Community - Golf Business

ALWAYS DRIVENEXCEL DRIVE SYSTEMPrecedent i2 and i2L both feature thenew Excel drive system.VISAGEGolf’s groundbreakingmobile information system.4FUNMakes golf more enjoyable for families,couples, women, juniors and seniors.Where Will OurNext Innovation Take Us?For more than 50 years, Club Car has led the way in enhancing golfer experienceswhile improving profitability for operators. What will we do next? Future advancesare coming soon to courses everywhere. Learn more at clubcar.com.

Workman ®HD Series©2013 The Toro Company. All rights reserved.

GOLF’S BEST-SELLING CAR JUST GOT BETTETER.Long respected for dependable performance and innovation, the TXT ® nowpackagesproven TruCourseTechnology withnewupgrades that deliver an improved experiencefor your golfers. Modernstyling, the industry’slargestdash areaandan optiono alUSB port are just a few thingsthat maketheredesigned TXT evenen easier to enjoy.Take a full tour of the TXT at ezgo.com/ m/TXT©2013 E-Z-GO Division of Textron Inc.

© 2013 Taylor Made Golf Company, Inc. Driver claim based on robot testing of 9.5° drivers in neutral setting at approximately 150 mph ball speed. #1 Driver in Golf claim based onMAKE OURLONGESTEVENLONGER.SLDR is our longest driver ever.Simply slide the weight, andyou can make it even longer.combined 2012 wins and usage on the PGA, European, Japan Golf, Nationwide, Champions and LPGA Tours, as reported by the Darrell Survey Co. and Sports Marketing Surveys, Ltd.

CONTENTSSeptember ‘132632FEATURESSmiling Faces,Beautiful Places IBY Steve EubanksCustomer happiness is the cornerstone of business successStrategic Moves I By Harley Manning and Kerry BodinePositive customer experiences don’t happen by chance.Use these six standards to create consistent serviceDetails That Boost Retail I By Rob CareyAn interesting and engaging retail experiencewill keep customers buying Page 39DEPARTMENTS4 I8 I11 I20 I24 IViewpointFlip sideFirst OffAccelerateLed by Kevin Lavertu, GatesFour Golf Club is undergoing afacility-wide transformationOn CourseFurman University Golf Clubmoves forward in the presenteven as its managementprepares for the future42 I45 I50 I60 IApproach ShotsWith women in two highprofilepositions, Hunters Runis forging ahead in the tightFlorida marketCommunityMembers Onlycalling cardMark Luthman keepscustomers smiling by respondingto their needs.26ON THE COVER3239SERVICESTHE GOLF COURSE MARKET 56 GB CLASSIFIEDS 57 AD INDEX 59ON THE WEB: Video exclusive with touchstone golf’s mark luthman; complete interview with Kempersports’ Steve Skinner

Flip SideFrom theEditorSummer is quickly drawing to a close, and as it does, I can’t help butthink back to the times I played golf during the past few months.Or, more specifically, all the times I didn’t play. To the best of my recollection,I have carded just two rounds since May: a scramble event inmid-June and a regular round over July 4th weekend.For a person who essentially lived at the golfcourse for three summers during his pre-teen yearsand who now makes his living covering the golf industry,two rounds is a woefully small number. It’salso an indictment of my game—or, more precisely,my current level of commitment to it.Don’t get me wrong, I love golf and would enjoyplaying several times a month, if not more. But likeso many other people my age, golf takes a back seatto countless other activities. Soccer games, householdprojects and trips to the swimming pool withmy two daughters pretty much dictate my family’sweekend schedule. Golf rarely, if ever, factors intothe equation. In fact, I typically don’t even thinkabout playing these days unless I’m headed out oftown and someone else suggests we tee it up. Sadly, the game I onceplayed daily has been reduced to nothing more than an afterthought—and sometimes not even that.But something happened a few weeks ago that just might reignitethe passion I have for playing and lead to more Saturdays or Sundaysspent on the course. One night, my oldest daughter asked me—clearout of the blue—if I would take her golfing sometime. It caught meby surprise, honestly, because every time over the past three yearsthat I’ve suggested we go play, she’s said no. So when she asked me totake her to the course, a smile came to my face and my mind flashedback to all those rounds spent with my dad and the special bond thatwe forged on fairways near and far. The thought of sharing somethingthat special with my 10-year-old (and with my wife and youngerdaughter, too) is an idea that excites me greatly.Though we haven’t yet made it to the course, I have found a NGCOAmember facility that will allow us to play a few holes at a reasonable rate.That means two of my excuses for not playing (cost and somewhere thatwelcomes youngsters) have been eliminated. Now, it’s up to me to makeher request a reality. With any luck, this time next year I’ll be able to reminisceabout all the afternoons spent on the golf course with the womenin my life and share a few stories about how those special experiencesbrought us closer as a family.national golf courseowners association291 Seven Farms Dr., 2nd Floor,Charleston, SC 29492phone (843) 881-9956fax (843) 881-9958www.ngcoa.orgngcoa Executive BoardLinda Rogers, President, Juday Creek Golf Course, Granger, INMatt Galvin, Vice President, RDC Golf Group, Inc., Monroe Township, NJRock Lucas, Secretary, Charwood Country Club, West Columbia, SCFrank Romano, Treasurer, Scenic View Country Club, Slinger, WIMichael K. Hughes, Chief Executive OfficerBill Aragona, Immediate Past President, Boulder Creek Golf & CC,Boulder Creek, CAngcoa board of directorsKathy Aznavorian, Fox Hills Golf & Banquet Center, Plymouth, MITom Brooks, Carson Valley Golf Course, Gardnerville, NVBill Brown, Mont Cascades Golf Club, Cantley QC, CanadaDana Garmany, Troon Golf, Scottsdale, ArizonaAllison George, Toad Valley Golf Course, Pleasant Hill, IAMichael Hatch, Acumen Golf, Chesterfield, VAPeter Hill, Billy Casper Golf, Vienna, VAJim Hinckley, Century Golf Partners, LP, Addison, TXJeff Hoag, Scott Lake Country Club, Comstock Park, MITodd Ingraham, Bunker Hill Golf Course, Medina, OHWalter Lankau, Jr., Stow Acres Country Club, Stow, MARalph Stading, Lewis River Golf, Woodland, WABill Stine, Golf Enterprises, Kissimmee, FLDick Stuntz, The Oaks, Lawrence, KSMarcel Welling, BurgGolf Holdings, Amsterdam, The Netherlandsnational advisory boardClaye Atcheson, Marriott GolfJoe Beditz, CEO and President, National Golf FoundationDavid Fay, Former Executive Director, United States Golf AssociationDoug Howe, Century Golf Partners, LPFrank Jemsek, Cog Hill Golf ClubRees Jones, Rees Jones IncorporatedSteve Melnyk, ABC Sports, Riverside Management CompanyStephen F. Mona, CAE, CEO, World Golf FoundationDavid Pillsbury, COO, PGA Tour Golf Course PropertiesGary Schaal, Past President, PGA of AmericaWilliam H. Sherman, Sherman Golf Associatesngcoa staffMike Hughes, Chief Executive OfficerMike Tinkey, Deputy Chief Executive OfficerTrudy Eyrich, ControllerThomas Smith, Network/Web AdministratorBrittany Hedrick, Accounting-Office AdministratorSusan Butler, Business Development CoordinatorRutledge Baker, Account Manager, Partner RelationsScotti Corley, CMP, Director of Conference, Meetings & EventsSteven Rudnicki, Associate Director of Marketing CommunicationsAudrey Berrier, Marketing CoordinatorJoe Rice, Director of MembershipBarbara Searle, Associate Director of MembershipNancy Downie, Regional Membership ManagerRonnie Musselwhite, Editor-in-Chief, Golf BusinessDave Alexander, Art Director, Golf BusinessClinton Hall, DesignerKelly MacPherson, Account Manager, Golf Business8 GOLFBUSINESS September 2013

