marketing case study about chestnut ridge country club,recommendations

1.3 Evaluate a model of managerial style in which the manager can apply skills to identify, study and

Contents Page Qualification structures Unit 5001 Unit 5002 Unit 5003 Unit 5004 Unit 5005 Unit 5006 Unit 5007 Unit 5008 Unit 5009 Unit 5010 Unit 5011 Unit 5012 Unit 5013 Personal development as a manager and leader Information based decision making Performance management Resource management Meeting stakeholder and quality needs Conducting a management project Financial control Marketing planning Project development and control Human resource development Managing recruitment and selection Being a leader Leadership practice 3 4 5 6 7 8 9 10 11 12 13 14 15 16

With your permission, I would like to start my investigation by doing an in-depth interview with you. As the founder, owner, and head coach of the club for forty years, your knowledge and experience will be crucial in creating and implementing new and updated methods that will be practical and realistic. I would also like to interview the president of the club, Tracey Matovich, past president, Carolyn Doherty, and treasurer, Wendy Petersmeyer. Their experience in club procedures and financials will be beneficial in coming up with a feasible report. However, I will need to secure permission for an interview from these individuals, so their involvement is not

Islington Golf Club has a major weakness, the club lacked a long-game practice facility, which other clubs in the area have. This problem is the most difficult for Islington Golf Club to fix, because of land constraints. This may drive potential members to another club because Islington does not have that feature

The partners must do additional analysis prior to determining if they should invest in a new miniature golf venture in Golden City. Before establishing marketing objectives, advertising and promotional programs, plans for addressing demand fluctuations and considering alternate locations, they must determine if they can generate sufficient sales to fund operations. They have done market research which provides a good baseline for establishing the demand, course capacity and anticipated costs. Once they have analysed this data and established that the business is financially viable, they can address advertising, demand and location questions by developing a marketing strategy.

The Country Club would have a unique staff to ensure that these amenities have a professionally treated and cared for golf course. The person that is in charge of this area is called a Golf Course Superintendent. The Golf Course Superintendent is responsible for “turf grass/plant material maintenance programs, property/asset management, personnel management, budget/forecasting, financial management, member relations, scheduling/maintenance or irrigation systems, pesticide applications, related recordings, and compliance of regulatory issues. “ (Rutgers, 2016) Additionally, there are trainers that the Country Club may hire called Golf Pro or Tennis Pro. These positions are intended to assist them in developing the member’s skill set and technique so they become more proficient at practicing and playing the game. Tennis Pros can make a salary as low as $24,000 and up to more than $74,000, according to salarylist.com. (Salarylist.com, 2016) Golf Pros can make up to $76,000 a year for their salary. (Payscale.com,

In, My opinion Questions are not as appropriate as it should be. Since the first priority of every golf-club is to provide better Golf service. However MGCC service was not meeting the expectations of members for golf-club and also dining services. Questions were very general and can't make any profitable final decision for MGCC by survey's result. Since, most of the questions are very broad and not including or asking the major issue. Although dining is very important for MGCC but the most of surveyed question were related to dinning rather than

In this report I will discuss the communication problems which exist at Rolling Meadows Golf Club. The problems discussed will deal with channels of communication. The areas which are causing problems are internal. Radios would solve these internal problems.

Our town is notable for having several interesting golf courses. For those residents whose interests lie in other pursuits, those courses are a waste of large quantities of otherwise useful space that could be better used to construct another mall or store. For the golf enthusiasts among us, however, the preponderance of courses is a delightful benefit of living in this otherwise uninteresting locale, where the only saving grace is the plentiful supply of interesting people.

New golfers increased from 1.5 million to 3 million between 1988 and 1998, but most of them quit due to increased cost of playing which went up by nearly 50%, unavailability of courses and time involved in playing. The global premium equipment market declined post 1998 due to various reasons like decreased demand, Asian economic turmoil and saturation of product in the market place. To CGC’s benefit the competition on golf equipment

One apparent solution is that the NCRCC can not rely on NCR membership to sustain itself, it must become a stand alone club with open membership. Further research showed that NCR employees had a desire for more of a full service club that offered more than just golf. For example fitness centers, spas, and tennis courts were among the additional facilities requested.

Unfortunately, the golf industry is out of balance with the number of courses (supply) outweighing the number of golfers looking to play a round of golf (demand). Course owners struggle to attract rounds. In order to stay competitive in today’s market, you need to have differentiators that set you apart from your competitors. This module enhances the golfer’s experience at those courses that have it and they have a decided advantage over the competition with all other things being equal. If you are looking to attract more rounds, use the Golfer Experience Module to make the round more enjoyable resulting in more rounds and revenue.

We have carefully looked at our external and internal environments. The external analysis looked at the market and the competition, while the internal analysis examined Callaway’s performance, as well as its customers. We also performed a “SWOT” analysis, enabling us to identify our strengths, weaknesses, opportunities, and threats. This analysis lends to the view that it is imperative that we change our existing strategy and focus on other markets. It is not suggested that we ignore our existing markets, but rather that we expand our customers and potential customers access to custom club fitting. I firmly believe that by pursuing this avenue, and by implementing and controlling the proposed fundamental marketing strategies and marketing mix strategies, we will be able to achieve the stated objectives.

The first step is to identify and state the problem that the NCR Country Club management is facing. The NCR Country Club is facing a declining membership through their employee and a retiring client base. In order to for the club to continue to survive, they must

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