Identify the 3 options available to Roberts and then Perform a qualitative analysis of the investment opportunities including the pros and cons of each of the three options identified above
STONE ROCK GOLF & COUNTRY CLUB: WEDDING BELLS?
Brittney MacKinnon wrote this case under the supervision of Mary Gillett and Yaqi Shi to provide material for class discussion. The
authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised
certain names and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
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materials of the highest quality; submit any errata to publishcases@ivey.ca. i1v2e5y5pubs
Copyright © 2020, Ivey Business School Foundation
Version: 2020-11-11
In 2016, Ivey Business School graduate Jordan Roberts, general manager of Stone Rock Golf & Country
Club (SRGCC), recognized a potential opportunity for further growth in the club’s weddings and special
events business. He was considering the possibility of subsidizing the SRGCC, which was facing struggles
like others in the golf industry, by setting a goal to become the destination of choice for unique special
events in Southwestern Ontario. Roberts looked around his facility and decided that he had an ideal, rustic,
yet elegant wedding venue opportunity right in the maintenance area of the clubhouse. His quick
calculations indicated a likely capital investment of close to CA$1 million 1 for the required renovations.
Roberts knew that he would have to approach his banker for financing as well as convince his board of
directors to take this leap! He began mapping out a plan to build his business case for the new space.
CANADIAN GOLF INDUSTRY
In 1999, the international golf industry saw significant growth due to the popularity of Tiger Woods.
However, the 2008 recession ended the “Tiger-Boom” that the golf industry had been experiencing as
golf—typically driven by membership revenues and green fees—was seen as too expensive, too difficult,
and too time-consuming for the average Canadian. 2 Many courses across Ontario and the rest of North
America were forced into bankruptcy and foreclosed on loans due to the rapid decline in the number of
golfers. Over a decade, Canada saw 158 courses closed. 3 According to Statistics Canada, Canada had an
estimated 2,400 golf courses and 1.5 million golfers—among the highest per capita numbers globally. 4
Many courses in Southwestern Ontario could not survive the recession, and many courses had to close their
doors. However, many survived the recession through a solution that swept the industry: consolidation of
1
All currency in Canadian dollars unless specified otherwise.
Brian Milner, “Canadian Golf Industry Fights Its Way Out of the Rough,” Globe and Mail, October 26, 2015 (updated May 15,
2018), accessed May 27, 2020, www.theglobeandmail.com/report-on-business/canadian-golf-industry-fighting-its-way-out-ofthe-deep-rough/article26995762/.
3
Ibid.
4
Chris Sorensen, “Why Canadian Golf is Dying,” July 4, 2014, accessed May 27, 2020 www.macleans.ca/economy/business/the-end-ofgolf.
2
Authorized for use only in the course Financial Management/Capstone at Centennial College taught by S. Lamarre from 12/9/2022 to 4/23/2023.
Use outside these parameters is a copyright violation.
9B20B017
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9B20B017
The golf industry responded to the decline in the number of golfers by reducing green fees, adding more
nine-hole courses, changing the landscape design of holes to reduce play time, and marketing other games
such as footgolf (a combination of soccer and golf). 6 Courses also slashed operating expenses by reducing
maintenance and turning off their sprinklers. 7 In 2015, the Canadian golf industry was estimated to be worth
more than $14.3 billion and had started to rebound, with Canadians playing more golf than in the years
before 8 (see Exhibit 1).
STONE ROCK GOLF & COUNTRY CLUB (SRGCC)
SRGCC, located in the small town of Ainslie, Ontario, began operations in 1931 with a nine-hole golf
course. The course had been privately owned since 1993, and the owners reinvested in meticulous
maintenance. While maintaining the difficulty that had existed in the original course, SRGCC had expanded
to a full 18 holes, taking advantage of the natural landscape, including ponds and creeks. The course was
also upgraded to include cart paths, additional trees, a waterfall, and revitalized sand traps. The course
quickly became one of the most revered semi-private facilities in Southwestern Ontario; it was highly rated
in various articles and hosted many Ontario Golf Association events.
