MERICAN GOLF Corporation
(AGC), the largest operator of golf
courses in the US, had experienced
tremendous growth since teeing off
to the golfing public in 1973. With 11,000
employees and 200 properties, the private
venture was acquired in 2003, bringing new
executive leadership to the organization.
The new leadership quickly addressed
AGC’s aging computer support systems.
IBM Global Services — known for its knowl-
edge and expertise in this area —was
engaged to manage the migration.
The first phase replaced the legacy trans-
action system with JD Edwards (JDE).
This project established the foundation to
capture all relevant “inputs.” The second
phase called for the development of a robust
budgeting and reporting solution.
AGC needed ad-hoc reporting capabilities,
and the current culture within their diverse
property profile was to convert everything
into Excel. The result was the constant
transfer of weekly operation forecasts
between the field and HQ, a time-consuming
manual consolidation effort which led to the
finance team’s mantra, “Excel + email =
Hell.” AGC desperately needed “output”
capabilities for operations and executive
management that didn’t put a drain on
finance and IT resources.
To remedy these issues, AGC selected
OutlookSoft Everest for budgeting, forecast-
ing, reporting and performance monitoring.
While IBM continued to manage the overall
project and strategic direction of AGC’s sys-
tem architecture, Lynx BI Consulting was
contracted specifically for its OutlookSoft
Lynx incorporated an Everest design that
created a centralized “one-stop” portal that
allowed the properties to connect to HQ via
Citrix. Financial information is now
uploaded to Everest nightly from JDE,
leveraging Everest’s Excel functionality as
the interface for input and reporting.
Lynx created a driver-based budgeting
solution that calculates the majority of the
model from key input assumptions. Reports
and input schedules are all centrally located.
The benefits include "real-time" data