, costs, and market position over time compared to competitors. The strategic appraisal aims to evaluate the company's performance, conclude on key issues, and make recommendations to improve strategic direction and competitive advantage.
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Implementation in a period of great turbulence or tansformation is difficult and fraught with difficulty. This presentation provides some advice.
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Implementation is for many the most difficult part of strategic management. This presentation gives advice on implementing in a period of incremental change.
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In addition to great slides effective presenters often are very skilled in actual presenting. This presentation gives some advice.
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For strategic plans to be accepted often a great presentation is required. This presentation provides some guidelines on creating slides.
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2. It outlines the Ansoff Matrix and generic strategies of market penetration, market development, product development, and diversification. Risk profiles range from lowest for market penetration to highest for unrelated diversification.
3. A template is provided for a generic strategic plan that includes an overall mission and strategy statement, projected performance metrics, and product/market level details on the business definition, portfolio, competition, sales, leadership, and asset utilization.
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This document discusses various aspects of leadership including:
1) Leadership is influenced by culture, values, and the overall atmosphere of an organization. An empowered group that works together can create positive atmosphere.
2) Great leaders inspire vision, motivation, and change while also demonstrating diagnostic skills, communication, and obsession with the organization's success.
3) Research identified companies that transitioned from good to great and sustained high stock returns attributed leadership with a paradoxical combination of humility and fierce resolve.
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This document discusses strategies for competitive analysis and creating strategic plans. It covers analyzing competition at the industry, firm, and competitor level. At the competitor level, it recommends gathering information on competitors' histories, leadership styles, growth strategies, and approaches to differentiation versus cost leadership. The document also provides templates for analyzing a firm's own competitive position and its direct competitors to help develop effective strategies.
Cpsp market analysis
This document discusses market analysis and strategies for creating strategic plans. It examines characteristics of markets like market size, growth rate, life cycle stage, stability, customer and competitor concentration, and average purchase amounts. These characteristics are rated on whether larger, higher, or more mature and stable markets are better. The document also discusses customer groups' characteristics, potential markets and territories based on these factors, and strategies for different product markets and territories.
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This document provides a strategy compass that assesses different characteristics of a company and its competitive position. It evaluates characteristics related to markets, assets, leadership, and financials. For each characteristic, it provides a comment on what is typically preferred and considerations for investing or building strategy. For example, it indicates the larger the market size and growth rate the better, and higher market share, quality, and innovation are preferred if the company already has a strong strategic position. It evaluates these factors for a case study company and concludes with a summary of the strategy compass.
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From a young age, Psaroudakis showed an innate talent for football. Growing up in Heraklion, he spent countless hours playing football in local parks and streets with friends and family. His natural ability was evident even in these informal settings, and his enthusiasm for the game was infectious. By the age of five, Psaroudakis had joined a local youth football club, where his skills began to flourish. His father’s role as his first coach during these formative years was crucial, as he emphasized not only technical skills but also the importance of discipline and teamwork.
The transition from playing in local parks to joining a structured football environment marked a significant step in Psaroudakis’ journey. At the age of ten, he joined the youth academy of OFI Crete, one of Greece’s most esteemed football clubs. This move marked the beginning of a more rigorous and professional approach to his training. The academy environment was demanding, focusing on honing technical abilities and instilling values of sportsmanship and dedication. Psaroudakis’ dedication to his craft was evident as he quickly rose through the ranks, becoming a standout player in the youth teams.
The support of Psaroudakis’ family was unwavering during this critical period. His father continued to be a source of guidance and mentorship, while his mother ensured that he had everything he needed to succeed. Their collective efforts created a balanced environment where Psaroudakis could focus entirely on his development as a footballer. This familial support was not just about providing the basics; it was about creating an environment where Psaroudakis felt encouraged and motivated to pursue his dreams relentlessly.
As Psaroudakis transitioned from the youth academy to professional football, the challenges became more significant.
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SuccessFactors forGolf clubs Part 2
- 1. Success Factors for Golf Clubs Part 2
- 2. EastAsset utilisation South NorthCompetitive position Revenues # 1 Market share # 1 Relative quality # 1 Productivity, people + assets: highest Fixed Vs liquid assets: lowest Space utilisation: highest Leadership: respected, visionary People: connected Communication and values: agreed Leadership WestMarkets addressed Size of ticket item: largest Logistics: simplest Market growth rate: highest Concentration: highest The Strategy Compass ALM
- 3. Asset utilisation Competitive position Where are we going People buying In Right management structure Leadership Markets addressed Relatively affluent Big ticket items Growing Not many big competitors My Golf Club Volume versus quality Uniqueness Location Staff productivity Idle rooms used Lots of paying users Caution: Costly big projects
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