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https://www.loom.com/share/4e757cfd6528478db6aea6a69e69230d?t=3 for the activity 5 word document convert and rewrite/elaborate base on the screenshot feedback thanks and for activity 3 can you convert and rewrite it to SMART format and elaborate according to the screenshot of the feedback please. Thanks
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PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
Business Planning Activity 5: Business Planning Phase 5 – Monitoring Performance
Ratings
Criteria
Business Planning
Outcome 1:
Understand the PGA
Business Planning
Model
Business Planning
Outcome 2:
Use case studies to
apply business
planning concepts
Business Planning
Outcome 8:
Monitor
performance and
make necessary
modifications to the
plan
5
Excellent
Demonstrates extensive
knowledge of the
learning outcome
4
Competent
Demonstrates acceptable
knowledge of the
learning outcome
3
Adequate
Demonstrates partial
knowledge. Requires
review of the learning
outcome
2
Inadequate
Demonstrates minimal
knowledge. Requires
extensive review of the
learning outcome.
1
Unacceptable
Does not demonstrate
knowledge of the
learning outcome.
Extensive and thorough
information utilized to
demonstrate
understanding of the
Business Planning Model
Information utilized
demonstrate
understanding of the
Business Planning Model
Information utilized to
partially demonstrate
understanding of the
Business Planning Model
Minimal information
utilized to demonstrate
understanding of the
Business Planning Model
Many key metrics are
missing or irrelevant.
Information provided
does not demonstrate
understanding of the
Business Planning Model
to the plan. Information
and metrics given are
inaccurate and/or
incomplete.
Extensive information
provided for Crescent
Ridge or Summit Valley
to define phase 5 of the
Business Planning
Model.
Information provided for
Crescent Ridge or
Summit Valley to define
phase 5 of the Business
Planning Model; subtle
information about terms
and definitions may be
missing.
Some information
provided for Crescent
Ridge or Summit Valley
to define phase 5 of the
Business Planning
Model; some key
information may be
missing.
Minimal information for
Crescent Ridge or
Summit Valley provided.
Minimal information
about terms and
definitions utilized.
Activity does not utilize
case study information.
Information given is
inaccurate and/or
incomplete.
Extensive and thorough
information utilized to
monitor performance and
define appropriate
modifications to the plan.
All metrics are relevant.
Information utilized to
monitor performance and
define modifications to
the plan. Most metrics
are relevant.
Information utilized to
partially monitor
performance and define
some modifications to the
plan. Some key metrics
may be missing.
Minimal information
utilized to monitor
performance and define
minimal modifications to
the plan. Many key
metrics are missing or
irrelevant.
Information provided
does not demonstrate
ability to monitor
performance and define
modifications to the plan.
Information and metrics
given are inaccurate
and/or incomplete.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
1
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
Professionalism and
Communication
Writing is extremely clear
and engaging; excellent
grammar and spelling.
Well-organized;
responses stay on topic.
Key concepts from the
course are thoroughly
applied.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
Writing is clear and
appropriate; nearly free
of grammar and spelling
errors. Good organization
and fairly easy to follow.
Many key concepts from
the course are applied;
subtle elements may be
missing.
Writing has minor errors
in style, tone, grammar,
and/or spelling.
Somewhat organized;
difficult to follow in some
places. Key concepts
from the course are
applied; some key
elements are missing.
Writing is unclear and
difficult to understand.
Many grammar and/or
spelling errors.
Responses are poorly
organized and difficult to
follow. A few key
concepts from the course
are applied; many key
elements are missing.
Considerable grammar
and/or spelling errors.
Key concepts are unclear
or missing, and thoughts
are incomplete. Course
understanding is not
demonstrated.
2
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
ACTIVITY 5. BUSINESS PLANNING PHASE 5: MONITORING PERFORMANCE
Briefly describe how you will monitor performance when implementing the business plan
for the case study facility. Historical information for the case studies is presented in the
Business Planning course manual (Crescent Ridge Golf Course or Summit Valley
Country Club). This section includes three subsections:
MONITORING PERFORMANCE
A. KEY PERFORMANCE METRICS: Identify key metrics and/or performance ratios for each
of the business objectives that will be used to monitor and evaluate performance
when implementing the business plan. Identify the specific tracking methods that
you will use and how frequently you will monitor and report on these metrics, as
well as acceptable variance and corrective actions.
Rounds or Membership
Objective (from Activity 3):
Click or tap here to enter text.
Key Metric or Performance
Ratio:
Click or tap here to enter text.
