Exploring the future of Golf

Burgos, April 9, 2021.- Arum Group recently held a Webinar with several experts to discuss the future of Golf. Below we reproduce the transcript of said online meeting for its interest to all professionals in this strategic economic sector for many economies:

After a year of complication that we have all gone through, where many golf courses have been closed or reduced staff, is it now a time where we should rethink whether the traditional operating procedures may have become obsolete? Must we think about new operating models?

As a professional in golf courses, what ́s your opinion, golf courses have decided already to make change and if so what changes have been made? Do you think it’s the right time? 

Jeremy Slessor, Managing Director European Golf Design: I think the time has never been more right to make the changes that are necessary. The last 12 months we have experienced something that any of us have ever been through before and that has generated some interest in golf, some of it new and some of it renewed, there are still some issues that we need to resolve. If we look at the last 12 months, some of the takeaways are that the fact that people are working from home allows them to have more time, considering that they don’t need to commute anymore. For some of those people, golf has become much more important. Also, we are desperate for social and personal connection, and clubs can be a way of doing it as we move into the next phase. We are desperate for going outside, because a lot of us haven’t had the opportunity to go outside or play golf for months. And courses were busy last summer, across Europe and around the world. 

You constantly hear people saying “golf is bad”, but golf has had a revival but the issue now is what do we do to keep those new golfers and we keep them engaged. So what do people want now in a golf club or a golf resort? It seems to me that what they want as much as anything is flexibility. They don’t necessarily want to pay for 12 months of golf at the begin of the year. A survey where they asked anybody under the age of 40 shows that 77% of them pay for their golf per round, they don ́t pay a membership. So I think this flexibility is going to be really important. 

In relation with online booking, lots of clubs have established it now, but I hear a lot of people saying that when the lockdowns are over we can go back to the way we used to be. That’s fine for the older generation, but it’s not going to work for the younger generation and the changes that need to be made inevitably are going to be attempted to be blocked by the older members. But what happens when the older members are no longer there? So who is filling the gap in the membership and what does that gap want? It seems to me that milenials want flexibility, as few rules as possible, particularly dress code, they are tired of dress codes, because if they want to play in shorts and a t-shirt, why would you make them change? So, I think the old model is dead and it’s going to have to be a flexible model. 

Javier Reviriego Bóveda, CEO/General Director Real Club Valderrama: Any organisation, if you wanna make changes to your model, specially in the model of working, you have to be really careful and really analytical because you don’t want to make the mistake of making changes that are permanent for temporary problems. I think that eventually the situation with the pandemic is going to be over, but when we analyse our model and the changes that we want to implement, we are giving it a lot of thought, because we want to avoid the mistake of making permanent changes that would be difficult to go back to in the future. Obviously, the travel industry has been hit really hard by the pandemic. Any golf club or golf course that depends on visitors is struggling, but I think as an industry we should focus on the positives, like the increase in rounds, which I think is an excellent sign in golf. If you look at the rounds played, specially in the UK and the US, there has been a spike, as well as in spanish private clubs, so I think it is really important as an industry to transmit the message that golf is very safe, very healthy, it ́s an activity that we play with the family and with friends so we need to take advantage of the current situation to talk about how good golf is in the current environment and how safe it is. For many years we have heard that there is something wrong with golf, that we should make changes and basically that it’s going to disappear. I ́ve never been so pessimistic about the game. I think the problem was laying in society, people were living too fast, with more professional and family commitments, which has reduced our leisure time and this has obviously affected golf. 

Elisa Gaudet, Founder Executive Golf International & Women´s Golf Day: My thought is that golf is going to have to make 9 goals more acceptable, because people when things get back to normal. But about sustainability, we have a number of organisations, like the international sustainable council. I don ́t know if there is anything new necessarily, I think it started years ago, but just looking at the ecological and economical benefits of doing it, there is going to be a very good incentive to do some of these things is that there are going to be saving money. In the US, I think a lot of people just grouped it all together, because we had water issues in Arizona, California… I think water conservation, water quality, energy savings, pollution reduction… For example, where I live, there is a golf course with a facility that has allowed them to save more than 190 million gallons of water. 

