We Help Underperforming Golf Clubs Win.

KPI Golf Course Management:
A Data-Driven Methodology for Optimizing Performance

key per·for·mance in·di·ca·tor (KPI)

noun: key performance indicator;
plural noun: key performance indicators

a quantitative or qualitative measurement, or any other criterion, by which the performance, efficiency, achievement, etc. of a person or organization can be assessed, often by comparison with an agreed standard or target

Resources for
Golf Course Operators

Downloads

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Check out our library of publications on golf course operations, finances, facility marketing, and other helpful tools to help you win.

KPI’s Podcast

Listen Now

Listen to insights on industry challenges, optimizing facility performance, and interviews with golf influencers.

Blog

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Read up on helpful articles, golf industry data and trends, and insights to help you stay on top of the game and run a better operation.

Why Does KPI Golf Management Exist?

The golf industry is experiencing gentrification right now.

Rich top-end facilities are getting richer (and more expensive) while the more affordable clubs are disproportionately going out of business.

It’s a call to arms where many stand alone facilities cannot compete without engaging expert help, economies of scale, and modern day operating efficiency.

Less than optimal golf course management can mean missing critical growth opportunities, diminishing market share, reduced valuation, or even the club’s demise.

Underperforming golf clubs can compete favorably in today’s marketplace, but they have to optimize operations. It begins with with addressing the low hanging fruit in financials & workplace culture, followed by deploying specific strategies for continuous refinement, and leveraging centralized resources at scale to compete long term.

Common Questions

Why do clubs want to work with KPI?

In the golf business, we are hardwired to enjoy helping people. We enjoy what we do because ultimately we are serving a greater good – creating and saving jobs, building careers, reinvigorating entire communities, preserving historic facilities, and providing healthy environments for children and families.

When golf clubs prosper, many people benefit. When clubs struggle or go under, many more feel the impact.

Our clients enjoy working with us because we share in their beliefs in the critical importance of success. A healthy club means a healthy community, and better lives for those it touches.

We believe our skills, networks, and resources can help these community centerpieces compete and thrive. At the end of the day, people enjoy being around others who are passionate and who share common beliefs.

Our Beliefs & Company Culture

The Secret Sauce

Empathy

Fully transparent discourse and open sharing of ideas is the only way to fully understand the challenges clubs face and to evaluate every possible alternative. It is critical that we become sensitive to your situation and the ecosystem in which your club exists. If we take you on as a client, we promise to deliver value in your exclusive best interests, and without consideration for our own best interests.

Alignment

Without alignment of goals and beliefs, uninspired execution is sure to sabotage the effectiveness of any long term solutions. Achieving 100% aligned objectives is critical in developing a culture of positivity, appropriate freedom to act, and speed. Everyone must agree that subjective practices are never optimal and that improvements are necessary for us to achieve stated goals.

Objectivity

If you want to win in golf management today, we believe you need to be utterly unromantic about consumer behavior and performance. You need to observe, analyze and adjust to where the consumer actually is, and what is or isn’t working well. Data enables us to definitively prioritize highest impact activities.

The KPI Blog

Lender Owned, Podcast, Publicly Owned

Why a 90-Page Request for Proposal is Probably Bad for Business

How can any effective organization invest this kind of effort into their own research, data analysis, strategic planning, and presentation on pure speculation?

Cost Containment, Podcast

Golf Course Owners: How to Get Vendors Competing for Your Business

It’s common practice to stick with vendors for long periods of time, especially if you feel like they’re “taking care of you”.

Growth, Member Owned, Podcast, Private, Privately Owned, Public, Publicly Owned

Exactly How Free Golf Lessons Are Helping Golf Courses Win vs. Slumping Demand

John Brown discusses the options that struggling and underperforming golf courses have. The first big misconception is that professional advice and exploratory conversations only come with hard sales pitches for club management contracts. This isn’t the case at all. Either way, in his 5th decade in the business, John's always got interesting things to say and value to bring.

Lender Owned, Member Owned, Podcast, Private, Privately Owned, Public, Publicly Owned

Options for Underperforming Golf Courses

John Brown discusses the options that struggling and underperforming golf courses have. The first big misconception is that professional advice and exploratory conversations only come with hard sales pitches for club management contracts. This isn’t the case at all. Either way, in his 5th decade in the business, John's always got interesting things to say and value to bring.

Podcast, Private, Privately Owned, Public

The Good, Bad and the Ugly of Golf Course Ownership

John bought his first golf course at the age of 23. Ever since, he's been involved with owning and operating golf facilities of all kinds around the country. In this podcast episode, he discusses the great things about club ownership as well as the downside that comes with it. Either way, in his 5th decade in the business, John's always got interesting things to say and value to bring.

aerial view of golf community operational gains of $2.5M

Case Studies, Cost Containment, Private, Privately Owned

81 Hole Golf Community Operational Gains of $2.5 Million in Year 1

This very successful and well established golf community achieved operational gains of $2.5 Million in year 1 of John Brown's management, but not without its share of challenges. Associated real estate, marina and many other components led to a runaway budget of $23 Million.