Meet the merchants: Caroline Basarab

It is not every day that we have the chance to run into a long-standing member of the PGA, who also happens to be an award-winning operator and merchant and in my opinion, one of the best in the game. Caroline Basarab is that person. She is a golf professional and merchant overseeing six shops at an amazing community, Reynolds Lake Oconee, with seven great golf courses, and an ever-improving team of people longing to impress the boss, while creating great hospitality for residents and guests.   

This second post in this short series titled Merchants is another Q&A, gaining valuable information from an expert many seek out for perspective, experienced insight and advice. I am lucky to call Caroline a friend, and in addition, I am a real fan. She understands merchandise, brands, and the changes to our world since the great COVID spike brought millions of new players and dozens upon dozens of new brands looking to grab a piece of this game on fire. This post provides Caroline’s thoughts on her retail process and preferences. 

As with our other merchant experts, I asked Caroline three questions. Here are her thoughts:

What is your process for adding a new supplier to your product mix? 

Jack, that is a tough question. I consider customer demand. I have my staff search social media for suggestions, as I value their input. Afterwards, if I feel there is not a fit, I will give my feedback. I consider the brand’s price points, their product mix, and the people that might support us. I consider staff uniform support as well as how the presentation could work. Is there a good assortment? Finally, and very important, the product has to tell a story. 

“How do you decide when adding new items to your 6 shops? 

I look at history. I consider the space allocation necessary. In addition, over four large member events every year, I test and measure the results. When moving forward, I look to do even numbers of units to work with my fixtures.  

Back in the old days, I did create a good/better/best price point strategy. Today, I have but one (higher) price point range. My members want the best goods. At the same time, there is always a discount for my members. In addition, I have four big sales each year, where the markdown is 50%. Know that these goods are the odd lots. When deciding on additional suppliers, I am considering all the possible parameters. 

As a consumer, what does good service look and feel like? 

I look to be greeted. I am looking for help only if I request it. I am looking for people who are genuine and authentic. Looking too for an upbeat attitude from the salesperson. Hopefully they care about my purchase, appreciate my business, and thank me for shopping with them. 

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After these three questions, Caroline offered several additional insights into her process and execution. 

“We change presentations weekly at the start of every season, then every other week thereafter.” 

“Good service for me is consistency. It is having a full staff, so we can focus on great service. 

“We do offer incentives to our shop teams.” 

“With 6 shops, I do not want one cookie-cutter presentation, but to present six different personalities. 

“I look for the strengths of any line before decisions are made. I then look to marry up the strengths of more than one vendor partner.” 

With seven golf courses and six golf shops, there is constant activity, constant interaction and true hustle. With a background of continuous success, Caroline has a solid grip on her business, on member expectations and the farsighted vision for herself and her amazing organization.  

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Jack Dillon writes the In My Opinion posts. Jack is a long-time golf buyer and operator. Recently, he moved away from consulting to take on the role of buyer at the Walt Disney World Golf Courses in Central Florida. He continues to speak and write. Please go to www.youdontknowjackd.com to learn more.