Growing with purpose

As you look to hold onto this post-COVID high, many operators search for new ways to latch onto the next grand idea for a new infusion of golfers, rounds, and revenue. No doubt it is a tough mission, fraught with question marks and indecision. That awful event that created a reinvention to our game and business is over. Since June 2020, the game has been upside down (in a good way), with increases in every corner and every revenue stream. A walkthrough during the 2025 PGA Show was continued evidence that golf is a very different business than it was just six years ago. The pandemic arrived and caused great horror and destruction, while simultaneously offering golf a greater lease on life. As operators dig in search of new revenue streams, this In My Opinion post will offer three ideas on ways to build better: better people, bigger hospitality receipts, and more corporate interest from throughout the local community.

In addition to what you read here, it’s a good idea to talk to your team about their ideas for making 2025 like the second half of 2020. Bringing everyone under the tent can be important as you search for the next game-changing idea that will differentiate your service experience from all the rest. During COVID-19, every boat rose together. Today, you are a solo operator once again, searching for ways to keep the club moving upwards. Here are my thoughts on building a better service experience, and a better club:

Create a proactive marketing strategy, inviting your golfers to stay beyond their round: Whether it is about the foursome hanging around for a few cold ones, a burger and a beer, or golfers staying on to hit the range and work out that hook, create a strategy to keep your golfers on property longer, spending time and money. Include your F&B director, head professional, and the people responsible for marketing and sales in the planning. Using your website, social media platforms, and signage throughout the clubhouse and golf course, begin with a test program, inviting golfers to experience something in addition to 18 holes. In addition to the above assets, develop an inviting short pitch for your team leaders to offer to the staff. All with the intention to stay just a little bit longer.

Structure an ongoing mentorship program. A major goal for the year should be to retain every key member of your staff for as long as you can. As talent gets harder to find and hire, it is important to offer added assets to team members. In a changing world adding value to their resume is one way to show the team that you and your managers care. Past the paycheck and prerequisites, offering the chance to grow may help some people stay with you longer than today’s average employment tenure. Putting together a mentorship program, offering the advice of experienced leaders, will help staff members gain wisdom and a deeper education about those things that matter at work. When it is consistent and results-driven, everyone realizes you are serious. This can become a serious added value when it is measured and managed.

Build an attractive Corporate Membership program. Maybe you suspended or even eliminated your corporate membership offering because it just wasn’t necessary during the past four years. Let’s even say that things are still rocking, and your club does not need to move in this direction right now. Certainly, I do not know your situation. Let’s also agree, however, that with people going back to the office and with cash just not flowing as freely today, creating other sources of revenue might be a good idea. The thought here for a new model of corporate membership could include a group instruction schedule; discounted private instruction, including playing lessons (many of whom may be with executives); and special hospitality events all part of a corporate agreement. In addition, utilizing your rental room space with golf can bring more meetings and more spending to the club. Bringing in corporate friends can add revenue to several departments throughout the club. The idea is to offer education, a fun food & beverage component, and the talents of your team to the experience.

Adding traffic with revenue is the mission. Opening up and utilizing the key areas of leadership, marketing, and operations can assist in growing or rebuilding your pie in 2025. While things may be just fine for the immediate future, there is that sense that life may fall back to normal too quickly as the calendar moves forward. Isn’t it time to consider ways to jump back on the up escalator? It just might be the time.

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Jack Dillon writes the In My Opinion post. Jack is a long-time buyer and operator, turned consultant and writer. He is available to help your club and your team grow in both new and old ways. Jack is available for a Zoom to see how he can bring his experience to help work with you and your team. Learn more at: www.youdontknowjackd.com. You can also call Jack at 407-973-6136. Jack lives in Orlando.