Presentation of Golf Professional Services Version 1 – August 2012

Objectives of the presentation Complete once you have built your presentation Highlight the key areas – ‘big picture’

Objectives of the presentation To date this is what I have added to the business of the golf club - £xxxxx This is what I have earned from my time at the golf club - £xxxxxx This is what I am asking for - £xxxxx or % increase (and the slides which follow will present the reasons why I am asking for this)

Professional Qualifications Accreditations & Achievements What relevant qualifications, accreditations and achievements make you best equipped to carry out the role/roles? How will you stand out from someone employed with no background /a different background ,in the game of golf e.g. PGA Qualified, Level 3 Coach, CRB Checked, Safeguarding Children, PGA/ R&A referee, etc Using a variety of badges will brighten the presentation up

Investment in Personal & Professional development How have you progressed your knowledge and skills since qualifying as a PGA Professional to be able to better perform your role? Relevant activities – courses, conferences, exhibitions, online learning, etc Training costs – what it costs to get the level of expertise that you have

The Pro Shop - The ‘heart’ of the golf facility Members, Visitors & non golfers How do you add value to the facility, members and non members in this area? Highlight the amount of contact that you typically have with a member/ visitor to the facility ('Touch points’) How can you provide evidence of that value? How is this value measured? What financial benefit does this provide to the golf facility? What financial benefit do you derive from this?

The Pro Shop - The ‘heart’ of the golf facility Qualifications, Accreditations and Achievements of the rest of the PGA Staff? Hours they work Hours the shop is open Times you are the ‘Duty manager’ of the club, taking responsibility for facility’s Health & Safety e.g. When no other ‘key’ staff are on site

Golf Operations The following slides should emphasis the ways in which your skills have worked towards: The golf club’s key business drivers or Retention - (of current members/customers) Recruitment - (of new members/customers) Grow spending - (of all members/ customers)

Golf Operations What key responsibilities are you asked to undertake by the facility? What other key responsibilities do take on as part of your role that benefit the golf facility? Can you link these to specific aspirations /KPI’s of the golf facility? The answers to the above should shape the following list of slides

Golf Operations Influence on other GC depts. - Upselling The following list is not in any specific order and is designed to prompt you. You may not need to provide evidence for all areas if they are not relevant to your role. Influence on other GC depts. - Upselling Junior golf Meetings Membership services Managing major events Playing Relationship management Staff training Other day to day activities Accessing funding /grants Coaching Competitions Data collection Driving range External promotions Green fees Generating new members Hire – inc Trolley, Buggies, Clubs, etc

Golf Operations In addressing each area of Golf Operations highlight: How do you add value to the facility, members and non members in this area? Can you provide evidence that you have added that value? E.g. Some green fees will come in whoever takes them. What have you done to increase the green fees? How is this value measured? Do you have a KPI for this area? What financial benefit does this provide to the golf facility? What financial benefit do you derive from this? Notes Members should be careful not to over state their position if they cannot provide evidence of how they have taken sales higher than they might have been if the club had employed someone to stand in the shop and serve. E.g. A golf club will have a core number of green fees that it would receive, regardless of who was in the shop. The would be takings on the range even if you were not on site. How have you impacted on these areas to grow the income? Effectively managing data is a critical and valuable asset to any facility interested in growing its business – the PGA Pro and the Pro shop can be at the heart of this. Certain areas of golf club ‘business’ might be more sensitive than others, and the member is encouraged to think about this when working through the document. E.g. Competitions can be a sensitive area in private members clubs, and it might be worth being more sensitive to this in any negotiations. Driving Range – How do you ensure that clients who take lessons add to the ball revenue of the range. Its suggested that you consider the idea of having clients pay for balls and demonstarte a link between your business as a teacher and the amount of golf balls that get hit on the range. Juniors – Track spend of Juniors & their parents. This can be shown to be a big benefit of junior participation. Include number of juniors that go on to Adult membership and the number of parents that spend more at the facility. Generating New members - Membership Pipeline. How have you influenced people to become members, use the facility, etc. Across all sections can you demonstrate that you have added to the ‘Spend per round’ of the golfer by influencing the amount of money that the golfer has paid ‘Upselling’. * See notes in notes section

Overall Benefit to the Golf Facility How do you add value to the golf facility’s business? Financially, Customer (member) experiences, etc Can you provide measurable evidence of this value? What do you do that requires the knowledge, skills and experience of a PGA Professional? What do you do that takes away the need for the golf club to rely on someone else? Can they do it without your level of expertise /commitment?

Current financial situation What do you receive from the facility? Retainer, commissions, vouchers, payments for sessions carried out on their behalf? What staff costs do you pay out to help you deliver the services highlighted in the previous slides? Assistants wages (inc N.I.) Number of hours they are engaged Other employer costs

Current financial situation Current impact on club finances Highlight what the club invest in you What they receive in return – the revenue that is generated as a result of the services you provide Consider how many hours you (and your staff) work for the golf facility, and the pay rate per hour in staff time What is the cost per member based on the fees received to cover PGA Staff? What is the percentage of the facility’s revenue ,that you have a direct impact on, that the facility invest in you?

Vision for the future Your proposal to move ahead Retainer based on facts of what it costs, combined with what the facility can realistically pay Incentivised pay, based on setting some KPI’s and making them SMART KPI - Key Performance Indicators agreed by you and facility SMART – Specific, Measurable, Achievable, Relevant and Time bound Notes Analyse the current performance of the facility and decide what percentage increase you can realistically deliver against in the coming year, which can be tied to incentive related pay. Facilities that are currently underperforming can expect a minimum of 5% increase. If you can demonstrate that you are responsible for that then negotiate a percentage/ fee when it is exceeded. * See notes in notes section

In the future Use the KPI’s to measure progress Begin the process of working towards a factual ‘staff appraisal’ Deal with the facts of what has happened to the fortunes of the golf facility and the PGA professional (& their staff) in the agreed time frame Review and renegotiate based on performance measured by KPI’s

Thank you for listening Comments & Questions welcome