Myerscough Golf Academy Strategic Change

MA Sports Management Philip Barnes

Strategic Management Analysis - Myerscough Golf

MA Sports Management – Strategic Thinking in Sports Management

Research Group: Lloyd Bailey, Philip Barnes, Paul Borelan and Dennis Presler.

Research Subject: Myerscough College – Golf Department and Facilities
St Michaels Road
Bilsborrow
Preston, Lancashire
PR3 ORY

Contents

1. INTRODUCTION

Section 1.1: Overview Page No. 2
1.2: Purpose 2

2. RESEARCH METHODOLOGY

Section 2.1: Aims 3
2.2: Approach 3
2.3: Limitations 4

3. DISCUSSION

Section 3.1: Key Themes 4
3.2: Current Strategy 4
3.3: Education 5
3.4: Commercial Cartel 6
3.5: People 7
3.6: Communication 7
3.7: Facilities/Development 8
3.8: SWOT/PESTEL 8
3.9: Conclusion 9

4. REFERENCES & APPENDIX

Page No. 1


INTRODUCTION

“We will provide the opportunity for all our students to achieve their full potential,
whatever their level of study, background or origins, and will ensure the very best
experience for all.”

Mission Statement, Student Charter 2008 - 2009

1.1. Myerscough College is a specialist provider of higher education opportunities
in an array of unique areas, and in particular, golf. The Golf Academy is sure
to give users of the Indoor Studio (Chipping & Putting Green), Simulated
Training Centre, 9 Hole Course, Outdoor Putting Green and Shop the
‘ultimate golf experience.’ The College is home to the International Institute
for Golf Education (IIGE) 1 who accredit degree courses and carry out further
research into the sport; justifiable with roughly five million players pursuing
the sport nationwide in a game worth an estimated four billion to the UK
economy. In the most recent OFSTED inspection (2008), Myerscough was
labelled outstanding in every area.

1.2. This study will examine the current strategic situation of the golf facilities at
Myerscough and assess the effectiveness of the strategic thinking
underpinning the current situation and potential future development of the site.
Thinking strategically in sport organisations gives them a competitive edge
where they can more readily cope with change (Thibault, Slack & Hinings
1993; Slack 1997; Vanderzwaag 1998; Watt 2003).

Given the educational purpose of the facility, key aims should be focused on
resource utilization and cost efficiency whereas high quality learning must be
seen as but an absolute requirement (Thompson 2001). This study will also
help assist when producing proposals for the future development of the
Myerscough Golf Academy. DeWit & Meyer (1998, p.137) suggest that ‘a
corresponding problem occurs when strategic managers, by holding untested
assumptions, unwittingly collude to restrict their knowledge.’ The authors’
then highlight the important influence people ‘looking in’ can have on

1
In association with the University of Central Lancashire (Uclan)

Page No. 2


organisations that may become quite rigid in their progression thus further
supporting the purpose of this study.

RESEARCH METHODOLOGY

2.1. Watt (2003, p.124) poses the question ‘if we do not know where we are going,
how are we going to get there, and how will we know if we have got there?’
According to Thompson (2001, p.15), the real meaning of strategic
management is based around a conscious understanding of ‘how successful
and strong the organisation and its strategies are, and how circumstances are
changing;’ by looking at previous actions and analysing the thought processes
for future ones, we can gain an insight into the level of strategic thinking
applied by management within the Academy.

2.2. Following a brief analysis of the facility and considering Watt’s (2003)
strategy process model (Figure 1), several interview schedules2 were designed
to help
capture
the

Figure 1: The Strategy Process (Watt 2003)
relevant data desired in Section 2.1 (See Appendix 1 for Example).

2
Various schedules were devised due to the range of roles of interview participants; a commercial
director, golf professional, course leader and lecturer.

Page No. 3


This model highlights the key stages of the sequential strategic processes for
an organisation from which each had to be taken into account when
commencing interviews. Open questioning was used to persuade greater
discourse and self reflection, giving the person in question the freedom to
answer as they deem appropriate. Note taking was undertaken which was later
analysed and summarised for more efficient analysis (See Appendix 2 for
Commercial Director Example, See Group Reports for Rest of Summaries).

