example of a business plan for a golf course

Golf Course Business Plan Template

Written by Dave Lavinsky

Golf Course Business Plan

You’ve come to the right place to create your Golf Course business plan.

We have helped over 1,000 entrepreneurs and business owners create business plans and many have used them to start or grow their Golf Courses.

Below is a template to help you create each section of your Golf Course business plan.

Executive Summary

Business overview.

Savannah Oaks Golf Course is a newly established, full-service golf course business in Savannah, Georgia. Savannah Oaks Golf Course will be the most reliable, cost-effective, and efficient choice for customers who live in Savannah and the surrounding communities. Savannah Oaks Golf Course will provide a comprehensive menu of golf and golf-related products and services for any individual to utilize. Their full-service approach includes a comprehensive menu of golf packages, golf attire and accessories, meals, private club memberships, and event venue rentals. The average cost for a round of golf will be $55 per player.

Savannah Oaks Golf Course will be able to provide golf experiences on twin 18-hole courses, dining and event venue services, golf apparel and accessories, private club memberships and golf club and cart rentals. The team of golf professionals and golf managers are highly qualified and experienced in golf pro services, golf shop management, grounds maintenance and event sales and management. The Savannah Oaks Golf Course solution removes all headaches and issues of reserving a round of golf, finding meal services, engaging a golf pro, and purchasing golf-related items. It also ensures all issues around event venues and catering plans are taken care of expeditiously, while delivering the best customer service.

Product Offering

The following are the products and services that Savannah Oaks Golf Course will provide:

• Two 18-hole championship golf courses providing play to the public
• Restaurant meal services
• Bar beverage services
• Golf lessons
• Event venue and catering services
• Golf apparel and accessories
• Private memberships within clubs
• Golf club purchase
• Golf club rental

Customer Focus

Savannah Oaks Golf Course will target all golfers in Savannah, Georgia. They will also target event venue customers and those who seek catering services. They will target the general public and tourists in the greater Savannah area. They will target those individuals who want to learn to play golf. They will target individuals seeking golf apparel and accessories for golfers.

Management Team

Savannah Oaks Golf Course will be owned and operated by Stuart Halverson. He recruited Tom Martin as the Golf Professional and Mitch Simpson as the Golf Course Manager.

Stuart Halverson is a graduate of Duke University, having earned a master’s degree in Business Administration. He is the former owner of an 18-hole golf course in North Carolina, which he sold two years ago at a substantial profit. Stuart’s exceptional leadership skills combined with his love for the game of golf has led him to multiple winning relationships built around golf, each of which has brought additional profits and successes to this business maven.

Tom Martin has been recruited to provide Golf Pro services to golfers and those who want lessons in golfing. He formerly held the same position at the golf course owned by Stuart Halverson. He will be the Senior Golf Pro at Savannah Oaks Golf Course.

Mitch Simpson will be the Golf Course Manager, overseeing and directing everything related to the grounds of both 18-hole golf courses, including maintenance, re-seeding, aerating, and landscaping. Cart path oversight and course changes are also under his direction.

Success Factors

Savannah Oaks Golf Course will be able to achieve success by offering the following competitive advantages:

• Friendly, knowledgeable, and highly qualified team of Savannah Oaks Golf Course.
• Comprehensive menu of services and products that will support the game of golf, sale of golf items, golf clubs, and private memberships to golf groups.
• Dining experiences in the dining room and bar service for beverages.
• Event venue offerings that include the dining room, great room, club room and bar areas.
• Also included are select outdoor settings situated across the golf course. Golf lessons with the golf pro or other representatives
• Savannah Oaks Golf Course offers the best pricing in town. Their pricing structure is the most cost effective in comparison to the competitors within the Savannah region.

Financial Highlights

Savannah Oaks Golf Course is seeking $200,000 in debt financing to launch its twin 18-hole golf courses and adjoining facilities. The funding will be dedicated toward securing the office space and purchasing golf equipment and inventory, along with office equipment and supplies. Funding will also be dedicated toward three months of overhead costs to include payroll of the staff, rent, and marketing costs. The breakout of the funding is below:

• Office space build-out: $20,000
• Office equipment, supplies, and materials: $10,000
• Three months of overhead expenses (payroll, rent, utilities): $150,000
• Working capital: $10,000

The following graph outlines the financial projections for Savannah Oaks Golf Course.

Company Overview

Who is savannah oaks golf course.

  Savannah Oaks Golf Course will be able to provide golf experiences on twin 18-hole courses, dining and event venue services, golf apparel and accessories, private club memberships and golf club and cart rentals. The team of golf professionals and golf managers are highly qualified and experienced in golf pro services, golf shop management, grounds maintenance and event sales and management. The Savannah Oaks Golf Course removes all headaches and issues of reserving a round of golf, finding meal services, engaging a golf pro, and purchasing golf-related items. It also ensures all issues around event venues and catering plans are taken care of expeditiously while delivering the best customer service.

Savannah Oaks Golf Course History

The Savannah Oaks Golf Course is owned and operated by Stuart Halverson. Stuart is a graduate of Duke University, having earned a master’s degree in Business Administration. While a student at Duke, Stuart improved his golf game and joined the golf team representing Duke University in tournaments around the U.S. The bond formed with his fellow golf team members has survived through the twenty years since their graduation.

Stuart is the former owner of an 18-hole golf course in North Carolina, which he sold two years ago at a substantial profit. Stuart’s exceptional leadership skills combined with his love for the game of golf has led him to multiple winning relationships built around golf, each of which has brought additional profits and successes to this business maven.

Mitch Simpson will be the Golf Course Manager, overseeing and directing everything related to the grounds of both 18-hole golf courses, including maintenance, re-seeding, aerating, and landscaping. Cart path oversight and course changes are also under his direction. Mitch also held the same position at the golf course formerly owned by Stuart Halverson.

Since incorporation, Savannah Oaks Golf Course has achieved the following milestones:

• Registered Savannah Oaks Golf Course as a C-corporation to transact business in the state of Georgia.
• Has a contract in place at one the grounds of an established golf course to set up Savannah Oaks Golf Course in taking over the twin courses, purchasing the buildings and to set up its office space and golf shop including 10,000 square feet of space.
• Stuart, Tom and Mitch have each reached out to numerous contacts to include Savannah Oaks Golf Course in recommendations and referrals.
• Began recruiting a staff for the Savannah Oaks Golf Course, along with office personnel to oversee administrative offices.

Savannah Oaks Golf Course Services

The following will be the products and services Savannah Oaks Golf Course will provide:

• Golf lessons with the golf pro or other representatives
• Savannah Oaks Golf Course offers the best pricing for a golf experience. Their pricing structure for golf, event coordination, golf lessons, and related services is the most cost effective in comparison to the competitors within the Savannah region.

Industry Analysis

The golf and golf course industry is expected to grow by 12% annually over the next five years to over $126 billion in the U.S. The growth will be driven by an increased interest in the game of golf by those who never played before the pandemic. When the pandemic hit, many individuals were considered remote workers who completed their work early and then played golf for the remainder of the day, which greatly increased the number of players on public golf courses. The sport was one of only a few sporting activities that remained open during the epidemic. Costs will likely be reduced as increased interest in the sport will increase revenue gains across the board and more young golfers, who learned to play during the pandemic, will come of age and add further to the golfer demographics. Complementary services to golf courses, such as catering services and event venues, have added to the increased profits for golf courses, along with a significant number of golf lessons, accessories and golf clubs that can be acquired at a golf course.

Customer Analysis

Demographic profile of target market.

Savannah Oaks Golf Course is a public golf course that will target all golfers in the greater Savannah, Georgia region. They will also target event venue customers and those who seek catering services. They will target the general public and tourists in the greater Savannah area who desire meals at the dining room or beverages in the bar of the clubhouse, which is open to the public. They will target those individuals who want to learn to play golf. They will target individuals seeking golf apparel and accessories for golfers.

Customer Segmentation

The Savannah Oaks Golf Course will primarily target the following customer profiles:

• Individual golfers
• Public and private golf membership clubs or teams
• Diners seeking meals in the dining room of the clubhouse Golfers or other individuals seeking beverages in the bar of the clubhouse Individuals seeking event coordination and venue rentals, including catering Individuals seeking golf apparel, golf accessories and/or golf clubs
• Diners seeking meals in the dining room of the clubhouse
• Golfers or other individuals seeking beverages in the bar of the clubhouse
• Individuals seeking event coordination and venue rentals, including catering
• Individuals seeking golf apparel, golf accessories and/or golf clubs

Competitive Analysis

Direct and indirect competitors.

Savannah Oaks Golf Course will face competition from other companies with similar business profiles. A description of each competitor company follows:

St. Thomas Golf Club

St. Thomas Golf Club is a private membership golf course, offering one 18-hole championship golf course, driving range, and a clubhouse with amenities including a dining room, bar, ballroom, private lounges for men and women, club room, golfing lessons, golf accessories and golf clubs, and a golf pro shop.

The owners of the St. Thomas Golf Club are Randy and Heidi Stromberger who hold equal ownership and who registered the golf course as a privately-held C-corporation in Savannah, Georgia. The membership of the St. Thomas Golf Club currently has 1,589 adult members with 3,441 minors included. Events are built around golf, with tournaments each quarter, dinners, dances and other social events included. There is a sizable golf pro shop, where apparel and golf accessories are offered. The premises are not available for rent unless a golf membership is held.

To buy into a golf membership, when memberships are available, one must be nominated to join and then pay the buy-in fee of $100,000. In addition, yearly dues of $20,000 are required per couple, with children or minors adding another $4,500 to the total. Monthly charges for use of the dining room and bar must be at least $300 per month or the under-usage is charged to the member household on a monthly basis. The public is not invited to the dining room, bar, or ballroom, except by express invitation from a member who is authorized to do so. Once a year, membership nominations are collected, voted upon by the members, and offered to potential members who qualify.

Buford Pitch & Putt

Buford Pitch & Putt is a nine-hole executive course located in Buford, Georgia. It is owned and operated by Tammy Lovine and her son, Tommy, who registered the company as an LLC in the state of Georgia. The public course accepts all individuals interested in playing a 9-hole course with short fairways, which is designed to improve the “short game” of golfers. The cost per round is $30. There are no clubhouse facilities, dining room or golf pro shop. There is a golf cart beverage and snack service that travels the cart path throughout the day, offering snacks and beverages to golfers on the course.

Buford Pitch & Putt is a direct competitor to Savannah Oaks Golf Course, in that golf is offered to the public. However, it is an indirect competitor in that the majority of services and products offered by Savannah Oaks are not offered by the pitch and putt course. The motto of Buford Pitch & Putt is, “Pitch It Short to Win it Big!” One of the best aspects of Buford Pitch & Putt is the driving range with real turf for practice and a ball machine that offers 20 driving range golf balls by the bucket for $1.

Tierra Sunrise Golf Course

Tierra Sunrise Golf Course is owned and operated by Liam Nicholson, who registered the company as a C-corporation in the city of Savannah, Georgia. The single 18-hole golf course is a direct competitor, and a registered “Troon” golf course, in that the undulations of the fairways are extensive and similar to those in the UK. The course is considered “difficult, but exciting” to play, inviting experienced golfers to improve their games on the course. Individuals who are not experienced would probably not choose to play this course.

Tierra Sunrise Golf Course includes a snack bar and indoor eating area, a bar that is open in the afternoons, and a golf pro shop that offers golf lessons, golf apparel and golf accessories. The average cost for a round of golf is $150 per person, with golf cart rentals an additional charge. The owner, Liam Nicholson, is currently working with the city of Savannah to increase the size of his holdings to build another, less-difficult, course on the property and adjacent land.

Competitive Advantage

Savannah Oaks Golf Course will be able to offer the following advantages over their competition:

• Event venue offerings that include the dining room, great room, club room and bar areas. Also included are select outdoor settings situated across the golf course.

Marketing Plan

Brand & value proposition.

Savannah Oaks Golf Course will offer the unique value proposition to its clientele:

• Highly-qualified team of skilled employees that is able to provide a comprehensive set of services and products for golfers who enjoy the game of golf and adjoining services and amenities.
• Reasonably-priced rates for the choice of two 18-hole championship courses.
• Event venues and catering services for private parties.
• No private fees for golf or amenities; public welcome.
• Experience level of golf professionals
• No quotas or monthly costs associated with golf games.
• Unbeatable pricing for value received.

Promotions Strategy

The promotions strategy for the Savannah Oaks Golf Course is as follows:

Word of Mouth/Referrals

Savannah Oaks Golf Course has built up an extensive list of contacts over the years by providing exceptional service and expertise to golfers at the formerly-owned golf course. These golfers and families have become loyal to the owner and golf professionals now associated with the Savannah Oaks Golf Course. As such, the former golf associates will spread the word about the opening of this golf course and offer referrals to those interested in playing one of the two courses. The former customers will also recommend the dining room, bar and facilities that can be rented.

Professional Associations and Networking

Stuart Halverson, owner of Savannah Oaks Golf Course, holds extensive memberships and association ties across the U.S. He will begin networking to include associates or business personnel to both visit his new course and refer others to the new course. In addition, Stuart will offer the location and amenities to any of the association memberships he holds at no charge for services required during the first three months of business.

Print Advertising

Direct mailers will be sent to each household in Savannah, Georgia. These mailers will announce the launch and opening months of discounts and specials at the golf course and in the dining room and bar. Packages for golf plus dinner will be offered at a discount. The direct mailers will go out shortly before the launch of the golf course with an invitation to everyone to visit and check out the facilities on opening day.

Website/SEO Marketing

Savannah Oaks Golf Course will utilize their in-house website building skills to design their website. The website will be well organized, informative, and list all the services that the Savannah Oaks Golf Course is able to provide. The website will also list their contact information and list their tee time reservations with a payment portal linked to the website. The golf pro will also manage the website presence with SEO marketing tactics so that anytime someone types in the Google or Bing search engine “Savannah public golf course” or “golf course near me”, Savannah Oaks Golf Course will be listed at the top of the search results.

The pricing of Savannah Oaks Golf Course will be moderate and on par with competitors so customers feel they receive excellent value when purchasing their services.

Operations Plan

The following will be the operations plan for Savannah Oaks Golf Course. Operation Functions:

• Stuart Halverson will be the Owner and President of the business. He will oversee all staff and manage business development. Stuart has spent the past year recruiting the following staff:
• Mitch Simpson will be the Golf Course Manager, overseeing everything related to the grounds of both 18-hole golf courses, including maintenance, re-seeding, aerating, and landscaping. Cart path oversight and course changes are also under his direction.
• Tom Martin has been recruited to provide golf pro services to golfers and teach golf lessons. He will be the Senior Golf Pro at Savannah Oaks Golf Course.
• Danni Alverado will be the Staff Accountant who will provide all accounting, tax payments, and monthly financial reporting.
• Lilia Samuels will be the Senior Chef and Manager of the dining room and bar areas. She will choose the menus, oversee all food prep and manage staff of all serving areas.

Milestones:

Savannah Oaks Golf Course will have the following milestones completed in the next six months.

• 5/1/202X – Finalize contract to lease building spaces
• 5/15/202X – Finalize personnel and staff employment contracts for the Savannah Oaks Golf Course
• 6/1/202X – Finalize contracts with golf products/food/beverage distributors and wholesalers
• 6/15/202X – Begin networking at association and industry events
• 6/22/202X – Begin moving into Savannah Oaks Golf Course office
• 7/1/202X – Savannah Oaks Golf Course opens for business

Financial Plan

Key revenue & costs.

The revenue drivers for Savannah Oaks Golf Course are the golf course fees they will charge to players who choose to golf at one of the Savannah Oaks Golf Courses. The green fees are within the moderate range, making the course play an exceptional value for the money.

The cost drivers will be the overhead costs required in order to staff the golf course management personnel and other staff members. The expenses will be the payroll cost, rent, utilities, office supplies, and marketing materials.

Funding Requirements and Use of Funds

Savannah Oaks Golf Course is seeking $200,000 in debt financing to launch its golf course business. The funding will be dedicated toward securing the office space and purchasing office equipment and supplies. Funding will also be dedicated toward three months of overhead costs to include payroll of the staff, rent, and marketing costs for the print marketing and networking costs. The breakout of the funding is below:

• Marketing costs: $10,000

Key Assumptions

The following outlines the key assumptions required in order to achieve the revenue and cost numbers in the financials and in order to pay off the startup business loan.

• Number of Golfers Per Month: 120
• Average Fees per Month: $67,500
• Office Lease per Year: $100,000

Financial Projections

Income statement.

Balance Sheet

Cash Flow Statement

Golf Course Business Plan FAQs

What is a golf course business plan.

A golf course business plan is a plan to start and/or grow your golf course business. Among other things, it outlines your business concept, identifies your target customers, presents your marketing plan and details your financial projections.

You can easily complete your Golf Course business plan using our Golf Course Business Plan Template here .

What are the Main Types of Golf Course Businesses? 

There are a number of different kinds of golf course businesses , some examples include: Membership Only Golf Course, Community Golf Course, and Public Golf Course.

How Do You Get Funding for Your Golf Course Business Plan?

Golf Course businesses are often funded through small business loans. Personal savings, credit card financing and angel investors are also popular forms of funding.

What are the Steps To Start a Golf Course Business?

Starting a golf course business can be an exciting endeavor. Having a clear roadmap of the steps to start a business will help you stay focused on your goals and get started faster.

1. Develop A Golf Course Business Plan - The first step in starting a business is to create a detailed golf course business plan that outlines all aspects of the venture. This should include potential market size and target customers, the services or products you will offer, pricing strategies and a detailed financial forecast.

2. Choose Your Legal Structure - It's important to select an appropriate legal entity for your golf course business. This could be a limited liability company (LLC), corporation, partnership, or sole proprietorship. Each type has its own benefits and drawbacks so it’s important to do research and choose wisely so that your golf course business is in compliance with local laws.

3. Register Your Golf Course Business - Once you have chosen a legal structure, the next step is to register your golf course business with the government or state where you’re operating from. This includes obtaining licenses and permits as required by federal, state, and local laws.

