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Sports Clubs


As nonprofit organizations, sports clubs continually face the challenge of maintaining the stability and level of income required to ensure sustainability in the medium and long term. This implies we maintain and improve a business dynamic in order to achieve a level of cash flow generation and a balance independent of the maintenance dues created by the members; to monitor each of the variables that impact the income statement and to constantly create savings projects as well as efficiency and service improvement.

Social and sports clubs must be attributed in the sports, family and cultural fields with outstanding performance standards which must be reflected in the soundness of the service and facilities they own.

The efficiency of the internal processes must allow them to: prioritize investments, renovations, conservation of the facilities and The efficiency of the internal processes must allow them to: prioritize investments, renovations, conservation of the facilities and implement initiatives and mechanisms that promote product and service innovation; and encourage communication and a sense of belonging among the personnel.

What can we do for you?


  • Advertising campaign to attract new members.

  • Marketing and sponsorship income generation system.

  • Commercialization of family and business events.

  • Member support model.

  • Internal corporate communication.


  • Compliance with the income budget from maintenance dues.

  • Decrease in membership rotation rate.

  • Increase in physical use of the facilitates.

  • Increase in income.

  • Increase in the response and service time to members requirements.


  • System for the development, programming and control system of sporting activities.

  • Indicator and productivity model for sport professors/instructors.

  • System for introduction to sport programs (Workshops and school development).


  • Increase in the usage of the sporting facilities and human resources.

  • Increase in income from sporting activities.

  • Increase in the profitability of sports disciplines by focusing on marketing strategies towards the most profitable disciplines and events.

  • Members loyalty and satisfaction.


  • Development, programming and control of culinary activities.

  • Capacity plan.

  • Pricing system and developing of a menu.

  • Member support model (Service).

  • Invoicing and ordering system.

  • Members loyalty system.


  • Increase in the average of tickets and income per mts2.

  • Increase in productivity.

  • Increase in the satisfaction level (experience) of the members and / or customers fulfilling the offer and the cost-efficiency of the service.


  • Facilities and equipment maintenance model.

  • Supervision routines and scheduling of personnel.

  • System and control of work orders and requirements.

  • Asset control system.s.


  • Increase in availability, enrollment and security in the club facilities.

  • Reduction in area’s overall costs.

  • Increase in productivity of the area.

  • Compliance with the preventative maintenance program.


  • Implement good practices in Corporate governance.

  • Third party hiring system.

  • Management based on the measurement and management of indicators.

  • Purchasing, accounts payable and collection system.


  • Increase in efficiency and effectiveness of third party contracts due to better negotiations.

  • Improvement in the direction and monitoring of the management in all areas of the organization.

Our customers

  • “We have reconfirmed the increase in results achieving record numbers in cash flow generation; we consolidated the renovation of the sporting and social facilities; maximized the financial efficiency and control; and we surpassed the proposed goals”.

    Sergio Saldarriaga | President
    Corporación Club Campestre Medellín (Colombia)


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