2.3. Limitations to the research were minimal although did exist through difficulty
accessing certain interview participants. The solution to the problem was seen
to email the participants the interview schedule for completion at a later date.
This undoubtedly restricted the level of data collection and eliminated the
chance to rephrase or probe answers from any questions that tended to over
elaborate.

DISCUSSION

3.1. Key themes that emerged from the interviews and focus group included:
+ High Quality Education
+ Commercial Cartel
± People the Asset: Employees, Students, Local Community
± Opposing Views on Communication Processes
± Standard of Facilities/Development

3.2. The college has a current HE Strategy (2008 – 2011) that aims to ultimately
develop Myerscough further which will help it ‘remain an independent
institution.’ Seven key aims are identified in the strategy:

 Develop Higher Education Portfolio
 Employer Engagement
 Research
 Partnerships
 Learning and Teaching

Page No. 4


 Student Achievement and Progression
 Widen Participation

Watt (2003) believes that when establishing a strategy, all members should
share the common vision of the organisation; the Golf Professional is
synonymous with this belief, considering the Academy’s strategic vision to
have one long term goal, of which smaller targets were set to help make the
main goal more achievable. The Commercial Director suggests strategy is
kept simple to encourage accurate communication; Thompson (2001, p.51)
provides support suggesting that at the heart of a strategic vision should be ‘a
clear, understood and supported mission…employees must appreciate the
fundamental purpose and be committed to its achievement.’ The author
proposes a strategic perspective model, taking into account each unique area
of the business environment, their processes, values and potential outcomes.
People and ideas come top of the list of inputs to highlight their importance.
They merge to form creativity, an essential component of strategic
management (Ford & Gioia 1995; Henry 2001; Thompson 2001).

Figure 2: The Strategic Perspective Model (Thompson 2001)

3.3. In what is essentially a marketplace, the UK’s higher education system
provides opportunities to fee-paying students. Taking into account
Thompson’s earlier statement (Section 1.2) that high quality education is a

Page No. 5


requirement rather than an objective, the gauntlet lies with the provider to
provide a top experience for their ‘consumers’ to ensure a competitive edge
over rival providers; ultimately, the easiest way to retain customers is to
satisfy them (Westerbeek et al. 2006). Providing a top quality education
comes across as the true essence of Myerscough; the college’s strategic
objectives aim to enhance teaching, widen participation and improve student
achievement and progression. The Commercial Director affirmed this ethos
considering education to be at the ‘core of the business.’ A key theme across
the interviews between top level management was the importance to help the
pupils achieve their maximum potential. In terms of the Academy, the facility
caters for high quality teaching to ensure this due to technological
advancements and sporting infrastructure; the Lecturer believed they generally
help increase the quality of the golfers. Measurement is an essential duty to
help assess and evaluate performance (Thompson 2001; Watt 2003); the
success of these strategies can be measured through student’s appraisals or
employment post-study surveys for example.

3.4. Financial resources are directly linked to the evolution of the facility and
provision of services. Thibault, Stack & Hinings (1993) highlight the
‘fundability’ aspect of sport which can be used as a vehicle to attract capital
from external sources. The Academy has done this to a great extent through
the recent sponsorship with sports brand Nike and affiliation with the
Professional Golfers’ Association, English Golf Union and the IIGE. These
are just few of the commercial links helping form the commercial cartel that
has helped fund the recent development of the facility, with the current HE
Strategy reporting that the college has a ‘steady stream of income from its
commercial enterprises representing well over one million pounds per year.’

The Commercial Director mentions the notion of the ‘Myerscough Brand,’
aspiring to become known for high quality in every form. Mullin, Hardy &
Sutton (2000, p.9) consider two major approaches to sports marketing; the first
involves promoting Myerscough to consumers whilst the second involves the
‘marketing of consumer and industrial products or services through the use of
sports promotions.’ This is where the director sees great potential for the

Page No. 6


Myerscough Golf Academy, aiming to secure ‘one main line sponsor, a world
wide brand.’ His vision goes hand in hand with the current HE Strategy which
aims to ‘maximise the opportunities to link education and research with
commercial enterprise for mutual benefit.’ To market the facility effectively,
management will have to form a tactic that will explore all potential options,
challenge the existing suppositions and find the most productive solution
(Farmer, Mulrooney & Ammon 1996; Shilbury, Quick & Westerbeek 1998;
Morgan & Summers 2005). In summary, the commercial strategies of the
Academy are exceptional as they seek to increase and develop their presence
in the ever-swelling sports business; key to managing strategy is the ability to
detect emerging patterns and help them take shape (Mintzberg 1987, p.74).