4. Identify Financing Options - It’s likely that you’ll need some capital to start your golf course business, so take some time to identify what financing options are available such as bank loans, investor funding, grants, or crowdfunding platforms.

5. Choose a Location - Whether you plan on operating out of a physical location or not, you should always have an idea of where you’ll be based should it become necessary in the future as well as what kind of space would be suitable for your operations.

6. Hire Employees - There are several ways to find qualified employees including job boards like LinkedIn or Indeed as well as hiring agencies if needed – depending on what type of employees you need it might also be more effective to reach out directly through networking events.

7. Acquire Necessary Golf Course Equipment & Supplies - In order to start your golf course business, you'll need to purchase all of the necessary equipment and supplies to run a successful operation. 

8. Market & Promote Your Business - Once you have all the necessary pieces in place, it’s time to start promoting and marketing your golf course business. This includes creating a website, utilizing social media platforms like Facebook or Twitter, and having an effective Search Engine Optimization (SEO) strategy. You should also consider traditional marketing techniques such as radio or print advertising.

Golf Course Business Plan Template

Written by Dave Lavinsky

Golf Course Business Plan

Over the past 20+ years, we have helped over 1,000 entrepreneurs and business owners create business plans to start and grow their golf courses. On this page, we will first give you some background information with regards to the importance of business planning. We will then go through a golf course business plan step-by-step so you can create your plan today.

Download our Ultimate Business Plan Template here >

What is a Golf Course Business Plan?

A business plan provides a snapshot of your golf course business as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategy for reaching them. It also includes market research to support your plans.

Why You Need a Business Plan for a Golf Course

If you’re looking to start a golf course, or grow your existing golf course, you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your golf course in order to improve your chances of success. Your business plan is a living document that should be updated annually as your company grows and changes.

Sources of Funding for Golf Courses

With regards to funding, the main sources of funding for a golf course are personal savings, credit cards, bank loans and angel investors. With regards to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the loan officer will not only want to confirm that your financials are reasonable, but they will also want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business.

Personal savings is the other most common form of funding for a golf course. Venture capitalists will usually not fund a golf course. They might consider funding a golf course with a national presence, but never an individual location. This is because most venture capitalists are looking for millions of dollars in return when they make an investment, and an individual location could never achieve such results. With that said, personal savings and bank loans are the most common funding paths for golf courses.

Finish Your Business Plan Today!

How to write a business plan for a golf course.

If you want to start a golf course or expand your current one, you need a business plan. Below we detail what should be included in each section of your business plan:

Executive Summary

Your executive summary provides an introduction to your business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.

The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of golf course you are operating and the status. For example, are you a startup, do you have a golf course that you would like to grow, or are you operating golf courses in multiple markets?

Next, provide an overview of each of the subsequent sections of your plan. For example, give a brief overview of the golf industry. Discuss the type of golf course you are operating. Detail your direct competitors. Give an overview of your target customers. Provide a snapshot of your marketing plan. Identify the key members of your team. And offer an overview of your financial plan.  

Company Analysis

In your company analysis, you will detail the type of golf course you are operating.

For example, you might operate one of the following types of golf courses:

• Membership Only Golf Course : this type of golf course is available to patrons who purchase a membership to the golf course and tends to be more exclusive and high-end with a pro shop.
• Community Golf Course: this type of business is located in an upscale community whose residents are at a higher income level and is often on an invite-only membership option.
• Public Golf Course: this type of golf course is open to the public and accepts golfers from all walks of life. It may also include a driving range.

In addition to explaining the type of golf course you will operate, the Company Analysis section of your business plan needs to provide background on the business.

Include answers to question such as:

• When and why did you start the business?
• What milestones have you achieved to date? Milestones could include the number of members signed up, number of positive reviews, complete construction of all 18 holes, etc.
• Your legal structure. Are you incorporated as an S-Corp? An LLC? A sole proprietorship? Explain your legal structure here.

Industry Analysis

In your industry analysis, you need to provide an overview of the golf industry.

While this may seem unnecessary, it serves multiple purposes.

First, researching the golf industry educates you. It helps you understand the market in which you are operating.

Secondly, market research can improve your strategy, particularly if your research identifies market trends.

The third reason for market research is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section of your business plan:

• How big is the golf industry (in dollars)?
• Is the market declining or increasing?
• Who are the key competitors in the market?
• Who are the key suppliers in the market?
• What trends are affecting the industry?
• What is the industry’s growth forecast over the next 5 – 10 years?
• What is the relevant market size? That is, how big is the potential market for your golf course? You can extrapolate such a figure by assessing the size of the market in the entire country and then applying that figure to your local population.

Customer Analysis

The customer analysis section must detail the customers you serve and/or expect to serve.

The following are examples of customer segments: families, retirees, avid golfers.

As you can imagine, the customer segment(s) you choose will have a great impact on the type of golf course you operate. Clearly, prospective golfers would respond to different marketing promotions than retirees, for example.

Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, include a discussion of the ages, genders, locations and income levels of the customers you seek to serve. Because most golf courses primarily serve customers living in their same city or town, such demographic information is easy to find on government websites.

Psychographic profiles explain the wants and needs of your target customers. The more you can understand and define these needs, the better you will do in attracting and retaining your customers.

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Competitive Analysis

Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.

Direct competitors are other golf courses.

Indirect competitors are other options that customers have to purchase from that aren’t direct competitors. This includes country clubs, community centers and recreation centers. You need to mention such competition as well.

With regards to direct competition, you want to describe the other golf courses with which you compete. Most likely, your direct competitors will be golf courses located very close to your location.

For each such competitor, provide an overview of their business and document their strengths and weaknesses. Unless you once worked at your competitors’ business, it will be impossible to know everything about them. But you should be able to find out key things about them such as:

• What types of golfers do they serve?
• What types of club house services and products do they provide?
• What is their pricing (premium, low, etc.)?
• What are they good at?
• What are their weaknesses?

With regards to the last two questions, think about your answers from the customers’ perspective. And don’t be afraid to ask your competitors’ customers what they like most and least about them.

The final part of your competitive analysis section is to document your areas of competitive advantage. For example:

• Will you provide better accommodations?
• Will you provide services that your competitors don’t offer?
• Will you provide better customer service?
• Will you offer better pricing?

Think about ways you will outperform your competition and document them in this section of your plan.  

Marketing Plan

Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For a golf course, your marketing plan should include the following:

Product : In the product section, you should reiterate the type of golf course company that you documented in your Company Analysis. Then, detail the specific products you will be offering. For example, in addition to a golf course, will you provide tennis, racquetball, a restaurant, etc?

Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections of your marketing plan, you are presenting the services you offer and their prices.

Place : Place refers to the location of your golf course company. Document your location and mention how the location will impact your success. For example, is your golf course located in a new up-and-coming high-end neighborhood, etc. Discuss how your location might be the ideal location for your customers.

Promotions : The final part of your golf course marketing plan is the promotions section. Here you will document how you will drive customers to your location(s). The following are some promotional methods you might consider:

• Advertising in local papers and magazines
• Reaching out to local websites
• Social media marketing
• Local radio advertising

Operations Plan

While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.

Everyday short-term processes include all of the tasks involved in running your golf course, including daily landscaping, cleaning equipment, cleaning and maintaining golf carts and holding staff meetings with employees and caddies.

Long-term goals are the milestones you hope to achieve. These could include the dates when you expect to sell your 50th membership or tee time, or when you hope to reach $X in revenue. It could also be when you expect to expand your golf course to a new city or area of town.  

Management Team

To demonstrate your golf course’ ability to succeed, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.

Ideally you and/or your team members have direct experience in managing golf courses. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.

If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act like mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in managing golf courses or successfully running small businesses.  

Financial Plan

Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet and cash flow statements.

Income Statement

An income statement is more commonly called a Profit and Loss statement or P&L. It shows your revenues and then subtracts your costs to show whether you turned a profit or not.

Balance Sheets

Balance sheets show your assets and liabilities. While balance sheets can include much information, try to simplify them to the key items you need to know about. For instance, if you spend $50,000 on building out your golf course, this will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a bank writes you a check for $50,000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.

Cash Flow Statement

In developing your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing a golf course:

• Location build-out including golf course design fees, construction, etc.
• Cost of equipment and supplies
• Payroll or salaries paid to staff
• Business insurance
• Taxes and permits
• Legal expenses

Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your golf course land lease or architectural renderings of the golf course.  

Putting together a business plan for your golf course is a worthwhile endeavor. If you follow the template above, by the time you are done, you will truly be an expert. You will really understand the golf course industry, your competition, and your customers. You will have developed a marketing plan and will really understand what it takes to launch and grow a successful golf course.  

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Golf Course Business Plan

Are you an avid golfer dreaming of owning a golf course? Solid plan.

Investing in a golf course has several of its own benefits, like personal satisfaction and huge profit potential, but it’s a big-ticket investment, and you need a solid business plan to succeed.

Need help writing a business plan for your golf course?

You’re at the right place. Our golf course business plan template will help you get started.

Free Business Plan Template

Download our free golf course business plan template now and pave the way to success. Let’s turn your vision into an actionable strategy!

• Fill in the blanks – Outline
• Financial Tables

How to Write A Golf Course Business Plan?

Writing a golf course business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan:

1. Executive Summary

An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready and summarizes each section of your plan.

Here are a few key components to include in your executive summary:

• Market Opportunity: Summarize your market research, including market size, growth potential, and marketing trends. Highlight the opportunities in the market and how your business will fit in to fill the gap.
• Marketing & Sales Strategies: Outline your sales and marketing strategies—what marketing platforms you use, how you plan on acquiring customers, etc.
• Financial Highlights: Briefly summarize your financial projections for the initial years of business operations. Include any capital or investment requirements, associated startup costs, projected revenues, and profit forecasts.
• Call to Action: Summarize your executive summary section with a clear CTA, for example, inviting angel investors to discuss the potential business investment.

Ensure your executive summary is clear, concise, easy to understand, and jargon-free.

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2. Business Overview

The business overview section of your business plan offers detailed information about your business. The details you add will depend on how important they are to your business. Yet, business name, location, business history, and future goals are some of the foundational elements you must consider adding to this section:

Describe what kind of golf course you run and the name of it. For instance, here are some of the most common types of golf course businesses:

• Public golf course
• Indoor golf course
• Private golf club
• Resort golf club
• Executive golf course
• Championship golf course
• Describe the legal structure of your golf course business, whether it is a sole proprietorship, LLC, partnership, or others.
• Explain where your business is located and why you selected the place.
• Owners: List the names of your business’s founders or owners. Describe what shares they own and their responsibilities for efficiently managing the business.
• Mission Statement: Summarize your business’ objective, core principles, and values in your mission statement. This statement needs to be memorable, clear, and brief.

Additionally, If you have received any awards or recognition for excellent work, describe them.

This section should provide a thorough understanding of your business, its history, and its future plans. Keep this section engaging, precise, and to the point.

3. Market Analysis

The market analysis section of your business plan should offer a thorough understanding of the industry with the target market, competitors, and growth opportunities. You should include the following components in this section.

• Competitive Analysis: Identify and analyze your direct and indirect competitors. Identify their strengths and weaknesses, and describe what differentiates your golf course from them. Point out how you have a competitive edge in the market.
• Regulatory Environment: List regulations and licensing requirements that may affect your golf course, such as business registration, insurance, alcohol licensing, employment, and labor laws, health and safety regulations, and tax obligations.

Here are a few tips for writing the market analysis section of your golf course business plan:

• Conduct market research, industry reports, and surveys to gather data.
• Provide specific and detailed information whenever possible.
• Illustrate your points with charts and graphs.
• Write your business plan keeping your target audience in mind.

4. Products And Services

The product and services section should describe the specific services and products that will be offered to customers. To write this section should include the following:

• Describe the Golf Course: Mention details about your golf course, including details about par ratings, number of holes, yardage, and if there’s any additional information you would like to add.
• Golf Equipment and Cart Rental: If your facility offers golf equipment and a cart rental facility, mention details about them. These may include details about the types of golf clubs, carts, and other equipment.
• Customer Support & Maintenance: Describe your customer support and maintenance system and how you will ensure that the course is well-maintained and customers have the best experience.
• Additional Services: Mention if your golf course offers any additional services. You may include services like equipment rental, hosting leagues and corporate events, golf lessons and instructions, retail sales (E.g., golf-related merchandise, apparel, golf balls.), etc.

In short, this section of your golf course plan must be informative, precise, and client-focused. By providing a clear and compelling description of your offerings, you can help potential investors and readers understand the value of your business.

5. Sales And Marketing Strategies

Writing the sales and marketing strategies section means a list of strategies you will use to attract and retain your clients. Here are some key elements to include in your sales & marketing plan:

• Pricing Strategy: Describe your pricing strategy—how you plan to price your services and stay competitive in the local market. You can mention any discounts you plan on offering to attract new members.
• Marketing Strategies: Discuss your marketing strategies to market your services. You may include some of these marketing strategies in your business plan—social media marketing, Google ads, brochures, email marketing, content marketing, and print marketing.
• Sales Strategies: Outline the strategies you’ll implement to maximize your sales. Your sales strategies may include introducing referral programs, promotional and seasonal campaigns, partnerships and affiliations, etc.
• Customer Retention: Describe your customer retention strategies and how you plan to execute them. For instance, introducing loyalty programs, exclusive offers and discounts, taking regular feedback, etc.

Overall, this section of your golf club business plan should focus on customer acquisition and retention.

Have a specific, realistic, and data-driven approach while planning sales and marketing strategies for your golf course business, and be prepared to adapt or make strategic changes in your strategies based on feedback and results.

6. Operations Plan

The operations plan section of your business plan should outline the processes and procedures involved in your business operations, such as staffing requirements and operational processes. Here are a few components to add to your operations plan:

• Staffing & Training: Mention your business’s staffing requirements, including the number of employees or golf instructors needed. Include their qualifications, the training required, and the duties they will perform.
• Operational Process: Outline the processes and procedures you will use to run your golf course business. Your operational processes may include course maintenance, tee time reservations, golf instructions and coaching, event management, and staff management.

Adding these components to your operations plan will help you lay out your business operations, which will eventually help you manage your business effectively.

7. Management Team

The management team section provides an overview of your golf course business’s management team. This section should provide a detailed description of each manager’s experience and qualifications, as well as their responsibilities and roles.

• Founders/CEO: Mention the founders and CEO of your golf course business, and describe their roles and responsibilities in successfully running the business.
• Organizational structure: Explain the organizational structure of your management team. Include the reporting line and decision-making hierarchy.
• Compensation Plan: Describe your compensation plan for the management and staff. Include their salaries, incentives, and other benefits.

This section should describe the key personnel for your services, highlighting how you have the perfect team to succeed.

8. Financial Plan

Your financial plan section should provide a summary of your business’s financial projections for the first few years. Here are some key elements to include in your financial plan:

• Profit & loss statement: Describe details such as projected revenue, operational costs, and service costs in your projected profit and loss statement . Make sure to include your business’s expected net profit or loss.
• Cash flow statement: The cash flow for the first few years of your operation should be estimated and described in this section. This may include billing invoices, payment receipts, loan payments, and any other cash flow statements.
• Balance Sheet: Create a projected balance sheet documenting your golf course business’s assets, liabilities, and equity.
• Financing Needs: Calculate costs associated with starting a golf course business, and estimate your financing needs and how much capital you need to raise to operate your business. Be specific about your short-term and long-term financing requirements, such as investment capital or loans.

Be realistic with your financial projections, and make sure you offer relevant information and evidence to support your estimates.

9. Appendix

The appendix section of your plan should include any additional information supporting your business plan’s main content, such as market research, legal documentation, financial statements, and other relevant information.

• Add a table of contents for the appendix section to help readers easily find specific information or sections.
• In addition to your financial statements, provide additional financial documents like tax returns, a list of assets within the business, credit history, and more. These statements must be the latest and offer financial projections for at least the first three or five years of business operations.
• Provide data derived from market research, including stats about the golf course industry, user demographics, and industry trends.
• Include any legal documents such as permits, licenses, and contracts.
• Include any additional documentation related to your business plan, such as product brochures, marketing materials, operational procedures, etc.

Use clear headings and labels for each section of the appendix so that readers can easily find the necessary information.

Remember, the appendix section of your golf course business plan should only include relevant and important information supporting your plan’s main content.

The Quickest Way to turn a Business Idea into a Business Plan

Fill-in-the-blanks and automatic financials make it easy.

This sample golf course business plan will provide an idea for writing a successful golf course plan, including all the essential components of your business.

After this, if you still need clarification about writing an investment-ready business plan to impress your audience, download our golf course business plan pdf .

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Key Business Plan Components

Frequently asked questions, why do you need a golf course business plan.

A business plan is an essential tool for anyone looking to start or run a successful golf course business. It helps to get clarity in your business, secures funding, and identifies potential challenges while starting and growing your business.

Overall, a well-written plan can help you make informed decisions, which can contribute to the long-term success of your golf course business.

How to get funding for your golf course business?

There are several ways to get funding for your golf course business, but self-funding is one of the most efficient and speedy funding options. Other options for funding are:

• Bank loan – You may apply for a loan in government or private banks.
• Small Business Administration (SBA) loan – SBA loans and schemes are available at affordable interest rates, so check the eligibility criteria before applying for it.
• Crowdfunding – The process of supporting a project or business by getting a lot of people to invest in your business, usually online.
• Angel investors – Getting funds from angel investors is one of the most sought startup options.

Apart from all these options, there are small business grants available, check for the same in your location and you can apply for it.

Where to find business plan writers for your golf course business?

There are many business plan writers available, but no one knows your business and ideas better than you, so we recommend you write your golf course business plan and outline your vision as you have in your mind.

What is the easiest way to write your golf course business plan?

A lot of research is necessary for writing a business plan, but you can write your plan most efficiently with the help of any golf course business plan example and edit it as per your need. You can also quickly finish your plan in just a few hours or less with the help of our business plan software .

