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Executive Summary
Myrtle Golf Driving Range is a golf driving range and family entertainment center in Myrtle Beach, South Carolina.
We provide a space for golf enthusiasts, casual golfers, and tourists to play golf. The business has grown to generate about $985,000 annually. Our goal is to increase that by about $100,000 in the next year.
The purpose of this business plan is to establish where Myrtle Golf Driving Range is and create a plan for its future.
Financial highlights:
| Metric | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Revenue | $1,084,620 | $1,197,350 | $1,281,940 |
| Gross margin | 64% | 65% | 65% |
| Net profit / (loss) | $93,756 | $131,065 | $162,238 |
Company Overview
Myrtle Golf Driving Range is a golf driving range based in Myrtle Beach, South Carolina. The business was established in 2010 and has contributed to an interest in golf among the youth in Myrtle Beach. We have achieved this by keeping up with modernity and introducing elements to keep the youth engaged.
The business started as a small golf driving range with only outside areas. We have since upgraded and offered indoor and outdoor areas and entertainment spaces. We hold a sizeable portion of the tourist market due to our connection with travel agencies and accommodations.
Myrtle Golf Driving Range was founded by James Calloway, who remains its director, and is co-owned by James, Charles Tisdale and Becky Roberts. The business is registered as an LLC with plans to become incorporated to allow shareholders in the future.
Legal structure: LLC
Mission: To deliver exceptional golf driving range & entertainment center services to golfers, families and visitors in Myrtle Beach, South Carolina, USA, building long-term relationships through quality, reliability, and deep expertise.
Objectives:
- Year 1: Launch the gamified tech bays, grow revenue to $1,084,620, and increase repeat visits from members and local customers
- Year 2: Expand service capacity, grow revenue to $1,197,350, and hire additional staff
- Year 3: Grow net profit to $162,238, strengthen market position, and evaluate expansion opportunities
Market & Customer Analysis
A golf driving range is a facility for golfers to practice their skills someplace other than a golf course. Golf driving ranges take up less space than traditional golf courses and, as such, are more suitable for urban areas. They have become a hub for family entertainment and often feature other related recreational sports, such as mini golf.
The industry is large in the US. It has grown over the past five years, though it dipped slightly in the most recent year.
An increase in disposable income will contribute to the continued long-term growth of the industry. The gamification of the golf driving range has increased widespread interest in the activity. Golf enthusiasts enjoy year-round training, while non-players experience the sport in a manageable and accessible way.
Large driving ranges have the advantage of more resources to improve their customer experience. We can expect to see the consolidation of smaller businesses as they attempt to match industry giants.
Customer analysis:
Myrtle Beach is a renowned golf destination. Golfing establishments in the area have a mixed customer base, which we’ll break down below.
The first customer segment is golf enthusiasts. This group dedicates a lot of time to improving their skillset. They are typically middle-aged to older adults and have considerable disposable income.
The second group we encountered was casual golfers and beginners. This group consists of people developing an interest in golf or playing it as a recreational, social activity. The ages in this group vary.
Corporate groups make up the final distinct customer segment. Companies in the area use golf driving ranges as a team-building activity.
Myrtle Beach is a popular tourist destination. Each of the above segments, perhaps with the exception of corporate groups, also contains tourists.
Competitor analysis:
| Competitor | Strengths | Weaknesses |
|---|---|---|
| Topgolf | National brand, gamified tech bays | Higher price point |
| PopStroke | Strong marketing, tech-enabled putting courses | Putting only; no full driving range |
| Drive Shack | Entertainment venue format | Less focus on serious golf practice |
Myrtle Golf Driving Range's competitive edge: Specialist expertise, personalized service, and a clear focus on the underserved segment of the market set us apart from the established players listed above.
SWOT analysis:
| Positive | Negative | |
|---|---|---|
| Internal | Strengths: Trading since 2010; three experienced co-owners; indoor and outdoor bays plus entertainment spaces; links with travel agencies and accommodations | Weaknesses: Single location; reliance on tourist trade; smaller budget than national chains |
| External | Opportunities: Gamified tech bays; Myrtle Beach's standing as a golf destination; corporate team-building groups; growing youth interest in golf | Threats: National entertainment golf chains; recent dip in industry revenue; economic downturn reducing leisure spend |
Sales & Marketing Plan
Myrtle Golf Driving Range is a golf driving range based in Myrtle Beach, serving a mixture of residents, tourists, and avid golfers.