3.5. One common belief across the research was that people are the major asset to
the Academy; many authors support this considering people to be a crucial
strategic resource providing quality, originality and guidance (Thompson
2001; Malone 2003; Morrill 2007). Comments such as ‘people are our biggest
asset (Director)’ and ‘we have good team work and a hard work ethic (Golf
Professional)’ raised prominence regarding the people involved. The students
also considered teaching and coaching quality to be of a high standard,
however, they believe the ratio of students to staff is too great for their
requirements.3

3.6. Effective communication is essential for effective strategic visioning and
implementation (Teck, Foo & Grinyer 1995). There are contrasting opinions
about communication directions and acceptability. For example, the
Commercial Director believes that the Academy ‘embeds quality the whole
way through, with communication travelling from the top to the bottom before
working its way back up to the top.’ Opposing this strategy are two members
of staff that feel they don’t see creativity in current operational strategies and,
including the students, that their input isn’t valued well; the Course Leader
feels he is ‘never asked to challenge assumptions, or question the current
strategic model and targets,’ whereas the students say they are not consulted

3
‘Coaching staff are stretched and there is difficulty reaching staff outside teaching time leaving us
training and working on more of an individual basis.’

Page No. 7


regarding change and future objectives. Creativity is essential in the
formulation of strategy, as is input from all members of an organisation;
Mintzberg (1987, p.70) warns ‘effective strategies develop in all kinds of
strange ways,’ therefore any potential channel of ideas should not be
suppressed.

3.7. The Lecturer interviewed was once a student and has seen major development 4
to the Golf Academy in his time there. However, more recently the emphasis
has been on improving the equipment rather than the facilities. A common
perception across the research was that the facilities are extremely high
quality; ‘more than high quality (Lecturer),’ ‘very high standard (Golf
Professional)’ and ‘a major influence on the recent league success (Students).’
One minor criticism was of the capability of the driving range (Not long
enough for Long Shots), which quite literally ‘tee’d off’ the Lecturer and
Students. Conflict between departments also raised a communication issue
where the golf students felt that the turf management group had priority over
golf course usage.

The Student Charter 2008/2009 places an expectation on students to give due
respect to the College, its resources and the environment. The Commercial
Director calls for a mutual respect between the facilities and students.
Searching for ‘Myerscough Golf’ on Youtube, the video phenomenon website,
retrieves an interesting video with the tag ‘A couple of people playing a bit of
dodgeball with golf equipment, courtesy of good old myerscough college!’
Not only does this suggest a lack of respect from certain students, but also
could affect potential future sponsors, consumers or development of facilities.

3.8. Before strategy comes a thorough analysis of the organisation and
environment. To help aid the next phase of this research project, a
SWOT/PESTEL Matrix was created using the research findings (Appendix 3).
Strategy is derived from the strengths and weaknesses of the organisation and
the opportunities and threats of the environment. When a strategy is put in

4
In the past ten years, £30 million has been spent upgrading facilities at Myerscough.

Page No. 8


place, an organisation must restructure in order to meet the strategies needs.
Slack (1997) portrays this process in a simple diagram (Figure 3).

Assessment of
Environmental Threats
and Opportunities Organisational
Strategy Structure

Internal Strengths and
Weaknesses

Figure 3: Strategy Structure Model (Slack 1997)

3.9. Watt (2003) compares the role of a coach or team captain in a sports setting to
a managerial role in the sports industry; each must motivate each member,
encourage team work and use creative ideas to help conquer a competitor.
The Myerscough Golf Academy is a top facility with top people. Strategic
thinking is very effective in ensuring the facility maintains its high quality
status at present, whilst a common vision within the Myerscough community
is a bright unique future as market leader. Analysis is a necessity preceding
strategy which must be created to ensure constant growth and change to ensure
the facility maintains a competitive edge over its rivals (DeWit & Meyer
1998); across the research findings and literature, strategy and change at the
Academy share a siamese bond.

