Chapter 24 Golf Management 1 Golf the Game Test 5 Introduced by the Scots a b Golf played by 30 M Americans year i Direct impact of 76 B to national economy ii Provides 2 M jobs Some call it the greatest of all games c d USGA handicap system allows one to i Can compete against yourself ii Can compete against others of different skill levels e Played outdoors In harmony with the environment i ii Home to much wildlife 18 holes typical course f g 4 different sets of tee markers i Championship players ii Average players iii Senior golfers iv Women 2 Facilities a Typical golf facilities include b Practice areas i Driving range ii Putting green c Golf shop d Halfway House i Serves F B at the turn i Merchandise for purchase or rent resorts with multiple dining options 3 Golf the Business a Equipment firms i 6 7 U S golf industry b Operations i Largest source of revenue ii Over 19 000 facilities iii Approximately 28 B per year c Play i Americans play around 500 M rounds year e Dining room or Grill f Also have tennis courts swimming pools caddie shacks and many country clubs and d Nearly 1 7 M homes are currently on or near a golf course e Resale in subdivisions without golf courses REAL ESTATE of these occurs twice as fast and on average 70 higher sales price than homes 4 Key Managerial Positions a General Manager i Most senior employee or highest ranked ii Responsible for the entire operation iii Needs to be strong leader problem solver and visionary iv Not expected to be an expert in all areas of golf but strong enough golf industry knowledge to facilitate management team decision making v Minimum Qualifications 1 4 year degree 2 7 years club industry 3 Club Managers Association of America CMAA member i Sometimes called Director of Golf ii The face of golf iii Works with GM on golf operation budget iv Works with Golf Course Superintendent on daily basis to monitor conditions of b Head Golf Professional course v Other responsibilities include 1 Merchandising 2 Tournament management 3 Golf instruction 4 Golf car services 5 Maintaining golf rounds needed to attain financial goals vi Two paths to become a PGA Golf Professional 1 PGA PGM Apprentice Program 2 PGA Golf Management University Program vii Both programs are minimum of 4 1 2 years to complete c Golf Course Superintendant i Responsible for the golf course Including its maintenance and budget 1 2 Must assure health playability of the turf grass ii Has extensive knowledge of Irrigation systems 1 2 Fertilizer applications 3 Heavy equipment iii Bachelor s degree in Agronomy or Turf Grass Management 1 Holds Chemical application license s 2 Certified by the Golf Course Superintendants Association of America GCSAA d Food and Beverage Manager i Responsible for all aspects of F B 1 Primary objective is to provide consistent food in all venues 2 Meet department s financial goals ii Success is vital to attract and retain members and guests iii Several different food venues likely Investor or company owned managed by owner or management team i ii Profit oriented run like a business d Several membership categories can be found in both equity non equity clubs 1 Fine dining 2 Casual dining 3 Banquets 4 Bar food 5 Halfway House 6 Beverage cart foods and drinks 5 Golf Facilities Private Clubs a Two primary types of private clubs i Equity ii Non equity b Equity clubs i Owned and governed by their members ii Not for profit clubs c Non equity clubs 6 Golf Facilities Resorts Located in destination areas a b Often include variety of other amenities along with golf c Target market for resort golf is travelers who i Stay at hotel resort ii Dine in the resort s restaurants iii Play golf on the resort s courses 7 Golf Facilities Semi Private Clubs a Members Non members play the course b Members enjoy advantages of membership c Membership fees usually decrease i Costs offset by non member revenue 8 Golf Facilities Daily Fee Courses a Categorized by per round of golf i High end daily fee 1 75 125 range for green and cart fees ii Daily fee courses 1 Lower end courses i Recently some clubs became for profit facilities to allow outside play 2 35 75 range b Daily fee courses rely solely on transient golf no members 9 Golf Facilities Municipal Courses a Set up similar to daily fee courses b Key difference is these are government owned c Management of facilities is sometimes contracted out to management companies 10 Trends a Economic downturn has hit golf industry very hard i Some courses have closed ii Some courses have hired golf management contract companies to manage operations b Golf is growing abroad especially in Asia i China is one of fastest growing markets 1 Over half of their 300 golf courses were built within last 10 years ii Foreign players popularity and performance on both PGA and LPGA tours has increased interest in game Chapter 25 Sports and Entertainment Centers 1 Origin Sport and Entertainment Services a People have long traveled to central locations to attend sporting events and enjoy accompanying entertainment b Today s mega event entertainment began i Late 19th century initiation of team competitions in 1 Football 2 Baseball 3 Soccer c Sports and entertainment complexes offer a focal point for urban development and or revitalization d Development of sports and entertainment complexes in the U S follows influencing factors aimed at maintaining a vital downtown district in cities i Societies movement to suburbs in the 70 s hurt inner cities e Efforts to revive downtown areas tried to capitalize on identifiable advantages i Unique cultural experiences in historical urban neighborhoods ii Access to transportation iii Expansive public parking spaces iv Existing large sports venues such as stadiums and arenas v Steady growth of the events and meetings market vi Continued presence of downtown business workers vii Location Based Entertainment LBEs sites 1 Entertainment sites anchored by large cinema 2 Combine entertainment dining and specialty retail 3 Usually have a large sports arena within facility a Example The Verizon Center in Washington D C viii Factors that contribute to growth Increased leisure time Increased disposable income of customers 1 2 3 Growing market of those seeking family entertainment 4 Aggressive financing incentives from public and private institutions 2 Urban Entertainment Centers and Districts a Urban Entertainment Centers UEC s entertainment companies in 1990 s created between retail large scale i A place for adult
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