The four local families who owned and operated SRGCC ran the business according to their family values
and their sense of loyalty and pride in their community. As a result, SRGCC was known for its high focus
on customer service and love of golf. The four families were represented on the board of directors, and
many family members had roles within the daily operations of the golf club.
Roberts was a board member and the son of the chair of the board; after completing his honours and master
of business administration degrees at the Ivey Business School and gaining experience in the retail industry,
Roberts joined SRGCC full time as the president and general manager in 2016.
Weddings at SRGCC
Roberts knew that hosting weddings was not a new idea for SRGCC. The club had been hosting weddings
for years; however, these wedding customers were usually children of the golf club’s members, and they
had chosen the venue based on convenience rather than elegance. He suspected that the existing banquet
hall in the clubhouse, with its dated décor and minimal natural light, was more appealing to golfers than to
brides and grooms. However, in 2012, Roberts was surprised to discover that a hotel in Ainslie had been
hosting, on average, 22 weddings annually—significantly more than the six SRGCC typically hosted.
Roberts also knew that the record-breaking numbers in 2012, when SRGCC hosted 12 weddings, had likely
been because superstitious couples wanted to avoid getting married in 2013.
Roberts knew that the board had been reluctant to make the wedding business a priority but had definitely been
swayed by the positive financial results from the 2012 wedding season. In the 20 years prior, the owners had
never drawn a dividend from the company. The venture had clearly become a project of passion rather than
business. Each of the board members, as well as the general manager and superintendent, had worked in the golf
5
Jeff Lancaster, “GolfNorth CEO: ‘It Will Be Hard to Compete with Us as the Years Go By. There Are New Golfers, and We Want Them
Coming to Us,’” CanadianGolfer, August 16, 2011, accessed May 27, 2020, https://canadiangolfer.com/2011/08/16/golfnorth-ceo-it-willbe-hard-to-compete-with-us-as-the-years-go-by-there-are-new-golfers-and-we-want-them-coming-to-us/.
6
Milner, op. cit.
7
Sorensen, op. cit.
8
Milner, op. cit.
Authorized for use only in the course Financial Management/Capstone at Centennial College taught by S. Lamarre from 12/9/2022 to 4/23/2023.
Use outside these parameters is a copyright violation.
courses. GolfNorth, for example, purchased numerous mid-tier golf courses that would have otherwise been
forced to close throughout Southern Ontario. 5
9B20B017
industry for over 30 years; they were worried that shifting the focus away from golf would jeopardize the golf
business. Eventually, the board recognized the financial potential in weddings and special events and drafted a
business plan to request financing for a 2014 renovation project despite knowing that banks had been reluctant
to lend money to the golf industry. SRGCC received the financing and, in spring 2014, completed renovations
to the banquet hall, kitchen, and washrooms and added a bridal suite and an on-site ceremony location. When
the downturn in the golf industry continued into 2014, SRGCC suffered a loss of $60,000 that year, debt
financing became tight, and the bank was questioning SRGCC’s future.
Reluctantly, the board realized that pursuing the weddings and special events business was critical to
becoming profitable again. SRGCC shifted its focus away from selling the golf-course to selling “golfcourse weddings” and built a team dedicated to weddings, including a full-time wedding planner and
manager. Roberts’s wife, Anne Kelly, took on the role and quickly focused on building a wedding
website—separate from the golf site—and a marketing plan focused on weddings. After facing considerable
resistance from the board members, Roberts and Kelly, with the rest of the wedding team, led SRGCC to
become a leader in the weddings and special events industry in Southwestern Ontario, particularly in Ainslie
and surrounding area. As word spread about the facilities and customer service provided at SRGCC,
weddings and special events customers came from as far as 100 kilometres away. The wedding numbers
quickly grew to 27 in 2015 and to 29 in 2016. Due to the growth, Kelly was promoted to director of special
events and used her passion for special events, attention to detail, and compassionate personality, to deliver
high-quality events to her clients. As well, she recruited a dedicated weddings and special events manager,
to focus on delivering everything the clients dreamed of, and a highly experienced executive chef and sous
chef, who offered 40 years of combined experience.
