Is your facility meeting all of the benchmarks to achieve the success you want for 2019?
We’ve made it through 2018 and for many of you the end of the first quarter of 2019 and with the passing of another year comes reflection. Right now, is the time to review the performance of your municipal course and assess how to move forward in 2019 or if your year has already started, determining if the club is on track at this time. The hardest part with this task is often identifying which benchmarks are the best to measure progress. With decades of experience, Cypress Golf Management knows exactly where to look to make sure your course is on track. The following are three key questions that we ask to be able to determine your clubs path.
- Is your property meeting it’s financial goals? So often Municipal courses like yourself want to be able to present an amenity to the public, but the last thing you need is a course that is not achieving their rounds and revenue goals or a money sucking monster that is spending more money on operating expenses than it should and you wind up overspending your budget and stalling the cities progress.
- Are your customers and/or members happy? This is a big one! No one wants to spend money with a business that doesn’t show the client they are respected and valued. Ensure that your employees are regularly interacting with the clients in a polite, respectful manner and taking an interest in the customers lives. Are there plenty of club events and activities to keep people at the club?
- Is your course consistently in good condition? Think about your overall course conditions throughout the year. If you’ve over seeded then your conditions may be good for the short term, but later this year you’re going to have a mess to clean up.
Ay Cypress Golf Management we’re well versed in the struggles of Municipal Courses. We want to be a resource for handling the stresses that come with your Golf Club. If you’re still struggling to figure out how to properly assess which benchmarks your club is hitting reach out to us. We offer a free On-Site Evaluation of your course to help you learn stress points, how fix them and make your club as successful as possible.
Many golf courses are struggling in this new day of golf in finding where they fit in their local market. Looking at daily fee golf courses, there was a time when you had basically four different groups of courses. You had what people would call “Low-end”, “Middle Tier”, “High-end” and “Resort”.
The courses were put into the different categories for the most part by the cost to play the course which was usually a direct reflection of the cost to play first and foremost which was supported by the type of service, experience and the golf course conditions golfers expected from that course. As the over supply of golf hit the industry it found many of the upper tier courses having to lower the rate to be able to retain some level of play.
As this pricing “plague” started to work its way through the markets the courses that were providing more in the form of course conditions and experience started to realize they were going to have to make a decision. They were going to have to decide to either maintain the more favorable playing conditions and experience or lessen both to offset the new lower price point for golf that they had to implement to be able to sustain the lower price for golf that made sense economically.
There is a direct correlation between how much a course charges for a round of golf and what type of experience and course conditions a golfer can expect at that club. The more the cost of a round of golf is the better the experience and course conditions they can and do expect. There are always exceptions to this principal, but they are just that, exceptions, not the rule. This same philosophy can be applied to the other categories of golf such as Private Clubs, Semi-Private Clubs and Municipal Clubs.
The question to ask yourself “is my club positioned properly in its competitive market for the price of golf and the conditions and golfing experience?” Your club could be positioned just where it needs to be. It could also be positioned in that your pricing is too low to be able to support the conditions and experience or it could be just the opposite in which it costs too much for the conditions and experience you are offering.
If you know your club is positioned perfectly that is great for you. However, if you are not sure or think you are not positioned properly, contact us at Cypress Golf Management. We have the expertise and experience to provide you with the proper solution for your golf operation. If you would like any information on this type of analysis, or any other service that would allow your operation to run more efficiently or effectively please fill out the form below. We would love the opportunity to chat with you about how you can become more successful.
An interesting article on Leadership and continuing to learn…
As Juan Manuel Fangio exited the chicane before the blind Tabac corner in the 1950 Monaco Grand Prix, he stomped on the brake. It was a counterintuitive reaction for a racing driver exiting a corner — but one that likely saved his life. By slowing down he avoided plowing into a multi-car pile-up, which was just out of sight beyond the turn. In racing folklore, Fangio’s evasive action is considered a miracle. But why did he slow down?
