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.
Stuart Lindsay has been in technology and data-driven marketing research since the early ’80’s. He’s one of the golf industry’s foremost thought leaders on industry trends, localized marketing research, weather impact statistics, and fact-based decision-making for club operators.
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…
But in a lot of markets, it’s becoming harder and harder for stand-alone clubs to compete in terms of economies of scale and buying power…
So what can the “little guys” do to contain costs?
In today’s Golf Course Owner and Operator’s Forum, we’re discussing how to market your golf facility.
I’m leading a discussion on strategies that golf courses typically fail to consider. Golf is what we call a “Considered” buying process. The time it takes to usher someone along the customer lifecycle from stranger to loyal customer is often considerable – 2 to 6 months or more.
Data in the golf industry is completely fragmented. There are more than 20 major point of sale systems (think cash registers with accounting software)…and they don’t speak the same language.
There’s really no system of aggregating and using big customer data in the golf business…until now.
FOR IMMEDIATE RELEASE:
Jacksonville, Florida, January 25, 2019 (GLOBE NEWSWIRE) – Hampton Golf, which currently lists 28 golf courses under management has joined forces with newly formed KPI Golf Management.
Hampton Golf’s President MG Orender and KPI Golf’s Principal Founder John Brown have known each other in the golf business for more than 30 years. John built Brown Golf Management until selling and retiring in 2017.
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.
The logic first step to take is to pick up the phone and call a consulting or golf management company. KPI Golf offers free phone consultations, investing hours in learning about the club’s challenges and assessing best fit.
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. Read more
Facility: 81 Hole Private Golf Community with 4 Clubhouses, Marina, and 1,200 Members
Location: Southeastern United States
Ownership: Private Ownership/Developer
Focus: Containing Costs and Return to Profitability
About: This is a very successful well established golf community with associated real estate, marina and many other components. Their $23 Million operating budget has gotten away from them leading to an annual loss of $1.5 Million.
KPI’s John Brown and Casey Bourque discuss the advantages of golf course clustering for golfers, staff members and for operators. According to John, this was a hugely successful strategy that helped many of his managed clubs in the past. Whether it’s buying power, shared supplies, or improved opportunities for customers to play golf, clustering is a great idea.
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. Read more
Article published Dec. 11, 2018
by John A. Brown Jr. – Principal, KPI Golf Management | firstname.lastname@example.org
The economy has been frothy for a long time now. Baby Boomers are retiring and playing a ton of golf…but neither will last forever.
This article is aimed at helping golf courses in tight markets to win market share while you still can, offset your senior players as they begin aging out of the system, and survive the next wave of golf course closings.
Why Today’s “Land Grab” is Your Chance to Win in Tomorrow’s Economic Downturn
Facility: 18-Hole golf course, practice facilities and fine dining
Location: Northern New England
Ownership: Privately owned by a single individual
Focus: Market positioning, membership sales and establishment of golf operations
About: 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.
Facility: An 18-hole, 350 members country club with golf, pool, tennis and dining
Location: Northeastern United States
Ownership: Individual Private Ownership
Focus: Containing Costs and Return to Profitability
About: This is a well-established country club with an annual operating budget of $3 Million. When we were brought in, the club had been managed by another golf management company. The club was losing $350,000 annually