Despite the positive financial results that the wedding business brought, golf course revenues continued to
remain stagnant and management was still unsure about the long-term potential of the wedding business
for SRGCC. After joining the company full time in 2016, Roberts had remained focused on his goal to
provide the best golf, wedding, and special event experience. That year, SRGCC increased its revenues to
over $1.4 million—an increase of roughly 30 per cent or $330,000 over fiscal year (FY) 2014. As well,
2016 earnings before interest, taxes, depreciation, and amortization (EBITDA) jumped approximately 500
per cent over FY 2014 (see Exhibits 2 and 3).
To expand SRGCC’s reach, Kelly also continued pursuing her goal of attracting customers from outside the
Ainslie area. She focused her efforts on impactful visual branding, estimating that 60 per cent of the SRGCC’s
wedding customers found SRGCC through social media marketing. SRGCC also offered competitive pricing
on its wedding packages to attract couples from larger markets who were looking to find the best value. The
venue itself offered views of the lush golf-course property and included separate ceremony and reception spaces,
with large windows in the indoor spaces designed to bring the outside in. The results were positive! The wedding
business continued to grow, and SRGCC anticipated hosting over 30 weddings in 2017. However, with the
increased popularity of the SRGCC brand, Roberts and Kelly observed that they were selling out the prime
wedding dates of June to September 40 per cent earlier than they had for the summer before. By March 2016,
Kelly noted that the prime wedding dates for the summer of 2017 had already sold out; she had no choice but to
turn away potential clients. The special events business grew along with the number of weddings for a combined
70 events overall in 2016, increasing from 35 in 2014.
Impact on Golf at SRGCC
The substantial growth in the weddings and special events side of the business offered an increase in cash
flow for SRGCC, which ameliorated the effects of the decline in the golf industry and allowed Roberts to
continue to invest in maintaining the golf facilities. While the majority of the golf industry cut costs in order
to survive the decline in sales, Roberts focused on revenue growth and concentrated on his core customer.
Authorized for use only in the course Financial Management/Capstone at Centennial College taught by S. Lamarre from 12/9/2022 to 4/23/2023.
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Page 3
Page 4
9B20B017
Roberts’s revamped focus on the golf business, which targeted the non-avid golfer, increased sales at a time
when the rest of the industry saw a decline. Though golf memberships remained flat between 2015 and
2016, game packs (a pre-purchased set number of rounds for the season), private tournaments with golf and
meal packages, green fees (single-round purchasing), junior golf, and golf lessons saw substantial increases.
THE CANADIAN WEDDING INDUSTRY
According to a 2015 survey, Canadian weddings were anticipated to cost just over $30,000, with an average
of 129 attendees, and three-quarters of brides anticipated spending more than they budgeted. 9 Just over
160,000 Canadian weddings were estimated to occur in 2015. 10 More than three-quarters of Canadian
weddings occurred in the summer months or peak season—between June and September—with the
majority of weddings occurring in August. 11 Of the weddings that occurred outside of peak season, a quarter
of them were destination weddings; 12 a total of 14 per cent of all Canadian weddings occurred out of the
country. 13 The vast majority of brides claimed that social media platforms such as Facebook, Instagram,
and Pinterest were influential in their wedding planning decisions. 14
The 2015 and 2016 wedding seasons saw an increase in demand for unique, industrial, and rustic wedding
venues. 15 While traditional spaces such as hotel ballrooms and barns remained popular, many brides and
grooms sought out unique venues that could be decorated either as chic wedding spaces that included
chandeliers or in a minimalistic style that let the exposed brick and rustic wood features shine. 16
THE EXPANSION PLAN
In the summer of 2016, Roberts and Kelly were considering an indoor ceremony option for days with
unfavourable weather. While the couple led their architect on a tour through the club’s facilities, he pointed
out the unique beauty of the exposed wood-beam ceiling in the golf maintenance shop. Recognizing the
opportunity this venue presented, Roberts and Kelly realized that the current maintenance shop in the
clubhouse could be the perfect new space for weddings and special events.
