Golf Consulting: Hidden Potential at Your Golf Facility

Created for G3k Consulting.

Managing a golf facility is no different from managing any other type of customer-led business, especially hospitality businesses. The core elements of management: accounting, administration, finance, HR, marketing and IT are all important and should be adhered to and excelled at, in order to achieve true business success.

However, it can also be the action away from the core of golf that could take financial centre-stage and deliver more benefits for your facility than you would ever have believed.

Today we will look at food, beverage and clubhouse services that sometimes play as much an important part of any golf club or resort as the course/range itself. Here are 8 points from G3k Consulting to help keep your food and beverage outlet busy and, most importantly, profitable.

  • There’s good profit in food, drink and warm hospitality
    Remember that flash car that you see driving around town, parking outside your favourite establishment? The chances are that it belongs to the owner of that hotel or restaurant. This simple lesson provides you with all you need to know to remind you that good food and drink from friendly and knowledgeable staff in great surroundings can be very profitable if done properly whatever car you aspire to.
  • Clean, warm and dry
    It is often the simplest of things but a clean, warm and dry bar or restaurant will entice the coldest, wettest and most tired golfers in for a bacon roll, coffee, pint or hearty meal after their round. Think also of what you could use to bring in customers in preparation before their round and work to deliver to their needs – not one golfer I know would refuse a good bacon roll and a coffee before playing if offered!

  • Friendly & knowledgeable staff
    As understanding and helpful as the Head Pro is to its members; a barperson, waiter or chef is to the guests of your food and beverage outlets. Whatever the weather outside, nothing warms the cockles of the heart more than a warm smile on your arrival and the knowledge and enthusiasm of someone who engages the customers in an appropriate way.
  • Good food at good prices
    Offering a varied menu of quality produce, cooked to a good standard and sold at an appropriate price will tempt guests, members and passing trade with or without the golf (i.e. weather not depending!) Don’t get ideas above your station – Michelin star food or prices are not expected so know your audience and keep one eye on the competition.
  • Appropriate drinks – hot and cold
    Think of the hundreds of coffee shops that have cropped up across the UK and how much custom they manage. We are not saying offer 30 types of coffee with three types of milk, but clearly there is a market for simple hot and cold soft drinks (especially if you are a rural facility as customers will have to drive) as well as a selection of beers, wines and spirits.
  • Be aware of seasons and weekly peaks and troughs
    Keep the activities of the facility close to mind when you plan your staff rotas, consider your wholesale purchases and be flexible to scale up and down your efforts according to seasonality, weekends, midweek evenings, medals, Open competitions and corporate outings.
  • Know and tell. Create events that drive footfall
    Knowing and truly understanding your customers will enable you to be able to market to your guests, members and the passing trade with banners, sandwich boards, emails and website pages. Creating events around this knowledge will also ensure that you maximise your revenue opportunities from seasonal events such as Fathers/Mothers Day, Christmas or Valentines.By engaging customers, you will understand the opportunity for themed events including Italian evenings, hog roasts, or a Sunday carvery that may all drive footfall and increase spend. Also consider working with the club on all inclusive tickets for golf with bacon roll, coffee and a light-snack included in the price.
  • Remember the aim: the bottom line!
    We all know that personally, there is nothing worse than coming in to a quiet empty restaurant or bar and most importantly an empty bar does not deliver any income. Remember the aim of improving the bottom line and consider opportunities to entice guests and members in to the food and beverage outlets which deliver financial benefits to you. You don’t work long and hard for the good of your health and so make sure there are some benefits at the end of the day that translate directly to the end of the balance sheet!

In short, it is crucial to get to the core of an enjoyable environment and good food and attentive staff should be a priority. You can then focus on creating additional opportunities to maximise the facilities across the working week.

If you have any questions or queries on the F&B side of running a golf club or any other aspect of club management, contact us on


About davidmorganjenkins
I am an experienced international, commercial, strategic business leader delivering customer focussed initiatives for world class leisure & sports brands. I have a credible track record of leadership and senior management experience in particular with business operations, marketing & business development within leisure, sport, ecommerce/retail & B2C sectors. I have a unique creative vision, supported by sound financial management & budgetary responsibility having increased brand awareness, sales & core revenue by 60% & profit 200 % at Football Aid over a 3 year period. In parallel, I am centred on attention to detail ensuring a consistent product offering and the greatest possible customer experience. This is delivered through strong collaborative teamwork and creating a culture of creativity, determination and enthusiasm amongst team members. I possess an ability to cement & develop relationships at all levels and can easily engage, report to & upwardly manage share & stakeholder alliances ensuring delivery of business objectives. Key skills Developing & implementing business plans focussing on sales, profits & volume Bringing sales & marketing strategy to life to inspire customers; making visions/dreams a reality Customer service; driving enhanced customer satisfaction & delivering a reputation for excellence Developing, influencing & implementing plans & partnerships that deliver competitive advantage Effective planning & delivery of multiple channel, venue & geographical programmes & projects Leading & managing operation, marketing & business development teams to believe in their ability to succeed Experience headlines Commercial; sales, strategy, development, marketing, sponsorship, promotion, customers service Business administration: P&L, performance, improvement & operational management Marketing & brand; communications, brand management, development & membership/loyalty Ecommerce & retail; FMCG, optimisation, data (CRM), social media, SEO, PPC & affiliates Technology; CRM, web TV, new media, smart phone/iPhone applications

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