Jeremy Slessor: In my view, golf has got the greatest ressources it has ever had in terms of measuring sustainability and that is the golf environment organisation and through the 2 programs, one for existing courses and one for new courses, so through the GGO programs, for the first time, we have the ability to define, measure and demonstrate sustainability. There is an economic argument, there is an environmental argument, there is a social argument and there is a cultural argument, and through the programs that GGO runs for the first time we can demonstrate what golf is doing in terms of progressing, because we have to be able to show that golf is good. Golf doesn’t have the best PR in the world and we all have got a responsibility to tell the story of this industry and there is a tremendous story to be told. Brendan Been asks Jeremy Slessor: Why does golf does not have a good PR? 

Jeremy Slessor: Well, because it is popular to say golf is bad for the environment and, as an industry, we haven’t been able to respond to that with data, but we now have the ability to respond. Every project that we go through, we have to deal with the same tired arguments about “golf is going to be bad for this land”. And those arguments have got no basis in fact. Now for sure, what happened thirty, forty, fifty, sixty years ago in the development world is not as good as best practising today. As an industry, we have learned and I think we are infinitely better at doing the right thing. In the end, sustainability is the right thing. So, if you get the environmental, social and cultural aspects of it right, there will be an economic benefit, so this is not a cost. 

Javier Reviriego Bóveda: I agree with Jeremy, I think a lot of it has to do with PR in the golf industry, I think for some reason we haven’t been able to communicate properly how conscious we are with the environment and with sustainability. I have attended conferences where I have discussed this issue with environmentalists and I always think data wins any arguments, and proving how advanced we are as an industry and applying environmental methods always wins an argument. If we compare ourselves with agriculture, for example, we are so far advanced in irrigation practises compared to agriculture, there is not even a debate. In our particular case in Valderrama, I think we were the first european course to update it at the beginning of the 90s, which shows, many years ago, as a golf course, which is a reference in Europe, we were already thinking about the right environmental practises for the golf course, and the right practises to save water, energy cost, fuel…And all the work we are doing currently at Valderrama is directed at looking for ways of saving water, working with the administration to use recycled water, and this is a constant work, we are constantly questioning ourselves if we can implement better practises more sustainable for the environment. I think the key of this matter is that, as an industry, we are able to communicate this. There should be an action plan with the main organisations and institutions of golf to avoid this constant thought of golf as an unsustainable sport for the elite. I think this are old arguments, they are tired, they are easy to debate. And I think we need an action from the institutions to actually establish the right messages and establish and action plan. It is the only way we can turn around the negative PR we receive as an industry. 

Jeremy Slessor: If we talk about some of the big names, I would say absolutely, it works every time. As a company, we have done about a hundred projects of which 40 have been with a signature designer and the answer is, it works in some locations and it doesn’t work in other locations and it very much depends on the situation. So, it depends on location, it depends on the target market that you are going for, the budget of the project, and it depends on who the competition is for that market and that will change everywhere you go. It can work in an existing golf market in terms of differentiation. If you have 10 courses, and you need something that is going to differentiate from those others, then putting a brand on 

the course can work. It can work in an emerging market if the target golfers are from an existing golf market, so they understand golf. Where it doesn’t work is in emerging markets where there isn’t a golf population. Respect to the second part of the question, the cost in plans don ́t mean success, it depends on the circumstances, it can happen, but there is no guarantee that the cost of signature design is going to get you a better golf course or a worse golf course than going with a competent non-branding signature. 

Javier Reviriego Bóveda: Well, I would say yes, Robert Trent Jones is one of the best of our time, it is obvious that he did a great job at Valderrama. In general terms, the design is still modern, still attractive for people to play. So, yes, in the Valderrama case I would say yes, but I fully agree with Jeremy. Many times, the model that you are going to choose for your project depends very much on location, and in some circumstances, having a top designer, with a higher cost, is probably not the right solution. It is a good start to have a signature on the golf course, obviously, there is a brand component that is obvious, especially among expert golfersy. But, I have also seen, in the past, especially in the 90s, huge mistakes with choosing designers for certain models of clubs. If you have a golf club where the average age is very high, and you bring in a golf designer that builds a championship golf course, I think it is nonsense. So, it is important to evaluate what your model is going to be based on, what you are looking for as a club before making the decision of bringing a signature into the project. And having said that, the signature does not guarantee the best rooting. In some cases, I have seen some of the top designers build golf courses that are virtually impossible or unsustainable to maintain. So, I think expert advice is always the best solution when you are working especially on a new golf project and a good expert should be able to tell you if it is necessary to go for a top architect or not. 