[Who SaysThree’s a Crowd? ]There’s a Reason why the Top 3 Golf and UtilityManufacturers use Trojan Batteries in their Vehicles.NewCheck out our innovativeGolf Batteriesfor better performance on and off the course.When you calculate how well we perform against the competition, consider thatour battery technology is backed by over 200+ years of engineering expertise,acknowledge our industry leading performance at 40,000+ tested ampere hours,*plus the fact that we have been in business since 1925, it is easy to see why allpaths lead to Trojan Battery.Also A v A ilA ble in:Columbia Par Car | Cushman | e agle | Garia | Melex | s tar Car | Tomberlin*Independent laboratory testing validates the sustained capacity and superior performance of Trojan Batteries.For More InF o M atI on:(800) 423 - 6569 or +1 (562) 236 - 3000trojanbattery.comGOLFBUSINESS.COM 9

FirstNEWS, VIEWS,[ TRENDS & ANALYSIS]OffClubcorp’s decision totake part of the companypublic could bode wellfor the enitre industryA Public StatementIt’s a mixed bag of news for the golf industry.In mid-July, ClubCorp, the Dallas-basedcompany that owns more than 150 golf clubs,country clubs, resorts, and dining and sportsclubs nationwide, filed the necessary paperworkwith the Securities and Exchange Commissionto launch an initial public stock offering. Whilethe number of shares and the IPO price structurewere not immediately made public, it is knownthat the company hopes to raise $100 million inequity capital to pay off an equal amount of debt.continued on page 12GOLFBUSINESS.COM 11