The golf maintenance space, part of the original clubhouse, was built in 1963 and had a rustic, industrial
atmosphere, with the original, exposed wood ceilings; rustic wood beams and trusses; various wood
features; exposed brick; and industrial-style cement floors. The space aligned perfectly with the current
trends in event and restaurant spaces, which favoured rustic-elegant design. The couple’s vision was to add
large glass garage doors to increase natural light and airflow in the space while giving guests views of the
golf course. Through the addition of elegant decorations and lighting, such as large chandeliers and stylish
furniture, Roberts and Kelly felt they could create the perfect new space. They knew that SRGCC had to
9
Small Business Accelerator Program, “Industry Overview: Wedding Planning,” University of British Columbia, March 8, 2018,
accessed May 27, 2020, https://sba.ubc.ca/blog/industry-overview-wedding-planning.
10
Jen O’Brien, “Wedding Trends in Canada 2015,” Wedding Bells, June 8, 2015, accessed May 27, 2020,
https://weddingbells.ca/planning/wedding-trends-in-canada-2015/.
11
Small Business Accelerator Program, op. cit.
12
Ibid.
13
O’Brien, op. cit.
14
Small Business Accelerator Program, op. cit.
15
Mackenzie Patterson, “Industrial-Chic Wedding Venues across Canada,” Wedding Bells, September 7, 2016, accessed May
27, 2020, https://weddingbells.ca/planning/10-industrial-chic-wedding-venues-across-canada/.
16
Ibid.
Authorized for use only in the course Financial Management/Capstone at Centennial College taught by S. Lamarre from 12/9/2022 to 4/23/2023.
Use outside these parameters is a copyright violation.
He reinvested in the property, responded to changes in the industry and in technology, and continued to
provide the leading golf experience. Focusing on the core values of SRGCC, he turned the club into a
community asset by providing an enjoyable and fun experience for everyone.
Page 5
9B20B017
The Hideaway
Roberts and Kelly named the converted maintenance facility—the potential new venue space—the
Hideaway to differentiate it from the existing Ballroom. In order to operate both spaces at the same time,
Roberts knew they needed to expand the existing kitchen and create access from the kitchen to both spaces
and purchase an additional $100,000 in kitchen equipment. Further, a grand entrance to the space was
needed as well as outdoor space for cocktail receptions overlooking the golf course. Other renovations to
the current space included washroom additions, a bridal suite, and a generator to provide back-up power
for both the Ballroom and the Hideaway (see Exhibit 4). Roberts estimated that the renovations to transform
the maintenance facility into the Hideaway would be $445,000.
To keep the renovation and operating costs of the space lower and to add to the industrial feel, the Hideaway
renovations would not include insulating or heating the space for winter use. Therefore, Roberts and Kelly
planned to host weddings in the space during the peak wedding season and the warmer months—from May
through to October. Estimated sales per wedding would be slightly higher than the current averages for the
Ballroom at $13,500 for Saturday weddings and $10,500 for Sunday to Friday weddings, as the Hideaway
would have a capacity of 210 guests for a seated meal or 250 guests for a standing cocktail reception; the
Ballroom had a capacity of 180 guests seated and 200 standing. Kelly estimated that 65 per cent of the
weddings and special events would be seated meals and the remaining 35 per cent standing cocktail receptions.
Kelly predicted that, in 2017, the Hideaway would host 15 Saturday weddings, at $13,500 each, and another
three weddings on other days of the week, at $10,500 each. Since the Ballroom was already nearly sold out for
prime dates in the 2017 wedding season, Kelly was confident the club could achieve this projection based on the
waiting list and number of potential clients who had already been turned away. By the second year of operating
both spaces, Kelly projected the Hideaway would host 18 Saturday and five non-Saturday weddings. Finally, in
2019, the Hideaway would host the full capacity of 21 Saturday weddings and another seven non-Saturday
weddings. Each year, Kelly planned to increase the price per wedding by 2 per cent. In addition to weddings,
Kelly estimated other opportunities to rent out the space would generate an additional $15,000 in revenue in
2017, $25,000 in 2018, and $35,000 in 2019. Again, she estimated a steady increase thereafter of 2 per cent.