Page No. 9


REFERENCES

De Wit, B., Meyer, R. (1998) Strategy: Process, Content, Context. London:
International Thomson Business Press.

Farmer, P.J., Mulrooney, A.L., Ammon, R. (1996) Sport Facility Planning and
Management. Morgantown: Fitness Information Technology Inc.

Ford, C.M., Gioia, D.A. (1995) Creative Action in Organisations. London: Sage.

Henry, J. (2001) Creative Management. London: Sage.

Malone, A.J. (2003) Managing Your Greatest Assets. Oxford: Trafford Publishing.

Mintzberg, H. Crafting Strategy. Harvard Business Review, 65(1):66-75, 1987

Morgan, M.J., Summers, J. (2005) Sports Marketing. Scarborough: Thomson
Learning Nelson.

Morrill, R.L. (2007) Strategic Leadership. Westport: Greenwood Publishing Group.

Mullin B.J., Hardy S., Sutton W.A. (2000) Sport Marketing. Leeds: Human Kinetics.

Myerscough College. (2008) HE Strategy Plan 2008 – 2011. Bilsborrow:
Myerscough College.

Ofsted. (2008) Myerscough College: Inspection Report. Manchester: Ofsted.

Shilbury, D., Quick, S., Westerbeek, H. (1998) Strategic Sport Marketing.
Melbourne: Allen & Unwin.

Slack, T. (1997) Understanding Sport Organisations: The Application of
Organisation Theory. Leeds: Kinetic Theory.

Teck, F.C., Foo, C.T., Grinyer, P.H. (1995) Sun Tzu on Management. Oxford:
Butterworth Heinemann.

Thibault, L., Slack, T., Hinings, C.R. A Framework for the Analysis of Strategy in
Non-Profit Sport Organisations. Journal of Sport Management, 7(1):25-44, 1993

Thompson, J.L. (2001) Strategic Management: Awareness and Change. London:
International Thomson Business Press.

Vanderzwaag, H.G. (1998) Policy Development in Sport Management. Westport:
Praeger Publishers.

Watt, D.C. (2003) Sports Management and Administration. London: Routledge.

Westerbeek, H. Et Al. (2006) Managing Sport Facilities and Major Events. London:
Routledge.

Page No. 10


APPENDIX

Appendix 1 – Interview Schedule for Commercial Director

Interview With: Commercial Director

Candidate Name: Gary Wilkinson
Date of Interview: 12 / 02 / 2009

Awareness of Strategic Thinking

• How would you describe the term strategic thinking?
• How do you see the relationship between strategy and change?

Current Strategic Situation

• What are the key strengths of the organisation?
• Do you see any weaknesses?
• What are the most common reasons, if any, why management fails?
• What is the current strategic situation of the facility? What strategies are in
place that you are aware of?
• Would you consider that planning within the facility is more tactical or
creative?
• Would you say that communication between the team exists between all levels
in relation to strategy design?
• Are you in co-operation with any allies to help deliver your business plan? If
not, how could you go about identifying any? If so, could you identify more?

Aspiration and Goals

• What are the organisation’s clear milestones?
• Outline, in very broad terms, how you would create a strategy, for say,
increasing the number of student memberships?
• What opportunities do you think could be exploited?
• As you develop a strategic vision for the venue, what key criteria would you
focus on?
• What is your vision for the future of golf at Myerscough College?
• Ending Comments

Page No. 11


Appendix 2 – Summary of Participant’s Views

Interview 1: Commercial Director

Strategic Thinking

Participant believes strategic thinking to be an ‘awareness of why we are here and our
aspirations.’ They believe it should be brought into practice for both staff and
students. The key theme is ACHIEVABLE. Strategies can be compared to a business
plan – they need a guide to help you and monitor success. Involves having a plan and
a timetable and monitoring these ‘strategies’ on a regular basis to see were they are in
relation to achieving goals.

Relationship between Strategy and Change

Solid Link – They go ‘HAND IN HAND.’ You need to be flexible with the plan,
revisit the plan. Should allow for a mix of developed and emergent strategy.