First OffSource: Golf Datatechcontinued from page 11For decades, ClubCorp was thelargest multi-course operator in theindustry and is still the world’s largestowner of private clubs. The brainchildof Robert Dedman, Sr., a formerDallas lawyer and entrepreneur,ClubCorp started with one facility,Brookhaven Country Club, in Dallasin 1957, and grew to include privatedining clubs and athletic clubs.Firestone Country Club, PinehurstResort and The Homestead becamecrown jewels of the portfolio, and thecompany spawned the modern clubmanagement business. In time, Forbesnamed Dedman, Sr., as one of the 400wealthiest Americans.Like many great companies,however, the original vision didn’tsurvive the passing of its founder.Dedman, Sr., died in 2002. By then,the private dining business was waningand margins in private countryclubs were shrinking. Not longafterward, Dedman’s heirs sold thecompany—save for Pinehurst Resort,which the Dedman family retained—Pro ShopSalesProductFootwearGlovesGolf BagsGolf BallsIronsPuttersWedgesWoodsto KSL Capital Partners, a Denverbasedinvestment firm specializing inthe hospitality industry.As such, the recent move totake a portion of ClubCorp publiccomes as little surprise to some whoworked for the company. One formerexecutive at Pinehurst (who spokeon condition of anonymity) says,“Everybody believed that KSL boughtout the Dedmans with the long-termintention of taking the company public.”(Note: Legal restrictions associatedwith all IPOs prohibit anyone fromClubCorp and the banks orchestratingthe IPO from commenting.)Regardless of motives, ClubCorpwill soon be listed on the New YorkStock Exchange, although no tickersymbol has been named. GoldmanSachs, Jefferies and Citi are jointrunners on the IPO. Even so, few inthe investment banking industry havecommented on the logic or wisdombehind KSL’s move, especially at atime when the country club market isseen as oversupplied and cash poor.JuneOn-course retail sales. Taken from June 2013 Retail Market ShareReport compared to June 2012 Retail Market Share Report.Retail Units Sold Avg. PriceYTD YTD YTD0.9%0.7%1.2%0.5%-13.6%-13.3%-11.0%-9.2%4.0%-2.1%-4.4%1.3%-7.2%-15.7%-14.5%-11.6%-4.3%-2.6%-2.6%-1.8%-15.0%-10.5%-11.9%-7.7%-1.5%-5.2%-8.2%-2.0%-7.6%-13.6%-15.9%-13.2%5.5%3.3%3.8%2.4%1.6%-3.1%1.0%-1.6%5.5%3.3%4.2%3.3%0.4%-2.4%1.7%1.9%In fact, ClubCorp posted a loss of$27.3 million in 2012 with revenuesof $535.3 million. For the first quarterof 2013 (the latest data availablebefore the IPO), the year-to-datelosses increased to $10.5 million, butrevenues for the same period grew 3.6percent to $155 million.“If you look at it in the macrosense, and not strictly as a golf orresort deal, it is not unusual fora company to sell a fraction of itsmarket cap to pay off debt,” says UBSinvestment banker John Bloom, whois familiar with ClubCorp but is notassociated with the IPO. “From whatI understand, this could be less than10 percent of the market cap, so assumingit goes as planned, this is arelatively cheap way to finance $100million in debt. If it works out—andI have no information on it eitherway—it appears to be a relativelylow-risk proposition.”Of course, this isn’t the first timea golf course company has venturedinto public finance. In the late 1990s,American Golf created a real estateinvestment trust (REIT) and soldstock for the real estate beneath itsgolf courses. The company then leasedback the operations.ClubCorp’s deal is far more modest.But by dipping a toe into thepublic waters, the company could besignaling a desire to jump all the wayinto the pool.Either way, it could be a positivesign for golf. Joe Guerra, who waspresident of American Golf duringits public offering, says ClubCorp’smove is “good news for the industry”because it signals that there’s more liquidityin the market and that thingsare stabilizing.“I hope they’re very successful withit,” he adds. “And I have no reason tobelieve that they won’t be.”—Steve Eubanks12 GOLFBUSINESS September 2013

