Merchants and merchandise

The golf course is an extraordinary place. To those who play or work in the game, every inch feels like their own one-off special sanctuary, far away from the noise just beyond the gates. The golf shop in particular carries with it a unique feel. The shop is where golfers commune, stop in to talk about their game, learn about new gear, and listen to yet one more grand story from the brethren, lamenting another missed par putt. Certainly, most folks are there to play, maybe practice. With the shop as the central hub, that starting line where the day of golf begins, players focus and get organized for their day. The shop is where golfers buy their stock of necessary provisions: the gloves, balls, and other goods built to hit it ever longer and straighter. Every quality facility should have a well-lit, well-stocked golf shop.

Shop merchandise is managed by one, maybe two people. The head golf professional in many cases will be the person to purchase, display, and manage all the product categories coming through the door. For other properties, however, there is another person, a buyer/merchant who has the experience and skill to put together great apparel collections, grand product stories, and a tight plan designed to excite and entice the men and women coming through that golf shop door. The merchant is an expert, focusing all attention on the shop, the merchandise, the members, and the calendar. In addition to the everyday tee sheet, the merchant is looking to create success within special member events as well as individual outings and tournaments.  Merchandise sales hold a great opportunity, far larger than strictly being a one-off purchase before a round.

The merchant has a special set of skills. They understand color, putting together brand stories, as well as unique piece presentations that will grab the attention of every passerby. The merchant has the time to think, to create, and to play within their work. The head golf professional wears far too many hats to be the golf shop expert. The merchant knows how to build stories around events, community, and the calendar. It is about trust through trial, through presentation, and conversation. As the property leader, it is important to provide the freedom for the merchant and head golf professional to build a successful golf shop. Much of my work history was built around convincing property owners and leaders that merchandise is not evil, that a well-run golf shop can not only make money but enhance the entire property. In this In My Opinion post I will provide three thoughts on the golf shop:

Allow for buying mistakes. Know that the best buyers spend their time on the next purchase. With testing and trial come mistakes, goods that just did not sell at full price. It is in the best interest of the club and the membership to allow your merchant to continue to test new brands, new stories, and new products. This is how they will know when to step on the gas or when to hit the brakes. There is an art to creating an interesting, successful shop. The best merchants know how to make money by moving the unsuccessful experiments out quickly and with little financial harm. Provide plenty of space for success.

Have the head pro or merchant provide sales and margin goals to you, instead of the other way around. You can certainly work together, through the initial first or second draft to arrive at the place you want to be. It is important, I believe, to allow your buyer the opportunity to do the math before they execute the spend. They must know how to get to sales, margin, and inventory targets by first doing the work on paper. Handing them a budget will not make them more skilled. Allow them to learn while you coach them on the final targets.

Create incentives that work for the club. If a person has merchandise in their job description they should have a plan to build their income by succeeding in that area of the business. It can be based on sales targets (average sales dollar per round), gross margin targets (this number varies greatly by property type), and inventory turn. The buyer must have a final inventory number to achieve by the end of the season. Carrying poor or excess merchandise through the off-season is a mistake no property should make. Set up incentives to pay the person responsible for these metrics. They matter to the health of the shop and the property.

For 30 of my 37 years on the retail side, I was considered a merchant. It was, for me, an endearing term. It was a title I loved. If you have someone on staff who has the skill, desire, and/or passion for merchandise, ignite it with an opportunity. I had no formal merchandise training, yet I made myself into a successful merchant. With every team member, it is important, I believe, to spend time, dig deep, and learn how they want to support the club. When you can have your team all rowing in the same direction, doing things they enjoy, you will have a golf club many players will want to join because it just feels better, more friendly than most. No matter the role, find their passion and you will create happy, engaged people. It just might all begin in the golf shop.

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Jack Dillon writes the In My Opinion posts. Go to www.youdontknowjackd.com to learn how Jack and his professional associates can help you build a better team, a better property, while you play. When it comes to the golf shop, communications, presentation, food & beverage, marketing, and social media, Jack has the experience and friends to help you now. In this volatile landscape, coaching is a smart way to build a better foundation, especially in a fast-changing workspace. You can set up a FREE Zoom meeting or just call Jack at 407-973-6136. Jack lives in Orlando.