About the Author

Upmetrics Team

Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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Home » Sample Business Plans » Sports

A Sample Golf Course Resort Business Plan Template

Do you want to start a golf course resort and need to write a plan? If YES, here is a sample golf course business plan template & FREE feasibility report. If you are looking for a business to establish as a sport enthusiast, you should think towards building a golf course or golf resort.

Building a golf resort in an area that has loads of golf lovers but fewer golf courses can be very lucrative. Golf is a global sport and people who love the game will always look for ways to play the game much more than watching people play it.

The real deal in starting a sport facility business such as golf resort is securing a big facility that is large enough to contain a full sized golf course including spectator’s stand, changing room, swimming pool, and enough parking space.

What It Takes to Open a Golf Course?

Starting your own private golf resort is not an easy task to accomplish. It requires a complete project team and solid capital base to be able to achieve your dream of opening your own private golf resort. As a matter of fact, it requires long term planning to successfully build a golf resort from the scratch to finish.

But if you don’t have enough time to spend, you can as well source for golf resorts that are put – up for sale. One of the draw backs of buying over a golf resort is that you can’t change the location.

One of the ways you can make money from your golf resort is to organize standard golf tournaments in your golf resort. The truth is that if you have big corporations to sponsor your golf tourney, you will sure attract some of the finest golfers within your country and even outside your country.

A Sample Golf Course & Resort Business Plan Template

1. industry overview.

A golf course is an area of land laid out for golf with a series of 9 or 18 holes each including tee, fairway, and putting green and often one or more natural or artificial hazards —called also golf links. A standard full-scale golf course has 125 to 175 acres (51 to 71 hectares).

The Golf Courses & Country Clubs Industry is basically engaged in operating golf courses and country clubs that have dining and recreational facilities et al. These facilities typically provide food and beverage services, equipment rental services and golf instruction et al.

Golf courses can be public, private, semiprivate or an extension of a private country club. Activities in this industry does not include businesses that engage in golf driving ranges, miniature golf courses and resorts and hotels that have on-site golf courses.

In recent time, the industry is experiencing steady growth in the last five years due to steady rising consumer expenditure on recreation and culture, and growing spectator sport participation. Despite the fact that overall sport participation is currently at same level as it was in the last five years, participation in amateur sports peaked in 2012 and 2013, which boosted revenue for operators of local, community and grassroots facilities.

Government investment into large-scale sport infrastructure projects is a key source of revenue for industry participants and major redevelopments have also contributed to revenue growth over the last five years.

Golf course green fees comprise the largest source of revenue for the industry, generating 33.9%. Green fees are fees paid by golfers who are not members of a country club but wish to play an individual round of golf. According to data from the National Golf Foundation, golf participation rates have been falling for the past decade.

Some individuals find the “etiquette rules” (e.g. no cell phones, specific dress code) off-putting, while others find that the game takes too long to play. As a result, the number of adults who played golf at least once in a year decreased by about 4.0 million in the five years to 2014 (latest public data available from the NGA)

The Golf Courses & Country Clubs Industry is indeed a very large industry and pretty much thriving in all parts of the world especially in developed countries such as United States of America, Canada, United Kingdom, Germany, Australia and Italy et al.

Statistics has it that in the united states of America alone, there are about 10,793 licensed and registered golf course & country clubs facilities responsible for employing about 308,033 employees and the industry rakes in a whooping sum of $23 billion annually with an annual growth rate projected at 1.2 percent. It is important to state that there is no establishment with a lion share of the available market in this industry.

Over and above, starting a golf course & country club facility business in the United States of America can be some worth stressful, it requires enough cash to acquire land large enough to accommodate the golf course and country club facility and also cash required to equip the facility to meet the standard expected by potential users / members of golf course and country club.

2. Executive Summary

Shannon McKenzie™ Golf Course & Country Club is a standard and well equipped golf course and country club facility that will be located in a growing community in Asheville – North Carolina. Our basic aim of setting up the business is to contribute our quota in ensuring that people who live in Asheville have a facility to play golf, stay fit by exercising regularly and maintain healthy lifestyle.

We have been able to secure a standard facility in a central and easy to locate location in Asheville.  We are well equipped to services the whole of the community as well as visitors and tourists.

Shannon McKenzie™ Golf Course & Country Club is going to become the number one family – focused golf course and country club facility in the whole of Asheville – North Carolina and we will work hard to build our facility to match the needs of the average family in the community. Our golf course and country club has enough parking space to accommodate the number of people (golf players and spectators) we will accommodate per time.

We conducted a thorough research and feasibility studies and we were able to come to the conclusion that Asheville community is the right place to build of golf course and country club. As a matter of fact, our major aim of starting Shannon McKenzie™ Golf Course & Country Club is to encourage people to play golf and also to encourage families in the community to cultivate the habit of regularly exercising and to stay healthy.

Our golf course and country club is specifically designed and built to take care of standard golf tournaments and individual or group of golfers, we have active childcare services for toddlers and we have membership packages that is highly discounted for families that enrolled with us or groups who would want to make use of our golf course and country club for games, recreations and camping.

Shannon McKenzie™ Golf Course & Country Club will be open 24 hours in a day during weekends (Fridays to Sundays) and from 6:00 am to 12 midnight from Mondays to Thursdays in order for us to be able to accommodate people with different time preference. Which is why we have made provisions effective floodlight system and also to recruit enough staff and to run shift amongst our workforce.

Shannon McKenzie™ Golf Course & Country Club is a family owned business with support from the State of North Carolina. The business will be managed by Shannon McKenzie, he has well over 15 years of experience as a leading community golf coach in the United States of America working with top golfers who have gone ahead to win laurels in golf tourneys both nationally and internationally.

3. Our Products and Services

Shannon McKenzie™ Golf Course & Country Club is in the golf courses and country clubs industry to provide standard golf course and country club facility for residence of Asheville – North Carolina which is why we have been able to put up a facility that can help us achieve the goal.

We are optimistic that everyone who makes use of our facility will definitely derive huge value for their money. These are the services and amenities that will be made available to our clients;

• Operating golf courses and country clubs
• Providing food and beverage services
• Providing golf equipment rental services
• Providing golf instruction services
• Memberships
• Golf course green use
• Food and beverages
• Equipment rentals and sales
• Other facility operation

4. Our Mission and Vision Statement

• Our Vision of starting Shannon McKenzie™ Golf Course & Country Club is to build a world – class sports and recreations facility and also to contribute our quota in encourage families and residence in Asheville to actively engage in sporting activities and also to stay healthy and fit by engaging in regularly exercising of their body.
• Our mission for establishing Shannon McKenzie™ Golf Course & Country Club is to create a movement in the community that supports total engagement in sporting activities such as golf, health and fitness and to fight against obesity and unhealthy lifestyle.
• We want to contribute our quota towards ensuring that Ashville community produce professional golfers that can go ahead to represent United States in the golf tournaments all over the world.

Our Business Structure

Shannon McKenzie™ Golf Course & Country Club is in business to become the leading private golf course and country club facility in the whole of Asheville – North Carolina and we are fully aware that it will take the right facility, management and organization – structure to achieve our goal.

We will ensure that we recruit only the best hands that can help us achieve all that we are set to achieve. Our business will not be built only for the purpose of giving our members / customers value for their money, but also we will ensure that we make our work environment highly conducive for all our employees.

We will provide them with facilities that will help them stay motivated and deliver on their various tasks and goals et al. In view of that, we have made provisions for the following positions to be occupied by highly qualified and experienced staff;

• Chief Executive Office – CEO
• Golf Course and Country Club Facility Manager
• Accountant / Cashier
• Marketing and Sales Officer
• Golf Instructor (5)
• Training Assistants (10)
• Customer Care Executive / Front Desk Officer

5. Job Roles and Responsibilities

Chief Executive Officer – CEO:

• Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; communicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results; developing incentives; developing a climate for offering information and opinions; providing educational opportunities.
• Creates, communicates, and implements the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
• Responsible for fixing prices and signing business deals
• Responsible for providing direction for the business
• Responsible for signing checks and documents on behalf of the company
• Evaluates the success of the organization
• Carries out staff induction for new team members

Golf Course and Country Club Manager

• Responsible for operating golf courses and country clubs
• Responsible for providing food and beverage services
• Handle golf equipment rental services
• Responsible for providing golf instruction services
• Manage membership and registration
• Manage golf course and country club green use
• Handles food and beverages
• Handles equipment rentals and sales
• Handles other relevant facility operation

Fitness Instructors (5)

• Creates training rosters for members
• Assists members during golf playing and exercise session
• Guides members on how to make use of golf course, gym and fitness equipment

Marketing and Sales Officer (2)

• Identifies, prioritizes, and reaches out to new clients, and business opportunities et al
• Identifies development opportunities; follows up on development leads and contacts; participates in the structuring and financing of projects; assures the completion of projects.
• Writes winning proposal documents, negotiate fees and rates in line with organizations’ policy
• Responsible for handling business research, market surveys and feasibility studies for clients
• Responsible for supervising implementation, advocate for the customer’s needs, and communicate with clients
• Develops, executes and evaluates new plans for expanding increase sales
• Documents all customer contact and information
• Represents Shannon McKenzie™ Golf Course & Country Club in strategic meetings
• Helps to increase sales and growth for Shannon McKenzie™ Golf Course & Country Club.

Accountant / Cashier:

• Responsible for preparing financial reports, budgets, and financial statements for the organization
• Provides managements with financial analyses, development budgets, and accounting reports; analyzes financial feasibility for the most complex proposed projects; conducts market research to forecast trends and business conditions.
• Responsible for financial forecasting and risks analysis.
• Performs cash management, general ledger accounting, and financial reporting for the organization
• Responsible for developing and managing financial systems and policies
• Responsible for administering payrolls
• Ensures compliance with taxation legislation
• Handles all financial transactions for Shannon McKenzie™ Golf Course & Country Club
• Serves as internal auditor for Shannon McKenzie™ Golf Course & Country Club

Client Service Executive

• Welcomes members and potential members / clients by greeting them in person or on the telephone; answering or directing inquiries.
• Ensures that all contacts with clients (e-mail, walk-In center, SMS or phone) provides the client with a personalized customer service experience of the highest level
• Through interaction with clients on the phone, uses every opportunity to build client’s interest in the organization’s products and services
• Manages administrative duties assigned by the management in an effective and timely manner
• Consistently stays abreast of any new information on the organizations’ products, promotional campaigns etc. to ensure accurate and helpful information is supplied to clients when they make enquiries

Cleaners (3):

• Responsible for cleaning in and around the golf course and country club facility
• Cleans up after customers and clean work area.
• Clears ashtrays as and when required.
• Washes glassware and utensils after each use.
• Maintains a clean working area by sweeping, vacuuming, dusting, cleaning of glass doors and windows, etc. if required.
• Ensures that toiletries and supplies don’t run out of stock
• Handles any other duty as assigned by the golf course and country club facility manager.

6. SWOT Analysis

Shannon McKenzie™ Golf Course & Country Club is in business to provide golf course and country club facility for golf lovers in Ashville – North Carolina and also help its clients achieve their health and fitness goals and at the same time to make profits.

We are aware that there is competition in the golf course and country clubs industry which is why we took out time to conduct an effective SWOT Analysis before investing our hard earned money into the business.

We know that if we get things right before starting our golf course and country club facility, we will not have to struggle before attract loyal clients and building our membership base to a level where we can easily breakeven in record time.

We hired the services of Dr. Garry Larson, an HR and Business consultant with bias in business structuring to help us conduct SWOT analysis for our organization and he did a pretty good job for us. Here is a of the result we got from the SWOT analysis that was conducted on behalf of Shannon McKenzie™ Golf Course & Country Club, Asheville – North Carolina;

One of the obvious strength that will definitely stand as a plus for Shannon McKenzie™ Golf Course & Country Club is the fact that our facility is centrally located in a densely populated – residential area in Asheville – North Carolina; our location is in fact one of our major strength couple with the support from the State of North Carolina.

We equally have a team of highly qualified professionals who will work with all our members / clients to achieve their aims or enrolling in our golf course and country club facility and lastly our membership package is one of the best that anybody living in Asheville – North Carolina can get; it is cheap and affordable.

We critically looked into our Business model and we were able to identify two major weakness. One is the fact that we are a new business and the second is the fact that we may not have the financial resources required to match up with existing golf course and country club facilities and even government own sports and recreation facilities in North Carolina when it comes to acquiring latest golf equipment and generating the needed hypes that can drive traffic towards our facility.

• Opportunities:

We are centrally located in one of the busiest area and densely populated area in Ashville – North Carolina and we are open to all the available opportunities that the city has to offer. We will be open 24 hours in a day during weekends (Fridays to Sundays) and from 6:00 am to 12 midnight from Mondays to Thursdays giving us the advantage to leverage on any available opportunity.

Some of the threats that are likely going to confront Shannon McKenzie™ Golf Course & Country Club are unfavorable government policies, demographic / social factors, downturn in the economy which is likely going to affect consumers spending and lastly, the emergence of new competitors within the same location where our golf course and country club facility is located.

7. MARKET ANALYSIS

• Market Trends

Both The Golf Course and Country Club industry and The Sports and Recreation Facility industry has indeed benefited from recent marketing campaigns which is targeted towards encourage people to participate in sports and also to fighting obesity which is becoming rampant, as well as consumer trends toward healthy living.

Going forward, many people who are part of the baby boomers generation are expected to sign up for golf course and country club facility, health and fitness club memberships or make use of golf course and country club or sports and recreation facilities in their communities, as they become more health- conscious as they grow older.

However, patrons of golf course and country clubs are anticipated to increasingly pick up membership from less expensive centers as against expensive all-inclusive clubs.

The trend in the golf course and country clubs industry is such that if a golf course and country club facility is well positioned in a residential area or a place where people can easily access without much stress, there is the likelihood that such facility will enjoy high patronage.

Just like in other business ventures, the owner of golf course and country club facilities are always looking for ways to increase their market share; they go as far as signing deals with high schools and also corporate organizations et al to make use of their facility. Some even go as far as organizing golf tourneys on a regular basis.

It is a common trend that as golf course and country club grows, it becomes necessary for them to develop new service offerings or install new facilities that will help them attract more people. Little wonder some golf course and country club facilities now have fresh juice and smoothie bar within their facility to encourage people towards healthy drinking.

In order words, it is very important for golf course and country club facilities to continue to improvise if they want to grow their business and generate their target revenues.

8. Our Target Market

The target market for golf course and country club facilities cuts across people of different walks of life. The fact that people register in golf course and country club facilities for various reasons makes marketing the business interesting. The target market for golf course and country club facilities can be categorized into three various groups.

The first group are the people who are looking towards shedding weights and stay health and fit through proper exercising and under the guidance of a qualified fitness instructor. The other group of people are those who are interested in playing golf or learning how to play golf for fun or to compete at a national or international level.

The last group of people are those (schools and golf clubs) who don’t have the required golf course or sports facilities for their students and sports club and would need a standard facility for trainings.

Shannon McKenzie™ Golf Course & Country Club will work towards providing services, facilities and environment that will help us reach out to our target market. These are the category of people that we intend marketing our golf course and country club facility to;

• Working Class Adults / Corporate Executives
• Sport Clubs and Golf lovers
• Community an Cooperate organization
• Business People / Entrepreneurs
• Government Officials
• Celebrities
• Religious centers
• Applicants / School Leavers
• Sports Men and Women
• College Students

Our Competitive Advantage

No doubt, the golf course and country clubs industry is indeed a prolific and highly competitive industry. Clients / potential members will only enroll in your golf course and country club facility if they know that you can successfully help them learn how to play golf, achieve their health and fitness goals or provide the enabling environment and facility for them to achieve their sports goals.

Shannon McKenzie™ Golf Course & Country Club is centrally located in a densely populated – residential area in Asheville – North Carolina; this is obviously going to give us an edge amongst our competitive. We equally have a team of highly qualified professionals who will work with all our clients to achieve their aims or enrolling in our golf course and country club facility.

So also, our membership package is one of the best that anybody living in North Carolina can get; it is cheap and affordable.

Lastly, our employees will be well taken care of, and their welfare package will be among the best within our category (startups golf course and country club facilities or even sports and recreation facility businesses in the United States) in the industry. It will enable them to be more than willing to build the business with us and help deliver our set goals and achieve all our business aims and objectives.

9. SALES AND MARKETING STRATEGY

• Sources of Income

Shannon McKenzie™ Golf Course & Country Club is established with the aim of maximizing profits in the Golf Course and Country Clubs industry and we are going to go all the way to ensure that we do all it takes to attract both individual clients and corporate clients on a regular basis.

Shannon McKenzie™ Golf Course & Country Club will generate income by offering the following services;

10. Sales Forecast

It is important to state that our sales forecast is based on the data gathered during our feasibility studies and also some of the assumptions readily available on the field. It would be hard to create a sales forecast with a newly opened business like golf course and country club facility.

This is simply because the statistics that will be provided will be on a short term basis. Experts said that usually a business should be in operation for at least one year before they can generate the statistics that will be need to help in accurate forecasting; statistics should be at least one year old in order to show the trends and pattern in consumer spending.

We expect to register a minimum of 500 active members within our first year of operations and then in subsequent year we will grow our membership. Below are the sales projection for Shannon McKenzie™ Golf Course & Country Club, it is based on the location of our facility and the services and products that we will be offering to our clients (members);

• First Fiscal Year-: $200,000
• Second Fiscal Year-: $450,000
• Third Fiscal Year-: $750,000

N.B : This projection is done based on what is obtainable in the industry and with the assumption that there won’t be any major competitor offering same additional services as we do within 4.5 miles radius from our golf course and country club facility.

• Marketing Strategy and Sales Strategy

Our marketing strategies will be directed towards achieving specific objectives that support the strategic goals of the organization. The truth is that all that we do will be geared towards creating new market channels, increasing sales and increase our market share. We will leverage on improving on our services and facility to ensure that we win new clients and retain old members.

