0835 Leisure Summer 08_aw.indd - HLL Humberts Leisure

Focus | The golf marketRegional operator: Pentland Golf Johnathan Callister PGA, Chief Executive of Pentland GolfWhat attracts Pentland Golf to the sector?There was a time when golf clubs and courses could rest on theirlaurels, secure in the knowledge that they would continue toattract what I would call the ‘stereotypical’ golfer without havingto bother with anything as crass as marketing or trying to winover their potential players.In the past ten years however the demographics of our society havechanged beyond all recognition as new societal groups have emergedwith substantial amounts of disposable income and as individualshave come to expect higher standards in every walk of life.Historically, golf had been viewed as relatively elitist with a privateclub membership base. The high price of fees and equipment hasalso meant that, for many people, the costs of playing the sportare prohibitive and effectively act as a barrier to entry. At PentlandGolf, we realised this about twelve years ago and began to shape avision of how a high quality golf business could operate in order toattract a wider set of audiences.Attitudes to the game have also changed and will continue to doso and whilst value for money is still at the top of the agenda;customer service, clubhouse furnishings and the overall ambienceof the golfing facility will play an increasingly important role inpeoples’ choice of venue.What are the key features of a golf coursethat make it a success?In order to appeal to a more rounded audience and to really bringour vision of golf in the 21st Century to life, at Pentland Golf werealised that we would have to find ways of making the gamemore accessible to people. This meant reducing the traditionalbarriers that stopped people from taking up golf, and widening itsappeal to different audiences that had not previously been seen astarget markets.We had a clear vision of our goals when we first built Etchinghilland we deliberately created a club where anyone would bewelcome and which was free of the traditional clichés andprejudices that were associated with golf clubs at the time.We also broke away from the traditional golf club image andmodernised our buildings to give them the air of a stylish bar orbistro where people would be welcome to while away a chilledoutafternoon. By branding ourselves in this way, we aimed toattract and retain a range of audiences.I believe that this strategy - more than any other - is still thegreatest factor in our success. And although it is now more thantwelve years since we devised it, we have managed to keep this18 Summer 2008strategy fresh and alive within the company because we havecontinually revisited it and updated it to reflect changes in theway people shop, eat and spend their leisure time.Naturally, the fact that our clubs are welcoming to a whole host ofvery different audiences – from young players of both sexes to aweekly regular in his 90’s, is not the only key factor in our success.Another vital ingredient is the condition of our golf courses and thedemands and challenges they offer to players. At Pentland Golf weregularly invest in the courses in order to keep them playable 12months of the year with large teeing areas, good quality pathwaysand greens that are free draining. We also ensure that we createnew challenges for players at regular intervals. I firmly believe thatif the course continues to challenge a player, they will increasinglyenjoy the experience of playing it again and again.We are also very proud of the number of good quality, highlytrained staff that we have at each facility. I conduct a finalinterview with every member of staff regardless of the positionthey are being interviewed for. I look specifically for people withpersonality, enthusiasm, energy and warmth in dealing withmembers of the public as I think that the quality of your staff is adirect reflection of the type of company you run.What is the future for the sector?As we look to the future, the growth in pay and play courses andthe development of facilities with a more aggressive pricing policywill continue to make golf more accessible. The industry as a wholeand providers in particular must also realise that golf must be moreaccessible to all – and this includes an increasingly receptive junioraudience– if the market is to grow over the coming years.For the past few years I have known when things were goingto be tough and I am under no illusion that, given the currenteconomical environment, the next two years could be themost challenging times the Industry has seen. As the economystruggles, less time and money will be allocated to leisure asdisposable income decreases. Customers are also more aware ofchoices available and will demand better value than ever before.To that end, it is vital that we continue to monitor changes in theeconomy and society and reflect those changes in our golf coursesas well as ensuring that we have excellent facilities, courses andstaff that meet the demands of our clients. Only by doing this canwe secure a profitable future for the Industry... but of course nomatter what you achieve and how much planning and preparationyou undertake, you can never account for three inches of snowon the ground the Sunday before the start of The Masters. That’swhen you know you are going to be in for a challenging year!www.pentlandgolf.co.uk