Casey is our marketing and business development guru. He's a published golf author and comes from a golf operations and marketing background. He owns a web development agency called Web Design Phoenix - pioneering programs like PGAGolfDay.com that has raised over $3 Million for PGA Sections and golf orgs nationwide. Fun Facts: Casey's Youtube channel has over 2 million minutes watched, he's also played on the PGA Tour, including the 2004 US Open at Shinnecock Hills.
In an era where technology connects experts and businesses seamlessly, remote golf course consulting emerges as a game-changer for country clubs. It not only stands to improve critical areas like course agronomy but also ignites membership growth and boosts profitability for stakeholders.
The goal is to present helpful information without any pretense that you’re trying to sell them anything on the back end.
The goal is to present helpful information without any pretense that you’re trying to sell them anything on the back end.
Here’s a compilation of data and performance metrics discussed at the Golf Inc. Innovation Summit. KPI Principal & Founder was selected as a keynote presenter.
Hampton Connect software is offered in conjunction with KPI Consult – a package offering recurring lightweight and affordable insights and deployable tactics to reach performance benchmarks at golf facilities.
Today, we’re digging deep into where the golf business has been and where it’s heading…and most importantly, what club owners can do about it.
So, lot’s of clubs can’t (or won’t) shell out 6-figures for a full service management contract – for good reason in many cases…
The two club owners taking part in the discussion today have two very different facilities, yet marketing principles remain fairly constant.
All things equal, there’s simply no way that a club without this kind of solution can compete with those deploying true data-driven execution.
Our friend John, who we met randomly on that beach modeled exactly how we have chosen to conduct our business. Intent matters and the outcome is always positive.
Any business that comes of it is going to the golf facility instructors and to the club. I have no interest in benefitting personally other than to document the experience and the results that come of it.
The 85/50 program is about engaging your newest members to become your most important evangelists for the club. The sooner you can engage these members in the recruiting process, the more likely you are to succeed.
When you play golf with someone, you’re got a captive audience for 5-6 hours. All these retiring business owners and execs still have all the networks and connections they’ve accumulated their entire life. You’re one fun day away from the keys to the castle.
How can any effective organization invest this kind of effort into their own research, data analysis, strategic planning, and presentation on pure speculation?
It’s common practice to stick with vendors for long periods of time, especially if you feel like they’re “taking care of you”.
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.
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.
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.
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.
Country clubs bringing in outside management do so in one of two major ways:
1. They recognize they need help and expertise to help them move forward optimally.
2. A firm offers to inject some capital over time in exchange for ownership stake in the club (equity vs. non-equity).
Now, I know all owners aren’t in it for the best of reasons…and it sounds like this one falls in that category – although I’m only hearing one side of the equation (lots of sour grapes of course). I do know that a golf course turning to tumbleweeds is NEVER the highest and best use of any property.
There is no solution that allows for anything other than constant oversight and management. This is because conditions, economies, market positions, competition, and consumer preferences are always changing.
When I go to Germany every summer, the days are very long. The sun rises around 4:00 am and sets around 10:30 pm. Golf courses over there have come up with a very creative (and simple) solution for bringing in revenue during those odd hours of the day when nobody is working.
Based on the fact that the economy has been great over the past 9 years, AND we’ve got a huge wave of Baby Boomers playing more golf than ever, golf should be thriving.
The advantages for golfers when multiple golf courses team up is obvious. We get more holes to play golf on for our money. What’s really cool is that when one course is closed for business because of a tournament or course maintenance procedure, we’ve got other options. Not only that, golf is just more fun when you have more variety…otherwise it’s just too easy right?
KPI Golf’s John Brown discusses a special private golf club turnaround in Hilton Head, South Carolina. This club had been operating as a private golf course for over 30 years until the club was beginning to lose members.
I Believe the Golf Instruction System is Broken. I’m sorry, but golf lessons are too long, too complicated, too expensive and too far in between. If you share this belief, and you know someone deploying creative solutions, I want to have them on my podcast.
John Brown, Sr. is back and ready to compete with his former company, Brown Golf Management. His new company, KPI Golf Management, will seek third-party management contracts, consulting work and leasing, mostly with private clubs.
KPI Golf’s Casey Bourque and John Brown discuss the golf marketplace and how underperforming golf clubs can compete. The truth is that golf participation is down and common sentiment is that there are still more golf courses that need to come off the market to bring supply & demand equilibrium.
KPI Golf’s Casey Bourque speaks at the Golf Academy of America campus in Orlando about the state of the golf business and why complacent golf courses are going to lose when the economy takes a turn. Radical ideas to attract Gen-Xers and Millennials are required to replace the Baby Boomers who are eventually aging out of the system. It’s a big-time land grab right now that won’t last long.
The challenge at this facility was to operate within the $850,000 budget, while delivering a product that the customer base appreciated and the club could be proud of. We were also challenged heavily to drive additional revenue. The fate of this locally developed community hung in the balance.
This was a full golf course design and construction of a brand new exclusive private golf club. The course was built over the top of a failed public golf course on a large beautiful piece of ground. This was a startup project, owned by one man, engaging a high profile golf course architect.
The major elephant in the room was with golf course irrigation: This facility had to buy its water from the city as standard tap water. At the time, the irrigation water expense was $800,000 annually and growing – nearly $2,500 per golfing member. The prospects of survival was not good unless this issue could be resolved soonest.
We understood that the “young professional family” demographic in this particular geographic region had been an underserved private golf market segment. We adjusted accordingly on all fronts – and also very fortunate to be riding a revitalized economy with a general tailwind of growth and prosperity to boost our efforts.
This is a county-owned golf facility that was losing several hundred thousand dollars on an annual basis. Because of its municipal status, they couldn’t make a great deal of money through the operation, but certainly didn’t want to lose. We were charged with helping the facility break even.
This small private club realized that operating at a $350,000 loss could be resolved with just a few simple steps. Some market research, buying strategy, payroll investigation and clubhouse systems analysis meant a million dollar private club turnaround.
This magnificent private island community in the Southeastern United States was headed for bankruptcy. We deployed some creative solutions in membership sales, fee structures, transportation & lodging to save them from demise.
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