Industry PulseJune 2013 Average Rounds Played by Statecontinued from page 13GB How do you prioritize your scheduleon a daily basis?Allen Before people start coming induring a workday, that’s when I try toget all my deskwork done. After that,I’m free to get out from behind the deskand give a little face time, which youcan’t underemphasize.Kerns In the off-season, when snow’son the ground, your day is a little morepredictable—you can get the planneditems taken care of. But, in season, abroken drain may change everythingyou had planned.Baucom I have every day scheduledout when I sit down in the morning andhardly any of them work out that way.But, you still have to come in with aschedule in mind or it would be utterchaos. It’s just that things change prettyquickly. You have to be ready to changewith them.GB What’s one piece of advice you’d offerother operators looking to streamlinetheir schedules?Allen The best way I find to maximizemy time is to make sure I hire a good staffthat can take care of its responsibilities soI don’t have to. The less time I [have to]go around putting out fires created byother people, the more time I can spendtaking care of the responsibilities that Ineed to.Kerns My tip would be to help your staffmaximize its time, and that will help youmaximize yours.Baucom If you havea meeting you think isimportant, keep it—unlesssomething more importantcomes along, that is.—Jeff BarrP. DavidBaucomStateAverage Rounds Average RoundsPlayed 2012 % Change StatePlayed 2013Average RoundsPlayed 2013Average RoundsPlayed 2012% ChangeAlabama 2,178 2,237 -2.6% Nebraska 3,685 3,593 2.6%Arizona 2,243 2,273 -1.3% Nevada 3,323 3,403 -2.4%Arkansas 1,693 1,674 1.1% New Hampshire 4,093 4,197 -2.5%California 4,124 4,203 -1.9% New Jersey 3,045 3,187 -4.5%Colorado 4,000 3,950 1.3% New Mexico 2,690 2,661 1.1%Connecticut 3,475 3,535 -1.7% New York 2,850 2,997 -4.9%Delaware 2,494 2,716 -8.2% North Carolina 2,562 2,820 -9.1%Florida 1,931 1,822 6.0% North Dakota 2,471 2,127 16.2%Georgia 2,594 2,636 -1.6% Ohio 3,699 3,882 -4.7%Hawaii 2,073 1,916 8.2% Oklahoma 3,101 3,001 3.3%Idaho 2,953 2,871 2.9% Oregon 3,289 3,022 8.8%Illinois 3,326 3,671 -9.4% Pennsylvania 3,047 3,282 -7.2%Indiana 2,970 2,968 0.1% Rhode Island 3,426 3,715 -7.8%Iowa 3,340 3,443 -3.0% South Carolina 2,367 2,404 -1.5%Kansas 3,176 3,099 2.5% South Dakota 3,534 3,893 -9.2%Kentucky 2,919 2,890 1.0% Tennessee 2,986 3,212 -7.0%Louisiana 2,159 2,075 4.0% Texas 3,171 3,127 1.4%Maine 2,313 2,089 10.7% Utah 5,149 5,266 -2.2%Maryland 3,372 3,622 -6.9% Vermont 2,515 2,677 -6.1%Massachusetts 3,157 3,270 -3.5% Virginia 2,969 3,079 -3.6%Michigan 3,489 3,628 -3.8% Washington 4,130 3,614 14.3%Minnesota 3,751 3,890 -3.6% West Virginia 1,336 1,475 -9.4%Mississippi 1,771 1,859 -4.7% Wisconsin 3,250 3,424 -5.1%Missouri 3,084 3,197 -3.5% Wyoming 3,242 3,267 -0.8%Montana 3,117 3,038 2.6%June 2013 Year-to-Date Average Rounds Played by StateStateAverage Rounds Average RoundsPlayed 2012 % Change StatePlayed 2013Average RoundsPlayed 2013Average RoundsPlayed 2012% ChangeAlabama 9,964 10,776 -7.5% Nebraska 8,070 10,106 -20.1%Arizona 20,326 21,031 -3.4% Nevada 16,656 16,900 -1.4%Arkansas 6,318 7,400 -14.6% New Hampshire 8,169 9,044 -9.7%California 21,053 21,198 -0.7% New Jersey 8,567 9,872 -13.2%Colorado 9,653 11,558 -16.5% New Mexico 9,903 10,273 -3.6%Connecticut 8,658 9,472 -8.6% New York 6,529 7,508 -13.0%Delaware 9,133 10,697 -14.6% North Carolina 10,682 12,067 -11.5%Florida 18,910 19,042 -0.7% North Dakota 4,006 4,729 -15.3%Georgia 11,508 12,890 -10.7% Ohio 8,898 10,463 -15.0%Hawaii 15,778 15,581 1.3% Oklahoma 11,726 13,315 -11.9%Idaho 8,521 8,478 0.5% Oregon 11,324 10,301 9.9%Illinois 7,385 9,607 -23.1% Pennsylvania 7,946 9,423 -15.7%Indiana 6,944 8,494 -18.2% Rhode Island 9,226 10,039 -8.1%Iowa 6,647 8,776 -24.3% South Carolina 14,343 15,034 -4.6%Kansas 8,493 11,133 -23.7% South Dakota 6,450 9,055 -28.8%Kentucky 8,058 9,298 -13.3% Tennessee 10,475 12,383 -15.4%Louisiana 10,428 11,252 -7.3% Texas 15,227 15,439 -1.4%Maine 4,873 4,725 3.1% Utah 14,639 16,036 -8.7%Maryland 11,116 12,866 -13.6% Vermont 4,684 5,595 -16.3%Massachusetts 8,133 8,835 -7.9% Virginia 10,502 12,044 -12.8%Michigan 7,548 9,088 -16.9% Washington 13,555 12,340 9.8%Minnesota 6,859 10,169 -32.5% West Virginia 4,463 5,815 -23.3%Mississippi 8,248 9,644 -14.5% Wisconsin 6,636 8,580 -22.7%Missouri 8,802 11,119 -20.8% Wyoming 5,896 6,917 -14.8%Montana 6,601 6,558 0.7%All Rounds Played averages are starts per 18 holes. Detailed data provided based on sufficient response. Responses arefrom all participating facilities with 9 holes or more. Data presented was submitted by the 22nd of each month for theprior month’s data. Rounds Played are weighted by facility type.Some rounds played data included in this report have been collected and supplied by NGF and Golf Datatech.Learn more at www.ngcoa.org/benchmark. For more report details, visit www.pgaperformancetrak.GOLFBUSINESS.COM 15

Blast From the PastThe Hype: Available in eight different designs, Divots Sportswear’snew line of vintage logoed T-shirts provides course operators with aunique product that’s customizable and cost-effective.The Skinny: The T-shirts, which feature a distressed feel that harkensback to earlier times, can be ordered easily online. Retail staff simplypicks a design, drops in a logo, and selects shirt colors.Tech Specs:100 percent cottonIn-house silk-screening10-day turnaroundMSRP: $25Margins: KeystoneColors: Available in 13 different colors, including white, heather grey,red and turquoise. Divots production team chooses the ideal inkcolor for each garment, typically antique cream or vintage blue.Contact: (800) 847-3467; www.divots.comHill HuggerThe Hype: Jacobsen’s newest mower has the power and performance to climbhills and glide over contours with ease, leaving a beautiful finish every time.The Skinny: The new Jacobsen AR522 contour rotary was specifically designedto maintain the challenging terrain of rough areas.Tech Specs:Five fully-floating, 22-inch decksExclusive downdraft blade for mulchingSureTrac four-wheel driveMaintenance-free parking brakesMSRP: Contact local Jacobsen dealerROI: Cannot directly measureModels: Comes standard with a Kubota dieselengine and SureTrac four-wheel driveContact: (800) 848-1636; www.jacobsen.comGOLFBUSINESS.COM 17

RORY McILROYNike Golf Staff AthleteVR_S COVERT NIKE LUNAR CONTROL MEN’S SPORT VINTAGE STRIPE 20XI · X & 20XIPOLOGOLFBUSINESS.COM 19