Patrick Rahme, Co-Founder/CEO All Square: No, Robert Trent Jones Jr started as a friendly relationship, we used to meet in the same places by coincidence and we became, well, I don’t know if I can say friends, because I consider him like my grandfather, so I have learned a lot from him and I think what impressed me the most is his passion for the game and telling stories to people, I think he is a great ambassador of golf around the world. His philosophy has changed throughout the years, and it is interesting to see how an architect evolves with the game. He travels all the time and he is always trying to challenge himself, looking for interesting pieces not only in the short term, but also in the long term. So it has been really interesting for me the last 2 years to learn about golf course design and I think having a big name will definitely bring some value, whether it is through the construction project, making the right decisions… So, if you understand what you want to achieve, I think you can then decide whether a big name will be worth it and from the users ́ point of view, whenever they visit a place, they want to play the courses that are well-known.  

Elisa Gaudet: There hasn’t been a lot of new design, I think redesign and sustainability. As many of the gentlemen here have said, every golf course is unique and is based on the needs of a specific population. I absolutely think that having a signature designer is going to help for sales, and that is the business model. In my experience, I sold a Greg Noman design in Mexico, and I dont think a lot of people realised how Mexico even developed, which is way well-known as a tourist destination. And they have used that model in multiple locations. 

Jeremy Slessor: Well, the exposure is the main thing. There are different reasons why people are investing in tournament golf. This may not be very popular in Spain, but Turkey did a great job 15 years ago of establishing a new market by creating some really impressive golf with hotels and starting to put some professional tournaments on it. And I think it is important to establish accessible courses, because the courses for the elite are not going to be successful. Tournament golf will help with exposure nationally, regionally, locally…what I don ́t think is very good at is growing the game. 

Javier Reviriego Bóveda: I do, I think the key is that all of the stakeholders involved in an event, there is a win-win for all. In the case of a golf club like Valderrama, obviously it has been very beneficial. The benefits are that we have more green free sales, we create more interest from people to become a member, we have the opportunity during a week every year to show our product to the world live, and there is no doubt that this provides visibility and increases your reputation as a golf club and your prestige. There are a lot of examples of famous golf courses because of the fact of holding major golf tournaments. 

Top questions asked by the professionals listening to this Webinar

  • A global project that unites clubs and society. What solution exists for young people from 15 to 25 who disappear in golf? Is there a club or federation project that solves this problem? What happens to boys and girls who start playing at 13 or 14 years old? where do they play? What motivation do they have?
  • Have you any experience of even offering play of  3 – or 6 holes  as for example after-work options? Sort of “pay per hole” options?
  • I agree with Elisa about the necessity of offering and promotiong 9 hole rounds, even for tournament events.
  • My question is related to sponsorship, we saw during the last years the companies have dramatically reduced their sponsorship and as a consequence professional golf is suffering for organizing high level tournaments…. do you feel that the will soon come back?  The same for amateur competitions.
  • What is the average design cost of a extra 9 holes course?
  • Where can i find literature to document my project that golf is better for the environment then agriculture ?

More information in:

Web Green Mowers Spain

La nueva organización de las ciudades potencia las zonas verdes renovables junto a energías limpias

Burgos, 16 de marzo del 2021.- La pandemia mundial del COVID19 exige un nuevo diseño arquitectónico y funcional de las ciudades. Viviendas con más m2, terrazas, ventanas más amplias para la ventilación y la entrada de luz. Edificios que faciliten la creación de burbujas familiares de aislamiento, amplias zonas verdes y abiertas que aseguren el distanciamiento entre personas, en caso de necesitarlo. Estas son algunas enseñanzas a trasladar a los promotores inmobiliarios en los próximos meses. 

