The Business of Golf: Islington Golf Club

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9B09A032

THE BUSINESS OF GOLF: ISLINGTON GOLF CLUB

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Professor Donald W. Barclay wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality.

Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca.

Copyright © 2009, Richard Ivey School of Business Foundation        Version: 2010-12-15

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INTRODUCTION1

It was October 2009. Dave Fox, general manager of the Islington Golf Club, had been through an eventful time since joining the club in January 2008.

Under the guidance of superintendent Robin Stafford, a Water Management Project had been completed (i.e. water reservoir, new irrigation system), slit drainage installed, and some fencing to protect neighbours from errant golf shots was built. These costly changes were dictated by environmental pressures, law suits and a very old irrigation system. Members reconciled themselves to the need to make these changes but were not overly excited by these investments as they did not change the golf experience. “It’s like putting a new roof on your house; need to do, but not really enhancing the owner’s view of the house,” said Fox.

Trees around the third and sixth greens had been removed to meet sunlight standards, which would improve the condition of the greens. This had been discussed since 1993. The move caused controversy as tree removal changed the historic nature of this Stanley Thompson2 course. It was just something different for members to digest. More changes like this were in the planning stages.

The total investment to make all these changes ($4 million to $5 million financed through debt) was to be paid off through a member assessment of $8,000 for full members and a bit less for limited play members.