AccelerateA WinningFormulaLed by Kevin Lavertu, Gates FourGolf CLub is undergoinga facility-wide transformationKBy David Gouldevin Lavertu arrived at Gates Four Golf Club as its newgeneral manager the very day the golf course shutdown for six months of renovation. Major work was neededon the club’s 1967 Willard Byrd design, and Lavertu was agood choice to shepherd it.Digging began in mid-autumn of 2010 on the Fayetteville,North Carolina, course and proceeded more or lessas planned. This was a full-scale reconstruction job by thehighly regarded Kris Spence, who “rebuilt the greens fromscratch with all new drainage and crunch gravel,” as Lavertunotes. Grow-in seemingly went fine, but the summer of2011 strained the course’s new A-1 and A-4 bentgrass, someof which got cooked and had to be replanted.For obvious reasons, this proved stressful for Lavertu.He had been expecting to dangle perfect golf conditionsin front of the many would-be members and daily-feegolfers his employers were eager to attract. The Riddle20 GOLFBUSINESS September 2013Kevin Lavertu is involvedin all aspects of the turnaroundat Gates Four.family, which owns Gates Four, has extensive holdings incommercial real estate, but this is their one golf property,so they hold a special affection for it. “It was a huge set-continued on page 22© 2013 Photo by Kindra Weston

GREAT HIRES DRIVEGOLF BUSINESSMaking great hires is easier with graduates from Golf Academy of America.Their real-world preparation makes them job-ready in golf operations,retail, golf marketing and more.With five campus locations and students from around the world, we canhelp you find your next great hire from our 12,000+ Golf Academy of Americagraduates!1-800-342-7342 | www.golfacademy.eduSAN DIEGO | PHOENIX | MYRTLE BEACH | ORLANDO | DALLASFor information about graduation rates, median debt of students who completed our programs, and other important information, visit www.golfacademy.edu/consumerinfoGOLFBUSINESS.COM 21

continued from page 20back,” says Lavertu of the turf damage that prompted theensuing round of repairs.Fortunately, the 33-year-old general manager has a skillthat most young golf managers will one day need to demonstrate—facilityturnarounds. A New England native, Lavertureceived multiple degrees from Methodist University, whichis located across town from Gates Four, including bachelor’sdegrees in both business administration and marketing, plushis concentration in Professional Golf Management. Of allthe PGM programs in the United States, the one at Methodistis considered most dedicated to teaching its studentsagronomy. As such, Lavertu can operate any piece of equipmentin the maintenance barn, if necessity warrants it.To be fair, Gates Four is trying to pull off a tightrope act.The aim is to enhance its residential appeal while openingits golf and club facilities to public play, at least temporarily.When the legacy members voiced dismay at the new opendoorpolicy, Lavertu would come back to them with simplearithmetic. “We were at 50 full golf memberships when wedid our renovation,” he says.By welcoming walk-up play, Gates Four essentially subsidizesits members’ costs, which are $195 per month, and avoidsassessments. “They understand the situation,” Lavertu affirms.In addition to allowing daily-fee play, Lavertu has repricedthe club’s social membership and introduced a newMaking Micro-Markets MatterThe real estate exploits of the Riddle family in Fayetteville, North Carolina,parallel the expansion of the military’s footprint there, which centerson famed Fort Bragg. J.P. Riddle initiated the family’s activities sixdecades ago, and his children now own the Gates Four developmentthat he built. The elder Riddle got started building homes and marketingthem to service personnel as well as civilian workers from varioussupport industries.It was excellent foresight, given the current economic impact of FortBragg and Pope Air Force Base, which pump approximately $4.5 billion peryear into the region’s economy. And, unlike other areas, budget realignmentwithin the Department of Defense is actually working to Fayetteville’sbenefit, according to Gates Four general manager Kevin Lavertu.“Certain functions and activities located at bases that have beenclosed are now relocated to Fort Bragg,” he explains. “Even the big-budgetsequester has helped this area, from what I’ve been told.”The Riddle patriarch’s gated property is Fayetteville’s oldest, althoughcompetitors have emerged. From the beginning, Gates Four made an outreachto a cross-section of potential real estate buyers through its multipleprice points. Most indicators point to a continued flow of population andinvestment into the area. Then it’s a matter of making the old golf-andreal-estateformula work in a post-boomer environment in which cautionguards the family budget. —D.G.category—the sports membership—that has proven an attractiveproposition to the 51 new dues-payers under thatdesignation. The draw for a sports member at Gates Fourincludes new tennis courts and an innovative, 10-acre recreationarea known as Rockfish Park that was built as part ofthe $2 million facility-wide upgrade and renovation.“Clubs have to be more relevant to more people,” Lavertusays. “We have to cater to golfers and non-golfers.” Still onthe wish list is a modern fitness facility, which would completethe menu of offerings.What Lavertu has embarked on is club management withinthe golf-community context. And yes, the golf experienceis being used to attract buyers. There are 700 existing homeownersand 300 undeveloped homesites inside the neighborhood,all of which are owned by Joe Riddle, the property’smanaging partner, and his two siblings. Some 350 people whohold memberships are community residents. “That’s a 50 percentabsorption rate,” says Lavertu, using developer parlance.“Then we’ve got about 150 members who live outside the gates.”Admittedly, Gates Four is still struggling to boost itsrounds played numbers, which are at approximately 11,000annually. “We have availability,” Lavertu says dryly. “Thatlevel of play is not enough to keep the course at the conditioningand service standard we’ve established for it.”In the near term, Lavertu has established a goal of 20,000annual rounds, some of which will be generated bygroup outings, an area in which Gates Four haslately been making progress. Through June, thetally for outside tournament rounds was up bymore than 2,000 players versus 2012 numbers. Alook at second-half bookings suggests a continuationof that up-tempo pace through season’s end.“We did a 200-player event at the end of June witha morning and afternoon shotgun,” Lavertu reports.A new, 3,600-square-foot golf pavilion—another partof the capital campaign—gives Lavertu and his teama fine bonus amenity to help attract outing groups.Meanwhile, Lavertu is recruiting members tohelp fuel even greater gains. In the first membernewsletter of the 2013 season, he reminded oneand all that a $100 gift card redeemable at theclub—even for dues—would go to any memberwhose referral brings in a new member. The nextphases of Gate Four’s turnaround are likely to focuson activities, gatherings and special events.“Making a club really work is all about programmingand understanding the demographics,”Lavertu says. “You keep at it until you find theright formula.”David Gould is a Connecticut-based freelance writer and frequentcontributor to Golf Business.22 GOLFBUSINESS September 2013