Our sales goals are to make $703,000 in the peak season and $382,000 in the off-season. We have an additional goal of attracting at least 5,000 visitors per month. Our final goal is to grow revenue by 10% in Year 2, partly through upselling.
We have three sales channels with seven revenue sources across them.
Most of our sales revenue comes from on-site sales. We have a point-of-sale system for all transactions. Most upsell revenue comes from on-site sales.
Online sales are our next highest sales revenue generator. We have a website and mobile app where customers can make purchases, track their reservations, and manage their loyalty programs. We also run online-only promotions to drive traffic to the business during off-seasons.
Myrtle Golf Driving Range’s revenue streams are split between primary sales and upsell opportunities.
Our primary revenue sources are:
- Bay rentals
- Golf ball packages
- Memberships
Bays are available to rent for $15 or $25 per hour. Our basic bays cost $15, and the premium bays are $25.
We have regular memberships and tourist packages. The regular memberships cost $100 for unlimited access during off-peak times and $150 for complete unlimited access. Tourist packages are $80 per week.
Our upsell opportunities are:
- Lessons
- VIP services and technology advanced bays
- Retail sales
- Food and beverage sales
The ideal Myrtle Golf Driving Range team comprises a sales manager, sales representatives, an event sales coordinator, on-site sales associates, and a digital sales specialist.
Pricing strategy: Pricing is set to be competitive within the Myrtle Beach, South Carolina, USA market while reflecting the quality and specialist nature of the services delivered. All pricing is reviewed annually against market benchmarks.
Marketing channels:
- Digital presence (website + SEO) — professional website with content marketing to attract organic search traffic from clients searching for golf driving range & entertainment center services in Myrtle Beach, South Carolina, USA
- Social media — active presence on relevant platforms to build brand awareness and engage prospective clients
- Referral program — incentivized referral program for existing clients; target 30% of new clients via referral by end of Year 2
- Local networking and partnerships — attendance at industry events and partnerships with complementary businesses in Myrtle Beach, South Carolina, USA
- Google Ads — targeted paid search campaigns for high-intent keywords, weighted toward the off-season
Marketing budget Year 1: $56,500 (5% of projected revenue)
Additional marketing notes:
Myrtle Beach is a coastal tourist town. Our branding leans into that to keep up with the area's spirit. Our tagline is “Myrtle Invites You To Play”. The Myrtle Golf Driving Range logo has golf and coastal elements; it is a golf club hitting the setting sun on the coastline.
Our color palette is green, accented by blues and light neutral colors. The brand voice has a friendly tone with a conversational messaging style. We address our customers directly.
Our annual marketing budget is $56,500. We split the funds between a few marketing activities across four marketing categories.
The first marketing category used is digital marketing. 40% of our marketing budget goes towards digital marketing and is split in the following way:
- Website: $2,260 (4%)
- SEO: $3,390 (6%)
- Pay Per Click Advertising: $5,650 (10%)
- Social Media Advertising: $6,780 (12%)
- Email Marketing: $2,260 (4%)
- Content Creation: $2,260 (4%)
20% of our marketing budget goes toward traditional marketing and is allocated as follows:
- Print advertising: $3,390 (6%)
- Business cards and flyers: $2,260 (4%)
- Golf and travel show exhibitions: $5,650 (10%)
10% of our marketing budget goes toward public relations and is allocated as follows:
- Charity and donations: $2,260 (4%)
- Blog and influencer partnerships: $3,390 (6%)
14% of our marketing budget is allocated to client engagement and sales promotions and is allocated as follows:
- Client referral rewards: $2,260 (4%)
- Discounts: $3,390 (6%)
- Gift vouchers: $2,260 (4%)
The remaining 16% of the marketing budget is allocated for miscellaneous costs.
Operating Plan
Organizational goal: increase the casual golfer customer segment. Department: sales and operations. Activity: install and launch gamified tech golf bays. Timeline: 12 months.
