Golf Club Strategic Marketing Plan

By using this marketing Golf Club Strategic Marketing Plan template, you start with a strong basic template you can use to create the perfect one. Which is giving you more time to focus on what really matters! Using this marketing template guarantees that you will save time, cost and efforts and enables you to reach the next level of success in your project, work and business!

Download this professional Golf Club Strategic Marketing Plan marketing template now! 

Sneak preview:

Grahame Bilby CHAIRMAN 2012 SITUATIONAL REVIEW SWOT ANALYSIS 2012 Strengths (Internal)  Location – centrally accessible in an expanding community  The golf course – appearance, layout and challenge are of a high standard  Pro-shop – professionally run, providing desirable levels of service to members  Volunteers – a major strength in this Club  Good and improving levels of communication and cooperation  Friendliness  Board of Management and Committees – forward-looking, vibrant and committed  Staff Competency and Commitment Weaknesses (Internal)  Ageing membership (leading to natural attrition, and diminishing levels of participation in wider club activity)  Lack of a single focus-point for operational management (ie, no General Manager)  Financial fragility – the club is currently managing only to pay its way without ability to provide for future requirements  Physical limitations on expansion (for improved car parking, practice facilities, etc)  Office management knowledge vested in a single staff member – a potential single point of failure.. Opportunities (External)  Improve club profile (popularity, affordability) as a preferred venue/club of choice  Increase membership through marketing, recruitment and retention  Increase Green Fee takings through increased course usage  Focus recruitment to reflect local demographic (juniors, over-45s, retirees, etc)  Seek resource-sharing synergies with other clubs  Improve engagement with Summer Members and wider community within club activities and tournaments  Possible sale of land that is not required by the Club, and acquisition of land for parking, practice facilities etc as outcome of motorway build land re-allocations.. Threats (External)  Ever-increasing costs to maintain course and amenities to member requirements  Effects of economic downturn on members’ disposable incomes  Competition for membership from other clubs  Possible run on funds could be occasioned by untimely debenture-holder