One of every threeoperators of privately-run golf courses in America feelsNGCOA membership matters to their success.Here’s Why It Should Matter To YouA National Voice:The NGCOA works tirelessly toensure its members are heardon the national level.A Powerful Ally:The NGCOA advocates forall golf course owners,regardless of location or size.AnIntimateCommunity:The NGCOA’sreach is wide, but itsmembers remain aclose-knit group ofindustry veteransand newcomers.MembershipMattersAnAuthoritativeResource:The NGCOA is thedefinitive source ofinformation forowner-operators.Learn why membership matters and put the power of the NGCOA to work for your business.www.ngcoa.org/membershipmattersGOLFBUSINESS.COM 23

For Mark Luthman, datais simply a starting pointfor meeting customerexpectations.veryone who has traveled to play golf has experiencedthe nice surprises that accompany the game—full-length mahogany lockers, custom-labeled waterbottles, and starters who hand out iced towels on thefirst tee. Most golfers acknowledge these accoutrements by sayingthings like, “Wow, that’s a really nice touch.”At Cassique on Kiawah Island, South Carolina, for example,range balls are packaged in antique-leather feedbags, a rich,26 GOLFBUSINESS September 2013masculine feature that brings a smile to the face of anyone whosees them for the first time. Then there’s the Dormie Club inPinehurst, North Carolina, where the bag stands are driftwoodtripods laced together with leather straps—rustic and raw, andthe perfect fit for the club’s Old South motif. East Lake Golf Clubin Atlanta, Georgia, makes fresh-squeezed lemonade with rawcane sugar every day, and Pebble Beach streams live video of thecourse so your friends around the world can watch you play.© 2013 Photography by Ken West

GOLFBUSINESS.COM 27 27

“THE KEY IS TOUNDERSTAND THEPERSPECTIVESEVERYONE ISBRINGING TO THECONVERSATION,AND THENTO LISTEN.”Bill O’Brien believes thekey to getting good customerfeedback is havingthe courage to ask for it.Indeed, these add-ons give golfers a warm, welcome feeling and providesomething to talk about once they get home. But do they move the businessneedle? Is one more dollar of revenue added because of these niceties? Those arefar more difficult questions to answer.sk most operatorsto quantifythe bottom-lineeffect of thingslike cotton hand towels inthe restrooms or a golf staffadorned in tartan knickersand you’ll hear a lot of claptrapabout setting a tone orcrafting an overall experience.Almost no one canput a number on how manygreen fees are sold or howmany members are retainedas a result of these items,and most operators haveno real idea if the customerwants these niceties or not.However, if a course’s greensare in bad shape or the bunkersare unkempt, customerswill let you know about itand the bottom line will takean immediate hit.“Course conditioning is alwaysa top priority,” says TimDunlap, a senior manager atSequoia Golf Holdings. “Otherthings might slip in and outof the top spot in surveys andmember focus groups, but conditioningis a constant. Andif the condition of the golfcourse slips, you will almost alwayssee a corresponding dropin rounds and revenues.”Every operator wantsto reasonably provide thecustomers with what theywant—great golf, great serviceand a great value. Afterall, happy customers are repeatcustomers. The trick isidentifying what those customersactually want relativeto what they think they want,or in some instances, whatthey say they want.For example, every golfer will list“speed of play” near the top of a genericpriority list. But at courses along the28 GOLFBUSINESS September 2013