Staffing plan:
| Role | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| James Calloway (Owner / Director) | Full-time | Full-time | Full-time |
| Operations / Senior Staff | Part-time | Full-time | Full-time |
| Support / Junior Staff | — | Part-time | Full-time |
Legal & compliance:
- All required licenses and permits for golf driving range & entertainment center operations in Myrtle Beach, South Carolina, USA
- Professional liability and general liability insurance
- Data protection compliance in accordance with applicable laws
- Health & safety policies and risk assessments kept up to date and reviewed annually
Management Team
General Manager, Charles Tisdale.
Charles oversees all the business activities and departments of Myrtle Golf Driving Range. He creates annual strategies, manages finances, facilitates compliance with regulations, coordinates staff training and development, and ensures the business’s positive relationship with all stakeholders. He has 5 years of experience at Myrtle Golf Driving Range and 10 years of overall experience in the golf driving range industry.
Operations Manager, Becky Roberts.
Becky is responsible for the physical operations at Myrtle Golf Driving Range. She oversees the golf bays and inventory, and ensures safety standards are met. She has 8 years of experience in golf range operations.
Sales and Marketing Manager, Laikin Morgan.
Laikin is responsible for marketing the business and generating sales. She is responsible for creating the marketing strategy on which the marketing plan is based and the sales strategy on which the sales plan is based. She has 12 years of experience in sales and marketing.
James Calloway — Founder & Director
James founded Myrtle Golf Driving Range in 2010 and remains its director. He sets the long-term direction of the business and signs off major investments, including the move to indoor bays and the planned gamified tech bays.
Advisory support: The business will engage an experienced accountant and a business mentor through the local enterprise support network to provide financial oversight and strategic guidance over the next three years.
Financial Plan
Projected Profit or Loss Statement (in USD):
| Year 1 | Year 2 | Year 3 | |
|---|---|---|---|
| Sales | $1,084,620 | $1,197,350 | $1,281,940 |
| Direct Cost of Sales | $173,500 | $190,800 | $203,400 |
| Production Payroll | $214,700 | $229,300 | $241,800 |
| Total Cost of Sales | $388,200 | $420,100 | $445,200 |
| Gross Margin | $696,420 | $777,250 | $836,740 |
| Gross Margin % | 64.2% | 64.9% | 65.3% |
| Operating Expenses | |||
| Sales and Marketing Expenses | |||
| Sales and Marketing Payroll | $58,000 | $60,100 | $62,300 |
| Advertising/Promotion | $56,500 | $59,800 | $62,700 |
| Other Sales and Marketing Expenses | $4,100 | $4,400 | $4,700 |
| Total Sales and Marketing Expenses | $118,600 | $124,300 | $129,700 |
| General and Administrative Expenses | |||
| General and Administrative Payroll | $128,600 | $133,100 | $137,800 |
| Depreciation | $71,166 | $74,374 | $76,699 |
| Dues and Subscriptions | $1,900 | $2,000 | $2,100 |
| Professional Fees | $9,800 | $8,400 | $8,700 |
| Rent | $96,000 | $98,900 | $101,900 |
| Software Purchases | $14,800 | $22,600 | $23,300 |
| Insurance | $21,400 | $22,300 | $23,200 |
| Telephone and Internet Access | $3,600 | $3,700 | $3,800 |
| Utilities | $38,200 | $39,600 | $41,100 |
| Miscellaneous | $31,600 | $33,200 | $34,700 |
| Payroll Taxes | $36,117 | $38,025 | $39,771 |
| Total General and Administrative Expenses | $453,183 | $476,199 | $493,070 |
| Total Operating Expenses | $571,783 | $600,499 | $622,770 |
| Profit Before Interest and Taxes | $124,637 | $176,751 | $213,970 |
| EBITDA | $195,803 | $251,125 | $290,669 |
| Interest Expense | $5,958 | $10,846 | $8,606 |
| Taxes Incurred | $24,923 | $34,840 | $43,126 |
| Net Profit | $93,756 | $131,065 | $162,238 |
| Net Profit/Sales | 8.6% | 10.9% | 12.7% |