Tracking Method:
Click or tap here to enter text.
Frequency of monitoring and
reporting:
Click or tap here to enter text.
Acceptable Tolerance
Quantifiable Ranges (#, $, %):
Click or tap here to enter text.
Corrective Adjustments:
Click or tap here to enter text.
Tournament Revenue
Objective (from Activity 3):
Click or tap here to enter text.
Key Metric or Performance
Ratio:
Click or tap here to enter text.
Tracking Method:
Click or tap here to enter text.
Frequency of monitoring and
reporting:
Click or tap here to enter text.
Acceptable Tolerance
Quantifiable Ranges (#, $, %):
Click or tap here to enter text.
Corrective Adjustments:
Click or tap here to enter text.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
3
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
Merchandise Objective (from
Activity 3):
Click or tap here to enter text.
Key Metric or Performance
Ratio:
Click or tap here to enter text.
Tracking Method:
Click or tap here to enter text.
Frequency of monitoring and
reporting:
Click or tap here to enter text.
Acceptable Tolerance
Quantifiable Ranges (#, $, %):
Click or tap here to enter text.
Corrective Adjustments:
Click or tap here to enter text.
Other Revenue Center
Objective (Golf Car Fleet,
Range, Rentals, Player
Development or Teaching and
Coaching from Activity 3):
Click or tap here to enter text.
Key Metric or Performance
Ratio:
Click or tap here to enter text.
Tracking Method:
Click or tap here to enter text.
Frequency of monitoring and
reporting:
Click or tap here to enter text.
Acceptable Tolerance
Quantifiable Ranges (#, $, %):
Click or tap here to enter text.
Corrective Adjustments:
Click or tap here to enter text.
1. Which performance variances from the objectives above would be most concerning
to you? Explain why.
Click or tap here to enter text.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
4
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
EXECUTIVE SUMMARY
After completing your Business Plan (Activities 1-5), the executive summary should be
written detailing the key points of your plan, touching on the results anticipated by
implementing the plan. It should be approximately 150 words long and highlight only
the essential components of the plan. The summary should give the evaluator a clear
idea of the improvements you intend to implement in the case study facility. Note: In a
traditional Business Plan, the Executive Summary appears first.
Click or tap here to enter text.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
5
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
Business Planning Activity 3: Business Planning Phase 3 – Develop Objectives & Related Strategies
Ratings
Criteria
Business Planning
Outcome 2:
Use case studies to
apply business
planning concepts
Business Planning
Outcome 5:
Develop appropriate
business goals and
objectives
Business Planning
Outcome 6:
Develop strategies
to achieve goals and
objectives.
5
Excellent
Demonstrates extensive
knowledge of the
learning outcome
4
Competent
Demonstrates
acceptable knowledge of
the learning outcome
3
Adequate
Demonstrates partial
knowledge. Requires
review of the learning
outcome
2
Inadequate
Demonstrates minimal
knowledge. Requires
extensive review of the
learning outcome.
1
Unacceptable
Does not demonstrate
knowledge of the
learning outcome.
Extensive information
provided for Crescent
Ridge or Summit Valley
to define phase 3 of the
Business Planning
Model.
Information provided for
Crescent Ridge or
Summit Valley to define
phase 3 of the Business
Planning Model; subtle
information about terms
and definitions may be
missing.
Some information
provided for Crescent
Ridge or Summit Valley
to define phase 3 of the
Business Planning
Model; some key
information may be
missing.
Minimal information for
Crescent Ridge or
Summit Valley provided.
Minimal information
about terms and
definitions utilized.
Activity does not utilize
case study information.
Information given is
inaccurate and/or
incomplete.
Extensive information
provided and meets all
the SMART criteria for
business goals and
objectives
Information provided and
meets most of the
SMART criteria for
business goals and
objectives.
Partial information
provided and meets
some of the SMART
criteria for business
goals and objectives.
Vague information
provided and meets
minimal SMART criteria
for business goals and
objectives.
Information does not
demonstrate
development of
appropriate business
goals and objectives and
does not meet the
SMART criteria.
Extensive information
provided demonstrates
the ability to fully
develop strategies to
achieve goals and
objectives.
Information provided
demonstrates the ability
to develop strategies to
achieve goals and
objectives.
Partial information
provided and
demonstrates some
ability to develop
strategies to achieve
goals and objectives.
Minimal information
provided and
demonstrates limited
ability to develop
strategies to achieve
goals and objectives.