Si se observa los próximos diseños de ciudades todos ellos coinciden en el color verde: Jardines verticales en las fachadas de las construcciones, numerosos espacios con césped y árboles. Es como si quisieran traer a la Naturaleza a la ciudad de hormigón y cristal. 

Desde Renovables Verdes indican las características de la nueva ciudad moderna del siglo XXI: 

  • Revisar y si fuera necesario cambiar la forma de organización y uso del territorio de las ciudades.
  • Extender los servicios públicos al conjunto de la sociedad como agua potable, servicio de cloacas, electricidad, internet, gas, entre otros.
  • Promover las construcciones ecológicas de los nuevos edificios o viviendas así como reformar o restaurar las más antiguas para que sean más sustentables.
  • Se tiene que planificar una matriz energética basada en energías renovables y que sea diversa. Además de impulsar el uso de energías limpias tanto en forma domestico sino también en un uso industrial.
  • Se debe promover la preservación de espacios verdes y aumentar su extensión si es escasa.
  • Invertir y desarrollar estrategias de movilidad sustentable en las ciudades y que fomente y mejore el transporte publico, bicicletas y otros medios ecológicos.
  • Priorizar el uso de tecnología ecológica y eficiente en materia de energía.
  • Promover el ahorro energético y el uso racional de la energía en todas las áreas de las ciudades.
  • Educar en materia ambiental en educación formal e informal sobre como cuidar el medio ambiente y que pautas de consumo se deben modificar.
  • Desarrollar programas constantes de reciclaje de todo tipo de materiales.
  • Realizar acciones y políticas que logren reducir la desigualdad social y la pobreza.

Las casas inteligentes también serán verdes 

Las nuevas ciudades del siglo XXI vivirán el Internet de las Cosas (IoT) con la gran mayoría del mobiliario y servicios urbanos conectados a Internet. Por su calles viajarán los autobuses y automóviles eléctricos autónomos, ya disponibles como un servicio, más que como un objeto patrimonial del ciudadano. Por las nubes veremos aerotaxis para desplazamientos cortos y drones que nos traerán los paquetes a cada hogar. 

Las personas quizás vayamos andando por las aceras con gafas inteligentes que nos ofrezcan la realidad física y la virtual. Con un reloj que mantenga monitorizadas nuestras constantes vitales, día y noche. 

La inteligencia artificial, machine learning y las redes neuronales, integradas con Internet (5º revolución industrial) llevarán al ser humano a un escenario, jamás visto antes. 

Esta disrupción tecnológica hará posible casas inteligentes con mayor compromiso medioambiental en el consumo de energías, purificación y reciclaje del aire, etc.  Casas inteligentes con placas solares que se orienten en busca del sol, con dispositivos que administren la cantidad justa de agua para la ducha, el baño, el lavavajillas, lavadora, nevera, etc. 

Casas inteligentes que también se rodearán, interior y exteriormente, con “trozos de naturaleza” para preparar la psique a cualquier circunstancia imprevista…por Internet. 

Claves para el mantenimiento del césped, natural y artificial, de instalaciones deportivas profesionales

Burgos, 11 de marzo del 2021.-   Esta información se ha elaborado con los consejos expertos de varias empresas, especializadas en la plantación y matenimiento, tanto de césped natural, como césped artificial. En concreto, Agromática para el césped natural, y SportBS para el césped artificial. Desde Green Mowers le recomendamos nuestro amplio catálogo de maquinaria para césped natural en cualquier instalación deportiva y para césped artificial. Empezamos por las semillas más adecuadas. La empresa Agromática ha publicado esta guía para saber qué tipo de semilla de césped plantar según las condiciones climáticas. 

Sigue leyendo “Claves para el mantenimiento del césped, natural y artificial, de instalaciones deportivas profesionales”

Goncalo Carneiro, Export Regional Sales Manager Ransomes Jacobsen Ltd: “Innovation is a keystone legacy for Jacobsen for past generation and now under Textron guidance”

Burgos, February 15, 2021.- Jacobsen celebrates his centenary this year. What has been the secret for Jacobsen to accumulate a 100-year history in the market?