Kelly also recognized that, to deliver two weddings at the same time, the number of kitchen and wait staff
would have to increase significantly, and both wedding timelines would have to be perfectly aligned to
keep the kitchens running smoothly. Staffing the now-double wedding operation would be a challenge in
such a small town. She expected to be able to hire temporary foreign workers to help with the kitchen and
service requirements of the peak season. However, Kelly and Roberts would have to research how this
process worked and consult with the board about this plan.
New Maintenance Facility
Roberts knew that if the current maintenance space were to be converted into a wedding venue, the club
would be short on room for its maintenance work. SRGCC had two separate spaces for maintenance
facilities and storage. The east side of the clubhouse was primarily used for summer operations such as golf
carts and off-season storage of equipment. The second space was an aging barn that was used for off-season
storage and seasonal material storage such as fertilizer, mulch, lawn tractors, and bunker rakes. The barn
was well beyond its useful life and needed to be replaced; Roberts felt this might be the optimal time to
review how to make the best use of a capital outlay to not only house maintenance activities and equipment
Authorized for use only in the course Financial Management/Capstone at Centennial College taught by S. Lamarre from 12/9/2022 to 4/23/2023.
Use outside these parameters is a copyright violation.
invest in a second, complementary wedding facility to sustain the business in the long-term and that a
second venue would provide financial benefits for the club.
9B20B017
but also make the maintenance operations more efficient. He planned to consolidate the equipment and
operations from the barn and the east side of the clubhouse to free the space for the Hideaway and to
construct a purpose-built space for maintenance away from the public spaces. The new maintenance facility
would be 8,100 square feet (752 square metres), to support the increased demand on maintenance, and
would include storage for all of the equipment from the two previous spaces and a dedicated space for staff
facilities, including an office, lunchroom, and washrooms. The total cost to build the new maintenance
facility was $269,050. He estimated that, considering utilities and personnel, the new facility would result
in a net annual savings of $55,000 a year, increasing at a rate of 2 per cent per year.
Parking Lot Expansion
In order to support the growth on both sides of the business, Roberts anticipated that SRGCC would need
another 100 parking spots. The existing lot was already fully occupied for large events, weddings, and busy
golf days; he estimated the cost for the additional 100 spots was $157,300, which included all of the site
work, electrical, concrete, and other expenses to complete the work.
Finally, as Roberts pondered the long list of investments required (see Exhibit 5) and the memo Kelly sent
him regarding the costs of running the expanded weddings and special events business (see Exhibit 6), he
wondered if SRGCC should just go ahead and invest in insulation and heating for the Hideaway in order to
have it functional year-round. This option would significantly increase the insurance and heating cost, by
$18,000 per year, but Roberts knew the industry statistics indicated that the majority of weddings occurred
between June and September. He was not sure how many weddings he should estimate hosting in the offseason at SRGCC, but he assumed that he would have to offer a discounted rate for weddings in the offseason. How deeply he could discount the rate without affecting his profit was uncertain. He estimated that
a 25 per cent discount would be required but was eager to see what the numbers would look like. He did
not think he would secure any non-Saturday weddings at all in the off-season nor did he think that the
special events business would increase significantly in the off-season. The Ballroom was available for those
events. Roberts was concerned about how he could staff special events in the off-season, given the transient
nature of much of the labour in Ainslie in the fall and winter months.
