This is an unusual newsletter. The content is important to me and so I believe it warrants it’s own individual missive. Fear not, I will send out another newsletter shortly with all the usual competition results and news of forthcoming events.
I mentioned last week (click here to read) that Will’s departure from the business was partly down to him and partly due to the financial health of the Pro Shop. I said that I would expand on the subject this week, so here goes.
Background
Firstly and most importantly, Hale GC is a fabulous venue and a great place to work. I am proud to be your Club Pro. I have been here 15 years and cannot quite believe where that time has gone.
In a nutshell, for the hours that I put into the business (and like most club pros, that’s a lot), the money that I am able to take out of the business is not where I would like it to be. It works out at approximately the same hourly rate that I pay my staff. This has been the case for several years.
Will started with me three years ago during the second year of Covid. The hours that I was working (when we weren’t in lockdown!) and the boom in golf meant I needed help. I wanted him to assist in increasing sales and I knew someone with the right personality would be a hit with the membership. However, like any business that recruits staff, the new employee needs to be able to bring in sufficient additional income to cover their costs. It turns out Will was not able to do that and that is in no way a reflection on him. We’ll explore why below.
Profit
As you’ll know, the levers to pull to change a business’ profitability are (1) increase prices, (2) increase the number of sales or (3) decrease costs.
(1) Increasing prices is difficult because of the internet – everyone knows the price of everything, the big retailers have vast amounts of stock and it can normally be delivered within 48 hours. Additionally, the big retailers have huge buying power meaning they purchase their stock at significantly lower prices than I can. And I, of course, want to be able to provide my customers with items at the best value that I can.
(2) Increasing the number of sales is tricky because of the nature of Hale GC. That is, we have a smaller membership than many clubs and because the club is financially strong we accept limited numbers green fees & societies.
(3) Decreasing costs is essentially why the business had to let Will go (and also, as I discussed last week, because there wasn’t enough activity to keep him stimulated over the course of his time at work).
Where are Things Now
I approached the club in September 2023 explaining the situation. On reflection, I should have done so years ago. This approach was before the dreadful recent winter that has compounded things further, as it has done for much of the golf industry.
Unlike the other members of staff at the club, I am paid a retainer. I make additional revenue from retail and coaching. Consequently the hierarchy of the club don’t know how things are going unless we communicate. I think the same goes for you, the membership, and hence this article.
Thankfully the club (a small group from Council were set up to look into these matters) were understanding of where things were and have helped in a few different ways as follows: by increasing my retainer, introducing other performance incentives and understanding the staffing difficulties.
They appreciate there are times when the shop needs to be open and there are times when it doesn’t. They understand that a healthy work-life balance is hugely important. They have made me feel more valued and like a key member of the team.
What Next
(1) As we say goodbye to Will, you’ll be seeing a bit more of Phil. He’ll essentially cover the shop when I have a day off, take a holiday or play in golf tournaments, attend Cheshire & North Wales PGA committee meetings or attend training courses. He’s working on a zero hours basis so just steps in when required. This flexibility is fantastic for the business. Phil is a great guy, very friendly and super proactive. He’s been working / putting up with me for nearly six years now!
(2) The shop will be open a little less. I’ll endeavour to schedule my lessons when it’s quiet. If they are outside, I may need to lock the door on the shop. If they’re in the studio, I may not be able to attend to your enquiry immediately but will come back to you as soon as I possibly can.
(3) If I’m away and there’s nothing scheduled, the shop may close early. For instance, if I’m off on a Wednesday and there’s a team match in the morning but no other events on that day, the shop may just be open from say 0830 – 1400.
(4) I will communicate this via my newsletter and signs on the door. It’s possible you will barely notice any difference as these changes will take place when it’s quiet.
Summary
Going forward, with the financial package from the club, a reduced wage bill and more flexibility, both the business and I will be in better shape.
It goes without saying that your continued support and custom really do make a huge difference. It would be remiss of me not to mention at this point that if we don’t have golfing items in stock that you desire, we can invariably get hold of them. We will always do our utmost to price match.
If you approach us and it turns out we can’t match the price, the lead time is too long or whatever the reason might be, we totally understand! We’d just be delighted to have had the chance to serve you. And perhaps we’ll be able to get you what you want next time.
We hope to see you down at the club on a dry golf course with the sun shining very soon!
Thank you.
