Articles
ECONOMIC CHALLENGES CONFRONTING NEW ZEALAND’S SPORTS TURF INDUSTRY
Article number
783_37
Pages
349 – 356
Language
English
Abstract
A comprehensive study of New Zealand’s sports turf industry in 2006 examined the economic characteristics of golf courses, bowling clubs, councils, race tracks, schools and croquet clubs.
A series of listening sessions with industry representatives were conducted to identify key issues impacting the industry.
An internet-based survey was designed and conducted, with a total of 279 usable questionnaires obtained representing all sectors of the industry.
Major variables examined included turfgrass area managed, business outlook, obstacles to growth, value of assets, annual operating expenses, employee characteristics and labor management practices.
Results showed that despite substantial assets, too many organizations are faced with insufficient memberships, inadequate operating budgets and unacceptably low employee wages and salaries.
The New Zealand sports turf industry is at a critical crossroads in deciding where it needs to go and the hard steps that must be taken to maintain economic viability.
A series of listening sessions with industry representatives were conducted to identify key issues impacting the industry.
An internet-based survey was designed and conducted, with a total of 279 usable questionnaires obtained representing all sectors of the industry.
Major variables examined included turfgrass area managed, business outlook, obstacles to growth, value of assets, annual operating expenses, employee characteristics and labor management practices.
Results showed that despite substantial assets, too many organizations are faced with insufficient memberships, inadequate operating budgets and unacceptably low employee wages and salaries.
The New Zealand sports turf industry is at a critical crossroads in deciding where it needs to go and the hard steps that must be taken to maintain economic viability.
Authors
J. Haydu, B. Way, A. Hodges, J.L. Cisar, D.E. Aldous
Keywords
employees, financial assets, labor, listening session, operating expenses
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