At Shannon McKenzie™ Golf Course & Country Club, our marketing strategies will be consistent throughout the marketing mix and we will take into consideration product improvement, promotion, and price. As part of our sales and marketing strategies, we will pay attention to the promotion of our golf course and country club facility so as to attract people to enroll and become members of our golf course and country club facility.

Our unique selling proposition is that we are well positioned and people can easily access our facility, our prices are affordable and we have a complete package for families, schools and sport clubs. Part of the marketing and sales strategies that we will adopt are;

• Open our golf course and country club facility with a big party in the n.
• Advertise our golf course and country club facility on national dailies, local TV stations and local radio station
• Promote our golf course and country home facility online via our official website and all available social media platforms
• Introduce our golf course and country club facility by sending introductory letters alongside our brochure to sports clubs, schools, corporate organizations, households and key stake holders in Asheville – North Carolina
• Print out fliers and business cards and strategically drop them in offices, libraries, public facilities and train stations et al.
• Delivering consistent customer experiences to all our members; making our first impression count positively to those making use of our golf course and country home facility for the first time
• Make use of attractive hand bills to create awareness and also to give direction to our golf course and country club facility
• Adopt direct mailing coupon marketing approach
• Position our signage / flexi banners at strategic places in and around Ashville – North Carolina
• Create a loyalty plan that will enable us reward our consistent members especially those that registered as a family
• Engage on road shows within our neighborhood to create awareness for our golf course and country club facility.

11. Publicity and Advertising Strategy

We have been able to work with our branding and publicity consultants to help us map out publicity and advertising strategies that will help us walk our way into the heart of our target market. We are set to become the number one choice for both corporate clients and individual clients in the whole of Asheville – North Carolina which is why we have made provisions for effective publicity and advertisement of our golf course and country club facility.

Below are the platforms we intend to leverage on to promote and advertise Shannon McKenzie™ Golf Course & Country Club;

• Place adverts on both print (community based newspapers and magazines) and electronic media platforms
• Sponsor relevant community based golf tourneys or sport events and competitions
• Leverage on the internet and social media platforms like; Instagram, Facebook , twitter, YouTube, Google + et al to promote our brand
• Install our Bill Boards on strategic locations all around Asheville – North Carolina.
• Engage in road show from time to time in targeted neighborhoods
• Distribute our fliers and handbills in target areas

Contact corporate organizations and schools by calling them up and informing them of Shannon McKenzie™ Golf Course & Country Club and the services we offer

• List Shannon McKenzie™ Golf Course & Country Club on local directories / yellow pages
• Advertise our golf course and country club facility in our official website and employ strategies that will help us pull traffic to the site.
• Ensure that all our staff members wear our branded shirts and all our vehicles are well branded with our corporate logo et al.

12. Our Pricing Strategy

Our pricing system is going to be based on what is obtainable in the industry, we don’t intend to charge more (except for premium and customized services) and we don’t intend to charge less than what our competitors are charging their members in Asheville – North Carolina.

Be that as it may, we have put plans in place to offer discount services once in a while and also to reward our loyal customers especially when they refer clients to us or when they register as a family or a sports club and schools. The prices of our services will be same as what is obtainable in the United States’ open market.

• Payment Options

At Shannon McKenzie™ Golf Course & Country Club, our payment policy will be all inclusive because we are quite aware that different clients would prefer different payment options as it suits them. Here are the payment options that we will make available to our clients;

• Payment by via bank transfer
• Payment via online bank transfer
• Payment via check
• Payment via bank draft
• Payment via mobile money
• Payment with cash

In view of the above, we have chosen banking platforms that will help us achieve our plans with little or no itches.

13. Startup Expenditure (Budget)

In setting up any business, the amount or cost will depend on the approach and scale you want to undertake. If you intend to go big by renting a place, then you would need a good amount of capital as you would need to ensure that your employees are well taken care of, and that your facility is conducive enough for workers to be creative and productive.

This means that the start-up can either be low or high depending on your goals, vision and aspirations for your business. The tools and equipment that will be used are nearly the same cost everywhere, and any difference in prices would be minimal and can be overlooked.

As for the detailed cost analysis for starting a golf course and country club facility; it might differ in other countries due to the value of their money. However, this is what it would cost us to set up Shannon McKenzie™ Golf Course & Country Club in the United of America. This is the key areas where we will spend our start – up capital on;

• The Total Fee for Registering the Business in North Carolina – $750.
• Legal expenses for obtaining licenses and permits – $1,500.
• Marketing promotion expenses (8,000 flyers at $0.04 per copy) for the total amount of $10,000.
• Cost for hiring Business Consultant – $5,000.
• Insurance (general liability, workers’ compensation and property casualty) coverage at a total premium – ,800 .
• Cost of accounting software, CRM software and Payroll Software – $3,000
• Cost for leasing facility for the golf course and country club facility – $500,000.
• Cost for facility remodeling – $250,000.
• Other start-up expenses including stationery – $1000
• Phone and utility deposits – $3,500
• Operational cost for the first 3 months (salaries of employees, payments of bills et al) – $40,000
• The cost for Start-up inventory – $15,000
• Cost for acquiring gym and fitness equipment or other sports wares – $200,000
• The cost for the purchase of furniture and gadgets (Computers, Printers, Telephone, TVs, Sound System, snooker board, clippers, tables and chairs et al) – $4,000.
• The cost of Launching a Website – $600
• The cost for our grand opening party – $15,000
• Miscellaneous – $15,000

We would need an estimate of $1.5 million to successfully launch a standard and well – equipped golf course and country club facilities in Asheville – North Carolina.

It is important to state that the testing and evaluating expenses would be high because of the large amount of equipment needed to start up a sports and recreations facility and also the sophistication of the technology used in gyms and fitness centers.

Generating Funding / Startup Capital for Shannon McKenzie™ Golf Course & Country Club

Shannon McKenzie™ Golf Course & Country Club is a business that will be owned and managed by Shannon McKenzie and family. They are the sole financial of the business which is why they decided to restrict the sourcing of the start – up capital for the business to just three major sources.

These are the areas we intend generating our start – up capital;

• Generate part of the start – up capital from personal savings and sale of his stocks
• Generate part of the start – up capital from friends and other extended family members
• Generate a larger chunk of the startup capital from the bank (loan facility).

N.B: We have been able to generate about $500,000 (Personal savings $350,000 and soft loan from family members $150,000) and we are at the final stages of obtaining a loan facility of $1 M from our bank. All the papers and document has been duly signed and submitted, the loan has been approved and any moment from now our account will be credited.

14. Sustainability and Expansion Strategy

The future of a business lies in the numbers of loyal customers that they have the capacity and competence of the employees, their investment strategy and the business structure. If all of these factors are missing from a business (company), then it won’t be too long before the business close shop.

One of our major goals of starting Shannon McKenzie™ Golf Course & Country Club is to build a business that will survive off its own cash flow without the need for injecting finance from external sources once the business is officially running.

We know that one of the ways of gaining approval and winning customers over is to pick up membership in our golf course and country club facility is to equip our facility with state of the art gym and fitness equipment et al.

Shannon McKenzie™ Golf Course & Country Club will make sure that the right foundation, structures and processes are put in place to ensure that our staff welfare are well taken of. Our company’s corporate culture is designed to drive our business to greater heights and training and re – training of our workforce is at the top burner.

As a matter of fact, profit-sharing arrangement will be made available to all our management staff and it will be based on their performance for a period of ten years or more. We know that if that is put in place, we will be able to successfully hire and retain the best hands we can get in the industry; they will be more committed to help us build the business of our dreams.

Check List / Milestone

• Business Name Availability Check:>Completed
• Business Registration: Completed
• Opening of Corporate Bank Accounts: Completed
• Securing Point of Sales (POS) Machines: Completed
• Opening Mobile Money Accounts: Completed
• Opening Online Payment Platforms: Completed
• Application and Obtaining Tax Payer’s ID: In Progress
• Application for business license and permit: Completed
• Purchase of Insurance for the Business: Completed
• Acquiring facility and remodeling the facility: In Progress
• Conducting Feasibility Studies: Completed
• Generating capital from family members: Completed
• Applications for Loan from the bank: In Progress
• Writing of Business Plan: Completed
• Drafting of Employee’s Handbook: Completed
• Drafting of Contract Documents and other relevant Legal Documents: In Progress
• Design of The Company’s Logo: Completed
• Graphic Designs and Printing of Packaging Marketing / Promotional Materials: In Progress
• Recruitment of employees: In Progress
• Purchase of the Needed golf, gym and fitness equipment, electronic appliances, office appliances and suppliers: In Progress
• Creating Official Website for the Company: Completed
• Creating Awareness for the business both online and in the neighborhood: In Progress
• Health and Safety and Fire Safety Arrangement (License): Secured
• Opening party / launching party planning: In Progress

More on Sports

From Concept to Tee Off: How to Start a Golf Course Business

Last Updated on November 15, 2023

Starting a golf course business can seem like an intimidating task – but it doesn’t have to be. With the right information and knowledge, anyone can launch their own successful golfing operation. In this article, we’ll provide you with all the tips and tricks you need to get your business up and running in no time.

For any aspiring entrepreneur interested in getting into the lucrative golfing industry, there are some key steps they should take before jumping head-first into launching their own golf course enterprise. Here’s everything you need to know about how to start a profitable golf course business .

Necessary Licensing and Permits

Starting a golf course business is an exciting venture but requires careful planning. Before opening, you’ll need to obtain the necessary licensing and permits. A golf course license grants permission to operate a golf facility, while a business permit enables you to register your business with local authorities. In addition, all golf courses must comply with regulations that are often specific to certain states or areas. These might include health and safety rules as well as zoning restrictions.

It’s important that you research applicable laws in advance so that you can ensure compliance once your business opens. Also, insurance may be required depending on the size of your operation. Taking time to understand all licensing and permit requirements will help make sure everything goes smoothly when it comes time for launching your business – providing peace of mind for both yourself and customers alike!

Market Research and Site Selection

Now that the necessary permits and licensing have been addressed, it’s time to move on to market research and site selection for a golf course business. In order to successfully open up shop as a golf course operator, you’ll need to conduct thorough research on the location of your proposed course. Here are three key components associated with this process:

• Identifying desirable characteristics of a golf course location
• Conducting market analysis to assess the demand in the area
• Researching other competitive courses near the potential site

When selecting an ideal spot for a golf course business, consider factors such as population density, climate, terrain, nearby attractions and access to public transportation – all elements which can influence customer turnout. Additionally, comprehensive market analysis will give insight into who is likely to purchase products or services from your facility and how much they will spend each visit. And lastly, researching existing competitors in the surrounding vicinity can help inform pricing decisions and identify opportunities for differentiation among them.

Financing Options

When starting a golf course business, financing is an important part of the process. There are many options to choose from when it comes to finding the right type of loan for your project. Golf course financing can be obtained through banks, private lenders, or government grant programs. Start-up financing is also available through venture capital firms and other investors who specialise in helping entrepreneurs launch their businesses.

If you decide to take out a loan, there are several types of loans that may suit your needs. SBA loans are often popular among small businesses because they offer favourable terms such as long repayment periods and low-interest rates. Alternatively, conventional loans from commercial banks provide larger amounts of money but require collateral and have stricter qualifications than SBA loans. Additionally, online lenders may provide more flexible borrowing options with competitive rates depending on creditworthiness and other factors.

Design Considerations

The design of a golf course is an integral part of the business. Golf courses are typically built on large parcels of land, so it’s important to consider how best to utilise the terrain when designing the layout. The landscape architecture must also be carefully considered. This includes things like trees and shrubs that can provide natural hazards or decorative landscaping. It’s also essential to think about construction costs, which will depend on factors such as the type of materials used and labour involved.

When planning these elements, you should consult with experts in golf course design who may have insight into potential strategies for improving the overall experience for players while staying within your budget constraints. They’ll be able to help you make decisions related to clubhouse amenities, green size and shape, playing surfaces, drainage systems, water features, tee boxes and more.

Equipment, Supplies and Staffing Needs

Golfing equipment such as clubs, balls , tees and other accessories are essential components of running a golf course business. Depending on your budget, you may want to purchase top-of-the-line equipment or shop around for more affordable options. It is also important to consider how much stock of each item will be necessary to keep up with demand from customers.

In addition to golfing equipment, there are also several types of golf supplies that need to be considered for your new business venture. This includes items such as flags , scorecards and pencils which can help create an enjoyable experience for customers while they are on the course. Additionally, having adequate staff members available at all times is key when it comes to running a smooth operation. Hiring qualified individuals who have knowledge of working with different kinds of golfers can make a huge difference in providing excellent customer service.

When considering what kind of employees you would like to hire for your business, consider their qualifications and availability so that you can effectively manage your staffing needs accordingly. With the right combination of personnel and quality products, any golf course owner can ensure success by creating an enjoyable atmosphere where customers feel welcome and appreciated.

Creating a Business Plan

The following table highlights some of the important components that need to be included when creating a successful golf course business plan:

A thorough understanding of each component above is necessary to create an effective golf course business plan that accurately reflects both short-term objectives and long-term strategy for growth and profitability over time.

Setting Membership Levels and Fees

Once you have decided on a business model for your golf course, it’s time to set membership levels and fees. To attract customers, offer various levels of memberships that correspond with varying rates of golf fees. For example, if you want to target amateur golfers who may not be able to commit to regular play at the course, consider offering discounted green fees or even free rounds when they bring in guests. Alternatively, provide special discounts for seniors or military personnel.

The key is determining pricing that meets both your bottom line and what customers are willing to pay. Consider surveying current and potential customers about their desired level of service and how much they’re willing to spend before setting final prices. Establishing reasonable membership fees will help ensure the profitability of your business and keep members coming back again and again.

Adopting Rules and Regulations

Now that you have determined the membership levels and fees for your golf course, it’s time to adopt rules and regulations. Golf course regulations are essential to ensure a safe and enjoyable experience for all those playing on your course. It is important to create clear and enforceable regulations so that everyone understands how they should behave while on the property.

First, establish regulations around safety issues, such as no running in or near sand traps or water hazards. Also, make sure players understand the importance of respecting other people’s space by not entering tee boxes until previous groups have cleared them. Other rules may include appropriate dress codes , quiet hours, repair policies for divots and ball marks on greens, as well as restrictions against alcohol consumption or smoking in certain areas of your property.

Promotional Strategies

When creating your plan, think about who your target audience is and what kinds of messages they might respond to best. You can use social media platforms such as Facebook and Instagram to reach potential customers directly or look into local radio ad campaigns to increase exposure in the area.

Additionally, consider partnering with other local businesses to gain access to their customer base.

Insurance Requirements

Moving on from promotional strategies, it is essential to consider the insurance requirements for running a golf course business. All entrepreneurs should be aware that they must protect their assets and employees with proper coverage to stay compliant with local regulations and safeguard their safety. This includes:

• Golf course insurance
• Business liability insurance
• Professional indemnity insurance
• Workers’ compensation insurance

Golf course insurance covers potential losses related to damage to property or equipment, as well as third-party liabilities arising out of any accident involving customers. Business liability insurance protects against legal responsibility for injuries sustained by someone other than an employee while visiting the golf club, such as if a customer slips and falls due to wet grass or unsafe walkways. Professional indemnity insurance covers claims made against you that arise from professional negligence or errors committed during your operations.

Risk Management Strategies

Starting a golf course business is no easy task. There are many risks that you must prepare for and manage in order to be successful. Developing a risk management strategy should be one of the first steps in setting up your new venture. A comprehensive plan will help protect you from unexpected occurrences and keep your business running smoothly.

With an effective risk management strategy in place, you can move forward confidently, knowing that you have taken the necessary measures to mitigate any potential issues that may arise during the course of doing business. Additionally, it provides peace of mind as well as confidence when dealing with clients who rely on your services.

To conclude, starting a golf course business can be an incredibly rewarding venture. It requires careful planning and preparation to ensure success, but with the right approach, it’s possible to open a successful golf course that appeals to customers.

First, decide what kind of golf course you want to build: public or private? Then look into the average cost associated with building your course and consider ways to attract more customers. Investing in marketing is key; create attractive promotions and focus on both online and offline advertising strategies. Finally, make sure you have adequate insurance coverage for your business so you’re protected against any potential risks.

With these steps taken care of, all that remains is implementing your plan! With hard work and dedication, there’s no reason why you can’t get started on creating a thriving golf course business today.

About The Author

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Golf Course Business Plan Sample

Published Jan.09, 2018

Updated Apr.23, 2024

By: Jakub Babkins

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Table of Content

Do you want to start own golf course business?

Are you planning to build a golf course ? Although starting a golf course requires a high initial capital but its monthly and maintenance cost are extremely low as compared to other businesses of similar magnitudes. That’s why this business yields profit within a very short time of its launch. If you have successfully surveyed the area where you are going to start your golf course and accurately calculated the demand or need for a gold course then you can assume your venture to become extremely profitable. In such case, there is a very low amount of risk associated with it provided that you plan it successfully. So before you move towards this venture, you will have to prepare a comprehensive business plan which will establish the basis of your company’s future operations and decisions. It will help you determine everything, like identifying the finances and personnel needed for the startup, identifying the target customers, allocation of proper resources for its operation and maintenance. So, if you are wondering how to write an effective business plan then here we are providing you the business plan for a convenience store business startup named ‘Eden Golf’.

Executive Summary

2.1 the business.

Eden Golf will be a fully licensed and insured golf course, located at a 30-minute drive from Downtown Manhattan in the New York City. An 86 acres, 18-hole facility which was previously used as Star Golf Course for ten years has been acquired to be turned into the new course. The Star Golf Course has closed seven years ago due to financial reasons, that’s why it has gone out of shape and requires extensive landscape work. The work has already been started and will be completed within the next three months before the course launches in April. In addition, the following equipment needs to be purchased:

• Driving Range Equipment
• Food Equipment for Snacks Bar
• Landscape Maintenance Equipment

Thirty-five golf carts will be leased to make sure that there is sufficient transportation for the guests and members using the course.

2.2 Management

Eden Golf will be owned and operated by Mark Wilton who is an American professional golfer and one of the most successful golfers of all time.

