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 gold enthusiasts, casual golfers, and tourists to play golf. The business has grown to generate $4 million annually. Our goal is to increase that by $800,000 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 | $490,000 | $670,000 | $860,000 |
| Gross margin | 64% | 64% | 64% |
| Net profit / (loss) | $30,900 | $75,400 | $122,200 |
Company Overview
Myrtle Golf Driving Range is a golf driving range based in Myrtle Beach, California. 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 is owned by 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 clients in Myrtle Beach, South Carolina, USA, building long-term relationships through quality, reliability, and deep expertise.
Objectives:
- Year 1: Establish operations, reach initial revenue target of $490,000, and build a loyal client base
- Year 2: Expand service capacity, grow revenue to $670,000, and hire additional staff
- Year 3: Achieve operational profitability, 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 gold 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 was last estimated to be worth $24 billion in the US. While the industry has experienced a 6.4% growth in the past five years, it did decline by 1.4% in the last 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 | Established brand, wide reach | Higher price point, less personalised |
| PopStroke | Strong marketing, national presence | Generic offering, less specialist focus |
| Drive Shack | Competitive pricing | Lower service quality, limited expertise |
Myrtle Golf Driving Range's competitive edge: Specialist expertise, personalised 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: Specialist expertise; experienced founder; strong client relationships; differentiated positioning | Weaknesses: Limited brand recognition as a new entrant; single location; reliance on founder capacity in early years |
| External | Opportunities: Growing market demand; underserved niche segments; digital marketing reach; referral network growth | Threats: Established competitors with greater resources; economic downturn reducing discretionary spend; regulatory changes |
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 $300,000 in the peak season and $200,000 in the off-season. We have an additional goal of attracting at least 500 visitors per month. Our final goal is to achieve a 20% increase in revenue 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 programme — incentivised referral programme 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 during launch phase
Marketing budget Year 1: $44,100 (9% 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 Beach 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)
- Showroom 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)
20% 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 10% of the marketing budget is allocated for miscellaneous costs.
Operating Plan
Organizational Goal/Objective Department Activity Timeline Increase casual golfer customer segment. Sales and operations. Install and launch gamified tech golf bays. 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 licences 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 in place before trading begins
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
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 during the first three years of trading.
Financial Plan
Projected Profit or Loss Statement
Year 1 Year 2 Year 3 Sales $90,000 $170,000 $300,000 Direct Cost of Sales $20,500 $30,000 $82,000 Production Payroll $0 $0 $0 Other $0 $0 $0 Total Cost of Sales $20,500 $30,000 $82,000 Gross Margin $69,500 $140,000 $218,000 Gross Margin % 77% 82% 73% Operating Expenses
Sales and Marketing Expenses
Sales and Marketing Payroll $20,000 $40,000 $40,000 Advertising/Promotion $800 $1,000 $1,000 Travel $0 $0 $0 Miscellaneous $500 $500 $500 Total Sales and Marketing Expenses $21,300 $41,500 $41,500 General and Administrative Expenses
General and Administrative Payroll $20,000 $40,250 $100,250 Sales and Marketing and Other Expenses $0 $0 $0 Depreciation $1,000 $1,000 $1,000 Dues and Subscriptions $200 $200 $200 Professional Fees $300 $300 $300 Rent $2,000 $2,000 $2,000 Software Purchases $0 $15,000 $0 Insurance $2,000 $2,000 $2,000 Telephone and Internet Access $2,000 $2,000 $2,000 Utilities $400 $400 $400 Miscellaneous $0 $0 $0 Payroll Taxes $500 $1,200 $3,000 Other General and Administrative Expenses $0 $0 $0 Total General and Administrative Expenses $28,400 $64,350 $111,150 Other Expenses:
