Club in Palm Springs Area

     Paradigm took over operations in 2003. Two well-known golf management companies previously managed this Southern California resort facility. For the 12-months preceding the takeover by Paradigm, the club sustained net operating losses of $467,000. Paradigm immediately repositioned the club by installing its own sales and marketing culture along with implementation of in-novative yield management, pricing and cost savings strategies. As a result, the club achieved positive cash flow in 2004.

     The profit growth has continued with delivery of net operating income of over $1.0 million for calendar 2007. This almost $1,500,000 turnaround performance occurred in one of the most facility-saturated markets in the nation while most professionally managed competitors posted continued decreases in year-over-year golf participation and greens fee pricing. Beware of adopting the propa-ganda and management excuses for the lack of success at your property…




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Paradigm took over operations in 2003

Club in Southern California

     Paradigm began managing this Southern Califonia Club in 2005. The club broke even during 2004. Despite a clearly superior location in its market area, this club had not been effectively promoted or utilized for non-member play and was absent identity or reputation.

     In a highly seasonal and competitive market, Paradigm devised and successfully implemented an innovative sales plan whereby customized membership and loyalty programs were marketed to seasonal players and residents. Through 2007, Paradigm has grown net operating income to $587,000 while operat-ing results at the other semi-private country clubs in the market area decline.

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 Paradigm took over operations in 2005

Club in Phoenix

     Paradigm took over managment of this Phoenix club in 2004  Historically, this mid-level club had produced substan-tial net operating losses. The club had developed a poor reputation due to unfriendly service and inferior turf and playing conditions. Paradigm introduced aggressive, re-sults oriented agronomic practices and staffing along with conversion to a friendly, service-based golf and restaurant customer atmosphere.

      The improved golf course product working in combination with Paradigm's well-trained sales-minded operating team, served to generate net operating income results of $489,000 for calendar 2007. Under Paradigm Management there has been positive growth for this period of ap-proximately $577,000. According to most reports, financial and cash flow perfor-mance of other competitive clubs in the Phoenix area  have declined. The value-driven customer must be managed and accommodated but did not represent the club's primary growth prospects – a study in quality vs. quantity…

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Paradigm took over operations in 2004

Club in Coachella Valley

     Paradigm began helping this club in the Coachella Valley in October 2008.  In the first six months Paradigm increased the clubs Net Operatiing Income by $350,000.  The majority of the increase coming from a $200,000 increase in Greens Fees.  This club is in a very competitive market and did not have an identity. 

     With the implementation of an entrepreneurial operating, sales and service culture the club has began 2009 with record revenues and profitability.  In this same market most clubs are reporting 20% to 40% from prior year.  It shows that with the right culture, well trained team and sales driven strategies clubs can thrive during these tough economic times... 

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   Paradigm took over operations in 2008