Quality of cut and customer service are the base for our success. We also look at all our clients as a true partnership, we make sure we contact the final client on a regular basis, not only via the dealer/distributor, to understand performance and get feedback from our products in each specific course. Innovation is based on knowledge and communication.

Has Jacobsen’s technological capital to innovate machines in sports lawn care been instrumental in his first centenary?

Just to put it in perspective, we created the first full electrical mower in 1932. The floating cutting units, to better follow the surface contours were first presented more than 40 years ago. Innovation is a keystone legacy for Jacobsen for past generation and now under Textron guidance, still is the leading force to provide professionals around the globe with new tools to optimize performance. Mowers without any hydraulic oil and powered 100% electric are now a reality…lithium batteries with no maintenance are also part of the solutions we can offer. 15 blade cutting units are exclusive for Jacobsen…Indeed a Leader in innovation.

In 1921, Oscar Jacobsen founded the company and commercialized the first professional lawnmowers. How have these machines changed in a century, from the engines, the benefits, the weight, the consumption, the noise levels, etc?

If you compare pictures from early XX century and early XXI century, the differences are tremendous…safety is now a reality, machines are much lighter  and electronics come into play. But if you pay closer attention to these pictures with 100 years apart themselves, one thing has hardly changed…the cutting units remain with the same principles, few changes were made as the philosophy behind the working methodology is basically the same. And this tells a lot on how advanced reels were in 1921.

Goncalo Carneiro, Export Regional Sales Manager Ransomes Jacobsen Ltd

How are hybrid engines different from diesel engines and 100% electric motors?

At Jacobsen, when we say Hybrid we mean no hydraulic oil…just an engine and electric power.

And are 100% electric lawnmowers the present or the immediate future?

Both, we currently offer mowers 100% electric and we understand that this technology is indeed the preferred technology by managers and owners across the world.

Savings by low maintenance levels, noise reduction, environmental concerns are the driving concerns on these electric solutions.

The challenge is now to present bigger machines for fairways and roughs (within the golf and municipal industries).

We want to remain as the preferred supplier in the market. And we can only do that with a strong distributor, as Greenmowers, to ensure our clients or potential clients think of us as a trusted partner for new machines, quickly supply parts or introduce new procedures using our innovated technology. We want the market to trust Jacobsen…this way we are certain the brand will be around for another 100 years, at least

And aside from the engines, what will be the next technological innovations, perhaps equipping the machines with an Internet connection?

We already have machines that tell the operator what parts need service and the hours for that service to happen, charging phones is also possible. 

On a personal note, I believe the operator need to be focused on the task he has to accomplish so offering more solutions would not be productive/effective.

TFM (Textron Fleet Management) does offer the manager (and not the operator) the possibility to track where the machine is, how much time was spent working or idling, geofencing and maintenance schedules. All controlled by your smartphone, laptop or tablet…very easy and plenty of information to optimize the operation.

And will autonomous lawnmowers one day be possible, just like cars, or not?

There are products in the market, small units and very expensive…I can say that Jacobsen have engineers working on this theme!.

For Jacobsen, what weight does Europe have in your sales, compared to other markets?

Every market is important but if you look at the % of golf courses in Continental Europe plus UK & Ireland and in North America (Canada included), these are for sure the most important markets in volume. Municipal markets and Sports Fields like are also very relevant for our business.

Mowers without any hydraulic oil and powered 100% electric are now a reality…lithium batteries with no maintenance are also part of the solutions we can offer. 15 blade cutting units are exclusive for Jacobsen

And specifically, Spain and Portugal, what are your short-term business forecasts?

We want to remain as the preferred supplier in the market. And we can only do that with a strong distributor, as Greenmowers, to ensure our clients or potential clients think of us as a trusted partner for new machines, quickly supply parts or introduce new procedures using our innovated technology. We want the market to trust Jacobsen…this way we are certain the brand will be around for another 100 years, at least.

We started this interview with the celebration of the first centenary of Jacobsen, by the way, what will Jacobsen’s machines be like when it turns 200?

That is a good exercise for everybody’s imagination…What sports will be played in 2121?.  That will for sure influence the manufactures approach to new models.