Projected Cash Flow Statement (in USD):
| Year 1 | Year 2 | Year 3 | |
|---|---|---|---|
| Cash Received | |||
| Cash from Operations | |||
| Cash Sales | $1,019,543 | $1,125,509 | $1,205,024 |
| Cash from Receivables | $64,769 | $71,165 | $76,408 |
| Subtotal Cash from Operations | $1,084,312 | $1,196,674 | $1,281,432 |
| Additional Cash Received | |||
| New Long-term Liabilities | $150,000 | $0 | $0 |
| Subtotal Cash Received | $1,234,312 | $1,196,674 | $1,281,432 |
| Expenditures | |||
| Expenditures from Operations | |||
| Cash Spending | $437,417 | $460,525 | $481,671 |
| Bill Payments | $476,497 | $529,328 | $559,898 |
| Subtotal Spent on Operations | $913,914 | $989,853 | $1,041,569 |
| Additional Cash Spent | |||
| Long-term Liabilities Principal Repayment | $14,600 | $24,300 | $26,600 |
| Purchase Other Current Assets | $1,100 | $1,600 | $1,200 |
| Purchase Long-term Assets | $214,000 | $38,500 | $27,900 |
| Dividends | $0 | $48,000 | $72,000 |
| Subtotal Cash Spent | $1,143,614 | $1,102,253 | $1,169,269 |
| Net Cash Flow | $90,698 | $94,421 | $112,163 |
| Cash Balance | $177,098 | $271,519 | $383,682 |
Projected Balance Sheet (in USD):
| Year 1 | Year 2 | Year 3 | |
|---|---|---|---|
| Assets | |||
| Current Assets | |||
| Cash | $177,098 | $271,519 | $383,682 |
| Accounts Receivable | $6,508 | $7,184 | $7,692 |
| Inventory and Other Current Assets | $19,800 | $21,400 | $22,600 |
| Total Current Assets | $203,406 | $300,103 | $413,974 |
| Long-term Assets | |||
| Long-term Assets | $854,000 | $892,500 | $920,400 |
| Accumulated Depreciation | ($481,166) | ($555,540) | ($632,239) |
| Total Long-term Assets | $372,834 | $336,960 | $288,161 |
| Total Assets | $576,240 | $637,063 | $702,135 |
| Liabilities and Capital | |||
| Current Liabilities | |||
| Accounts Payable | $27,084 | $29,142 | $30,576 |
| Subtotal Current Liabilities | $27,084 | $29,142 | $30,576 |
| Long-term Liabilities | $135,400 | $111,100 | $84,500 |
| Total Liabilities | $162,484 | $140,242 | $115,076 |
| Paid-in Capital | $175,000 | $175,000 | $175,000 |
| Retained Earnings | $145,000 | $190,756 | $249,821 |
| Earnings | $93,756 | $131,065 | $162,238 |
| Total Capital | $413,756 | $496,821 | $587,059 |
| Total Liabilities and Capital | $576,240 | $637,063 | $702,135 |
| Net Worth | $413,756 | $496,821 | $587,059 |
3-year profit & loss projection:
| Year 1 | Year 2 | Year 3 | |
|---|---|---|---|
| Revenue | $1,084,620 | $1,197,350 | $1,281,940 |
| Direct operating and activity costs | $388,200 | $420,100 | $445,200 |
| Gross profit | $696,420 | $777,250 | $836,740 |
| Gross margin | 64% | 65% | 65% |
| Salaries and wages | $222,717 | $231,225 | $239,871 |
| Marketing and advertising | $60,600 | $64,200 | $67,400 |
| Rent and utilities | $134,200 | $138,500 | $143,000 |
| Other operating costs | $154,266 | $166,574 | $172,499 |
| Total operating expenses | $571,783 | $600,499 | $622,770 |
| Interest and income tax | $30,881 | $45,686 | $51,732 |
| Net profit / (loss) | $93,756 | $131,065 | $162,238 |
Break-even analysis:
- Estimated fixed monthly costs: $47,600
- To cover fixed costs, Myrtle Golf Driving Range needs to generate approximately $74,100 in monthly revenue
- Average Year 1 monthly revenue of about $90,400 keeps the range above break-even across the year
Key financial assumptions:
- Revenue growth of 10% in Year 2 and 7% in Year 3 based on planned capacity expansion and marketing investment
- Direct operating and activity costs estimated at about 35-36% of revenue across the forecast period, including range and lesson staff, consistent with industry benchmarks
- Total staffing costs, including payroll taxes, at about 38-40% of revenue, scaling incrementally with new hires in Year 2 and Year 3
- Marketing budget at about 5-6% of revenue; reviewed quarterly and adjusted based on channel performance
- No bad debt assumed; payment terms enforced from day one
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