Information is inaccurate
and/or incomplete and
does not demonstrate
development of
appropriate strategies to
achieve goals and
objectives.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
1
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
Professionalism and
Communication
Writing is extremely
clear and engaging;
excellent grammar and
spelling. Well-organized;
responses stay on topic.
Key concepts from the
course are thoroughly
applied.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
Writing is clear and
appropriate; nearly free
of grammar and spelling
errors. Good
organization and fairly
easy to follow. Many key
concepts from the
course are applied;
subtle elements may be
missing.
Writing has minor errors
in style, tone, grammar,
and/or spelling.
Somewhat organized;
difficult to follow in some
places. Key concepts
from the course are
applied; some key
elements are missing.
Writing is unclear and
difficult to understand.
Many grammar and/or
spelling errors.
Responses are poorly
organized and difficult to
follow. A few key
concepts from the
course are applied;
many key elements are
missing.
Considerable grammar
and/or spelling errors.
Key concepts are
unclear or missing, and
thoughts are incomplete.
Course understanding is
not demonstrated.
2
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
ACTIVITY 3. BUSINESS PLANNING PHASE 3: DEVELOP OBJECTIVES AND RELATED
STRATEGIES
Given the overall facility Goal listed below, develop annual objectives and related
strategies for the case study facility selected for the Business Planning activities.
(Crescent Ridge Golf Course or Summit Valley Country Club) to align with the overall
goals
This section includes two subsections:
Business Objectives: Create four (4) specific business objectives that will help
improve business in the upcoming year. The objectives must meet the SMART
(Specific, Meaningful, Achievable, Realistic and Time-based) requirement outlined
in the Business Planning course manual. Briefly explain why you identified these four
objectives.
Strategies for Achieving the Objectives: Describe two key strategies for each of the
four business objectives. Include the action plan (steps) you will put into place to help
make your objectives a reality. For each strategy, identify which type of strategy
will be used (Financial, Promotional or Operational).
Summit Valley Overall Business Goal (Long term in 3-5 years):
Summit Valley Country Club will increase equity golf memberships by 15% over the
next three calendar years resulting in a total equity membership increase from the
current 304 to 349 memberships.
Crescent Ridge Overall Business Goal (Long term in 3-5 years):
Crescent Ridge Golf Course will increase on-course play by 40% over the next three
calendar years, resulting in a total rounds increase from the current 26,250 to 36,790
annual rounds.
SMART Objectives and Strategies for the Upcoming Year
Rounds or Membership Objective:
Strategy A:
Type:
membership will rise by 15% over the following
three calendar years.
Develop a membership referral
program and a discounted
membership rate for new members
to encourage existing members to
refer others.
Financial
Strategy B:
Type:
Establish a social media presence
and launch a marketing campaign to
raise awareness of the club and its
services.
Promotional
Tournament Revenue Objective:
Strategy A:
Type:
Increase the member engagement
To increase member engagement,
hold monthly events that are open to
members, such as competitions and
social gatherings.
Operational
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
3
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
Strategy B:
Type:
To express appreciation to members
for their loyalty and to keep them
involved with the club, start a loyalty
program.
Promotional
Merchandise Objective:
Strategy A:
Type:
Increase merchandise sales
Increase the range of goods to
include things like clothing, clubs,
and accessories.
Operational
Strategy B:
Type:
Create a promotional campaign to
raise awareness of the merchandise
options and launch a loyalty program
to reward members for their
purchases.
Promotional
Strategy A:
Type:
Create packages and offer
discounted rates on specific days
and times to encourage repeat play.
Financial
Strategy B:
Type:
Create a social media presence and
develop a marketing campaign to
raise awareness of the course and
its offerings.
Promotional
Other Revenue Center or Expense Objective
(Golf Car Fleet, Range, Rentals, Player
Development, Teaching and Coaching, Labor
and Benefits, other).
Objective:
Over the next three calendar years, increase
on-course play by 40%.
Chosen Revenue Center or Expense Area:
Click or tap here to enter text.
1. Based on your selected case study, describe your target customers, their customer
relations expectations, and the strategy necessary for providing the desirable service
and relationships.
The key to delivering the level of service and relationships that are desired is to create
a successful customer service strategy that is tailored to the needs of small and
medium-sized businesses. A multi-channel customer care strategy should be used,
such as support via social media, live chat, phone, and email. Additionally, it is crucial
for businesses to work toward creating customer-centric procedures, such as
distributing customer satisfaction surveys and offering rewards for returning
customers. Additionally, businesses must prioritize offering their customers
individualized service. Making tailored product recommendations or responding to
customer inquiries right away are two examples of this. Last but not least, companies
should place a high priority on creating lasting relationships with customers by
providing loyalty programs and other rewards.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
4
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
2. Consider the PGA Customer Relations Model (Staffing, Systems and Resources),
which line items on the financial forecast will be impacted by the strategies above?