The day before the race, Fangio had seen a photograph of a similar accident in 1936. As he approached Tabac, he noticed something about the crowd – an unusual color. Fangio realized that, instead of seeing their faces, he was seeing the backs of their heads. Something further down the road had to be attracting their attention. That made him recall the photograph.
Like Fangio, leaders must scan the world for signals of change, and be able to react instantaneously. We live in a world that increasingly requires what psychologist Howard Gardner calls searchlight intelligence. That is, the ability to connect the dots between people and ideas, where others see no possible connection. An informed perspective is more important than ever in order to anticipate what comes next and succeed in emerging futures.
As the saying goes, “The best way to predict the future is to create it.” But how can business leaders make meaning of a playing field that is constantly changing shape?
The Best Leaders are the Best Learners
To find their way in societal shifts, leaders cannot rely on static maps, nor can they hope to manage complexity through fixating on the details. To do so would be to fall into the trap described by Jorge Luis Borges and Adolfo Bioy Casares in their 1946 short story “On Exactitude in Science,” in which empire cartographers draw up a map so detailed – the scale is a mile to a mile – that it ends up covering the whole territory and leads to the downfall of the empire. It’s a story of absurdity and unintended consequences, surely two things leaders today can appreciate.
Reinvention and relevance in the 21st century instead draw on our ability to adjust our way of thinking, learning, doing and being. Leaders must get comfortable with living in a state of continually becoming, a perpetual beta mode. Leaders that stay on top of society’s changes do so by being receptive and able to learn. In a time where the half-life of any skill is about five years, leaders bear a responsibility to renew their perspective in order to secure the relevance of their organizations.
As we attempt to transition into a networked creative economy, we need leaders who promote learning and who master fast, relevant, and autonomous learning themselves. There is no other way to address the wicked problems facing us. If work is learning and learning is the work, then leadership should be all about enabling learning. In a recent Deloitte study, Global Human Capital Trends 2015, 85% of the respondents cited learning as being either important or very important. Yet, according to the study, more companies than ever report they are unprepared to address this challenge.
John Hagel, John Seely Brown, and Lang Davidson have described the shift toward a massive transformation from institutions designed for scalable efficiency to institutions designed for scalable learning. The key is to find ways to connect and participate in knowledge flows that challenge our thinking and allow us to discover new ways of connecting, collaborating and getting work done faster, smarter and better.
Personal Knowledge Mastery
Sustainable competitive advantage depends on having people that know how to build relationships, seek information, make sense of observations and share ideas through an intelligent use of new technologies. To help leaders do that, we’ve developed a process we call Personal Knowledge Mastery (PKM), a lifelong learning strategy. It is a method for individuals to take control of their professional development through a continuous process of seeking, sensing-making, and sharing.
Seek is about finding things out and keeping up to date. In a world overflowing with information, we need smart filters to sort out the valuable information. It requires that we regularly evaluate and adjust the information sources that we base our thinking and decision making on. What matters today is being connected to a wise network of trusted individuals who can help us filter useful information, expose blind spots and open our eyes.
Sense is how we personalize information and use it. Sensing includes reflection and putting into practice what we learn. It is a process based on critical thinking where we weave together our thoughts, experiences, impressions and feelings to make meaning of them. By writing a blog post or noting ideas down, we contextualize and reinforce our learning.
Share includes exchanging resources, ideas, and experiences with our networks as well as collaborating with our colleagues. Sharing is a contributing process where we pass our knowledge forward, work alongside others, go through iterations and collectively learn from important insights and reflections. We build respect and trust by being relevant when we share to our social networks, or speak in front of a crowd.
There is a wide range of digital tools out there for each of the PKM activities that can be fitted into a busy schedule and help people become self-directed, autonomous learners. Which tools to use depends largely on the context and personal preferences. Tools are important, but mastery in a digital age is only achieved if you know how to establish trust, respect, and relevance in human networks.
By seeking, sensing, and sharing, everyone in an organization can become part of a learning organism, listening at different frequencies, scanning the horizon, recognizing patterns and making better decisions on an informed basis. Just as Juan Manuel Fangio did it in the 1950 Monaco Grand Prix.