Key Strengths

PEOPLE are our biggest asset. Our resources. The Myerscough Brand – Known for
Quality. LOCATION**

Weaknesses

LOCATION** Again. It is quite a remote site therefore there are accessibility issues.
Strategy to overcome these issues – private bus links.

When Management Fails

Very rarely fails, one instance was a natural disaster – Flooding. Loss of emails – loss
of communication. Received criticism, review of current disaster plan, emergent
strategy implemented to improve disaster plan

Current strategy

Embed quality all the way through e.g. Marks and Spencer
Filtering communication from top to bottom, or bottom up through the organisation.
Try to keep strategy simple to keep communication accurate.

Strategy for the organisation focused around vision and mission. Strategy
development involves all areas and department involvement, taking separate issues
into consideration.

New Strategies

Revisit old strategy and adapt! Time scale/Govt, directorate, Managers, staff, pupils
KEY VALUES
Financial protocols to go through. Quite structured. Evaluate risk

Page No. 12


Golf – Capital to develop, down to money
Involves analytical approach to strategy; financial, health and safety. But room from
creative ideas.

Allies in co-operation

Golf manufacturers, Sponsorship – PGA
IIGE, Affiliation with EGU and UCLAN, Partners, Stakeholders
Always more partners available if required.
Numerous partners, i.e. Nike.
International allegiances, e.g. football

Clear Milestones

Recruit numbers, keep them and help them ACHIEVE
Competitive
Help pupils go on to meet personal goals in the future
**Education is the core of the business**

Strategy for Encouraging Optimal Usage of Facilities

QUALITY
Course – Golf has overriding influence
Dual resources, i.e. turf and golf, indoor facilities used by various groups. Golf dept.
has last say over turf department.
Outside Members
• Quality and Cost Efficiency
• Made aware that the main use is a teaching resource
Conferences, horses, gym, parties – extra incentives
Balance between outside members and students
SUMMER GOLF
Summer golf memberships
Fundraising
Saudi Arabian Visitors
Corporate Days
Adult UCLAN courses
The outside member is not essential for future of the site, not relied upon to develop
the site.

Opportunities

Olympic links possibly with equestrian centre and others
Looking to Olympics (not golf) as training venue

Key criteria for strategic vision

Key issues for new strategy development; STAFF, maintain QUALITY.
Budgeting
Surveys are done, ask staff, conferences, suggestion boxes, to find out what users and
a range of people within the organisation think.

Page No. 13


Economic issues, seen problems such as spending at the bar. Risk – Recession

Vision for the future of golf at Myerscough College

Respect for course from students, and vice versa
Keep existing sponsors and support with more
Like one big sponsor! Or brand.
Looking for main line sponsor, world wide brand outside golf, but maybe with links
to tournament sponsorship.

Appendix 3 – SWOT/PESTEL Matrix

Strengths Weaknesses Opportunities Threats
Political Public Funding Lack of Funding Olympic Planning
to enhance Training – Permission for
Sports Facilities London 2012 Development
Economic Brand Heavily rely on Ryder Cup Recession, Lack of
Sponsorship funding and 2010 Links, Sponsor
sponsorship for Sponsorship,
future Increase
development Students
Societal Community Lack of Usage, More Student/Community
Involvement Respect for Involvement Ratio – Educational
Facilities Site First &
Foremost
Technological High Quality Driving Range Training Rivals improving
Facilities and Too Short Centre for Technology,
Equipment Ryder Cup Recession
Golfers, impacting
Olympic development
Athletes
Environmental Remote Remote Facilities Natural Habitats
Location, Location, Expansion Endangered
Diverse Duration of
Landscape Golf Course
Maintenance
Legal Health & Location, Diversify Faulty Equipment,
Safety Health & Accessibility Golf Course
Regulations Safety, Rescue Maintenance,
Services
Accessibility

Page No. 14

Myerscough Golf Academy Strategic Change

Recomendados

Recomendados

Más contenido relacionado

Similar a Myerscough Golf Academy Strategic Change

Similar a Myerscough Golf Academy Strategic Change (20)

Más de Phil Barnes

Más de Phil Barnes (9)

Último

Último (20)

Myerscough Golf Academy Strategic Change