Accurately forecast staffing, labor, education, training, etc.
Keep in mind to budget for the costs of introducing new systems and resources for
customer support, such as hardware, software, and other financial outlays on
technology. Estimate any additional costs associated with marketing and customer
service initiatives, such as loyalty programs, customer satisfaction surveys, and
rewards for loyalty. Budget for any additional customer relations-related costs,
including those for teams, agents, training, materials, research and analytics,
feedback systems, and quality assurance initiatives.
3. Explain how you will enhance value in order to create loyalty and drive repeat
business.
Value improvement can be achieved in a numbers of ways, such as by providing
exceptional customer service, discounts or giveaways, standout products and
services, and first-rate experiences. By promoting repeat business, these tactics may
help the creation of strong client relationships and increase client loyalty. If incentives
like reward points, discounts, or freebies are provided, customers will be more likely
to stick with the same business. Offering distinctive discounts and promotions may
also encourage patronage and loyalty. Last, maintaining contact with customers via
emails, texts, or social media may help to inform them about new products and
services and strengthen relationships.
4. Describe how the facility objectives impact each other and the overall facility bottomline.
In general, the facility’s objectives are intertwined with one another and directly affect
the institution’s overall financial situation. The facility will be able to ensure that its
goals are met in a way that will be most advantageous to its bottom line if it first
assesses the impact that each objective will have on the other objectives.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
5
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
Business Planning Activity 5: Business Planning Phase 5 – Monitoring Performance
Ratings
Criteria
Business Planning
Outcome 1:
Understand the
PGA Business
Planning Model
Business Planning
Outcome 2:
Use case studies to
apply business
planning concepts
Business Planning
Outcome 8:
Monitor
performance and
make necessary
modifications to the
plan
5
Excellent
Demonstrates extensive
knowledge of the
learning outcome
4
Competent
Demonstrates
acceptable knowledge of
the learning outcome
3
Adequate
Demonstrates partial
knowledge. Requires
review of the learning
outcome
2
Inadequate
Demonstrates minimal
knowledge. Requires
extensive review of the
learning outcome.
1
Unacceptable
Does not demonstrate
knowledge of the
learning outcome.
Extensive and thorough
information utilized to
demonstrate
understanding of the
Business Planning
Model
Information utilized
demonstrate
understanding of the
Business Planning
Model
Information utilized to
partially demonstrate
understanding of the
Business Planning
Model
Minimal information
utilized to demonstrate
understanding of the
Business Planning
Model Many key metrics
are missing or irrelevant.
Information provided
does not demonstrate
understanding of the
Business Planning
Model to the plan.
Information and metrics
given are inaccurate
and/or incomplete.
Extensive information
provided for Crescent
Ridge or Summit Valley
to define phase 5 of the
Business Planning
Model.
Information provided for
Crescent Ridge or
Summit Valley to define
phase 5 of the Business
Planning Model; subtle
information about terms
and definitions may be
missing.
Some information
provided for Crescent
Ridge or Summit Valley
to define phase 5 of the
Business Planning
Model; some key
information may be
missing.
Minimal information for
Crescent Ridge or
Summit Valley provided.
Minimal information
about terms and
definitions utilized.
Activity does not utilize
case study information.
Information given is
inaccurate and/or
incomplete.
Extensive and thorough
information utilized to
monitor performance
and define appropriate
modifications to the plan.
All metrics are relevant.
Information utilized to
monitor performance
and define modifications
to the plan. Most metrics
are relevant.
Information utilized to
partially monitor
performance and define
some modifications to
the plan. Some key
metrics may be missing.
Minimal information
utilized to monitor
performance and define
minimal modifications to
the plan. Many key
metrics are missing or
irrelevant.
Information provided
does not demonstrate
ability to monitor
performance and define
modifications to the plan.
Information and metrics
given are inaccurate
and/or incomplete.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
1
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
Professionalism
and Communication
Writing is extremely
clear and engaging;
excellent grammar and
spelling. Well-organized;
responses stay on topic.
Key concepts from the
course are thoroughly
applied.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
Writing is clear and
appropriate; nearly free
of grammar and spelling
errors. Good
organization and fairly
easy to follow. Many key
concepts from the
course are applied;
subtle elements may be
missing.