Monterey Peninsula in California, golfersrarely complain about a round takingtoo long. Apparently, a vacationerplaying at one of the most beautifulplaces on Earth is in no rush to finish.If operators along the northern Californiacoast believed the national surveyresults, they would bring in armies ofcourse marshals and institute “timepars” and other measures to make sureplay kept moving.In reality, such practices would drivecustomers away. No one, it seems, isanxious to leave places like Spyglass,Pebble Beach or Black Horse and Bayonetin Monterey. While those coursesdo have marshals to nudge golfersalong, it isn’t because the players themselvesfeel their experience is devaluedbecause of slow play. Most could standon No. 7 and No. 8 at Pebble Beach forhours with no complaint.“While it’s true that keeping upwith national statistics is importantin terms of understanding trends inthe industry, decisions should be madebased on local information gatheredfrom the people who actually play thegolf course,” says Mark Luthman, executivevice president and chief operatingofficer of Touchstone Golf, a SanFrancisco-based golf management andconsulting firm. “That’s why at our facilitieswe believe in using the nationalstatistics and national survey results asa guide. They only set parameters forconversations that we must have withour target customers.”Touchstone manages and consultsfor a wide range of facilities acrossthe country, from municipal coursesto high-end private clubs and resorts.Given the diversity of the company’sportfolio, Luthman has a unique understandingof the challenges that comewith different customer bases.“To find what your customer reallywants, you have to first identifywho your customer is,” he says. “In aprivate club setting, that’s a lot easierbecause you have a roster of membersand you know what group or groups aremost actively engaged, so you can meetwith them and get input. At a publicor municipal facility, there’s more of achallenge in that you have a lot of competingconstituencies that often wantdifferent things.”REMAINING FOCUSEDLuthman has found that the key tobeing as responsive as possible to customersis to meet with them and open anongoing dialogue. “An operator might notbe able to accommodate every request,but sometimes just having a conversationis all the customer needs,” he adds.CUSTOMER FOCUS GROUPS ARE CRUCIAL, not just for the feedback that owners get,but for the dynamic they offer. For example, if a customer or group of customerscomplains chronically about the condition of the bunkers, the owner can, in a focusgroup setting, acknowledge that he or she is aware of the problem and explain theeconomics of why the situation will likely remain unchanged for the coming season.Here are the keys to holding an effective and productive focus group:MIX IN A FEW CRANKS WITH RESPECTED AND REASONABLE CUSTOMERS.1 “Sometimes, a local judge or highly-respected businessman in town will hearthe slings and arrows coming my way and say things in my defense that I might notbe able to say or might not want to say,” explains Henry DeLozier, a principal withGlobal Golf Advisors. “If a third party is saying it, it comes off differently than if theowner is defending himself.”Word also spreads that the owner didn’t run away from criticism and wasn’t blindto the problems that exist. Fair-minded people will share a fair-minded businessmessage if the owner presents it to them face-to-face.HOLD MEETINGS FREQUENTLY, BUT ON THE OWNER’S SCHEDULE. One focus2 group every two or three years is a waste of everyone’s time. Not only is notenough data gained from a one-off session, the customer feels used if his or herideas aren’t implemented and no one he or she knows is ever invited back. “Theowner has to be available on the customer’s [or member’s] schedule,” Deloziernotes. “Sunday at 10 a.m., while the [member] is having brunch with his family is notthat time, but that time has to exist.”BE PREPARED TO HEAR THAT YOUR CUSTOMERS DON’T SHARE YOUR TASTES.3 Some of the things that course owners take for granted as being important arevirtually meaningless to customers. For instance, an owner might learn that the matchingstaff uniforms look nice, but the customer would much rather that money go to anadditional water cooler on the back nine or some hedge-trimming in the parking lot.PRESENT A WRITTEN AGENDA AHEAD OF THE FOCUS GROUP AND SOLICIT4 FEEDBACK before the meeting begins. Many times what an owner thinks isimportant is not what the group wants to discuss. Negotiating agenda items beforethe meeting ensures time can be used efficiently during that meeting and that customers’concerns are addressed.DEVELOP A POST-MEETING ACTION PLAN TO SHARE WITH PARTICIPANTS. Many5 of the items brought up in a focus group cannot be addressed in the shortterm. But customers need to know that something is going to eventually happenor they need to know the reasons why an owner cannot take care of a problem.Providing a written after-meeting report that specifies when certain actions will takeplace creates a wealth of goodwill and customer loyalty. —S.E.GOLFBUSINESS.COM 29

As low-tech as that sounds, mostindustry experts agree that one-on-oneinteraction with the golfer on the frontline is, by far, the best way to measurecustomer needs.“Without meaning to be a smart aleck,the answer to the question, ‘Howdoes an owner know what the customerwants?’ is simple: You ask them,” saysHenry DeLozier, a principal with Arizona-basedGlobal Golf Advisors. “Unfortunately,most golf course ownersare reluctant to engage their customers,something I believe is borne of thefact that they hear more than their fairshare of criticism and complaints, sothere’s a tendency to disengage.”“YOUR BESTINFORMATIONALWAYS COMESFROM TALKING TOTHE INDIVIDUALGOLFER, BE ITON THE FIRSTTEE OR IN THECLUBHOUSEAFTER A ROUND.”Mike Nass has found the bestcustomer insights come fromone-on-one conversations.t’s an understandable human reaction.No one enjoys being criticized,especially by individualsor groups who complain abouteverything. But many owners and operatorswon’t admit their aversion tocustomer feedback, even to themselves.Instead, they become tethered to surveyor e-mail data, convinced that thesterile numbers are more complete andtelling than talking to a few dozen peoplehere or there.“We’ve found that e-mail andsurveys are good, but not always reliable,”says Mike Nass, executive directorof Cantigny Golf at CantignyPark, a 27-hole facility in Wheaton,Illinois, that’s part of the Robert R.McCormick Foundation. “It isn’t thatyou don’t get good information frome-mail or surveys; it’s that you tend toget responses on the margins that arenot reflective of the majority of yourcustomers. Your best information alwayscomes from talking to the individualgolfer, be it on the first tee orin the clubhouse after a round or justdriving around the course and listeningto what they have to say.”Survey and e-mail information canalso be notoriously outdated and biased.One operator who used e-mailcustomer communication on a regularbasis recently examined his listand discovered that more than halfthe e-mail addresses were outdated.What’s more, operators have noidea what factors might bias the surveydata. As much as everyone wouldlike to believe that opinions are notbased on how a golfer plays, respondentsare human beings. If you ask aman what he thinks of a course wherehe just played 10 shots worse than hishandicap, he’s likely to pick every nithe can find. Ask the same man thesame question after he has playedwell and beaten his buddies, and theanswers will be much different.“No matter what market we’re talkingabout, we have never heard anyonesay, ‘Your golf course is too easy,’” Luthmansays. “No one says, ‘Hey, youneed to grow the rough higher andharden up the greens.’ Golf is hard30 GOLFBUSINESS September 2013

