Greek Golf Training Center
Strategy and Implementation Summary
Greek Golf Training Centers has a very large potential market. Because of the uniqueness of these facilities throughout Greece, we feel we will become the main golf representative quickly. This will be accomplished by actively and continuously promoting Greek Golf Training Centers through media as well as hosting and supporting various community events.
5.1 Competitive Edge
Greek Golf Training Centers’ competitive edge is three fold. First, Greek Golf Training Centers is the only golf complex that offers such kind of training facilities that will be available for the members. The second part of our competitive edge is the location, size, and appearance of the facility that will attract many people into the complex. Finally, the third part is our golf shop where the members can find first class equipment in the best prices in Greece and have the possibility to test them in actual conditions.
By maintaining our focus in our strategy, marketing, program development, and fulfillment, Greek Golf Training Centers will be known as the top golf training center in Athens. We should be aware however, that our competitive edge may be diluted if we become complacent in our program development and implementation. It will be important for Greek Golf Training Centers to keep up with the current trends in golf programs.
5.2 Marketing Strategy
The marketing strategy is the core of the main strategy:
- Emphasize service and support.
- Build a relationship business.
- Focus on golf equipment as the key target market.
5.3 Sales Strategy
Sales (membership and equipment) are based on the services and amenities provided by the facility. The “something for everyone” slogan fits perfectly with Greek Golf Training Centers. All of the users of our facility must feel they are getting the best possible value for their money. If there is a better value, for equal services, Greek Golf Training Centers will match or beat that value for customers.
Each person desiring a membership at Greek Golf Training Centers will be able to sit down with a representative and be notified of all their membership options. During this brief discussion, the person will be also informed of all of the services, programs and amenities Greek Golf Training Centers has to offer. It will be important to establish a relationship of trust with our members as membership preservation is an important aspect in our business.
5.3.1 Sales Forecast
The basic assumption is that at the end of first year 200 members shall be registered. An enviable growth rate is expected for several years, up to 500 members. That will be the maximum number of members that can be accommodated by this center. Further expansion of the grounds shall be consider in future.
The first year members’ registration is considered incremental and of course at first months and summer period is expected to be low. It is also assumed that by next year the growth rate will be steady although the numbers are very pessimistic for safety reasons.
All sales items are related and proportional to memberships except the advertising. However, even this will increase if the popularity of the center does so.
Furthermore sales of equipment is also very pessimistic because golf is not very popular yet in Greece. However, one of the biggest courses in Europe will be ready in Crete island next year.
Generally, the center has been planned to accommodate 500 members, the maximum possible, which is a very realistic target since it will be the pioneer in a virgin market which is ready to make significant steps in future. It should be reminded that the economy of Greece shall be based on tourism after the olympic games of 2004 and the completion of the 3rd European Financing Framework since the heavy industry can not be significant in Greece. It is sure that will be promoted during the olympic games and that 500 members is negligible portion of 4,500,000 living in Athens.
|Year 1||Year 2||Year 3|
|Food & Beverages||$13,500||$20,250||$30,375|
|Extra Performance Analysis||$500||$750||$1,125|
|Direct Cost of Sales||Year 1||Year 2||Year 3|
|Food & Beverages||$2,700||$4,050||$6,075|
|Extra Performance Analysis||$0||$0||$0|
|Subtotal Direct Cost of Sales||$28,165||$42,345||$63,440|
The accompanying table lists important program milestones, with dates and managers in charge, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation. The most important programs are the sales and marketing programs listed in detail in the previous topics.
What the table doesn’t show is the commitment behind it. Our business plan includes complete provisions for planned vs. actual analysis, and we will hold monthly follow-up meetings to discuss the variance and course corrections.
|Milestone||Start Date||End Date||Budget||Manager||Department|
|Concept Plan Review||11/20/2002||11/30/2002||$0||HB||Marketing|
|Plan Presentation to Internet||12/1/2002||1/15/2003||$75||DV||Web|
|Plan Presentation to Investors||12/1/2002||1/15/2003||$0||DV||Finance|
|Company Set Up||1/15/2003||3/15/2003||$0||HB||Accounting|
|Interior Design & Logo||1/15/2003||3/15/2003||$20,000||HB||Marketing|
|Promotion & Advertisments||1/15/2003||3/15/2003||$30,000||HB||Marketing|