Writing has minor errors
in style, tone, grammar,
and/or spelling.
Somewhat organized;
difficult to follow in some
places. Key concepts
from the course are
applied; some key
elements are missing.
Writing is unclear and
difficult to understand.
Many grammar and/or
spelling errors.
Responses are poorly
organized and difficult to
follow. A few key
concepts from the
course are applied;
many key elements are
missing.
Considerable grammar
and/or spelling errors.
Key concepts are
unclear or missing, and
thoughts are incomplete.
Course understanding is
not demonstrated.
2
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
3
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
ACTIVITY 5. BUSINESS PLANNING PHASE 5: MONITORING PERFORMANCE
Briefly describe how you will monitor performance when implementing the business plan
for the case study facility. Historical information for the case studies is presented in the
Business Planning course manual (Crescent Ridge Golf Course or Summit Valley
Country Club). This section includes three subsections:
MONITORING PERFORMANCE
A. KEY PERFORMANCE METRICS: Identify key metrics and/or performance ratios for each
of the business objectives that will be used to monitor and evaluate performance
when implementing the business plan. Identify the specific tracking methods that
you will use and how frequently you will monitor and report on these metrics, as
well as acceptable variance and corrective actions.
Rounds or Membership
Objective (from Activity 3):
Click or tap here to enter text.
Key Metric or Performance
Ratio:
Strategic developments risk resolution, and
performance management.
Tracking Method:
First, establish expectations and goals. Measure both
the long and short terms. Regularly check in and be
mindful of your financial situation.
Frequency of monitoring and
reporting:
Keep eyes on the membership frequencies
Acceptable Tolerance
Quantifiable Ranges (#, $, %):
Set tolerance limitations.
Corrective Adjustments:
Monitor membership objectives and Promotions continuously.
Tournament Revenue
Objective (from Activity 3):
Click or tap here to enter text.
Key Metric or Performance
Ratio:
risk monitoring, overseeing each tournament’s
performance
Tracking Method:
Set goals and objectives for each
Frequency of monitoring and
reporting:
monitoring tournament attendance
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
4
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
Acceptable Tolerance
Quantifiable Ranges (#, $, %):
Set limitations
Corrective Adjustments:
Observation of outcome adjustment as needed
Merchandise Objective (from
Activity 3):
Click or tap here to enter text.
Key Metric or Performance
Ratio:
Managing the performance of the goods
Tracking Method:
Check in frequently and get staff feedback
Frequency of monitoring and
reporting:
Set objectives.
Acceptable Tolerance
Quantifiable Ranges (#, $, %):
engage the tolerance
Corrective Adjustments:
outsourcing to vendors and contractors
Other Revenue Center
Objective (Golf Car Fleet,
Range, Rentals, Player
Development or Teaching
and Coaching from Activity
3):
Click or tap here to enter text.
Key Metric or Performance
Ratio:
Establish a timetable to reduce risks
Tracking Method:
Set objectives
Identify expectations and progress in comparison.
Frequency of monitoring and
reporting:
Set a deadline.
Acceptable Tolerance
Quantifiable Ranges (#, $, %):
Standard product
Corrective Adjustments:
Track for change
Get advice from staff members
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
5
PGA PGM 3.1
PGA Professional Golf Management
Copyright © 2022 The PGA of America
1. Which performance variances from the objectives above would be most concerning
to you? Explain why.
The objectives associated with membership and rounds are the most important ones
because the business’s ability to make more revenue in all other areas depends on its
membership and membership count. A business should be somewhat concerned
about their overall operation if their membership base is declining.
EXECUTIVE SUMMARY
After completing your Business Plan (Activities 1-5), the executive summary should be
written detailing the key points of your plan, touching on the results anticipated by
implementing the plan. It should be approximately 150 words long and highlight only
the essential components of the plan. The summary should give the evaluator a clear
idea of the improvements you intend to implement in the case study facility. Note: In a
traditional Business Plan, the Executive Summary appears first.
The Crescent Ridge Golf Course is privately owned and situated in the desert
mountains of the southwest of the country. This 18-hole course offers a difficult layout
and stunning views. A 1,200 square foot pro shop, a full-service restaurant, a snack
bar, a practice area with 20 stations and two putting greens, and tournament golf
instruction programs are all included on the property. open every day, even on
holidays.
LEVEL 1 WORK EXPERIENCE PORTFOLIO (11-2022)
6
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