Jacobsen History

1921 – Oscar Jacobsen founds the company and creates the 4-Acre cutter. Intended to be used on “the vast estates of millionaires,” this mower had a cutting capacity of four acres a day, just over one and a half acres, a great feat at the time.

1923 – Just two years later, Jacobsen makes history again with the introduction of the world’s first professional aluminum greens mower (PGM). The Jacobsen PGM can still be found on courses such as Oakmont Country Club, home to this year’s US Open, course prepared and maintained with Jacobsen units.

1955 – Jacobsen unveils another breakthrough introducing the first rotary cutter for home use that uses four reversible rotary cutter blades.

1968 – Jacobsen takes the lead in manufacturing the world’s first ride-on greens mower, the Greens King ™, which becomes the standard in the lawn maintenance industry.

1986 – The first Turf Groomer ™ is introduced by Jacobsen and serves as a major advance in greens care by increasing cutting speed without decreasing height.

1989 – The legendary LF-100 ™ light street mower is introduced, specifically designed to be as light as possible, providing less compaction and a healthier lawn.

1998 – Textron purchases Ransomes, a British company with over two hundred years of history manufacturing tractors, mowers and accessories for agriculture and lawn maintenance.

2009 – Jacobsen introduces the revolutionary ECLIPSE® 322, the industry’s first triplet without any hydraulic system.

2014 – Textron acquires Dixie Chopper, an Indiana-based manufacturer of zero-turn radius cutters for the commercial and residential markets.

2016 – Jacobsen introduces the HR Series of wide-area rotaries, offering the industry a leading unit in productivity, serviceability and comfort.

Los motores diésel Common Rail, híbridos y 100% eléctricos permiten ahorros en el consumo, reducción de ruidos y menor contaminación en las máquinas que mantienen el césped profesional

Burgos, 8 de febrero del 2021.-  La transición tecnológica del mundo del automóvil de los motores de combustión interna a propulsión eléctrica con baterías también está llegando a un segmento concreto de la maquinaría para el césped profesional. Tanto en el transporte de cortesía, como en las máquinas para el mantenimiento del césped. Esta transición busca reducir el ruido de los motores y las emisiones de CO2 a la atmósfera de los equipos mencionados. En la actualidad nos encontramos con estas posibilidades: 

  • Nuevas motorizaciones diésel con Common Rail para cumplir la nueva normativa en emisiones de CO2 y Óxido Nitroso. 
  • Los motores híbridos (Diésel y Eléctrico). 
  • Los motores 100% eléctricos. 

Motores Diésel con Common Rail 

El sistema de Common Rail es un sistema electrónico de inyección de combustible para motores diésel de inyección directa. 

La innovación técnica del Common Rail es que el diésel es aspirado directamente por una bomba primaria ubicada en el depósito de combustible que ceba el circuito, a una secundaria bomba de alta presión; comandada por la correa de distribución. Así se mantiene de forma permanente el combustible a una presión de “x” bares, en el conducto común y en el que se hallan los inyectores de alta presión ubicados cada uno de ellos en su cilindro – motor. Se introduce en la cámara de combustión de una forma muy pulverizada el combustible con lo cual al entrar en contacto con las altas temperaturas y el aire sometido a presión se produce una detonación que es capaz de consumir el 85% – 90% del combustible introducido. 

De esta forma, la principal ventaja que posee esta tecnología es que se puede controlar electrónicamente, por lo que se podría conseguir pre-inyecciones y post-inyecciones. De esta forma se consigue un mayor rendimiento del motor y una gran reducción de ruidos. Precisamente, este comportamiento del motor más silencioso es ideal para usar segadoras como la Eclipse 122 de Jacoben en zonas residenciales.  

Motores Híbridos (Diésel y Eléctrico) 

El motor híbrido se caracteriza por poseer unas baterías unidas a un motor eléctrico que trabaja conjuntamente al clásico motor térmico. Cuando el eléctrico entra en funcionamiento, detiene el mecánico o bien, le ofrece una ayuda para generar un esfuerzo mínimo, garantizando una rebaja importante en el consumo de combustible.