Other Payroll $0 $0 $0 Consultants $0 $0 $0 Contract/Consultants $0 $0 $0 Total Other Expenses $0 $0 $0 Total Operating Expenses $28,400 $64,350 $111,150 Profit Before Interest and Taxes $19,800 $102,840 $225,410 EBITDA $19,800 $103,860 $226,430 Interest Expense $800 $3,632 $2,957 Taxes Incurred $0 $24,802 $56,540 Net Profit $19,000 $34,150 $65,350 Net Profit/Sales 21% 20% 22%
Projected Cash Flow Statement Cash Received Year 1 Year 2 Year 3 Cash from Operations
Cash Sales $90,000 $170,000 $300,000 Cash from Receivables $0 $0 $0 Subtotal Cash from Operations $90,000 $170,000 $300,00 Additional Cash Received
Sales Tax, VAT, HST/GST Received $0 $0 $0 New Current Borrowing $20,000 $0 $0 New Other Liabilities (interest-free) $0 $0 $0 New Long-term Liabilities $0 $0 $0 Sales of Other Current Assets $0 $0 $0 Sales of Long-term Assets $0 $0 $0 New Investment Received $0 $0 $0 Subtotal Cash Received $110,000 $170,000 $300,000 Expenditures
Expenditures from Operations
Subtotal Spent on Operations $48,900 $94,350 $111,150 Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out $800 $0 $0 Principal Repayment of Current Borrowing $10,000 $10,000 $0 Other Liabilities Principal Repayment $0 $0 $0 Long-term Liabilities Principal Repayment $0 $0 $0 Purchase Other Current Assets $0 $0 $0 Purchase Long-term Assets $0 $0 $0 Dividends $0 $0 $0 Subtotal Cash Spent $59,700 $104,350 $193,150 Net Cash Flow $50,300 $65,650 $106,850 Cash Balance $19,000 $34,150 $65,350 Projected Balance Sheet Assets Year 1 Year 2 Year 3 Current Assets
Cash $90,000 $170,000 $300,000 Accounts Receivable $0 $0 $0 Other Current Assets $0 $0 $0 Total Current Assets $90,000 $170,000 $300,000 Long-term Assets $10,000 $9,000 $8,000 Accumulated Depreciation $1,000 $1,000 $1,000 Total Long-term Assets ($1,000) ($1,000) ($1,000) Total Assets $100,000 $179,000 $308,00 Liabilities and Capital
Current Liabilities
Accounts Payable $0 $0 $0 Current Borrowing $20,000 $10,000 $0 Other Current Liabilities $0 $0 $0 Subtotal Current Liabilities $20,000 $10,000 $0 Long-term Liabilities $0 $0 $0 Total Liabilities $20,000 $10,000 $0 Paid-in Capital $30,000 $30,000 $30,000 Retained Earnings ($20,000) ($30,000) $41,000 Earnings ($12,000) $44,000 $160,000 Total Capital ($2,000) $44,000 $231,000 Total Liabilities and Capital $18,000 $54,000 $231,000 Net Worth $80,000 $169,00 $308,000
Wrapping up the Golf Driving Range Business Plan You’ve just learned everything you need to write your golf driving range business plan.
This guide is versatile. The examples are what makes it industry-specific, so you can apply the theory to any other business idea you have!
3-year profit & loss projection:
| Year 1 | Year 2 | Year 3 | |
|---|---|---|---|
| Revenue | $490,000 | $670,000 | $860,000 |
| Direct operating and activity costs | $176,400 | $241,200 | $309,600 |
| Gross profit | $313,600 | $428,800 | $550,400 |
| Gross margin | 64% | 64% | 64% |
| Salaries and wages | $137,200 | $187,600 | $240,800 |
| Marketing and advertising | $44,100 | $60,300 | $77,400 |
| Rent and utilities | $72,000 | $72,000 | $75,600 |
| Other operating costs | $29,400 | $33,500 | $34,400 |
| Total operating expenses | $282,700 | $353,400 | $428,200 |
| Net profit / (loss) | $30,900 | $75,400 | $122,200 |
Break-even analysis:
- Estimated fixed monthly costs: $19,900
- To cover fixed costs, Myrtle Golf Driving Range needs to generate approximately $31,100 in monthly revenue
- Break-even is projected to be reached in Month 5 of trading
Key financial assumptions:
- Revenue growth of 36% in Year 2 and 28% in Year 3 based on planned capacity expansion and marketing investment
- Direct operating and activity costs estimated at 36% of revenue throughout the forecast period, consistent with industry benchmarks
- Staffing costs set at 28% of revenue, scaling incrementally with new hires in Year 2 and Year 3
- Marketing budget fixed at 9% of revenue; reviewed quarterly and adjusted based on channel performance
- No bad debt assumed; payment terms enforced from day one