1. Presentation of Golf Professional Services
Version 1 – August 2012

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

3. 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)

4. 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

5. 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

6. 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?

7. 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

8. 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)

9. 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

10. 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

11. 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

12. 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?

13. 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

14. 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?

15. 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

16. 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

17. Thank you for listening
Comments & Questions
welcome