Indian Creek Golf Club
In April 2005, the City of Carrollton, Texas hired Eagle Golf to manage Indian Creek Golf Club, a premier 36-hole daily fee course in the middle of the Dallas-Fort Worth Metroplex. In consultation with the city, Eagle Golf targeted three areas for improvement: course conditions, event sales and player programs.
Course modifications began in 2005 with a new warm-weather grass for the courses and renovated bunkers. An event sales coordinator was hired and tasked with filling the course calendar, and new player development programs were implemented for those guests who wished to improve their game.
The improved grass received rave reviews from guests and eliminated the need for many of the chemicals required to maintain the old grass. The renovated bunkers improved course drainage to the satisfaction of both golfers and the grounds crew. Annual revenue from events now regularly exceeds $500,000, and the player development program has membership in excess of 350 guests and annual revenues above $220,000.
From 2005 to 2010, annual rounds grew from 63,000 to over 90,000. In the same time frame, revenues grew from $2.5 million to over $4 million.
In 2010, Avid Golfer recognized the course as one of DFW’s “Top 5 Mid-Priced Golf Courses” and Addison Magazine named it “Favorite Public Golf Course.” The course is also recognized as one of the top places to host a corporate or charity golf tournament in the Metroplex.
Indian Creek extended its original five-year management agreement in 2010 and remains in the Eagle portfolio today.
Los Robles Greens Golf Course
The City of Thousand Oaks, Calif., hired Eagle Golf to manage Los Robles Greens on an interim basis in 2003. Through our own evaluation and consultation with the city, Eagle Golf focused on improving the course through better maintenance and by modifying the financial and customer service practices.
During the interim management period, course conditions improved 100 percent according to the USGA’s annual course audits, and numerous golf and community events helped bolster annual rounds and revenue. Some of the new initiatives included purchasing single rider golf carts for disabled guests, allowing complementary play for high school golf teams, developing a “Ladies on the Links” program and creating numerous Junior Golf clinics and tournaments.
In 2007, Eagle Golf was chosen as the long-term operator and entered into a 20-year lease agreement. An evaluation card from a guest at one of the newly created events said it best.
“Working with you was a dream; you made it so easy. You could not have been more accommodating, letting us try everything and then making suggestions. Absolutely everyone was completely professional and a delight to work with.”
Riverside Golf Club
Eagle Golf took over management of Riverside Golf Club in 2005 and delivered several recommendations to ownership on improving the facility and the course’s financial situation. Eagle proposed minor aesthetic changes to the golf course and focused on a more efficient sales approach and additional player development options.
Shortly after Eagle Golf came on board as the management company, tee signs and the course entry way were upgraded along with other minor improvements. The staff at the course was trained to better offer amenities and equipment to improve per player spending, and a player development program was implemented.
From 2005 to 2009, annual rounds at the course increased by 10,000, per player spending increased by $5 per player, and the player development program regularly contributed $100,000 to the bottom line.
A planned housing development, Huffines Communities, took ownership of the course in 2009 and changed management companies. After just one year of plummeting rounds and revenue, Eagle Golf was asked to return in 2010. Through 2011 rounds and revenue have increased again by 50 percent and annual tournament sales have grown by more than $100,000.
Eagle Golf and Huffines Communities have partnered for the foreseeable future as the housing development, The Viridian, grows around the course.
Teravista Golf Club
In 2009, Newland Communities hired Eagle Golf to manage the operations of Teravista Golf Club in Round Rock, Texas. Even though the golf course is a marketing tool for the community, Newland wanted to at least break even in the operation of the golf club by itself. Eagle Golf put a strategic plan in place that involved creating more volume, adding additional programming and increasing resident participation.
Eagle Golf added a full-time sales director to the course operations staff, created a player development program, leveraged its national buying power for lower costs and actively sought local residents to play the course.
The results were pretty clear. Tournament sales increased by $190,000 in Eagle’s first year thanks to the course becoming the destination of choice for local charities, schools and businesses. The player development program peaked at 225 members and generated $75,000 in revenue, and more than $100,000 in operational savings were passed on to guests. Local resident play increased by 10 percent.
The club saw many financial successes, but none were as big as the $200,000 improvement from prior year in earnings. Teravista Golf Club was nominated for Austin’s FAME “Golf Club of the Year” and given the Wedding Wires “Bride’s Choice Award” for 2010.
Whitetail Ridge Golf Club
Whitetail Ridge Golf Club opened in the summer of 2007 and owners Ron and Dave Walker contracted with Eagle Golf in the first quarter of 2008. Eagle Golf managed the course and created financial growth through a difficult local economy and a slowdown in the golf industry.
In 2008, total rounds played reached 27,000 and total revenue climbed to $2 million with a net operating income above $400,000.
In 2009, rounds increased by more than 11 percent with total revenues growing by more than 10 percent. The net operating income percentage grew from 20.9 percent to 26.4 percent and total revenue increased by $158,000.
Even greater success came in 2010 with another 5.8 percent growth in rounds and a 12.5 percent growth in total revenue compared to 2009. Over a two year period, Eagle Golf grew the food and beverage operation by nearly 50 percent. A total of $822,404 in food and beverage revenue in 2008 jumped to $1,220,843 by 2010. The year closed with another enormous increase in profitability as net operating income percentage finished above 30 percent for the first time in the club’s short history.
Field Club of Omaha
Eagle Golf was contracted to manage the Field Club of Omaha in March of 2011 after the club had struggled with declining membership. A former host of the U.S. Amateur and one of the oldest member-owned private clubs west of the Mississippi River, Field Club members wanted to return their club to original membership levels, save financially in several areas and offer expanded services for members.
Eagle Golf took a unique approach to managing The Field Club, implementing business practices that improved the financial health of the organization while also working closely with the Board of Directors to determine the future direction of the club.
Since taking over the operations, Eagle has delivered improvements to the club’s operations in several ways. Membership has grown by a net total of 239 members thanks to the work of a membership director hired by the club. Insurance costs are down significantly, and purchasing of equipment, fertilizer, chemicals and merchandise has become less of a financial burden thanks to Eagle Golf’s national purchasing ability. Staffing levels have also improved and HR costs have dropped due to Eagle Golf’s evaluation and training practices.
Under Eagle Golf’s management and with the input of club members, The Field Club now has a full year-round calendar of events. Club members cite the popular Tuesday night dinner—cancelled due to low attendance in 2010—returning and becoming more popular every week as a prime example of Eagle Golf’s impact beyond the business office. The Club always has something going on for members to enjoy, keeping the club active throughout the year.
Perhaps the best person to hear from regarding Eagle Golf’s success at The Field Club is Jim Boulay, a board member who was originally strongly against hiring a management company to oversee operations.
“Our club needed the level of attention and dedication that Eagle Golf brought to the table,” Boulay said. “I was against the idea, but I did my homework and realized it made sense financially compared to hiring a course manager with the wide-ranging skill set we needed. We were in a situation where we couldn’t afford to get the decision wrong.
“Eagle recognized the strengths and weaknesses of our club right away, and they have come here and gotten everything right.”