Strategy that Ensures a Golfer Returns

What is the most important criterion by which a golfer determines the quality of their experience?

Excellence is shown in many ways but attention to detail consistently delivered is one of the discriminating marks of a fine golf course.

Many people within the industry have become seduced by the “game” of golf at the expense of their success in the “business” of golf.

With the average score of 95 or 23 over par, if golfers measure golf outing by how well they played, few would rate their experience as pleasurable.

Eight-five (85%) percent of individuals who play golf don’t have a handicap. Seventy (70%) percent of individuals drink alcohol, principally beer, while playing. Thirty-three (33%) of a course’s revenue is from tournaments and outings which largely represent golfers who are playing in corporate or charity events.

Blending the Game of Golf with the Business of Golf

What then can the golf course owner/manager do to create revenue? There are several exciting opportunities to maximize revenue, increase operational efficiency and enhance customer service.

The success of a course is measured by how much “fun” our customer had overall today. Ensuring that each customer is well served starts with defining the service level expectations which begs the question: “how many touch points” do you have with your customer?

Depending on type of golf course operated, the number of opportunities to favorably impress your customer can vary from 6 to 12. As expected, the higher price per round of golf, the greater the number of anticipated touch points a golfer will experience. Thus, the exclusive private club, the high end daily fee course, or exclusive resorts are likely to take advantage of many opportunities and continued efforts of enhancing the overall impression.

* Note: Each golf course is unique. While the number of contact points may slightly vary from facility to facility, the concept that each course has only a certain number of opportunities to make a favorable impression.

With a limited number of “touch points,” how can you capture the maximum goodwill in each encounter? A few basics are:

Who is the “real” golf consumer?

Staff should strive daily to add something that “tweaks” the customer’s interest in these initial encounters. An astute staff keeps constant knowledge on who is coming in that day and makes and effort to greet repeat customers by name.

By posting monitors with available tee times, the next groups on deck, the stand by list, upcoming events, and specials in the pro shop, you provide the opportunity for customer interaction to be dynamic and meaningful.

Getting the Assembly Line Flowing Smoothly

Each golf course operation is a series of interconnected processes, the end product of which is a challenged, entertained and satisfied customer. Every game is a “story”; create a place for them to tell it. Course personnel, like at Disneyland, should be viewed as “characters” with roles to play to expected customer’s expectations.

By understanding and exceeding your customer’s unique needs and desires, customer loyalty can be created which leads to the thrill ride of operating a business: financial success.

What’s Next

Often we are so mired in daily detail and “to do” lists, and the help of a professional who specializes in cutting through chaos is the answer.

Golf Convergence offers a comprehensive “Facility Evaluation” in which we use a 500 point check list to benchmark your facility. From the time we arrive at the airport to the time we depart your facility, we are mindful of the brand message you are creating in contrast to your competitor.

We then provide to you an extensive report, a “score” for your facility – all of which will be communicated in an interactive session. You will see photographs of your course and those of your competition and hear a review of the distinctions. A meeting with your entire staff will compare and contrast new ideas for improvement, and they will depart energized and ready to take your customer service a higher level which will positively impact your bottom line.

This service has one objective: to facilitate and serve as a catalyst for your facility to maximize its revenue, increase its operational efficiency and enhance its customer service.

To begin this process of self renewal, please call 303 283-8880. We can be at your facility within two (2) weeks.

About the Author

James J. Keegan, “Golf’s Leading Strategist" is Managing Principal of Golf Convergence, a leading consulting group providing sage guidance to the smart people, who are confused and seeking clarity.

As a successful entrepreneur, Jim created a golf management software and service company, raising capital to fund the strategic vision and as CEO led software development, sales, marketing and financial management of the firm. He led the firm through multiple growth phases, ultimately selling company for several million dollars and generating returns of 169% for initial investors.

In so doing, he conceived of an equitable method to distribute golf tee times and provided technology solutions that streamlined the reservation process for managing thousands of customer tee time requests simultaneously. Clients included municipal governments, large corporate golf operators and resorts, over 350 golf courses in the U.S., U.K., Ireland, Korea and Saudi Arabia. Individual course revenues increased on average $100K annually after system installation.

A certified public accountant with a B.B.A. degree from Texas Christian University, Keegan earned an M.B.A. in corporate finance from the University of Michigan. His analytical skills and love of all facets of golf and course construction enable him to quickly assess strengths and weaknesses, and provide creative initiatives for growth, improvement and profitability.