La segadora puede tener 1 ó 2 baterías según la necesidad que tenga el cliente en potencia y en horas de funcionamiento. Por ejemplo, la segadora Eclipse 322 de Jacobsen equipa un propulsor híbrido que engloba las ventajas y eficiencia de ambas motorizaciones, en el consumo y en el nivel de ruido. 

Por cierto, una curiosidad. En 1979, Dave Arthurs transformó su Opel GT en un coche híbrido mixto. Utilizó para ello el motor de un cortacésped combinado con otro eléctrico de 400 amperios (creado a partir de baterías de seis voltios).

Arthurs invirtió 1.500 dólares en el montaje, pero consiguió excelentes resultados: consumo de entre 2,8 y 3,14 l/100 km y un montón de soluciones tecnológicas, entre las que destaca la frenada regenerativa. Pero la unión entre los coches híbridos y los cortacésped va más allá. Sólo un año después, Briggs&Stratton, compañía especializada en el desarrollo y venta de máquinas de jardinería desarrolló un coche híbrido utilizando un motor bicilíndrico de 16 CV y otro eléctrico.

Motores 100% eléctricos 

Las máquinas 100% eléctricos que cuidan del césped profesional, y los transportes de cortesía, si diferencian de sus “hermanos” diésel o híbridos en que:

  • El casi nulo impacto acústico durante su funcionamiento, en cualquier circunstancia. 
  • El gran ahorro en el consumo de energía. 
  • La desaparición de las emisiones CO2 al medio ambiente. 
  • Autonomía suficiente para las jornadas laborales convencionales en los recintos con césped profesional.
  • Versatilidad en los lugares para recargar las baterías. 

Por ejemplo, la Smithco Sandstar E equipo un motor de 48 V y su funcionamiento es 100% eléctrico. Green Mowers comercializa maquinaria diésel, híbrida y 100% eléctrica para todo tipo de deportes profesionales con césped y para la movilidad de los participantes. Consulte nuestras Ofertas para 2021 en nuestra web y en el teléfono: 947 29 80 65. 

Eva María Fernández, Responsable de Compras de Green Mowers España: “A los proveedores les pedimos calidad del producto, seriedad en la entrega, facilidad de repuestos, atención post venta, cercanía y disponibilidad para atender nuestras demandas”

Burgos, 22 de enero del 2021.-

Eva María Fernández: “A pesar de la coyuntura sanitaria, el sector se encuentra sólido en proyectos a futuro y de momento mantienen una inercia con expectativa. En principio, ningún proveedor ha manifestado problemas de suministro o de producción“.

¿Desde qué año es la Responsable de Compras de Green Mowers España y cuáles son las principales funciones que desempeña?

Empecé a trabajar en Green Mowers a principios de 2013 como secretaria del Director Comercial del momento. Con la experiencia anterior que tenía en el tema de envíos internacionales y fruto de las responsabilidades (costes, precios de venta finales a clientes, organización eventos marketing, viajes …) con las que trabajaba mano a mano con el Director, cuando entramos a formar parte del Grupo Industrial Crimidesa, seguí encargándome de las compras. 

Mencionar que, actualmente, las decisiones del Departamento de Compras se toman en equipo “capitaneado” por nuestro Director General Manuel del Val y los responsables de los diferentes departamentos: ventas, técnico, financiero, marketing y de repuestos. Cuando hablo del Departamento de Compras, me refiero a todos ellos.

Instalaciones Sede Central Green Mowers España en Burgos

Desde la Dirección de Compras de Green Mowers España, ¿cómo ha evolucionado las búsqueda/gestión de proveedores en los últimos 12 meses?

El Departamento de compras está embarcado en la búsqueda de nuevos productos, principalmente eléctricos dada la tendencia del mercado tanto en tema GOLF como de otros sectores NO GOLF que podrían ser ilusionantes. No es óbice para seguir trabajando con nuestros proveedores habituales. 

¿La negociación de los precios con los proveedores se ha tensado o se encuentra en vías de un nuevo escenario?

La negociación de precios sigue la misma tónica habitual. Lo que sí ha cambiado es la carencia de compra a expectativas del mercado dado el escenario mundial que nos está tocando vivir.

