Selling change

An organization works hard to build an operation that drives profit. No business can last without it. It must make more than enough money to pay the staff, the utilities, taxes, and suppliers. In the case of a golf property, there is also that level of profit that will afford it the ongoing green light to create unique experiences for members and guests. Profit, for some, has turned into a dirty word in the recent past, yet for you, it remains top of mind. Know there is no embarrassment in making significant profits. No shame in building margin into the story that provides excellent service, as well as top-level hospitality enjoyed by your golfers. Continue to dig, searching for new ways to express a great time.

Most businesses, especially those in golf hospitality, will not survive by striving to be the low-cost provider. In addition to the expenses noted above, there is the cost of maintenance, a number that will only continue to rise. Quality comes with a price tag. It is essential, therefore, to keep your eyes on costs as you work with your team to create and execute good times. As you punch through ideas with your leaders, it can be a good idea to share the thoughts with a few members, as well as key employees.  Creating events and programs in a vacuum can miss the sweet spot. Whether you create a council of men and women members to help you navigate the event calendar, or ask a few for their opinion, communicating with those on the other end of the experience should be a considered step in your planning. Profit is essential. At the same time, value sits right there, on the other end of the scale, enabling you and your leadership to weigh what might work. With the game remaining on fire, reinvention is a constant theme, one that must balance the opportunity for profit with the need to stock the calendar with variety, newness, and fun. Here, in this In My Opinion post, I offer three ideas on building a significant calendar while acquiring buy-in:

Ongoing communication with staff and golfers is vital to gaining interest and signups: Think about a fun event newsletter to come out when there is something new to present. Add signs in the shop, on the carts, and in the food areas. Work with your employees to have them talk about these events. Finally, it would help if you did the same. Lock the office and communicate through several walkarounds to gauge interest and acquire feedback on the would-be calendar. 

Value is what the golfer believes, not what you or your team sells: As you build events that may cost significant dollars or when you plan higher prices, it comes down to the vote of the golfers, especially the frequent players and members that go a long way to creating success for your business. Customers always vote with their wallets. It is essential to spell out the reasons for price changes or the value-add items being built into the club calendar. No matter what you think, it is all about what your golfer perceives to be true. Be sure to sell it, long before you execute. Surprises, with an invoice attached, are not welcomed.

Once you are comfortable with what the spring/summer calendar might look like, set up several staff meetings: They are valuable in talking through every change and addition, including how work schedules will change. Every team member should be entitled to know and discuss how their work week will change with additions to each month of the season. If you plan to have full events or price changes that may be forthcoming, you must sell the program so well that you gain the enthusiasm and buy-in of your team so they in turn create success. Your team members have a routine. They also have lives that may be far more complex than you know. Changing hours or schedules may be more difficult than simply tweaking a few keystrokes. Do all you can to create schedules that work for each team member. Be flexible, as they are the ones who create the magic and the profit.

In 2024, it takes a great deal more time, study, and conversation to create a successful enterprise. Everyone is busy. Everyone works to fill their day with something. When you think about changes or additions, or a very different calendar during the season ahead, know it may require a great deal of planning and salesmanship to gain buy-in from golfers and acceptance from the staff. The days of making changes and simply posting them to the bulletin boards and member statements are long gone. As you plan changes, work also on how you and your leaders will tell the story. It matters.

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Jack Dillon writes the In My Opinion posts. He is a long-time operator and buyer in the business. Jack is currently a consultant, strategist, and speaker helping properties who need to find a better way. To reach out and see if Jack can help you and your team, go to www.youdontknowjackd.com. You can set up a FREE Zoom meeting to speak with Jack or other professionals associated with Jack. You can also reach Jack at 407-973-6136. Jack lives in Orlando.