stephen lewis how do pga professionals and commercial clubs achieve mutual financial success
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Stephen Lewis
Chief Executive Officer
Crown Golf
How Do PGA Professionals and Commercial Clubs Achieve Mutual Financial Success?
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Introduction
How Do PGA Professionals and Commercial
Clubs Achieve Mutual Financial Success?
3 Key Questions
1 What do we need to stop doing that is not
making us successful?
2 What do we keep that works?
3 What do we need to start doing?
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Stop!
What do we need to stop doing that
is not making us successful?
Anything that sets the professional
aside from the management of the
club and blurs the message to the
customer
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Stop!
Admin jobs that don’t create income or sales
Anything that deflects customers and sales
Stop being too generalist – trying to be all
things to all people and being average
through the process
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Stop!
Taking responsibility for activities, instead of
results
Stop being a value extractor and start being a
value creator
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What Do We Keep That Works?
Anything that builds relationships with
existing and/or new customers that
leads to
new sales
repeat sales
retention
improved customer service
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What Do We Keep That Works?
A love of the game – in it for the right reasons
Excellent level of knowledge and skills
An ambassador for the game and the club – they
are connected with the brand
Communicate well
High level of visibility
Tee sheet and golf day service and retail sales
Customer trust
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What Do We Need To Start Doing?
Gearing the majority of their actions to
generating results that will grow the
number of people playing the game
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What Do We Need To Start Doing?
Accessing
funding/grants
Data capture
of all users
Relationship management
of local businesses
Upselling
other services
in the club
Producing
new golfers /
users
Generating
new members
Increasing
hire income
Retaining
Greenfee
users
External
promotions
PR for the
club
Producing activity to keep the club “live” to
members
Staff training
Influence other depts through behaviour and
results
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Growing the Game
What are the actions in 2012 and beyond?
Retention
Attract new participants into golf
Find new ways to market
Improve yield
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Growing the Game
Retention
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Growing the Game
It is our members, guests and green fee
payers who play golf
We are in the HOSPITALITY business
Great customer service is an individual
policy, not a company policy
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Growing the Game
The Customer Journey
INNOVATE OR DIE!!
Value for money
Good service experience
Quality product
Building relationships
- Microsoft – satisfied customers
- Apple - raving fans
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Growing the Game
Attract New Participants Into Golf
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Growing the Game
The Image of Golf
Are you concerned about the image of
Golf?
How do we move it forward?
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Growing the Game
What Does This Mean?
If we create an image of golf as a social experience, will we attract more ladies?
If we create an image of golf as a great way to exercise, will we attract more 50+ entrants?
If golf becomes ‘cool’, then younger players and families increase participation
Participation increases demand for range use, green fees, retail and membership
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Growing the Game
5 Key Strategies to Get and Keep Customers
Customer insight
Creative feedback mechanisms
Innovate new products
Be proactively trustable
Maintain the right employee culture
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Growing the Game
Find New Ways to Market
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Growing the Game
The Role of
The Internet
Social Networking
Mobile Media
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New Ways to Market or Just Do It Better
New styles of teaching programmes to appeal
to wider market
More creative and targeted marketing
Create partnerships with local and national
organisations and businesses
Use data capture and CRM more effectively
Growing the Game
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Growing the Game
Improve Yield
sell the quality of the experience
NOT
the discount
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Summary
A PGA Professional in a commercial environment needs to:
Define and act on their circle of influence
React to changing customer and demographic trends
Innovate to grow revenues
Improve yields whilst providing the customer with a value for money experience
Embrace the technology of the internet, social media and mobiles
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Summary
Set personal goals. Do they have a plan?
Develop their skills, what else can they learn about
running a golf club?
Stand out from the crowd, what sets them apart from their
colleagues?
Retrain – keep up with industry trends. Golf is changing,
are they?
Focus on the real key drivers in your business and align
your time accordingly. Why spend 80% of your time on
an element of the business that only contributes 5% of
the profit?
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Summary
Promote themselves. Network at every opportunity
Develop their staff and be clear on their role by setting deliverable objectives and measuring the outcomes
Focus on growing participation both beginners and established players
Take responsibility for results not activity
They are in a great profession with a great history but dinosaurs also dominated the planet at one stage – adapt and survive
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