Golf and Country Clubs: Setting Higher Goals for Profitability in Food & Beverage
There are many opportunities for golf club and country club
managers to operate their food and beverage facilities more efficiently
while providing better products & services, conserving resources, keeping
customers happy and delivering more to the bottom line.
By
Juliette Boone &
Darius Hatami, February 6, 2007
According to the Club Manager's Association of America and the
National Club Association, 59% of clubs show a loss in their food and beverage
operations while 34% show a profit and the remaining 7% break even1. For
our golf and country club clients, whether operating private or public facilities,
food and beverage service is a necessary amenity for patrons.
Food service is, indeed, a critical service element at golf and country clubs,
and despite the poor performance, all of these food and beverage operations have
the potential to operate profitably. Here are a few easily implemented ideas to
increase or enhance food and beverage profitability at your club:
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Understand How Banquets Affect Your Business
by Using a Banquet P&L
Many of our clients find themselves in the banquet
business not only for social gatherings such as weddings, holiday
parties and reunions, but also for corporate-sponsored social
events. While these events often bring in substantial revenues, many
banquet operators have no idea how much banquets cost from a labor
and food standpoint. By creating a profit and loss statement for
each event, management can fine-tune staffing and food purchases to
generate more profit for the club while enhancing overall quality.
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Manage Labor Costs
Club operators often keep their food and beverage
operations running for extended hours without measuring the
incremental level of sales versus labor costs associated with those
hours. By consolidating food and beverage operations during off-peak
periods, or offering more limited options that require fewer staff
to manage, clubs can provide guests with the service they need and
reduce the club's labor costs simultaneously.
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Examine Your Menu Mix
It is our experience that many club operators offer a
product mix to satisfy the "status quo," but many don’t understand
the costs associated with preparing each dish from a labor and food
standpoint. By evaluating the product mix (which menu items are most
popular, which are the least popular) and then assessing which items
are most profitable, operators can fine-tune their menus to maximize
revenues and profitability while also enhancing customer
satisfaction through more popular product offerings.
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Understand Your Customers
We hear from club owners that their customers are more
pressed for time than ever before. While these customers are still
in need of food and beverage, they may not have the time required to
enjoy sit-down service. Examine the needs of your customers: do they
need more "portable" and "quick" food options? Are they looking for
healthier menu items? Do they view the food service you provide as
fuel or as a social experience? By answering these questions,
operators can learn whether their product offerings and level of
service effectively meet the needs of their customers. Providing
better suited products and service can enhance both revenues and
profitability.
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There are many opportunities for golf clubs to operate the
food and beverage facilities in a "smarter" way that will save resources,
deliver better product & services, keep customers happy and ultimately
deliver more to the bottom line. If you’re eager to turn your club’s food
and beverage operation into a profit-center, taking the time to implement
one or more of the above ideas is a good place to start.
For more information, contact:
Juliette Boone
Restaurant Management & Advisory Services
HVS International
Address: 2229 Broadway Boulder, CO, 80302
Phone: +1 303 443-3933 ext. 260
Email: JBoone@hvs.com |
Darius Hatami
Golf Services
HVS International
Address: 2229 Broadway Boulder, CO, 80302
Phone: +1 303 443-3933 ext. 299
Email: DHatami@hvs.com |
1
Club Managers Association of America and National Club Association's 2004
Club Operations and Financial Data Report.