DECISION
Roberts had to convince both the bank and the four families who made up the board of directors that this
expansion was the future for SRGCC. He knew the families would be reluctant to put more capital into the
business and that SRGCC’s overall cost of capital was currently close to 8 per cent. He wondered if he
should play it safe and focus only on the immediate capital needs of the barn and maintenance facility and
hold off on the Hideaway and increased parking. Alternatively, he could just go all out and propose the
entire project. If he mentioned winterizing, he knew he would be asked how much busier the club would
need to be in the off-season to justify that option. Roberts knew that he would also have to convince the
bank that the club was financially stable both before and after any expansion. He knew that he needed to
determine the impact of both the increased debt and the returns on the project on SRGCC. Roberts also
questioned whether Ainslie, a town of 7,500 people, could support another wedding venue for the summer
season or for the full year. With the golf industry slowing and the barn deteriorating, he knew SRGCC had
to act quickly and prudently in order to maintain its reputation.
Authorized for use only in the course Financial Management/Capstone at Centennial College taught by S. Lamarre from 12/9/2022 to 4/23/2023.
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Page 6
Page 7
9B20B017
Revenue range:
Low Value ($000)
High Value ($000)
Bottom quartile
(25%)
Lower middle
(25%)
$
$
$
$
30
266
Upper middle
(25%)
266 $
586 $
Top quartile
(25%)
586 $
1,240 $
1,240
5,000
Revenues and expenses
Total revenue
Sales of goods and services
All other revenues
Cost of sales (direct expenses)
Operating expenses (indirect expenses)
Total expenses
Net profit/loss
100.00
84.10
15.90
17.60
90.80
108.30
-8.30
% of revenues
100.00
86.40
13.60
22.20
80.90
103.10
-3.10
100.00
90.30
9.70
25.10
77.20
102.40
-2.40
100.00
81.50
18.50
26.20
73.90
100.10
-0.10
Financial ratios
Current ratio (x)
Debt to equity ratio (x)
Interest coverage ratio (x)
Gross margin (%)
Return on total assets (%)
0.60
4.10
-1.30
79.10
-1.90
0.60
3.40
0.30
74.30
0.60
0.70
2.70
0.10
72.20
0.20
0.40
2.20
0.90
67.80
1.10
Source: Created by the case authors using data from Statistics Canada, Small Business Profiles, 2017, accessed June 5,
2020, www.ic.gc.ca/app/sme-pme/bnchmrkngtl/rprt-flw.pub?execution=e1s4.
EXHIBIT 2: STONE ROCK GOLF & COUNTRY CLUB INCOME STATEMENTS
(YEAR ENDED OCTOBER 31)
2014
Actual
REVENUE
Memberships
Pro Shop
Green Fees / Golf Tourneys
Club Storage
Driving Range
Cart Rental
Bar/Kitchen/Banquet Sales
Bar Sales
Kitchen Sales
Wedding & Event Sales
Miscellaneous Sales
Hall Rental
Sign Sponsorship
$
Cost of Sales
Gross Profit
EXPENSES
Advertising/Promotion
Amortization
Bad Debts
Equipment Leases
Insurance
Bank Charges/Interest
Management Fees
Meetings and Conventions
Memberships/Licenses
Office
Professional Fees
Property Taxes
Repairs & Maintenance
Salaries & Wages
Supplies
Utilities
Vehicle Expense
EBT
Taxes
NET INCOME
$
152,957
63,093
298,565
1,700
7,956
97,590
418,585
2015
% of Sales
14.2%
5.9%
27.8%
0.2%
0.7%
9.1%
38.9%
Actual
$
186,752
86,915
283,744
1,522
9,611
90,168
14.2%
6.6%
21.6%
0.1%
0.7%
6.9%
24.6%
5.1%
14.6%
1.9%
3.3%
0.4%
100.00%
25.25%
74.75%
3.73%
7.55%
0.05%
0.53%
1.04%
3.36%
1.40%
0.02%
0.58%
0.92%
0.82%
2.19%
8.04%
36.07%
1.53%
3.65%
0.27%
71.77%
2.98%
0.46%
2.52%
30,694
4,500
1,075,640
244,962
830,678
2.9%
0.4%
100.00%
22.77%
77.23%
322,521
66,892
191,628
24,394
42,798
4,750
1,311,695
331,236
980,459
58,861
99,037
2,503
9,071
12,512
33,352
18,184
2,049
5,955
10,913
7,093
30,430
115,515
421,390
29,027
44,011
2,068
901,971
(71,293)
(11,300)
(59,993)
5.47%
9.21%
0.23%
0.84%
1.16%
3.10%
1.69%
0.19%
0.55%
1.01%
0.66%
2.83%
10.74%
39.18%
2.70%
4.09%
0.19%
83.85%
-6.63%
-1.05%
-5.58%
48,960
99,027
684
7,016
13,643
44,134
18,368
249
7,579
12,090
10,754
28,779
105,520
473,157
20,027
47,851
3,538
941,376
39,083
6,045
33,038
Note: EBT = earnings before tax.
