Maple Creek Carts

The curriculum

Four tracks for running a golf cart business

Twenty-four modules in sales, service, business operations, and leadership, taught with the realities of this industry in view: seasonality, floor plan inventory, and departments that each run on different math.

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Track 1 of 4

Sales

Turn showroom traffic into deliveries, and deliveries into repeat customers.

Golf cart buyers compare more than they used to, research online, and often walk in knowing what they want. The stores that win run one consistent process, price with discipline, and treat every delivery as the start of the next sale.

  1. 01.1

    The sales process

    Every step from first visit to delivery, written down and taught to everyone on the floor.

  2. 01.2

    Pricing and gross profit

    Desking deals that protect gross on new, used, and custom builds.

  3. 01.3

    Accessories, service plans, and financing

    Presenting the full package on every deal, without pressure.

  4. 01.4

    Trades and used inventory

    Appraising trades and deciding what to retail, wholesale, or rebuild.

  5. 01.5

    Follow-up and referrals

    Routines that turn one delivery into reviews, repeat business, and referrals.

  6. 01.6

    Staffing the floor

    Hiring, scheduling, and preparing salespeople for the spring rush.

You will recognize the need when

  • Two salespeople would sell the same cart two different ways
  • Gross per unit swings month to month and nobody can say why
  • Accessories get added when the customer asks, not because someone offered
Free field guideBuild a sales process everyone on the floor followsRead the guide

Track 2 of 4

Service

Make the service bay a profit center, not just a busy one.

Service keeps customers coming back and keeps cash moving when sales slow down. It only pays when the shop is run with the numbers in view: technician time, labor rates, parts on hand, and how work flows from drop-off to pickup.

  1. 02.1

    Billed hours and paid hours

    The one ratio that shows where technician time really goes.

  2. 02.2

    Labor rates and job pricing

    Posted rates, flat-rate pricing for common jobs, and battery work.

  3. 02.3

    Scheduling and workflow

    Moving every cart from write-up to pickup on a predictable schedule.

  4. 02.4

    Quality, comebacks, and warranty

    Checks before delivery, and claims that actually get paid.

  5. 02.5

    Parts availability

    Stocking what the bay uses most so jobs do not stall.

  6. 02.6

    Building the technician bench

    Recruiting, training, and keeping good technicians.

You will recognize the need when

  • The bay is full, but the department barely breaks even
  • Customers call to ask where their cart is
  • Your best technician is also the scheduler, the parts runner, and the trainer
Free field guideBilled hours and paid hours: the service number that tells the truthRead the guide

Track 3 of 4

Business operations

See every department clearly, and run the business on real numbers.

A golf cart business is several businesses sharing one bank account. Running it well means reading each department on its own, planning cash around the season, and making inventory decisions with numbers instead of instinct.

  1. 03.1

    Department financial statements

    Profit and loss for new, used, service, parts, and accessories.

  2. 03.2

    Floor plan and inventory aging

    Carrying cost, curtailments, and what to order next.

  3. 03.3

    Seasonal cash planning

    A month-by-month plan for the slow months and the stocking orders.

  4. 03.4

    The weekly numbers

    A one-page set of key numbers the team reviews every week.

  5. 03.5

    Pricing and margin targets

    Margin goals by department, and the pricing that reaches them.

  6. 03.6

    Growth and exit planning

    A new location, a new brand, or an eventual sale, planned with real numbers.

You will recognize the need when

  • The year looks profitable, but cash is tight every winter
  • Units sit on floor plan longer than anyone planned
  • Inventory decisions get made on feel
Free field guideRead your business by department, not just the bottom lineRead the guide

Track 4 of 4

Leadership

Build a team that runs the business when you are not in the building.

Most golf cart businesses are built around one capable owner. Growth depends on turning that owner’s judgment into a team of managers who can make good decisions, hold each other accountable, and carry the culture without being told.

  1. 04.1

    From owner to leader

    Getting decisions off the owner’s desk and onto the right person’s.

  2. 04.2

    Developing department managers

    Turning strong sales, service, and parts people into leaders.

  3. 04.3

    Roles and accountability

    Clear responsibilities, written down, with follow-through.

  4. 04.4

    The meeting rhythm

    Weekly and monthly meetings that end in decisions and owners.

  5. 04.5

    Hiring and culture

    Hiring for character and skill, and onboarding that sticks.

  6. 04.6

    Succession and continuity

    Preparing family members and key people for what comes next.

You will recognize the need when

  • Every question still comes to the owner
  • Managers report problems and wait for someone else to solve them
  • The owner has not taken a real week off during the season
Free field guideGet decisions off the owner’s deskRead the guide

Learning paths

A path for every seat in the business

Each path is a suggested starting route. Coaching and team training adjust it to your business.

Find your starting point

A conversation helps us point you to the right track and program first, whether that is coaching for you, training for your team, or both.

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