2.3 Customers

Our customers or members will either be the local residents living near us or the professional players who will visit us from everywhere. Mark will guide and train the members as well as play with them occasionally. Our membership prices are 10% less as compared to that of our competitors. The prices are deliberately set to be lower so as to increase the popularity of this sport in public which is the primary goal of Mark. A snacks bar, a driving track, and a pro shop will also be provided along with the facility.

2.4 Target of the Company

The main target of Mark is to bring back the popularity of this sport through his venture while also generating substantial revenue. He also aims to balance the initial cost of the startup with earned profits by the end of five years.

Company Summary

3.1 company owner.

Eden Golf will be owned by Mark Wilton. Mark is an American professional golfer and is one of the most successful golfers the world has ever seen. He was one the highest-paid golfers in the world for several years. Following an outstanding junior, college, and amateur career, Mark was 22 years old when he started to play professionally. Within the course of next 20 years, he had already won four PGA tour events pocketing millions of dollars at the time. He reached the number third position in the world golf rankings in less than a year after turning pro. Mark remained the most famous player in golf for the last 30 years until his retirement last year.

3.2 Why the Business is being started

Mark has retired from the professional golf industry, a year before. Golf is his ultimate passion and he cannot imagine his life without it. That’s why he had always thought about starting his golf course throughout his professional career. This business is undoubtedly the best engagement of his precious time where he will remain in contact with various national and international golf players from around the world. Along with having a great time for himself, he will also serve the golf industry as well. He aims to bring back the popularity of this sport through his venture.

3.3 How the Business will be started

The golf course industry is not for everyone to step in. Staring a golf course requires an immense amount of initial capital and a professional-level knowledge of this sport. Mark has both of them. The business will be started by the huge amount of savings, earned from hundreds of competitions and golf matches throughout his career. The financial experts have forecasted following costs for expenses, assets, investment, and bank loans for the business plan .

The detailed start-up requirements, start-up funding, start-up expenses, total assets, total funding required, total liabilities, total planned investment, total capital and liabilities as forecasted by experts, is given below:

Services for customers

Golf is one of the popular sports in the United States where hundreds of businessmen can be seen investing in it or thinking about how to buy a golf course . Buying an existing golf course or starting a new one is not the actual problem since the success of this business entirely depends on the services provided to the members. That’s where investors lack. Mark, having a lifetime of experience in this industry knows exactly which services to provide to the members. Eden Golf will provide following services to its members:

• An 18-hole golf course
• A Snack bar
• A Driving range

Marketing Analysis of golf courses business

The most important component of golf course business plan is its accurate marketing analysis because it is only after this stage that a good golf course marketing strategy could have been developed. There are four main steps to carry out an accurate marketing analysis which are to identify the current market trends, identify your target audience and potential customers, set out the business targets to achieve, and finally set the prices of your products and services. Marketing analysis a must be incorporated before you even think about how to run a golf course .

5.1 Marketing Segmentation

Our target market is the community living in the downtown Manhattan at a 30 minutes’ drive from our course. The community consists of all types of people from varying backgrounds. As per the financial position, nearly half of the community has a monthly income ranging from $40k to $50k while nearly 10% people have incomes even around $100,000. So nearly all of the people are well established and can easily afford our membership fees. A successful and efficient marketing strategy can only be developed after we completely know our potential customers. Our experts have identified the following type of target audience which can become the future members of our golf course.

The detailed marketing segmentation of our target audience is as follows:

5.1.1 Regular Players:

The first group of our customers will be the community living in the vicinity of our golf in downtown Manhattan. These residents are financially stable and can become the members of our golf course. The community comprises nearly 43% girls and women. Out of the 57% males, 23% are infants and teens, while 13% comprise of old age men. The remaining 21% middle-aged men can become our potential members. A small survey done by Eden Golf’s team in the neighborhood showed that 1 out of every 4 middle-aged men has an interest in playing golf. We hope to convert those persons into our members. They are regular golfers and just play for entertainment purposes. They will also use our pro shop for buying golf-related products and are also hoped to dine at the snacks bar.

5.1.2 Professional Players:

The second category includes the professional players which will become the major user of our facility. Many professional players based throughout the New York City are expected to use our course. We will provide separate professional-level facilities to these players. Due to the popularity and connections of Mark, we expect even the national and international level players to visit our course.

5.1.3 Guests and Audience:

The third category includes the audience and guests who will come to watch the games arranged at our facility. They will just have to pay a small entrance fee but their large numbers will generate the major chunk of revenue. The detailed market analysis of our potential customers is given in the following table:

5.2 Business Target

Mark’s to increase the interest of the people in this sport while also generating sufficient revenue from the course. The business targets are to balance the cost of a startup within next 5 years of launch and to become one of the best golf courses in the New York City.

5.3 Product Pricing

Eden Golf will basically offer three types of packages to its members to choose from:

• Monthly membership for $1000 per month
• Semi-annual membership for $5000 per six months
• Yearly membership for $8000 per year

After identifying the market trends, the market demand, and the potential customers, the next step is to develop an ingenious sales strategy to attract those customers toward us. Like marketing analysis, sales strategy is also an important component of starting a golf course. Many people have debated on how golf course marketing strategies can affect the sales and revenue generated from this business along with increasing the popularity of this sport. Many studies and researches in this industry have also concluded that there are a need for bringing new and innovative gold course marketing ideas to bring back the popularity of this sport and the associated revenue. It shows how important it is to develop an effective strategic business plan before entering this venture. Mark carried out an extensive research about various marketing and advertising strategies and current golf course business trends before developing an effective sales strategy.

6.1 Competitive Analysis:

Golf is one of the most popular sports in the world, especially in the United States. According to a study, “Golf Around The World”, there were more than 34,000 golf courses in the world as of 2015, 45% out of which are located in the United States. These 45% amounted to a total around 15,400 which has fallen from its peak value of 16,052 due to gradual, and steady, market correction. The number of these golf courses declines due to a variety of reasons, one of which was the limited attention paid to this sport and the golf courses, nationally and internationally. Similarly, the number of people who played golf also reduced but still amounted to about 26 million in the United States as of 2017. The stats show that the numbers of golf courses are far below as compared to the number of people who play golf that’s why this market has a lot of potential and competition as well. The biggest competitive advantage for Eden Golf over its competitors is that it is a venture of a world-renowned golf player, who is being praised in every country of the world. It is basically the key differentiating factor between us and our competitors. Mark will guide and train the members as well as play with them occasionally. Our second competitive edge will a shuttle service which will run two times a day throughout the neighborhood to facilitate the movement of members, in case they want to avail it. Finally, our pricing strategy will also help to drive sales since our prices are 10% less as compared to that of our competitors. The prices are deliberately set to be lower so as to increase the popularity of this sport in public which is the primary goal of Mark.

6.2 Sales Strategy

After carrying out a detailed analysis of every aspect, we have come up with the following brilliant ideas to advertise ourselves and drive sales. This sales strategy has been specifically built to attract as many customers as possible toward us.

• Mark will visit various golf conferences and seminars where he will introduce his new venture. He will also distribute his golf course business cards among the participants
• A large-scale social media campaign for our advertisement will be carried out
• Discounts on the membership for the first three months of the launch
• A 20% discount will be given on the snacks bar and pro shop to the annual members of our course
• Arranging the national level golf competitions on the yearly basis

6.3 Sales Forecast

Considering our low prices, free shuttle service, and the chance to meet an all-time golf expert on a regular basis, we hope to attract a lot of people towards us. Due to the quality of our golf course and our unparalleled customer service, our sales pattern is expected to increase with years. The sales pattern will vary throughout the year, with driving more sales in summer as compared to the winters. The sales from the eatables and drinks from the snacks bar will vary similarly but, on the contrary, sales from pro shop will not follow a regular pattern. In December many people buy golf-related products as gifts for their golfers’ friends and family members so that’s when our pro shop will come in handy. By analyzing our market segmentation strategy, our experts have forecasted the following sales on a yearly basis which are summarized in the column charts.

The detailed information about sales forecast, total unit sales, total sales is given in the following table:

Personnel plan

The key to the success of a business is its careful planning in the initial stages. Just like the planning of other components, you must also prepare a Personnel plan before you think about business golf course . It is an extremely important stage because the success of any business significantly depends upon its employees. After getting counsel from other persons associated with this industry, Mark developed the following personnel plan for Eden Golf.

7.1 Company Staff

Mark will hire following staff for Eden Golf:

• 1 Pro Shop Manager to manage and operate it
• 2 Snack Shop Manager
• 2 Administrators / Accountants to maintain financial records
• 4 Sales Executives responsible for marketing and discovering new ventures
• 10 Employees for operating and maintaining the Golf Cart
• 1 Shuttle Driver to pick and drop members
• 4 Cleaners for cleaning the facility
• 1 Front Desk Officer to act as a receptionist
• 3 Security Guards

To ensure the best quality service, all employees will be trained for a month before starting their jobs.

7.2 Average Salary of Employees

The following table shows the forecasted data about employees and their salaries for next three years.

Financial Plan

Before starting this venture, Mark considered both the options of building a new golf course and buying an existing one. He hired financial experts to know how much does it cost to build a golf course and after proper analysis, it was evident that the cost of building a golf course is much higher as compared to buying an existing one. That’s why Mark bought the Star Golf Course to be turned into a new golf course. The next step was to develop a detailed map about the financial projections covering all aspects of the company. The financial plan should craft a detailed map about the cost of startup, inventory, payroll, equipment, utilities and how these costs will be covered by the earned profits. The financial plan outlines the development of the company over the next three years and is specifically developed to achieve both the company’s short-term and long-term objectives.

8.1 Important Assumptions

The company’s financial projections are forecasted on the basis of following assumptions. These assumptions are quite conservative and are also expected to show deviation but to a limited level such that the company’s major financial strategy will not be affected.

8.2 Brake-even Analysis

The following graph shows the company’s Brake-even Analysis.

The following table shows the company’s Brake-even Analysis.

8.3 Projected Profit and Loss

The following charts show the company’s expected Profit and Loss situation on the monthly and yearly basis.

8.3.1 Profit Monthly

8.3.2 Profit Yearly

8.3.3 Gross Margin Monthly

8.3.4 Gross Margin Yearly

The following table shows detailed information about profit and loss, and total cost of sales.

8.4 Projected Cash Flow

The following column diagram shows the projected cash flow.

8.5 Projected Balance Sheet

The following table shows detailed data about pro forma cash flow, subtotal cash from operations, subtotal cash received, sub-total spent on operations, subtotal cash spent. The following projected balance sheet shows data about total current assets, total long-term assets, total assets, subtotal current liabilities, total liabilities, total capital, total liabilities and capital.

8.6 Business Ratios

The following table shows data about business ratios, ratio analysis, total assets, net worth.

Download Golf Course Business Plan Sample in pdf

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How to Start a Profitable Golf Course Business [11 Steps]

By Nick Cotter Updated Feb 02, 2024

Business Steps:

1. perform market analysis., 2. draft a golf course business plan., 3. develop a golf course brand., 4. formalize your business registration., 5. acquire necessary licenses and permits for golf course., 6. open a business bank account and secure funding as needed., 7. set pricing for golf course services., 8. acquire golf course equipment and supplies., 9. obtain business insurance for golf course, if required., 10. begin marketing your golf course services., 11. expand your golf course business..

Before teeing off your golf course business, a comprehensive market analysis is crucial. This step will help you understand the competitive landscape, demand for golf, and the preferences of your potential customers. Here's how to approach it:

• Research the local demographic: Look into the age, income, and interests of people in the area to ensure there's a market for golf.
• Analyze competitors: Identify existing golf courses in the region, evaluate their offerings, and consider what you can do differently to attract golfers.
• Understand industry trends: Stay informed about golf industry trends, including technological advancements and shifts in consumer behavior.
• Assess the economic climate: Examine the local and broader economy to predict how it may impact discretionary spending on leisure activities like golf.
• Consider land and climate: Ensure the local climate is conducive to golf and that you have access to suitable land for a course that meets your vision.
• Gather feedback: Conduct surveys or focus groups with potential customers to gauge interest and collect input on desired features or services.

Are golf course businesses profitable?

The profitability of golf course businesses varies significantly and is dependent on a number of factors, such as location, size, amenities, conditions of the course, and operating costs. The most successful golf courses have a solid plan for driving revenues and carefully managing expenses.

Creating a comprehensive business plan is essential when starting a golf course as it will guide your venture's direction and help secure funding. This plan should encompass all key aspects of the business, from market analysis to operational strategies. Here are the crucial elements to include in your golf course business plan:

• Executive Summary: A brief overview of your golf course concept, including the business model, vision, and unique value proposition.
• Market Analysis: Research on your target demographic, market trends, competition, and pricing strategy.
• Course Design and Facilities: Detailed description of the golf course layout, number of holes, practice areas, and additional amenities such as a pro shop or restaurant.
• Operations Plan: Outline day-to-day operations, management structure, staffing needs, equipment, and maintenance procedures.
• Marketing and Sales Strategy: How you plan to attract and retain customers, through advertising, partnerships, and customer service policies.
• Financial Projections: Projected cash flow, income statements, balance sheets, and a break-even analysis for several years ahead.
• Funding Requirements: Capital needed to start and sustain the business, including potential sources of funding and investment opportunities.

How does a golf course business make money?

Golf course businesses make money by charging customers for access to their courses, merchandise, and lessons. Additionally, golf courses may rent out carts and equipment to visitors. They may also gain income from membership fees and hosting tournaments. Restaurants and bars located on the course may provide an additional source of money. A target audience for a golf course business could be local communities looking for a place to hold tournaments as well as vacationers looking for a place to spend time outdoors and practice their swing.

Developing a brand for your golf course is crucial in setting your business apart from the competition and attracting your target audience. Your brand encompasses the identity, values, and experience you wish to convey to your customers. Here are key steps to help shape your golf course brand:

• Identify Your Unique Selling Proposition (USP): Determine what makes your golf course different. This could be your location, course design, amenities, or the type of experience you offer.
• Define Your Target Audience: Understand who your ideal customers are, including their demographics, interests, and what they value in a golfing experience.
• Choose a Memorable Name and Logo: Your name and logo should be distinctive, easy to remember, and reflect the essence of your golf course's character.
• Create a Consistent Visual Identity: Apply your color scheme, typography, and visual elements consistently across all marketing materials and physical spaces to establish brand recognition.
• Develop a Brand Voice and Messaging: Your communication style, whether it's professional, friendly, or luxurious, should align with your brand identity and resonate with your audience.
• Engage with Customers: Build relationships with your customers through excellent service and consistent engagement on social media and other marketing channels.

How to come up with a name for your golf course business?

With so many golf courses out there, coming up with a unique name for your business can be difficult. Before settling on a name for your golf course business, brainstorm different ideas related to the type of service you offer. Consider words that signify strength, success, and inspiration, as well as evocative terms that capture the essence of the game itself. Additionally, think about including the local area or region in your business name to give customers a sense of culture and staying power that resonates within their local community. Finally, make sure your chosen name is easy to remember and pronounce--it should emphasize the key aspects of your golf course while being catchy and memorable.

Formalizing your business registration is a critical step in laying the legal foundation for your golf course business. It involves selecting a business structure, registering with the appropriate authorities, and acquiring necessary licenses and permits. Here's how to navigate this process:

• Choose a Business Structure: Decide whether to form an LLC, corporation, partnership, or sole proprietorship. Each has its own legal and tax implications.
• Register Your Business Name: Check for name availability and register your business name with the state's Secretary of State office or similar entity.
• Obtain an EIN: Apply for an Employer Identification Number (EIN) from the IRS for tax purposes, especially if you plan on hiring employees.
• Register for Taxes: Register with your state's taxation department to obtain any required state tax identification numbers.
• Acquire Necessary Permits and Licenses: Contact your local city or county government to determine what specific permits and licenses you need to operate a golf course, such as a business license, land use permits, and liquor licenses.
• Comply with Zoning Laws: Ensure that your golf course complies with local zoning laws, which may dictate where you can locate your business and what activities are permissible.

Resources to help get you started:

Tap into a treasure trove of resources specifically curated for golf course entrepreneurs to gain market insights, refine operational strategies, and foster business growth:

• Golf Course Industry Magazine: Offers the latest news, trends, and best practices for golf course management and maintenance. Visit Website
• National Golf Foundation (NGF): Provides comprehensive golf industry reports, market analysis, and insights on consumer behavior. Visit Website
• Golf Business News: A leading source for the business side of golf, including market trends, new technology, and management strategies. Visit Website
• Golf Inc. Magazine: Offers strategic advice and case studies on golf course management, development, and investment. Visit Website
• The United States Golf Association (USGA): Provides resources on maintaining golf courses, including environmental best practices and sustainability efforts. Visit Website

Starting a golf course business involves several legal steps to ensure that the establishment is compliant with local, state, and federal regulations. Before you can welcome the first players, acquiring the necessary licenses and permits is crucial to operating legally and avoiding any future legal complications. Below is a guide to help you understand what you need to secure:

• Land Use and Zoning Permits: Ensure your land is zoned for a golf course and obtain any required conditional use permits.
• Environmental Permits: Due to the potential impact on the environment, secure permits related to water usage, pesticide application, and habitat protection.
• Building Permits: If you plan to construct new buildings or modify existing structures, you'll need the appropriate building permits from your local municipality.
• Liquor License: If you intend to sell alcohol on the premises, a liquor license is necessary, which can vary greatly depending on your location.
• Business License: Obtain a general business license to operate within your city or county legally.
• Health and Safety Permits: If your golf course includes a restaurant or snack bar, health department permits for food service are required.

What licenses and permits are needed to run a golf course business?

To run a golf course business, you will need a variety of permits and licenses, including a business license from your local municipality, an operating permit from your local water agency, a pesticide application license if you are using or selling pesticides, and a turfgrass management license if you plan to offer services related to turfgrass management. Additionally, you may require an alcohol license if you plan to serve and/or sell alcohol at your golf course. Finally, depending on local regulations, you may be required to have special insurance in order to legally operate the business.