Source: Company files.
$
2016
% of Sales
Forecast
$
$
% of Sales
200,000
85,000
310,000
1,600
10,000
95,000
14.2%
6.0%
22.0%
0.1%
0.7%
6.7%
355,000
70,000
230,000
25.2%
5.0%
16.3%
50,000
4,750
1,411,350
352,838
1,058,513
3.5%
0.3%
100.00%
25.00%
75.00%
45,000
110,000
500
14,000
42,000
33,993
5,000
8,500
12,500
10,500
29,642
110,000
500,000
25,000
49,000
5,000
1,000,635
57,877
7,250
50,627
3.19%
7.79%
0.04%
0.00%
0.99%
1.60%
2.41%
0.35%
0.60%
0.89%
0.74%
2.10%
7.79%
32.50%
1.77%
3.47%
0.35%
70.90%
4.10%
0.51%
3.59%
Authorized for use only in the course Financial Management/Capstone at Centennial College taught by S. Lamarre from 12/9/2022 to 4/23/2023.
Use outside these parameters is a copyright violation.
EXHIBIT 1: GOLF COURSE INDUSTRY BENCHMARK DATA— REVENUE$ BY SIZE OF COURSE
(2017)
Page 8
9B20B017
EXHIBIT 3: STONE ROCK GOLF & COUNTRY CLUB BALANCE SHEET
(AS AT OCTOBER 31)
Assets
Current
Accounts receivable
Inventory
Prepaid expenses
$
Property, plant and equipment
Future income taxes
$
Liabilities and Shareholders’ Equity
Current
Bank indebtedness
Accounts payable
Employee deductions payable
Income taxes payable
Sales tax payable
Deferred income
Current portion of long term debt
$
Long term debt
Shareholders’ Equity
Share capital
Retained earnings
$
2015
Actual
24,077
40,934
11,717
76,728
802,407
8,100
887,235
$
160,413
43,234
7,805
$
32,116
40,147
14,892
87,155
728,446
7,900
823,501
$
$
13,550
6,710
85,612
317,324
177,586
494,910
139,940
60,319
7,995
5,845
2,355
4,116
58,505
279,075
119,063
398,138
15,041
377,284
392,325
887,235
15,041
410,322
425,363
823,501
$
$
Source: Company files.
EXHIBIT 4: LAYOUT OF THE HIDEAWAY
Proposed Building Layout:
Source: Created by the case authors using company files.
2016
Forecast
$
$
26,362
41,727
16,102
84,191
786,386
4,900
875,477
118,735
84,037
7,695
8,051
1,422
8,002
70,357
298,299
101,188
399,487
15,041
460,949
475,990
875,477
Authorized for use only in the course Financial Management/Capstone at Centennial College taught by S. Lamarre from 12/9/2022 to 4/23/2023.
Use outside these parameters is a copyright violation.
