Chapter 11 – “The Challenge of Year 100” (2022)
As the end of the first century neared, the battle continued. Recent Boards had addressed the Club’s future with an approach that was amazingly similar to the three-pronged business strategy that served the founders so well during the 1950s,
- They negotiated a very favorable lease arrangement with the City of Temple Terrace; in fact, the only period in Club history when a more favorable arrangement exited on this key budget item was during the 1956 “one year/one dollar” agreement negotiated by Temple Terrace Outdoors,
- Thanks to the efforts of the City, the Board, the Management Team and a significant number of caring and generous members, the club was once again close to offering a country club worthy array of product and services, as evidenced by:
- The golf course, its new million-dollar irrigation system in place and serviced by a new fleet of greens equipment was completion of a joint Club/City tree replacement project away from having a premium course available for play by Club members and their guests,
- The Clubhouse was rejuvenated inside and out with a renovated ballroom, a new roof, a remodeled keg system, upgraded air conditioning, new carpeting and new lounge windows.
- The pool complex was enhanced in appearance and comfort above the water line and upgraded significantly below it,
- The golf course, clubhouse and pool pavilion event calendars were continuously being upgraded by the club’s management team, and,
- The Club continued to maintain a significant pricing advantage over the competition by functioning on a non-profit basis with a portion of the typical country club expenses being absorbed through the generosity of a “caring” membership.
Yes, a “market desirable” set of country club products and services was substantially in place and, barring any “major unanticipated non-golfing challenges of life”, the Club’s remaining task would entail taking advantage of lessons learned over “The First Hundred Years” and successfully creating and implementing a Strategic Business Plan designed to “attract enough customers (members) for the business to thrive.”
A Strategic Business Plan that:
- Included an array of membership offerings broad enough to attract the young golfers, the old(er) golfers, the single golfers, the golfing families, the frequent golfers, the casual golfers and the non-golfers. (“One price no longer fits all”)
- Identifies the target market and includes the communication tools for reaching them, and most importantly,
Offers an array of acceptably priced options that are guaranteed to “attract enough members for the business to thrive”, and eliminate any doubt that “The First Hundred Years “Were” the Hardest”