Starting a golf course business requires careful financial management, and step six is crucial for organizing your finances and ensuring you have the capital needed to sustain and grow your venture. Opening a business bank account will help keep your personal and business finances separate, which is essential for tax purposes and financial clarity. Here’s how you can go about this step:

• Research banks that offer business banking services and compare their fees, services, and customer support. Choose one that best fits your business needs.
• Prepare the necessary documentation, which typically includes your business license, EIN (Employer Identification Number), ownership agreements, and personal identification.
• Once your account is open, set up a system for monitoring your business finances, such as online banking or financial management software.
• Explore different funding options if necessary, such as a business loan, investors, or a line of credit. Make sure to understand the terms and conditions associated with each funding source.
• Prepare a detailed business plan to present to potential lenders or investors, highlighting the profitability and growth potential of your golf course.
• Consider government grants or local small business programs that may offer financial support to new enterprises in your area.

Setting the right prices for your golf course services is crucial for attracting customers and ensuring profitability. It is important to consider the cost of maintenance, the competitive landscape, and the perceived value of the experience you are offering. Here are some guidelines to help you set your pricing:

• Analyze the market: Research local competitors to understand the going rates for similar services. Ensure your prices are competitive but also reflect the quality of your course and services.
• Cost-plus pricing: Calculate the total cost of operating your course, including maintenance, labor, and overhead costs. Add a reasonable markup to ensure profitability.
• Value-based pricing: Consider the unique aspects of your golf course that may command a higher price point, such as a renowned designer, location, or exclusive amenities.
• Dynamic pricing: Adopt a dynamic pricing strategy that allows you to adjust rates based on demand, time of day, season, or occupancy.
• Membership and packages: Offer memberships or package deals to encourage repeat business and upfront revenue. Provide various tiers to cater to different budget levels and usage patterns.
• Discounts for special groups: Consider offering discounts to seniors, students, or local residents to foster community engagement and loyalty.

What does it cost to start a golf course business?

Initiating a golf course business can involve substantial financial commitment, the scale of which is significantly influenced by factors such as geographical location, market dynamics, and operational expenses, among others. Nonetheless, our extensive research and hands-on experience have revealed an estimated starting cost of approximately $3775000 for launching such an business. Please note, not all of these costs may be necessary to start up your golf course business.

Starting a golf course entails not only meticulous planning but also acquiring the right equipment and supplies. Ensuring you have all the necessary tools and amenities is vital for providing an excellent experience for golfers. Below is a guide to help you get started on equipping your golf course effectively:

• Mowing Equipment: Purchase specialized mowers for greens, fairways, tees, and roughs to maintain turf at appropriate heights.
• Golf Carts: Provide electric or gas-powered golf carts for players to navigate the course comfortably.
• Golf Course Accessories: Stock up on flags, signs, ball washers, tee markers, and benches for a complete golfing experience.
• Irrigation Supplies: Invest in an efficient irrigation system to keep the turf healthy and conserve water.
• Maintenance Tools: Equip your grounds crew with aerators, spreaders, sprayers, and hand tools for course upkeep.
• Pro Shop Inventory: Offer golf clubs, balls, gloves, and apparel for sale or rental to accommodate players' needs.
• Practice Range Equipment: Include driving nets, putting greens, and range balls for golfers to warm up and practice.
• Refreshment Supplies: Set up a snack bar or beverage cart with snacks, drinks, and possibly a liquor license for on-course refreshments.

List of software, tools and supplies needed to start a golf course business:

• Golf Course Software - approx. $1,000
• Golf Course Management Tools - approx. $500
• Website Design & Hosting Services - approx. $800
• Golf Club Memberships - approx. $50/month
• Golf Course Equipment - approx. $3,000
• Marketing Software & Services - approx. $300/month
• Point of Sale System - approx. $1,000
• Golf Course Supplies - varies by need
• Bookkeeping Software & Services - varies by need
• Security Systems & Monitoring Services - varies by need

When starting a golf course business, obtaining the right insurance coverage is crucial for protecting your investment and ensuring the smooth operation of your enterprise. Here are some key steps to secure the necessary business insurance:

• Research different types of insurance policies specific to golf courses, such as general liability, property insurance, commercial auto, workers' compensation, and professional liability.
• Consult with an insurance broker or agent who has experience in the golf industry to provide insights on coverage options and help tailor a policy that fits the unique needs of your golf course.
• Consider additional coverage for golf carts, equipment, and any special events you plan to host on the premises.
• Shop around and compare quotes from multiple insurance providers to find the most comprehensive coverage at a competitive rate.
• Review and understand the terms, conditions, and exclusions of the insurance policy before purchasing to ensure it provides adequate protection for all aspects of your golf course business.
• Stay informed about changes in insurance regulations and update your coverage as necessary to remain compliant with local and state requirements.

Marketing your golf course is crucial for attracting golfers and establishing a reputation. A strategic marketing plan can help you highlight the unique aspects of your course, promotions, and events. Here are key steps to effectively market your golf course services:

• Develop a strong brand identity that resonates with your target audience, including a memorable logo, slogan, and consistent messaging across all platforms.
• Launch a professional website that showcases the beauty of your golf course, provides easy booking options, and includes essential information for visitors.
• Utilize social media platforms to engage with the community, share updates, and run targeted advertising campaigns to reach potential customers.
• Offer introductory promotions, such as discounted tee times or bundled packages, to attract first-time visitors and encourage word-of-mouth referrals.
• Partner with local businesses and hotels to offer joint promotions, expanding your reach to tourists and corporate clients.
• Host events and tournaments that can draw attention and participants from various locations, further promoting your golf course.
• Invest in search engine optimization (SEO) to improve your online visibility and make it easier for potential customers to find your services.
• Gather and showcase testimonials and reviews from satisfied customers to build trust and credibility with prospective golfers.

As your golf course business matures, expanding your offerings can help attract a broader clientele and increase revenue streams. Consider ways to enhance the customer experience and diversify your services to stand out in the competitive golf industry. Here are some strategies to expand your golf course business:

• Develop additional amenities such as a driving range, putting green, or a mini-golf area to cater to different skill levels and interests.
• Offer golf lessons and clinics led by professional instructors to help players improve their game and attract new customers.
• Host tournaments and events to increase visibility and provide networking opportunities for members and sponsors.
• Upgrade your clubhouse facilities to include a pro shop, restaurant, or event space for social gatherings and corporate functions.
• Implement a loyalty program or membership packages to encourage repeat business and create a community of regular golfers.
• Invest in course beautification and maintenance to ensure top playing conditions and aesthetically pleasing surroundings.
• Explore partnerships with local hotels or resorts to offer stay-and-play packages, appealing to tourists and travelers.

Financial modeling spreadsheets and templates in Excel & Google Sheets

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Ultimate Golf Course Business Plan Sample

An Ultimate Golf Course Business Plan Sample provides a strategic layout for launching or improving a golf course enterprise. It details finances, marketing strategies, operations, and management plans.

Crafting a precise business plan is crucial for any golf course venture aiming to succeed in a competitive market. It provides the framework for setting clear objectives, understanding the customer base, and delineating a unique value proposition. A well-documented plan aids in securing funds or partnerships by showcasing meticulous research and a solid understanding of the golf industry.

It allows potential investors to grasp the business’s potential, inspiring confidence and laying the groundwork for a profitable operation. This plan should be dynamic, tailoring to the ever-evolving golfers’ needs and preferences while also addressing environmental stewardship and innovative trends within the sport.

Teeing Off: The Golf Course Business Opportunity

Imagine the crisp morning air and the sound of a perfect drive. A golf course business offers this daily. This industry blends passion with profit. Owners enjoy the game and offer others the chance. A good business plan is key. It defines how to win players and profit.

Market Trends In Golf

Golf is evolving. Technology changes the game. Players look for modern courses. They want unique experiences. Global golf tourism is up. Eco-friendly practices draw attention. Golf software gains popularity. Both young and old players boost demand.

• Increased use of golf tech: Apps and smart devices improve play.
• Golf tourism growth: Golfers travel for new courses.
• Sustainability: Green courses gain a competitive edge.
• Diverse demographics: The audience widens.

Target Demographic For Golf Courses

Targeting the right players is vital. Successful courses know their players. Weekend warriors, affluent retirees, and families matter. Business clients and female golfers mark new growth. Youth programs cultivate future golfers.

Fairway Strategies: Business Model Essentials

Starting a golf course is a significant venture, demanding both strategic planning and a solid business model. To drive success, it’s essential to understand your options. We delve into private versus public courses and explore various membership and green fee structures, providing a foundation for your ultimate golf course business plan.

Private Vs. Public Courses

Choosing the right type of golf course sets the stage for your business operations. Here, you decide who plays and how you manage the grounds.

• Private courses offer exclusive access, often requiring membership for entry.
• Public courses welcome everyone, making golf accessible to a broader audience.

Each model has unique benefits and caters to different markets. Your choice influences revenue streams, customer service, and marketing strategies.

Membership And Green Fees Models

Now, let’s focus on revenue generation . Memberships and green fees are the lifeblood of golf course finances.

Consider your target audience and balance with the right mix of membership options and green fee structures. Understanding your market will guide you towards a profitable decision.

Perfect Swing: Crafting Your Mission Statement

Imagine your golf course as more than just a place to play a round—it’s an experience. Your mission statement is the driver behind this experience. Let’s ensure it truly reflects the ethos of your golf business. Crafting a mission statement, like perfecting a golf swing, involves precision, dedication, and vision. A powerful mission statement aligns your goals with customer expectations, setting the stage for your golf course to flourish.

Core Values And Vision

Your golf course must stand for something. What are the core values driving your business? Define them clearly. They are the foundations of your golf course’s character. To create a vision that resonates, consider the following elements:

• Service Quality: Commit to high standards in every aspect.
• Innovation: Embrace new ideas to redefine golfing experiences.
• Integrity: Ensure honesty and transparency are at the heart of operations.
• Community: Build a network of golfers who share a love for the game.
• Sustainability: Prioritize environmental stewardship on the course.

A clear vision molds these values into a snapshot of your course’s future.

Aligning Mission With Customer Expectations

A mission statement should reflect the customers’ desires. It must speak to them directly. Crafting a statement that mirrors their expectations fosters trust and loyalty. To align your mission with these expectations:

• Listen: Understand customer needs through feedback and observation.
• Promise: Make achievable commitments that enhance customer experiences.
• Deliver: Consistently provide the quality and service pledged.
• Impress: Exceed expectations, making every visit memorable.

Binding your mission to the customer experience ensures a roadmap to success. Remember, a business plan that resonates emotionally will always have the advantage. Take a cue from your customers and let their expectations guide your mission.

On The Green: Conducting Market Analysis

Embarking on a golf course business adventure requires a deep dive into the playing field of market trends. You need to know who your competition is, what they offer, and where the untapped grounds lie. Strategic analysis sets the course for success. Let’s tee off with our market analysis.

Competitor Assessment

Understanding the landscape of your competition is key. Start with a simple breakdown:

• Listing nearby golf courses – Are they public or private?
• Services offered – What makes them special?
• Price points – How much do they charge?
• Customer reviews – Are players happy?

Use this info to find your position. Your goal is to outshine others. Focus on what they lack.

Identifying Market Gaps And Opportunities

Look for what’s missing in your local golf scene. Opportunities may include:

Fill these gaps to attract more golfers. Your business can thrive by meeting unmet needs.

Avoiding Bunkers: Risk Management

Starting a golf course can be exciting. Yet, like any business, it comes with risks. Good planning helps dodge those risks. Let’s talk about managing those hidden sand traps in the golf course business.

Managing risks is key to success. Below, find two main areas to focus on.

Insurance And Liability

Running a golf course means thinking about safety. Accidents can happen. Protecting the business is critical. Make sure to cover these points:

• Public Liability Insurance: Covers injury claims from visitors.
• Property Insurance: Protects buildings and equipment.
• Worker’s Compensation: Essential if employees get hurt on the job.

Choosing the right policies matters. Speak to an insurance expert who knows golf courses.

Environmental And Regulatory Challenges

Golf courses face nature and law challenges. Keep these in mind:

Find a good lawyer with environmental law experience.

Handle these risks wisely. This helps your golf course thrive.

Financial Forecasts: A Profitable Scorecard

Putting together a golf course business plan? Your financial forecasts serve as the scorecard, predicting how profitable your venture can be. These numbers show if you’re on course or if you need to tweak your strategy to avoid financial bunkers.

Investment Analysis

A clear view of initial investments sets the stage for your golf course’s success. Examine all the expenses:

• Land acquisition costs
• Construction and design expenses
• Furnishings and equipment
• Utility vehicles and golf carts
• Pre-opening marketing

Creating a table with these costs helps to visualize your needs:

Revenue Streams And Projections

Understanding your revenue streams means knowing where your cash comes from. Multiple sources ensure a stable income flow. A detailed forecast includes:

• Golf rounds
• Membership fees
• Food and beverage sales
• Pro shop sales
• Golf lessons and clinics

A well-structured projection for the first few years might look something like this:

• Year 1: Breakeven due to initial promotions and establishing the brand
• Year 2: 10% increase in rounds played and 5% in merchandise sales
• Year 3: Further growth in memberships, courses, and events

Marketing Drives: Promoting Your Course

To captivate golf enthusiasts and beckon new players to your greens, a solid marketing plan is paramount. Vibrant tactics can transform the local golf scene and make your course the talk of the town. Let’s delve into the core drivers that will put your golf paradise front and center in the public eye.

Digital Marketing Tactics

Modern golfers often start their journey online. Crafting a strong digital presence is vital. Bold strategies that leverage the power of the internet ensure your course stands out.

• Revamp your website : Make it mobile-friendly and swift.
• SEO best practices : Use keywords golfers search for.
• Email campaigns : Send news and deals to subscribers’ inboxes.
• Social media buzz : Share beautiful course photos and player stories.
• Online booking : Easy tee time reservations keep players coming.

Community Engagement And Events

Building ties with the local community ensures a loyal following. Regular events encourage players of all levels to engage with your course frequently.

• Golf clinics : Offer tips and tricks to improve their game.
• Charity tournaments : Partner with local non-profits for a good cause.
• Leagues and competitions : Host weekly or monthly golf challenges.
• Family-friendly activities : Ensure even the youngest can swing a club.
• Open house days : Invite the public for a free experience on the links.

Course Management: Operations And Maintenance

An effective business plan for a golf course dives into the nuances of course management, highlighting the strategies for daily operations and meticulous maintenance. Keeping a golf course running smoothly is a complex task that involves careful planning and sustainable practices. In this look into the ultimate golf course business plan, we will break down the essential aspects of managing operations and ensuring the course remains in pristine condition for players’ enjoyment.

Day-to-day Operations

Maintaining a superb golf experience requires a well-oiled mechanism of daily tasks. These tasks keep the course ready for golfers every day.

• Customer Service: A cheerful welcome and efficient booking system matter.
• Course Staffing: Well-trained staff ensure smooth operations.
• Equipment Handling: From golf carts to lawn mowers, all must work well.
• Safety Checks: Staff must make sure the course is safe for play.

Sustainability And Course Upkeep

Sustainability is not just a trend; it is a responsibility. A smart golf course business plan adopts eco-friendly practices.

Expanding Fairways: Growth And Scalability Plans

Are you ready to take your golf course to the next level?

Growth and scalability are key for any successful golf course business plan. It’s time to expand the fairways and reach new horizons. Let’s explore how you can scale your golf operations and ensure a bright future.

Exploring Additional Services

A golf course can be much more than just a place to play. It can become a complete lifestyle destination. To grow, consider these services:

• Golf instruction – Add professional coaching to help players improve.
• Event hosting – Utilize your space for weddings, tournaments, and corporate events.
• Sports and wellness facilities – Include a gym, spa, or yoga classes for an all-encompassing experience.
• Technology implementation – Offer high-tech simulators or swing analysis tools for a cutting-edge edge experience.

Partnership And Investment Opportunities

Build a network that supports your vision for expanding the fairways:

• Locate investors – Present a compelling business case to secure funding.
• Form strategic alliances – Partner with brands and other golf courses for mutual benefits.
• Engage member investors – Offer loyal members a chance to invest and grow with you.

By considering these opportunities, your golf course sets its sight on a future full of possibility.

Clubhouse Leadership: Building Your Team

The core of any successful golf course is its clubhouse leadership. Dynamic management and a motivated staff are vital to creating an unforgettable experience for members and guests.

Gather a team that embodies professionalism and enthusiasm. Doing so sets a course for success. The following sections delve into how to build such a team.

Staff Recruitment And Training

Finding the right people is the first step towards a thriving golf course business. Look for candidates with a blend of experience and a passion for golf.

• Post detailed job descriptions to attract qualified applicants.
• Use local and industry-specific job boards for wider reach.
• Host job fairs and network with golf professionals.

Once hired, implement a robust training program . This ensures staff excel in their roles.

• Customer service training is crucial for all team members.
• Provide regular skill-upgrade workshops .
• Ensure employees are well-versed in golf course etiquette and operations .

Creating A Winning Service Culture

The clubhouse is the heart of your golf course. Cultivate a service culture that exceeds expectations.

• Inspire staff to deliver exceptional customer service .
• Recognize and reward team members for outstanding performance.
• Encourage feedback from staff and patrons to continuously improve services.

By emphasizing teamwork and respect, your clubhouse will stand out. Guests will notice and appreciate the difference.

Full Course Review: The Executive Summary

An Ultimate Golf Course Business Plan is a roadmap to success. It outlines every detail from marketing to management. The first page, often overlooked, carries immense weight. Starting with the Full Course Review: The Executive Summary , this section provides a snapshot of your entire business plan. It’s crucial for catching interest and securing support. Let’s dissect the Executive Summary and prepare for a successful pitch.

Highlighting Key Plan Components

The Executive Summary shines when it hits the key components hard. Each element must stand out. Think of it as your course’s top highlights reel. Here’s a list of what to include:

• Business name and location: Start with the basics.
• Mission statement: Define your vision in a strong, clear sentence.
• Course description: What’s unique about your course?
• Market analysis: Show your understanding of the golfing industry.
• Strategy and implementation: How will you attract and retain customers?
• Organizational structure: Introduce the team steering the ship.
• Financial projections : Present realistic, data-backed numbers.

