You are your communities’ #beaconofhope

You should be reminding people of what they love about the game – find the good memories, and then find ways to nourish that into inspiration and hope for an even better experience.

It's time to start thinking ahead and provide more value to your community. We are here to serve and support you every step of the way.

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Prior to 2021, we had created read rates in the 35 – 40% rate. That was well above average, but we knew the big tech companies and regulators were making email deliverability more difficult. So, we increased our focus on making sure the content we create is relevant to the reader.
In 2022 we will be doubling down on making sure the content we create and the campaigns we design, are very, very focused on the value the consumer or golfer wants to acquire.
In April 2021, 19 Professionals ran our ‘Revealing the Lie’ campaign. That included a ‘Reveal the Lie’ engagement event for 2 hours on a Saturday morning. Between those Professionals they sold 51 sets of irons from the engagements that day
A very successful green vegetable farmer stated that “growing lettuces is not the problem; finding customers willing to pay the right price is the greatest challenge.”
While everyone has placed an enormous emphasis on the quality of the facility and the service delivered, ultimately, it is the social and playing experience that delivers the true value of our great game to the golfer.
In the first 4 months of 2021 along with walk-in sales and demo-day sales, a large group of Professionals were each generating at least $ 1,000 an hour in equipment sales to golfers who hadn’t mentioned buying new equipment.
In 2021 a group of 25 Professionals / Clubs we work with, ran a different “equipment sale conversation starter” in each of February, March, and April. Just from the booking made in those conversations, they generated over $300,000 worth of equipment sales.
The sales conversion rate should be good though, if your pricing is competitive. The golfer has probably already decided to buy, and is now deciding where to buy it from.
If you created a situation where you engaged 72 golfers, one-on-one, with an approach shot skills challenge, and personally invited each one to book a time at your demo day, how many would attend?
How did we find the 12 who attended? Four were walk-ups on the day. The other 8 had responded to a ‘poster’ mailed out. The 8 were definitely interested. The 4 got a nice surprise. Two of them made a purchase.
If conversation about golf equipment happens less and less in the pro shop (less equipment on display, less signage, less time for customers to chat with a busy professional), then where do we have that very important conversation with the golfer?
Do you even have equipment in the golf shop anymore? What stories about equipment are on your walls, windows, or doors?
I took four clubs in one region of the US. At these clubs, the Professionals are assigned golfers to proactively “care” for. To work to get them into coaching. To better connect them to the club and the community. And to create relevant playing experiences they can participate in.
What is often described as “member experience” to describe the quality of service and presentation of clubhouse facilities and the golf course, is just as important to your golf business. The customer, when they arrive, should have a great experience.
What percentage of professionals do you think ‘work the desk’?
If you look past your avid and serious golfers (those who play every day or have their Saturday tee-time every week), what percentage of your members or golfers are:
Is this all it takes to make sure we retain as much of the new demand for golf as possible?
This is an email for all leaders; General and Club Managers; Directors of Golf or Head Professionals; Directors of Instruction and Coaches. Does this reflect the way your teams are set up?
I am going to assume that you all feel that you have some sort of responsibility for the retention and conversion of your student into a more active and committed golfer.
Who is being tasked with responsibility and accountability for the number of those golfers you get to invest in improvement?
If you’re a PGA Professional with more operational responsibilities; and you’re committed to the ‘member’ or ‘golfer’ experience when they get to the counter to check in, where is your scope of responsibility for that golfer?