2014
Actual
Page 9
9B20B017
New Wedding & Event Space
Demolition
Alterations to Existing Structure
Interior Renovations
Mechanical
Electrical
General Conditions
Exterior Renovations
$
$
Maintenance/Cart Storage Facility
Labour
Material
Equipment
Subtrades
Other
$
$
Cost $
10,000
75,000
75,000
75,000
95,000
40,000
75,000
445,000
20,000
82,500
1,000
165,000
550
269,050
Parking Lot
Site Work
Electrical
Concrete
General
$
$
Professional Fees
Contractor
Architect
Engineering Design & Site Plan
Mechanical & Electrical Engineering
$
Cost $
120,000
15,000
12,600
9,700
157,300
$
65,000
24,000
25,000
10,000
124,000
Total
$
995,350
Kitchen Equipment
$
100,000
Note: Professional fees were tax deductible when paid. Kitchen equipment had a capital cost allowance (CCA) rate of 50 per
cent and a useful life of 10 years. Remaining investments had a CCA rate of 30 per cent and a useful life of 25 years. Also,
though it was unlikely that the kitchen equipment would have any value at the end of its useful life, Roberts estimated that the
other investments would increase the overall value of the club by a factor of three times the after-tax net cash flows at the end
of year 10. However, he doubted that the “maintenance only” project would have any residual value at the end of 10 years.
The corporate tax rate averaged 15 per cent.
Source: Company files.
Authorized for use only in the course Financial Management/Capstone at Centennial College taught by S. Lamarre from 12/9/2022 to 4/23/2023.
Use outside these parameters is a copyright violation.
EXHIBIT 5: ESTIMATED PROJECT COSTS
Page 10
9B20B017
To:
Jordan Roberts, General Manager
From: Anne Kelly, Director of Special Events
Re:
The Hideaway Projected Costs
Hi Jordan. I’ve spoken with my team and here’s what we’re thinking.
Based on our current weddings held in the Ballroom, we’re comfortable with my original estimate that 65
per cent of all functions will be sit-down meals and the remaining cocktail functions. I know we’ve estimated
our capacity as 210 and 250, respectively, for these two types of events, and I certainly see our events
almost always at capacity in the Ballroom currently. I think we’re okay estimating full capacity. By the way,
we’ve included some projected revenues for other events. Just a reminder that these events typically are
rental income only—that is, we don’t provide any food or alcohol at those events.
As you know, it’s much more expensive to serve a full meal. I’ve checked with the chef and, based on our
current offerings, I think we can estimate using our current full meal cost of $25 per person. Cocktails and
appetizers are, of course, less expensive, and I think we’re safe to say $8.00 there per person. I would
assume a rate of increase of 2 per cent on these costs—similar to our expected pricing increases. And just
a reminder that we shouldn’t have to factor in alcohol as we permit our clients to bring in their own wine,
beer, and spirits.
Based on how we currently staff the Ballroom events, I estimate that we’ll need 14 serving staff members
per event. I typically have the staff here for set-up through to tear-down, which usually means a 12-hour
shift. Current hourly rates are, on average, $16.50, but we should count on a 2 per cent increase on this
rate. Plus, I know the Ontario government has been talking about increasing minimum hourly rates. I’m not
sure how that will impact all of the business here at SRGCC.
I’m assuming we’ll see increases in our insurance and utilities bills with this expansion. Without heat, we’ll
just be paying for power, and so I’m guessing that the utility bill increase will be fairly minor, say $15,000.
Insurance—I asked our broker. She’s suggested we think about $25,000 (total) as a likely increase for both
property and liability coverage. Both of these will likely increase at a 2 per cent rate as well.
I’m also thinking that we’ll need to increase our supplies of linens, ceremony chairs, etc. in order to have
enough inventory on hand for the extra functions. I think we should count on spending $10,000 on these
sorts of supplies.
Finally, between myself and our manager of weddings and events, we think we can manage the extra
workload, though I believe the Hideaway will take up 40 per cent of our manager’s time. Her current total
compensation is $65,000, as you know.
This is exciting! Let me know if I’ve missed anything.
Anne
Source: Created by case writers.
Authorized for use only in the course Financial Management/Capstone at Centennial College taught by S. Lamarre from 12/9/2022 to 4/23/2023.
Use outside these parameters is a copyright violation.
EXHIBIT 6: MEMO FROM ANNE KELLY RE COSTING
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