Preparing For The Pitch

The pitch is your chance to make a lasting impression. Tailor your Executive Summary for this moment. Here’s how:

• Keep it concise. A one-page summary holds attention better.
• Focus on clarity. Use simple language that everyone understands.
• Relate to the investor. Know what they care about and address it.
• Show passion. Let them feel your drive and commitment.

A stellar Executive Summary opens doors. It must articulate the essence of your plan. Highlight the most compelling points. Prepare as if this one-page holds the key to your future. Because it just might.

Round-up: Additional Considerations And Resources

Creating a comprehensive business plan for your golf course is a critical step towards success. Beyond the basic strategies and financial projections, you also need to consider additional tools and resources that can pave the way to a thriving golf course business. These resources not only help in strategic planning but also in effective networking to grow your brand.

Useful Tools For Business Planning

Diving into the business planning process can seem daunting, but with the right tools, it becomes a manageable task. Embrace technology and software that streamline your planning phase.

• Financial Modeling Software: Simplifies the creation of financial projections and budgets
• Project Management Tools: Keep track of tasks and deadlines
• Document Storage Services: Organize your plans and paperwork online for easy access
• Business Plan Templates: Provide a structured format to follow, ensuring all important aspects are covered

Networking And Professional Associations

Building relationships with industry peers is invaluable. Join golf industry professional associations and attend events for knowledge sharing and networking opportunities . Some key associations include:

Establish ties with local businesses and tourism boards to maximize exposure and create synergy.

Frequently Asked Questions

How much money can you make owning a golf course.

Owning a golf course can yield varied profits, from under $100,000 to several million dollars annually, depending on location, management, and services offered. Factors like course popularity, fees, and maintenance costs significantly influence earnings.

How Do You Write An Ultimate Business Plan?

To write an ultimate business plan, begin with an executive summary. Detail your company’s mission and structure. Include market analysis, organization details, and product descriptions. Outline marketing strategies, funding requests, and financial projections. Always keep it concise, focused, and clear.

What Are The 7 Steps Of A Business Plan?

The seven steps of a business plan include: 1) Executive Summary, 2) Business Description, 3) Market Analysis, 4) Organization Management, 5) Sales Strategies, 6) Funding Requirements, and 7) Financial Projections.

How Many People Does It Take To Run A Golf Course?

The number of people needed to run a golf course varies, typically ranging from 10 to 75 employees, depending on the size and complexity of the facility.

Crafting a thorough golf course business plan is your tee-off towards success. This sample gives you the framework to drive your venture forward. Remember, adaptation and refinement are key to navigating the fairways of the golf industry. Swing for the greens with confidence, knowing your business blueprint is on par with the best.

Now, go make that hole-in-one!

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Miniature Golf Course Business Plan

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Sammy's Family Entertainment Center

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

The Business

Sammy’s is a Family Entertainment Center with a world class, natural looking miniature golf course acting as the initial anchor for other attractions to be added later. Family Entertainment is a highly profitable industry that has been growing rapidly over the past several years. This is due largely to a trend within the country to return to family values. The initial profit centers will be the miniature golf course, video arcade, climbing wall, and food service.

There are 150,000 people living within a 15-mile radius of the Firefly County site. One of the interesting facts about the miniature golf business is the breadth of the customer base. While families with children may act as an anchor, seniors, teens, and corporate customers add significant income. A variety of fun promotions keep the business profitable during the entire season. While our marketing plan is devised from other successful plans in the industry, there will be some additions as we start the business. Mulligan-Bogey Leisure Builders, our construction experts, include a marketing plan with golf course completion. This plan includes input from over 200 course owners and shows the most successful marketing programs being implemented across the country.

John and Michelle Putteer have successful experience in small business ownership, personnel management, and financial management. The miniature golf course operates with only one person during the day and two or three people during peak hours. The low personnel requirement makes management easy and keeps employee costs at a minimum.

The low inventory and low operational cost of a miniature golf course allow owners to reap profits early. With first year sales projections conservatively planned this business should be profitable from year one.

Investment Objectives

Sammy’s will become operational with an initial investment from owners John and Michelle Putteer and a long-term loan. One local commercial lender has indicated an interest in the conceptual business. John has also been approached by local investors who are interested in the opportunity to invest in the project.

1.1 Keys to Success

• A highly visible, well-trafficked site near the center of our service area. 
• Friendly, happy employees providing superior customer service.
• A safe, clean environment that the community will be proud of.
• Have fun while delivering a quality product.

1.2 Objectives

The main objective of Sammy’s is to use a “World Class” miniature golf course to provide a safe, relaxing setting for family and friends to enjoy quality time together, while participating in fun and exciting outdoor activities.

Objectives include:

• Open for business on April 15.
• Be profitable in the first year of operation.
• First year sales above par.
• Add a Go-Kart track to the facility after three years of operation.

1.3 Mission

The Mission of Sammy’s is to provide THE fun, affordable, family entertainment center for community members living in and around Firefly County.

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

Sammy’s is a Family Entertainment Center with a world class, natural looking miniature golf course acting as the initial anchor for other attractions to be added later. Sammy’s hallmark will be a large, natural looking waterfall and water features. Family Entertainment is a highly profitable industry that has been growing rapidly over the past decade. This is due largely to a trend within the country to return to family values. The initial profit centers will be:

• miniature golf course
• video arcade
• climbing wall
• food service

Miniature golf is NOT golf in miniature. However, miniature golf does have a lot in common with regulation golf. To be interesting, miniature golf holes must have the contour changes found on a regulation green, which cause the ball to break and turn as it rolls toward the cup. Undulations and banking give the game an element of challenge and fun.

The anchor of Sammy’s is a “new concept” miniature golf course. The industry also refers to these as “sports courses.” Unlike miniature golf courses of old, windmills and standing bears are not found on today’s courses. Miniature golf courses, however, do need unique elements to hold the players’ interest. Greens that bring water, sand traps and rough turf into play add this uniqueness to miniature golf, while still maintaining an interesting and challenging game. Modern miniature golf courses are designed with attractive landscaping, water features, and elevation changes. A waterfall is the focal point of the Sammy’s course design. The water is a defining characteristic, in both its sight and sound.

The golf course is being designed and built by the most respected miniature golf course company in the United States, Mulligan-Bogey Leisure Builders, Inc. Four other builders were considered, but did not meet the professional standards of Mulligan-Bogey Leisure Builders. Mulligan-Bogey has built more than 400 profitable courses during their 40 years in business. They have demonstrated knowledge of what is required to make a successful facility. The course will be challenging, but not overly so. This will bring customers back to attempt to better their previous score.

2.1 Start-up Summary

Total start-up cost include construction, equipment, initial expenses, and working capital. Start-up assets required include short-term assets (office furniture and kitchen equipment), and we need initial cash to handle the first month of operations. The details are included in the start-up table.

Owners are making a cash investment. Additional loan financing is currently being arranged for ramp up and launch.

2.2 Company Ownership

Sammy’s will be created as a privately owned Subchapter C Corporation, registered in Firefly County. Stock will be equally held by the principal investors John and Michelle Putteer. As of this writing, the corporation has not been chartered. Other options of legal formation are still being investigated.

Products and Services

Miniature Golf

The primary attraction is the world class 18-hole miniature golf course, where participants have fun for only $5 per round. The challenge in miniature golf is to make the course interesting to play. Interesting shots bring repeat business. Undulations, banking, the size of the greens, the position of the cups, the intermixing of easier holes with more difficult holes to prevent back-up on the course, and hundreds of other little refinements, which come only from experience, are the difference between success and failure.

Players take about one hour to complete a round of golf. The course can easily accommodate up to 100 players per hour during peak times.  These numbers are common on weekend evenings during the summer season.

Rock Climbing Wall

The 24-foot portable rock-climbing wall offers an element of adventure for those interested in extreme sports. The wall is located on site most of the time, but has the ability to be set up at fairs/festivals, school parking lots, or company picnics.

The climbing wall is mounted on a double axle trailer. The wall is raised and lowered by the trailer hydraulics in a few minutes. Complete set-up takes only ten minutes. There are three climbing stations on the wall with state of the art auto belay systems (automatically lets you down slowly); this allows everyone a chance to climb without fear of injury.

Video Arcade

The video arcade has a mix of popular games for children of all ages. The games vary in type and skill level. Some are physically oriented; others focus on hand eye coordination. The most profitable games issue tickets that may be redeemed for prizes. The arcade will be operated on a 50-50 split with a regional arcade company. In a national survey of FEC operators, respondents reported coin-operated games, both redemption/skill and video, were the second top attraction and revenue source, behind birthday parties. While FEC operators may have different attractions, all of them have video and/or redemption games.

Food Service

A small snack bar will serve fountain drinks, hot dogs, chips, and frozen custard (ice cream). The food area will also provide space for birthdays and other private parties. A renter may use our food fare or use our outside caterer.

Customers will walk through the food service area to and from the miniature golf course. As the customers walk off the 18th hole they find hot dogs, chips, and fountain drinks awaiting them. Frozen custard is a summer favorite too. Besides lending the feel of a full outing experience, the food service is a profitable portion of the business.

In addition to the arcade business there are two other profit centers using vending machines. On the course, a bottled water vending machine is located between the 9th and 10th hole.The final fun profit center comes from three fish food vending machines located at the Koi ponds, which are a central part of the golf experience. Other course operators are redeeming $13,000 per year from their fish food vending machines.

On a national level, the top revenue generators at FEC’s are motion simulators (arcade), birthday and other parties, miniature golf, food and beverage, and go-karts.

3.1 Future Growth

• Second 18 holes of miniature golf
• Batting cages
• Trampoline Thing
• Logo sportswear sales
• Remote control 4WD vehicles
• Lagoon for bumper boats and/or remote control boats.

Market Analysis Summary how to do a market analysis for your business plan.">

There are over 150,000 people living within a 15-mile radius of the Firefly County site. One of the interesting facts about the miniature golf business is the breadth of the customer base. While families with children may act as an anchor, seniors, teens, and corporate customers add significant income. A variety of fun promotions keeps the business profitable during the entire season. While our marketing plan is devised from other successful plans in the industry, there will be some additions as we start the business. Mulligan-Bogey Leisure Builders includes a marketing plan with course completion. This plan includes input from over 200 course owners and shows the most successful marketing programs being implemented across the country.

Customers will appreciate Sammy’s because of the high value to cost ratio our services provide. There is nowhere else in our area where a customer can enjoy an hour, or more, of entertainment for only $5. When the customer considers the high quality of the facility, the friendly staff and the variety of entertainment available, Sammy’s will be the first choice for individual, family, or group entertainment.

4.1 Market Segmentation

Our market segmentation scheme is fairly straightforward. The Miniature Golf Club of America and the Association of Fun and Relaxation both have excellent market research and have highlighted the following target audiences:

Individuals : There are over 150,000 people living within 15 miles of our location in Firefly County. The typical customer ranges in age from six to fifty-four, with family income over $20,900.[1] This large swath of society provides a broad customer base in Firefly County.

Families with young children enjoy the outings. Miniature golf is one of the few activities teenagers find acceptable to do with parents. This is demonstrated in research, which shows that children 5 to 18 years old, with at least one adult, represent the largest single audience at 36.9%.[2]

Teens and young adults , age 15 to 24, will make outings a date or group event. We note here that teens fit into two separate market segments. They may enjoy an outing as part of a family unit or independently as part of a peer group.

Adults , age 25 to 54, find the recreation enjoyable, with or without children or grandchildren.

Seniors , age 55 to 74, find the gentle form of recreation refreshing, whether alone or with grandchildren.

Private groups using FECs range from children’s birthday parties to family get togethers.

Organizations using the centers may be church groups, civic organizations, office get togethers, customer appreciation events, or corporate parties.

While the prime time for individual customers is evening and weekend, the wide group customer base allows Sammy’s to schedule daytime and weekday hours for maximum facility utilization.

Understanding and satisfying the customers’ needs are the key elements to a successful operation. The business goal is three-fold:

• Get the customer in the door
• Keep them entertained
• Get them to come back![3]

___________________________________________________________

[1] Telephone conversation, Sam Tix, President of the “Miniature Golf Club of America”

[2] Association of Fun and Relaxation  2002 annual report

[3] Association of Fun and Relaxation  2002 annual report

4.2 Target Market Segment Strategy

The Family Entertainment Industry has been enjoying significant growth in the last decade. Along with this growth has come research to assist the industry in further development. The markets listed below are proven segments, across the nation, for FECs to target in their marketing efforts.

A. Individuals

Families with young children enjoy outings. As the children mature, miniature golf is one of the few activities teenagers find acceptable to do with parents.[1] This is demonstrated in research, which shows that children 5 to 18 years old, with at least one adult, represent the largest market segment (36.9%) attending FECs.[2]

Teens and young adults will make the outing a date. FECs have proven popular with college age students. The proximity of Southeast State University and Firefly Community College make this segment particularly attractive. While many state college students travel home for the summer, the community college students live, or stay in the area.

Private groups using FECs include:

• Birthday parties
• Family get togethers

Organizations using FECs include:

• Church groups
• Civic organizations
• Office get togethers
• Customer appreciation events
• Corporate parties
• Group fundraisers

Group events are particularly desirable because:

• A large group of customers can be scheduled for off-peak hours
• Parties breed other parties as guests decide they want to book a similar event
• These are low cost, high profit events, that require little or no additional staffing

[2] Association of Fun and Relaxation 2002 annual report

4.3 Service Business Analysis

Family Entertainment, or Fun Centers (FEC) are defined by the Association of Fun and Relaxation (AFAR) as, “unique community-based recreation/entertainment destinations with family appeal and a reliance on repeat customers for their success.” A facility is considered an FEC if it contains three or more of the following elements as major attractions: miniature golf, batting cages, bumper boats/cars, go karts, rides, coin operated games, and soft modular play areas. After nearly a decade of  exponential growth, Family Entertainment Centers are still a growing segment of the amusement industry.

In a survey conducted for the 2002 AFAR Annual Report, 89% of respondents reported increased business revenues as the new century began. In the same survey, respondents indicated 73% of customers spent over $10 per person.

Family Entertainment Centers are successful in communities with populations as small as 40,000. Profitable FECs also exist in smaller communities with adequate trade areas.

4.3.1 Competition and Buying Patterns

Direct competition for identical facilities is not found in our service area. While there are competitive miniature golf courses in Wedgeville, Mashie Woods, Cleek, and St. Andrews, they are all well outside Sammy’s service area.

There are direct competitors in the immediate area for some components of Sammy’s.

• There is a video arcade in the Mall . This established facility is frequently busy with children whose parents are shopping in the mall. Other customers are junior and senior high school children who are there with friends, just “hanging out”. This competing arcade has the disadvantage of being a one-dimensional facility. They cannot offer birthday parties, miniature golf, or anything but arcade games.
• There is a miniature golf course on Hwy 20 just outside Niblick City . This facility is not conducive to children because the main attraction is a Par 3 golf course with a bar in the clubhouse. The course does not offer birthday parties or other complimentary attractions.

The fact that there are not serious direct competitors in Firefly County does not mean Sammy’s will not compete with other established recreation and amusement activities for the consumer’s business. Sammy’s will target marketing efforts at indirect competition, such as:

• Movie theaters
• Bowling alleys
• Roller skating rinks
• Cape Speedway racetrack
• University sporting events
• Par 3 golf course
• Video arcade

Sammy’s also recognizes the indirect competition from local restaurants.

Sammy’s realizes that there is competition for the customer’s dollar. As the local economy worsens with the recent closure of more mills in the local area, lower income families will watch their spending carefully. Although this is an area of concern, it is also an area where Sammy’s low cost will be appealing to the consumer.

While many industries experienced downturns during 2001, 66% of FEC owners experienced steady, or growing, revenues. It is important to note that 24% of respondents to the national survey were not open for a full year before the survey. Only 11% reported declining revenues. To further support the validity of the FEC industry in economic downturns, it is noted that 73% of customers spent over $10 per person in 2001. This is a big jump over previous years where only 43% of customers had this level of spending. During good times FECs do well. During hard economic times families redirect scarce recreational resources to these low cost type of activities and FECs do even better.

History has proven there are two types of businesses that thrive in depressed economic times. These two categories of businesses are alcohol and family entertainment. As far back as the depression of the early 30s, the family entertainment industry has performed well in prosperous times and in economic downturns.

Strategy and Implementation Summary

John and Michelle Putteer enjoy an unusual position in seeking investors. Many businesses in the early stage of their plan are wondering where to get funding. The Putteer’s have both institutional and private investors who have expressed an interest in financing the Sammy’s concept.

As noted elsewhere, this new concept in family entertainment has proven to be a popular and worthwhile business.

5.1 Competitive Edge

Sammy’s has several distinct competitive advantages over possible competitors.

We need to emphasize again, this “new concept” miniature golf course will be the first one in the service area. The big signature waterfall, large course with water features, and additional attractions will truly make Sammy’s a “one of a kind” facility.

We mentioned two direct competitors when considering competition. But Sammy’s has a large advantage over both:

• Competitor’s problem: The miniature golf course on Hwy 20 just outside Niblick City is an updated, remodeled version of the old style miniature golf course. But this facility is not “kid friendly.” The main feature is a Par 3 golf course with a tavern in the club house. There is not even an appropriate rest room for families/children to use.

Sammy’s advantage: Sammy’s will be the first and only facility of its type in the service area. The facility is designed to be “family friendly” throughout. Sammy’s will offer a much better value for an equal price. When the consumer considers the clean, attractive, multi-dimensional, kid friendly facility, there will be little question which provides the better value.

• Competitor’s problem: The video arcade in the local mall is a one dimensional facility that only offers video games. They have no other attractions that would interest a family. They cannot offer birthday parties, or other group gatherings. The typical customer at this facility is the unsupervised child/teenager visiting while his parents are shopping.

