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2019-Summit-Flyer

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.

2019-Summit-Flyer

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blue-sky-golf-club

In this episode, we’re interviewing David Mayo, the General Manager at Blue Sky Golf Club in Jacksonville, Florida. The club is managed by Hampton Golf, a company that KPI Golf is closely collaborating with on data-driven solutions to help country clubs compete.

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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.

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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.

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kpi-golf-hampton-golf

FOR IMMEDIATE RELEASE:

Download:  Word Doc  |  Text Doc

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.

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aerial view of golf community operational gains of $2.5M

Case Study

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.

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senior community golf players carrying bags

Case Study

Facility: 18 Hole golf club with small clubhouse
Location: Resort area in the Southeastern United States
Ownership: Member owned
Focus: Growing revenues while trimming operating expenses
About: A small annual budget of $850,000, but a great public golf course with small food and beverage operation. A typical story after the market downturn – the club was originally built as part of a moderately priced housing development that had long since been sold out. This facility was losing money.

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swimmers represent an underserved private golf market

Case Study

Facility: 18-Hole championship golf course, indoor and outdoor pools, indoor and outdoor tennis, large fitness center, and multiple dining and catering venues.
Location: Northern New England
Ownership: Formerly developer owned. Membership group bought golf course and facilities out of bankruptcy.
Focus: Pivoting club operations for a locally underserved private golf market
About: This was a developer owned private facility that went through bankruptcy. It has world class amenities and a great golf course designed by a famous architect. The current membership group bought the golf course and facilities out of bankruptcy.

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golf bridge private club turnaround

Case Study

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

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