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In today's
competitive golf course business environment, many owners are
turning to consultants for specific expert advice in the areas of
operations, membership development, and, probably most important,
MARKETING. And yet this is an area in which the owner or manager
inevitably fears. How do you begin looking for the right consultant?
Will you be paying too much? What is a fair fee for services
rendered? Will I get what I paid for? Will the consultant you hire
stand behind his/her advice? These are all fair questions that need
to be answered.
Some Rules of Thumb
The following advice is a distillation
from a number of hiring experiences by Alf Nucifora, a nationally
syndicated marketing consultant, with applications to the golf
course business added in.
First and foremost, when hiring a
consultant for your golf course pay heed to intuition and your gut
instincts. If the relationship doesn't feel right, it probably won't
be.
A prospective consultant should
always pass the "Three C's" test:
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Chemistry. Do I like the person?
Can I form a harmonious working relationship with him or her?
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Conviction. Does he really want my
business? Is he as excited about improving my number of rounds,
and therefore revenue, as I am?
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Confidence. Does she exude an aura
of trust and responsibility? Does she know her business and does
she speak with a degree of experience and wisdom?
Beware of the "Jack and Jill
of all Trades"
Watch out for consultants who say they can help you with "a
little of this" and "a little of that" while
specializing in "none of the above". Ask about their
background, their education and experience, up front. If the
professed consultant you're talking to does not possess the
education or experience (minimum 5 years in like-golf consulting
services) save yourself time and find someone who does. Two
qualified reference sources for finding golf consultants: Crittenden
Golf, San Diego, CA 619-824-1030 or The National Golf Foundations
Business Directory, Jupiter, FL 561-744-6006. Beware also of
individuals and companies claiming to be "marketing"
specialists. More often than not they specialize in one area of
marketing (public relations, memberships, etc.) or are in fact an
advertising agency that may or may not have golf industry
experience. Ask questions. Don't hire until you're sure the
consultant will help you solve your unique business problems.
Know what you want
Many courses only know that they are in trouble of not making a
profit, or a smaller than expected profit, and they hire a
consultant without a clear objective in mind. This only confuses the
consultant and inevitably leads to disappointment. To paraphrase
famous ad man David Ogilvy, "don't buy a dog if you're going to
do your own barking." And don't have unrealistic expectations -
your chosen consultant can only do so much. Be clear as to what the
deliverables will be, and confirm that expectations on each side are
evenly matched. If you are unsure of what to expect from your golf
course consultant ask them to present you with a plan including
realistic revenue expectations. If they stumble here continue your
search.
Ask for references, and check them
out carefully
Ask probing questions about service, responsiveness, performance and
results. Talk to two or three references so that you can triangulate
against the results and determine the consultants true reputation in
the golf course industry.
Proven track record
Does the consultant have a successful track record, and has their
previous clients been better off after working with them? To that
point, has the consultant worked with golf course clients similar to
your courses business, and to what extent will you have to train
them on the uniqueness of your problem situation?
Trust
Can I trust the consultant with my courses confidential business?
This person will need to know a lot about the most important
business laundry to effectively evaluate a strategy to succeed.
Strategy vs. Execution
Don't expect all consultants to be capable of executing their
recommendations. Most will address the problem, deliver a reasonable
solution and leave the execution up to you and other employees. If
you want the consultant to stay involved through the execution
phase, say so up front and be sure that they are capable of properly
executing the plan they deliver. It may smack of fraud, but too many
consultants can tell you what to do and get paid for it. However,
they are not qualified to do what they just told you you need to do.
Again, ask questions. Ask about their practical experience.
Customized solutions
That's what you're paying for and that's what you should get. If all
you're paying for is a template, buy it in a book or software
package. You can thwart this potential conflict by knowing the
education and experience level of the consultant you're dealing
with. If you're not dealing with a seasoned professional, it won't
matter what they charge in fees, it's not worth it.
The inevitable compensation issue
Probe compensation issues carefully. Be specific about what you want
and what you are willing to pay for. Ask for specific rates (these
will vary by seniority and experience of the staff members assigned
to your course's account). Also be specific about what you will and
will not pay for, e.g., out-of-pocket expenses such as travel,
phone, research time, etc. And remember that a consultant's fees
should not be too high or too low. Low fees usually suggest
substandard quality. High fees may suggest more vapor than
substance. In any event, be willing to negotiate the fee. Don't
automatically accept the first number that is given, unless it can
be substantiated.
Paladin Golf Course Marketing
3019 Forest Club Drive
Plant City, Florida 33566
28n01, 82w07
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