Sammy’s advantage: The dimly lit mall arcade is no comparison for Sammy’s clean, supervised multi-dimensional facility. Again, when compared side by side, there will be little question as to the better value.

It is important to address the indirect competitors in our service area. These indirect competitors come into play when people are considering an outing, but are not sure where to go. Sammy’s has a distinct advantage in pricing over the competitors. There is also an attraction to Sammy’s as the newest entertainment type in the area, whereas other indirect competitors no longer have a “novelty” appeal to the consumers.

The combination of price, novelty, and choices of activities from multi-dimensional offerings clearly makes Sammy’s the competitive leader in family entertainment.

5.2 Marketing Strategy

Carefully designed advertising and promotions will accurately target the spectrum of customers identified above in the Target Market Segmentation topic.

While fun and excitement are the main draws that bring customers in the door, the value pricing and excellent location are also important factors.

Sammy’s pricing is designed to appeal to all levels of the economic spectrum. A game of miniature golf will only be $5 per person. Children under five are free with an adult. This price is lower than a movie and the experience lasts as long. As noted above, family entertainment is a high priority.

The arcade games will operate with tokens. Free tokens can be given to each participant at a birthday party, each golf game, or other marketing promotions. Tokens are also available for sale at the low price of five tokens for one dollar.

5.3 Sales Strategy

Sammy’s is in the enviable position of having customers who come to the facility with the intent to purchase. But we do not take lightly the need to treat our customers in a manner congruent with the fun loving, relaxing image of Sammy’s. Our friendly, energetic, fun-loving staff will be trained to make the experience memorable and enjoyable, leaving the customer with a desire to return.

The staff will be trained to maximize the sale by adding concessions, arcade, and climbing wall to the golfing experience. We will use promotions and staff to inform the customer about the availability of our facility for group events.

Another factor in garnering repeat customers is the challenge to better their score on the next round. For the truly competitive miniature golfer, Sammy’s involvement with the Mulligan-Bogey Cup Championship offers an appealing incentive for those intrigued by the $10,000 grand prize. This national event is held each year at one of the Mulligan-Bogey built miniature golf courses.

5.3.1 Sales Forecast

The forecast presented here is realistic, but conservative. The course will open March 15 each year. Sammy’s is closed each January and February. The reader should note second year revenues will likely be higher than presented because of consumer awareness of the facility after the first year.

Actual usage from existing courses, with similar demographics and seasonal weather patterns, was considered when making these forecasts. Sammy’s reduced the numbers in order to make a conservative forecast. For a list of actual numbers see the Builder’s Estimate topic, below.

Parties have not been included in these numbers because they are so difficult to forecast. But existing course owners report parties as a significant portion of their income. Therefore, Sammy’s will aggressively market their facilities for all types of parties. Once again we see the conservative nature of the forecast. The additional revenue will be realized with almost no increase in sales costs.

The climbing wall will only be available during peak hours because another employee is needed on the wall whenever it is in use. This wall is mobile and can be set up at other locations for both cash flow and marketing purposes.

Outside concessions projects that 20% of golfers will purchase a bottle of water from the outside vending machine.

Inside concessions projections are based on 35% of golfers visiting our snack bar and spending an average of $2.

Forty percent of golfers will stop in the arcade to play skill or action games. While this figure may be slightly high, it does not consider individuals who may not play miniature golf, but come for the arcade only. Arcade revenues are split 50/50 with the machine owners.

The fish feeder is an idea so effective it is humorous to watch. One miniature golf course owner spent money for years to feed his fish. Then he put vending machines out and discovered another profit center earning over $13,000 the first year. The Department of Fish and Wildlife discovered the same thing when they added vending machines at their hatcheries.

Overall growth is low because attendance at FECs levels, or declines slightly, after the first few years of operation due to the fact that the novelty wears off. To offset a decline in revenues, successful FECs change the appearance of the course with new landscaping and decorative layouts.

5.4 Milestones

The major milestones are separated into three categories:

• The planning, or pre-construction phase
• The construction phase
• The operational phase

The business is the creation of John Putteer, who is solely responsible for oversight and coordination of the entire project.

The dollar figures used in the milestones table are approximate numbers, based on current estimates and projections within the business plan.

Funding: Both commercial and private investors have expressed an interest in reading the completed plan. They have also expressed a genuine belief in this proposal and have indicated an early positive interest in financing the project.

Construction: While John Putteer is the project coordinator, other contractors will be utilized during the course of construction. The General Contractor will be Fairway Construction from Firefly. The miniature golf course will be built by Mulligan-Bogey Leisure Builders.

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

John and Michelle both manage people in their current careers. John is an Engineer/Paramedic making split-second life and death decisions on a daily basis. He supervises another fire fighter on the ambulance. For five years John acted as a Captain for the Firefly Fire Department supervising seven firefighters and making decisions for the city of Firefly. He was also President of the Firefly Firefighters Union for ten years. During this time he made executive decisions in his management capacity and participated in negotiations. John is the owner/manager of Airport Mini Storage. When he bought the units they were losing money at only 60% occupancy. Under his management they are consistently 90% occupied and remain profitable.

Michelle is a dental hygienist who has one assistant working for her. She also frequently manages student interns. As a dental hygienist she is skilled in the management and motivation of each patient on a personal level. The ability to evaluate and judge acceptance and compliance in individuals is a skill that she employs daily.

For additional information see Resumes below. [ Confidential and Proprietary information omitted from this sample plan .]

6.1 Personnel Plan

Optimum customer service is important, even critical, for the success of Sammy’s. But the owners also realize the high (and expanding) cost of employees. Fortunately, in the miniature golf industry, a high number of customers can be served efficiently by relatively few employees.

Sammy’s will require one staff member for off peak hours. Additional staff will be scheduled in accordance with demand determined by daily attendance patterns, eg: more staff will be required during summer months and during weekend and evening hours.

Sammy’s will have a salaried manager on staff during the months the facility is open.

Assistant Manager

The assistant manager will be an hourly employee working for $9.35 per hour.

Part-time Staff

Part-time staff will be used as needed for optimal customer service.

Financial Plan investor-ready personnel plan .">

The rapidly growing family entertainment industry is enjoying great success across the nation. These “too good to be true” numbers are, in fact, realistic. Every effort has been made to use conservative numbers in all categories. This point bears repeating; conservative, well researched numbers have been used in all categories .

The lack of inventory and current liabilities will give some readers problems with the “usual” Business Ratios.

7.1 Important Assumptions

Sammy’s does not assume they have no competition. But it is worthy to note there is a distinct lack of family entertainment in the area. While one might initially think this means such a business will not flourish here, our research has indicated otherwise. For example:

• The expanding network of new concept miniature golf courses is finding success in rural America. Locations near rural arterials are performing well across the nation.
• Locations in cities are doing well also. In our own region we see successful examples in St. Andrews and Mashie Woods.

Note the interest is high for current lending. This is in keeping with the conservative nature of this plan. It further demonstrates the basic health of this conceptual business.

7.2 Break-even Analysis

We see an extremely low variable cost in the Break-even table. While some would consider this an error, we know it to be the beauty of the business. The variable costs are limited to a scorecard (1 cent), a stubby pencil that is used several times, and the replacement of balls (which are used hundreds of times).

The largest variable that determines the level of success in a miniature golf operation is the percent utilization of the golf course during the season. As the marketing plan points out, there are clearly defined peaks and valleys of activity during a typical week. Evenings and weekends tend to produce very high utilization, even full utilization for much of this time. On the other hand, weekday hours (between 10 am and 4 pm) tend to have lower utilization. On average over the full season, most facilities (with a direct population base of 40,000 to 60,000) experience a utilization of approximately 35%. Sammy’s is fortunate to have a population base of over 150,000 within a 15 mile radius (based on the 2000 US Census). In spite of that, we have used rather conservative estimates of utilization (about 20%) in deriving our projected revenues. But it is worthy to note that if our course utilization were only 10% (half of the 20% projection), we would still break even. This huge margin of error should satisfy even the most skeptical reader.

7.3 Projected Cash Flow

With a first reading, the projected cash flow numbers appear unrealistic. Allow us to reinforce information given in the notes to the sales forecast.

• The numbers have been verified by Mulligan-Bogey Leisure Builders. Mulligan-Bogey has built over 400 successful courses in the last ten years and they are well aware of the revenues of their courses.
• The revenue numbers were presented to two separate owners who have opened courses within the last three years. The owners felt the revenue estimates were conservative, but accurate for planning purposes.
• Even if, for some catastrophic reason, the actual revenues were substantially lower, the reader can see this business will still be profitable, with positive cash balance from the first month.

Although the Cash Spending row in our projections contains only payroll expenses, we may choose to pay some bills (from the Bill Payments row) in fewer than 30 days, once the business is up and running; these would then also be part of cash spending. Our current projections, however, were designed conservatively.

The cost of the golf course includes everything except the scorecards. So no balls or clubs are included in the startup costs.

Along with a $20,000 option, Sammy’s will offer $1 lease for the first year. Although this initially sounds unacceptable, it is worth noting the owner will receive $20,000 for the option, and the property has been vacant and for sale for two years, without an offer.

Underwriters are working on an insurance quote. We have used the best estimate of insurance professionals.

The arcade will operate on a 50-50 split with an arcade company. We have shown the revenue as a sale and the arcade companies share as an expense.

7.4 Projected Profit and Loss

Estimates for financial projections are prepared with a conservative look at all aspects of the business. We have relied on three external sources for input and validation. We are in contact with two helpful course owners in similar demographic areas. One business has been operating for one year and the other for four years. Their input has been invaluable in comparing theoretical projections with reality. Another excellent source of data is Mulligan-Bogey Leisure Builders; they have built over 400 successful courses and are able to tell a prospective owner what to realistically expect.

It is important to note , based on their past experience, all three sources of information have agreed that our sales projections are either accurate or too low. They also agree the expense projections are either accurate, or too high. Thus we see a conservative forecast, giving both owner and investor a safety buffer.

Accounting and legal costs are projected at $1,250 at the outset for our Sub S Corporation, then another $500 for set-up by the accounting firm. The company will have its books reviewed each quarter; fees for accounting are listed below.

7.5 Projected Balance Sheet

The asset side of the balance sheet shows an accurate picture.

The Balance Sheet shows the current liabilities at a zero balance. This is because all purchases and payroll are paid on a cash basis. >/P>

The beauty of this business is beginning to become apparent. There is a reasonably high capital output, but the operation of the business is completed with virtually no inventory to purchase and low labor cost. When the reader combines this information with the fact that the sales forecast is conservative, one can see that success is assured.

7.6 Business Ratios

As noted earlier, this family entertainment business has no inventory and does not do sales on credit. Therefore several ratios normally deemed important by the reader will not show reasonable numbers. The high value for Profit Before Interest and Taxes is not an error.

The following table outlines some of the more important ratios from the Amusement and Recreation industry. The final column, Industry Profile, details specific ratios based on the industry as it is classified by the NAICS code 713990.

Builder's Estimate

Date:  May 28, 2004

Mulligan-Bogey Leisure Builders Inc., cannot guarantee income.  However, with locations similar to yours, we can project the following:

We hope these figures will be helpful to you.  We consider 100 players per hour to be 100% capacity; however, we have had customers tell us that 125 players per hour is not unrealistic. Also, consider that many golf courses are able to open for business before May 1 and remain open after October 1, which could further inflate these numbers.

If you have any questions or need further assistance, please feel free to call anytime.

Mulligan-Bogey Leisure Builders

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How to Write a Golf Club Business Plan

• Small Business
• Business Planning & Strategy
• Write a Business Plan
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How to Bring Customers to a Sports Bar

How to make money from a privately owned indoor skatepark, how to make a tally graph in excel.

• How to Make Money Growing Vegetables in Greenhouses
• Suggestions on How to Increase Revenue for Golf

Golf clubs, both public and private, are part of the leisure and recreation industry. Success depends on maintaining the high level of customer service expected by golfers. Customer retention is critical to a golf club’s bottom line. If the golfers are satisfied with their experience at the golf facility, they will keep coming back. You want your customers to play more often and spend more money each time they visit. A golf club’s revenue streams include green fees or membership dues, golf cart rentals, fees for golf instruction, equipment and clothing sales, and food and beverage sales.

Review past performance. Analyze the previous year’s financial results, and determine which revenue streams met or exceeded a forecast and which fell short of the plan. Analyze the reasons for either outcome. Take a critical look at the overall quality of your service offering. You may find that the course itself needs updating or upgrading to compete with newer facilities.

Evaluate the competition. Have staff members visit your major competitors’ facilities to compare their total service offering to your own, including the quality of the facilities, customer service and the prices charged. Determine what your competitors are doing well and where you have a definite competitive advantage.

Analyze golf industry trends, and trends in the local economy. Obtain National Golf Foundation data on current trends in the golf industry. Forecast whether the number of golfers in your area is likely to increase. Look at the economic conditions in your local area and how that will affect the growth of your customer base.

Set departmental goals. Make them aggressive but realistic. You may decide to emphasize increasing the course’s occupancy during weekdays when play is normally light. Or you might set a goal of increasing clothing sales in the pro shop by 25 percent.

Tie the goals to strategies. If your goal is to increase weekday play, a strategy could be to set up twilight golf leagues to get business people out on the course after work. To increase the number of new customers, obtain press coverage about the course's beauty and challenge.

Create a profit and loss statement forecast. Take your revenue goals and convert them into a forecast for each business segment. Forecast the expenses necessary to attain these goals. Add the departmental plans together into a consolidated plan.

Review and modify the plan. Check the plan for reasonableness and make adjustments. Scale back revenue assumptions that are too aggressive. Make sure your marketing budget is sufficient to generate the increases in customers you have forecast.

Make it an ongoing process to obtain feedback from customers, and take note when they say something disappointed them about your facility. You may find their chief complaint is something you hadn’t thought of, such as the condition of the golf carts.

• Keep the restaurant menu simple to keep food costs low. Golfers are looking for reasonably priced, good quality food but not necessarily a large menu of gourmet fare.

Chronic slow play has a serious negative impact on potential revenues because you can’t get as many players around the course per day. Provide tips and reminders to players prior to their tee-off times about ways to speed up play and be more courteous to the players behind them.

• "Supertendent's Handbook of Financial Management"; Raymond S. Schmidgall; 2003
• National Golf Foundation
• "Attracting Capital From Angels"; Brian E. Hill and Dee Power; 2002
• "Inside Secrets to Venture Capital"; Brian E. Hill and Dee Power; 2001
• Make it an ongoing process to obtain feedback from customers, and take note when they say something disappointed them about your facility. You may find their chief complaint is something you hadn’t thought of, such as the condition of the golf carts.
• Chronic slow play has a serious negative impact on potential revenues because you can’t get as many players around the course per day. Provide tips and reminders to players prior to their tee-off times about ways to speed up play and be more courteous to the players behind them.

Brian Hill is the author of four popular business and finance books: "The Making of a Bestseller," "Inside Secrets to Venture Capital," "Attracting Capital from Angels" and his latest book, published in 2013, "The Pocket Small Business Owner's Guide to Business Plans."

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• 1 Key Performance Indicators for Golf Courses
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• 4 Developing a Financial Plan For a Small Business

SWOT Analysis for a Golf Course: Template & Example

• May 13, 2024
• Business Plan , SWOT

A SWOT analysis is essential in crafting a robust business plan for a golf course . This analysis, which stands for Strengths, Weaknesses, Opportunities, and Threats, helps understand internal and external factors that can impact your business. Strengths and weaknesses are internal to the business, while opportunities and threats are external.

In this article, we’ll explore various examples of strengths, weaknesses, opportunities, and threats, aiding golf course owners in incorporating these insights into their business strategies.

Golf Course Business Plan

Fully editable 30+ slides Powerpoint presentation business plan template.

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Highlight the strengths that set your golf course apart, ensuring a competitive edge and customer loyalty.

• Example: Showcase the natural beauty of the course in promotional materials, emphasizing the serene environment and visual appeal to attract golfers looking for a unique golfing setting.
• Example: Regularly communicate course maintenance efforts through newsletters or social media updates, highlighting the commitment to delivering an outstanding golfing experience.
• Example: Promote tailored packages that encompass lessons, memberships, or exclusive access to clubhouse amenities to cater to different golfer preferences.
• Example: Create exclusive membership tiers with added perks to reinforce loyalty and foster a sense of belonging among members.

Address weaknesses to fortify your golf course for sustainable success.

• Example: Introduce indoor facilities, host off-season events, or diversify services (e.g., offering event hosting or weddings) to mitigate the impact of seasonal fluctuations.
• Example: Explore cost-sharing initiatives with neighboring courses, implement efficient maintenance strategies, or optimize staffing during off-peak times to reduce operational overheads.
• Example: Consider periodic renovations or upgrades to maintain competitiveness and appeal to a wider demographic of golfers.
• Example: Invest in targeted marketing campaigns, forge partnerships with travel agencies, or collaborate with golf influencers to increase visibility and attract a broader audience.

Opportunities

Seize opportunities to expand and innovate on your golf course.

• Example: Collaborate with local tourism authorities, hotels, and travel agencies to promote golf packages and entice tourists to visit the area.
• Example: Develop an interactive app providing real-time updates, online tee time reservations, and personalized golfer guidance for an enhanced experience.
• Example: Implement sustainable practices and communicate these efforts through marketing campaigns to appeal to environmentally aware customers.
• Example: Partner with renowned golfers to host tournaments or clinics, attracting fans and aspiring golfers to the course.

Prepare for potential threats to ensure the resilience of your golf course.

• Example: Offer flexible payment plans or discounted packages during economic downturns to attract budget-conscious golfers.
• Example: Conduct competitor analysis to differentiate offerings and focus on unique experiences or specialized services to stand out.
• Example: Stay informed about regulatory changes, engage in community discussions, and adapt practices to comply with evolving environmental regulations.
• Example: Invest in weather-resistant infrastructure, develop contingency plans, and communicate real-time updates to mitigate disruptions caused by adverse weather conditions.

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