¿En su cartera de proveedores tradicionales ha sufrido el cierre de algunos o han logrado mantenerse abiertos?

A pesar de la coyuntura sanitaria, el sector se encuentra sólido en proyectos a futuro y de momento mantienen una inercia con expectativa. En principio, ningún proveedor ha manifestado problemas de suministro o de producción.

¿La selección de proveedores se condiciona por el trato humano cercano o hay otras variables más determinantes incluso para elegir proveedores fuera de España?

La selección de proveedores en Green Mowers se hace por la excelencia del producto. Nuestros proveedores son, en su mayoría, internacionales.  Los ratios que utilizamos son: calidad del producto, seriedad en la entrega, facilidad de repuestos, atención post venta que puedan ofrecernos; y sobre todo la cercanía y disponibilidad para atender nuestras demandas que se traducen en problemas, bien de producto o bien de gestión.

¿Gestiona el control de stock de piezas del Servicio Técnico?. ¿Es esta la responsabilidad más compleja?

El stock de piezas de repuesto tiene una dirección propia en Green Mowers, aunque se aúnan esfuerzos en el inicio de nuevos proyectos o las relaciones con nuevos proveedores.

Eva María Fernández: “Para el 2021, desde la perspectiva de compras, la idea sería un planteamiento conservador, ir suministrando productos en stock y estudiar nuevas líneas de trabajo, lo cual implica explorar nuevos productos y sectores para diversificar las líneas de venta

¿Disponen de un software de gestión (ERP) para el día a día de su departamento?. ¿Es estándar o lo han hecho a medida de Green Mowers?

Al entrar a formar parte del Grupo Industrial Crimidesa, la nueva dirección decidió modernizar el sistema de gestión en GREEN MOWERS e implantaron NAVISION. Es un software estándar con los procedimientos específicos que han tenido que cambiar para poderlo aplicar a nuestros productos.

¿Ha notado mayor digitalización en los documentos relativos a las compras? ¿Cómo le gustaría modernizar estos procesos?

Sí, la he notado. Con los sistemas de gestión, prácticamente ha desaparecido toda la documentación física además de disponer de información completa de una manera rápida y eficiente. Fruto de este trabajo, día a día se van puliendo y mejorando las carencias o defectos que se van encontrando, todo avance que facilite la información es bueno.

Sede Central Green Mowers España

¿Realiza control de calidad para los productos que gestiona para Green Mowers España?. ¿Se han modificado las condiciones de devolución en la actual coyuntura?

La labor de control de calidad, la hace el departamento técnico de Green Mowers a la recepción del producto en nuestras instalaciones y el Departamento de Compras está a su disposición para posibles incidencias que puedan surgir.

¿En la recepción de todos los materiales que adquiere Green Mowers ha implementado un protocolo especial Anti-COVID o ha servido el genérico de Green Mowers España?

En la recepción de materiales se utilizan los protocolos Anti COVID establecidos por el Ministerio de Sanidad de España: mascarillas, distancia de seguridad, desinfección de manos, cumpliendo exhaustivamente con las normas establecidas.

¿Qué resumen hace del año 2020 desde Compras?

El año 2020 comenzó con muy buenas expectativas de ventas, lo cual estimuló la gestión de compras que se vio muy afectada con el cambio de escenario sanitario.  Dada la gravedad de la situación, según iba evolucionando la pandemia a nivel mundial, tuvimos que cambiar varias veces las previsiones de compra sin saber muy bien cuál de los escenarios utilizar y renegociando todas las compras desde el principio cada vez.

Dada la situación, los proveedores han sido flexibles a nuestras demandas tan fluctuantes causadas por la coyuntura sanitaria.

Resumiría diciendo: que las compras del 2020 han sido ilusionantes a principios de año y realistas al final del año.

Green Mowers España

¿Y qué y cómo planifica el 2021? 

Para el 2021, desde la perspectiva de compras, la idea sería un planteamiento conservador, ir suministrando productos en stock y estudiar nuevas líneas de trabajo, lo cual implica explorar nuevos productos y sectores para diversificar las líneas de venta.