ANNUAL REPORT
REPORTED BY
Jane / John Smith, PGA
General Manager
ABC Golf Club
SAMPLE REPORT – GENERAL MANAGER
ABC Golf Club
Annual Report
For 20__, there was an increased emphasis and focus on enhanced service levels in all areas of the club’s operation. A primary focus was improving both the level and consistency of service in all areas, especially in the dining room and fitness center. A reduction in complaints and a noticeable increase in positive comments on Guest Comment cards would indicate this effort was very successful.
Membership grew by 5.2% to 322. According to PGA PerformanceTrak, this places ABC Golf Club in the top 25% of private clubs in the Cincinnati/Dayton market.
Potentially a more important statistic is the total facility revenues which exceeded the PGA PerformanceTrak figure by 7.3%, $1.33 million vs. $1.24 million. This was due to a significant increase in banquet revenues and golf outing revenues.
Also notable was the increase in annual membership fees stimulated by the membership drive and increases in both golf and social memberships.
Green Fees/Membership
The increase in golf memberships was significant due to the membership drive that rewarded current members who sponsored new members. This resulted in the addition of 15 new members.
The decision to simplify membership categories reduced the number of categories, eliminated confusion and permitted a more straightforward promotion of membership at ABCGC. The result was a membership increase of 5.2% and an increase in membership fees and dues revenues of 7.9%. Total dues revenues topped $750,000 for the first time in three years. This figure exceeded the PGA PerformanceTrak median by 14.5%.
ABC Golf Club
Annual Report
For 20__ in the golf shop there was a consistent effort to improve guest greetings and reduce the average waiting time to purchase riding carts. The golf shop service staff brainstormed the process and flow in the counter area and identified two key issues.
The service counter location was moved to a more accessible area of the golf shop while still encouraging a path through merchandise areas. The resulting reduction is congestion helped tremendously and promoted a clearer queue line which reduced confusion by guests.
The method of having guests register for riding cars was streamlined which reduced the service and wait time by an estimated 1 minute per guest, a significant and welcomed improvement. Another area of focus was the consistency of suggestive selling of merchandise to guests purchasing greens fees. The training efforts in this area were quite effective seeing a 5.3% increase in merchandise sales per round.
Merchandising
Again, efforts to improve staff training in merchandise sales techniques saw considerable increases in merchandise sales.
• Compared to 20__, sales increased by $16,578, a 6.9% increase with a total of $257,987. • Merchandise sales per round increased by 5.3% over 20__, $5.95 vs. $5.65. Outside sales to non-golf corporate clients attributed to the higher increase in total sales versus sales per round.
ABC Golf Club
Annual Report
A thorough review of the staff training program identified some weak areas which were modified and improved. As stated in several other areas, the improvement in services levels, both quality and consistency has been noteworthy. This increase in service came at no extra expense to the facility, budgeted payroll costs were met 7 of the 9 months open resulting in an overall annual payroll cost that was 1.2% under budget. A review of employee turnover in the food and beverage operation prompted increased efforts to have employees return for successive years. A bonus program and increases in pay for returning employees reduced turnover by 51%. Reduced training costs and increases in operation efficiencies far exceeded the costs of bonuses and pay increases.
The best benefits were the increased service levels and resulting increase in dining utilization by club members.
Tournament Operations
Tournament Operations In 20__, a year-end review of the tournament offerings identified two areas of significant potential.
It was observed that 2-Man Scramble and 4-Person Mixed Scramble events were very popular. Two additional scramble events were added in each category, two in the Spring and two in the Fall, and were well received. These events, along with increased promotional efforts for other member-only events, increased member participation in golf events by 12%.
It was also decided for 20__ to open 3 additional Mondays to group outings. All dates were filled and brought in 240 rounds for over $22,000 in additional revenues.
ABC Golf Club
Annual Report
The popularity of the Summer Junior Golf Program in 20__ was tremendous seeing 90 juniors participating. To capture additional potential business, a second clinic series was offered at a later time on clinic days. The size of both clinics ended up about the same, at 74 and 71, which resulted in 55 additional juniors, a 61% increase. The smaller clinic sizes also enabled our professionals and staff to enhance each clinic resulting in many positive comments by the juniors and their parents.
Outside Services
In 20__, it was apparent from the number of guest complaints that the method of staging riding cars and the availability and access to cars by members and guests needed improvement. After meeting with the golf professional and the outside service staff, a new method of staging cars and providing access to guests was developed that was enthusiastically received by both members and staff.
ABC Golf Club
Annual Report
An analysis at the end of 20__ prompted some reporting changes by all departments. Report periods were changed to weekly instead of bi-weekly so revenue and expense figures could be analyzed in a more timely fashion. Weekly reviews enabled trends, both positive and negative, to be noted more promptly. In the case of negative trends, corrective action could be taken sooner that improved cost controls in several areas.
The implementation of a payroll service in 20__ enabled cost savings and increased efficiencies in paycheck distribution. The retirement of the debt incurred in 1997 for the new irrigation system and maintenance building addition improved the financial picture of the club significantly.
Most importantly, overall net operating income increased 2.3% to $212,500. Compared to PGA PerformanceTrak private club statistics for the Southern Ohio Section of the PGA, club operating net income (EBITDA) was 3.7% higher than the median.
Marketing / Promotion
In 20__, operational revenues at the club were relatively flat with little or no increases in all departments’ revenues despite significant marketing and promotion expenditures. It was discussed and decided that marketing efforts for each department would be handled by each respective department head coordinated by the general manager. Budget allocations were made and department heads developed marketing ideas that were coordinated and implemented by the general manager. Results were impressive with all department revenues increasing an average of 6.1%.
ABC Golf Club
Annual Report
Food and beverage operations saw several improvements in 20__. The addition of a new chef, menu enhancements and an increased emphasis on proper inventory procedures were all instrumental in the improvements. These changes along with improved service levels in the dining room and a more focused promotional effort that brought in additional banquet revenues helped increase department revenues by 7.2% and increased profits by 5.9%.
Fitness Center
A corner meeting room was converted to a fitness center in 20__ and saw minimal usage by club membership. A survey of club members revealed several areas of desired improvement including the addition of two different exercise machines, revised operating hours and a limited child care service. The changes were implemented in 20__ and usage increased dramatically.