You’ve got 1 of 3 covered

If you’re a coach, where does your responsibility to the golfer start and finish?
Research also shows just how powerful these actions are in converting the less committed golfers to being loyal to the game and club.
The NGF is providing great research and great leadership. The data seems to warn us that the good times might just end soon if we don't do more.
A golfer who feels they are “managed” by a member of the golf team at the club, is 100% more likely to stay with the game.
If the new and returning golfers are going to experience not just the greatest pastime in the world, but improve both their health and wellbeing at the same time, then it’s a great thing.
For some, especially operational staff, it’s been almost overwhelming. At the same time as experiencing huge demand; the like of which we haven’t seen this century; many operations have been hit by labor shortages. A perfect storm of operational challenge.
It is really worth your while to have a “pathway” of these subscription programs in your Locker or on your shelf. Having them gives you a tremendous opportunity.
Some golfers will find inspiration in the number and the improvement in their handicap. For them it will make them “feel” more accomplished, “feel” like they’re more of a golfer.
If you offer the following and ask which is right for you, then you’ve moved away from a chance for the prospect to say “no”. They’re making a choice. “Which one would you prefer?”
One of the most important selling lessons is to avoid the ‘Yes / No’ proposition. If you offer just one proposition at the end of an assessment, then the customer is left with a ‘Yes / No’ decision.
For any coach, the first and most valuable prize out of any first engagement with a golfer, is for that golfer to view them as an ‘expert guide’ going forward.
If the golfer decides to ignore the opportunity to invest in coaching, you remain in contact. They are still ‘committing’ to a journey, but with your FREE top offer, and a measurable they need to complete.
You played 6 or 9 holes for free with a golfer to assess their golf game. You’ve questioned them about their golf. You’ve listened to their hopes and ambitions and heard their own thoughts. You’ve observed every part of their game. Now it's time to present them with your analysis.
Say you’re a golf coach with a potential student in front of you. You’ve completed a first swing assessment and now it's time to make your proposition. We would recommend that you view what you're about to offer as a “plan”.
What about if you offered three options? One was a traditional set of lessons. The second was a premium subscription program of accompanied play, one-on-one coaching, and supervised coaching. And lastly you offered your free advice on how much to practice and what to practice over the next 4 weeks, asking the golfer to make that commitment.
If you want to influence a golfer to invest in coaching, which format gives you the best chance of influencing their decision?
The current ‘system’ at many golf clubs is designed to very efficiently process transactions. Bookings. Tee times. Outings. Competitions. We’re very good at that. We must always be good at that.
What if the system allowed more of your members or golfers to understand, appreciate, and search out your influence?
What if those most in need of that “magic” don’t come forward? What if they don’t arrive at the counter or the first tee? What if they don’t expose themselves to the chance of “magic”?
If your mission is to create ‘magic moments’ that help to improve someone’s life; then are they an accident of your service or a consequence of a ‘system’ designed to maximize the amount of magic?
At most equity clubs in the US or high-end privates in the rest of the world, that might not matter. In financial speak “the upside is already factored into the price”. But what if you’re not at such a club or the market changes?
If you were allowed to create coaching programs and fun events for non-members and had the club and their marketing team help you attract learners and students to those programs and events, how many do you think you could attract? How many could you convert into members?
Our data from 30+ clubs over 4 years also shows us that you have another level of influence. Getting a golfer into just 2 hours (or more) of coaching in a year reduces the likelihood that they will resign their membership by 75%.
This single coach created an extra $ 377,974 of spend (golf and food & beverage) ABOVE the COVID increase in the 9 months of 2021 vs the same period in 2020.
But, what if I told you that, irrespective of the investment in one of the best golfers on the planet, your influence for TaylorMade in your local community is just as significant one way or another?
Who did you try to influence to play golf more often or participate in an event at the club? How many times did you mention a future golf event or club event to a golfer and suggest they should book in for it?
Great content talks to the golfer in a way that shows you recognize their problems, fears and doubts. It also leads them, in their search for certainty and confidence along with improvement, to the coach’s door or tee.
Could your content help make a golfer more aware of their need to improve or master a skill? Why not use your content to challenge a golfer to test their performance vs a particular skill?

If you any ideas, stories or innovative initiatives that you would like to share with other Golf Clubs and Professionals around the world, we would love to hear from you. 

Let us support each other and get through this together.