Runs in:Jan, May, Sepenough, and people want to enjoythemselves and at least have a chanceof shooting a good score. That is universal,no matter what kind of facilityor customer you’re dealing with.”In many cases, a survey respondentwill be biased due to the time that haselapsed between filling out the surveyand when he or she played. For instance,if the respondent has playedtwo rounds at another course since visitingyour facility, the survey answerswill reflect feelings from the most recentrounds as much as the feelingsexperienced at your facility. The dataisn’t worthless, but it is skewed.External forces also impact the validityof formal surveys. As much asoperators live and breathe the game,golf is not the No. 1 priority for mostgolfers. Outside factors—work, kids,the news of the day—certainly influencehow a customer responds. Theonly way to qualify those responses isby speaking to the person face-to-faceand sorting through what prejudiceshe or she brings to the table.“A golfer will always be influencedby what he sees away from your facility,”says Bill O’Brien, general managerat Maderas Golf Club in San Diego, oneof the top-ranked clubs in the Bay area.“But that’s also true of a professionalstaff. Our guys might play somewhereelse or see another facility and thinkthat having greens that run 10.5 [feeton the Stimpmeter] are too slow, butwhen we talk to our golfers we find outthat they’re quite satisfied with thatspeed. So, the key is to understand theperspectives everyone is bringing tothe conversation, and then to listen.”One discussion here and therewon’t yield much usable data, whichis why a lot of owners fall back on surveysand e-mails. It seems the logicalway to gain feedback from a largenumber of customers. No doubt, it’sharder to hold a series of membermeetings or customer focus groups(see sidebar on conducting an effectivefocus group) than it is to sendout an e-blast. Along the same lines,having the owner walk up and downthe tee of his driving range solicitingcommentary can seem tedious. Butthe information gained and the linesof communication that are openedthrough regular meetings far exceedanything that can be gleaned from acustomer survey.“We believe in holding as manyfocus groups as are needed at a facilityand doing so as frequently as required,”Luthman notes. “The key isto get all the important constituenciestogether—men’s and women’sassociations, senior groups, [and thelike]—so there can be a free exchangeof opinions and ideas.”Granted, the sample size of peopleany owner can meet will be relativelysmall, but that sample can and shouldgrow over time. Eventually, the meetingswill become more useful as theowner becomes more proficient atconducting them.“Obviously, you have to enter themeeting with an agenda,” Luthmansays. “Otherwise, they can veer offtopic and become gab sessions. Sometimesthat’s good, but a good managerhas to be able to steer the discussionback to topics where the most usefulinformation can be gained.”Even so, the best informationsometimes comes from the most casualconversations. “Nothing beatsriding out on the course and simplyasking, ‘How are things going?’”O’Brien says. “A lot of times the discussionwill be about how the golferis playing, but sometimes it will beabout the course or the operation orsome other tidbit that you can useto make your facility better. You justhave to have thecourage to ask.”Steve Eubanks is an Atlantabasedfreelance writer andformer golf course owner.WebVideoLearn more aboutMARK LUTHMANand his take on theindustry atCall us today for aFREE quote or catalog!Phone: 1-800-562-5377Fax: 1-800-562-5399GOLFBUSINESS.COM 31

32 GOLFBUSINESS September 2013

in a proactive and disciplined way.If your customer experience strategyis your game plan, then thegovernance discipline suppliesyour referees and your rulebook.It does this through amix of assigning responsibilitiesand changing businessprocesses.The governance practiceis essential because it holdspeople accountable fortheir role in the customerexperience ecosystem andhelps keep bad experiencesfrom getting out thedoor. It also gives a boostto initiatives that improvecustomer experience.Processes help forcecustomer experience concernsinto the mix whenmaking day-to-day businessdecisions. For example,Canada Post requiresall funding requests fromany department to answer10 customer-focused questionsin the business case.This ensures that all leadersthink not just about how theirprojects will affect the bottomline, but also about how they’llimpact the customer experience.CULTUREThe culture discipline consistsof practices that create 6a system of shared values and behaviorsthat focus employees on deliveringa great customer experience.You might think of it as the way youshape what your employees do whenyou’re not in the room.The culture discipline is perhapsthe most powerful of all the disciplinesbecause it embeds practicesfrom the other five disciplines intoemployee DNA. Companies like Disney,Zappos, Southwest Airlines,Ritz-Carlton and FedEx all point toGOLFBUSINESS.COM 35

their customer-centric cultures as keyto their success. That’s because thisdiscipline turns customer experienceexcellence into a habit and makes futurechange easier by creating an ecosystemthat’s receptive to customerexperience improvement efforts.This is the age of the customer.You’re not going to succeed throughmanufacturing strength, distributionpower or information mastery—thosehave all been commoditized.If you want to succeed, youhave to roll up your sleeves and dothe work of building competence inthese six disciplines. That may scareyou. But what should scare you moreis the thought of becoming irrelevantto your customers, which is what willhappen if you don’t take action.Harley Manning and Kerry Bodine are coauthorsof “Outside In: The Power of Putting Customersat the Center of Your Business.” Harley launchedthe customer experience practice at Forrester Researchand has led it for 14 years. He is currentlya vice president and research director. Kerry is avice president and principal analyst at ForresterResearch and the creative force behind the customerexperience ecosystem, a framework thathelps companies diagnose and fix customer problemsat their roots.36 GOLFBUSINESS September 2013

GOLFBUSINESS.COM 37

“ The most significantaddition to our golf coursein the last five years.”— Chris Cupit, Owner,Rivermont Golf & Country ClubThe Just OneTMGolf Game Systemdrives more rounds, more revenueand repeat play.• The first on-course system that increasesrounds, revenue and player retention byenhancing the experience for all golfers.• Delivers state-of-the-art data capturingcapabilities.• Delivers PGA Tour Excitement to the everydayround of golf.• Allows all players to test their skills ona qualifying par 3 with two games (Hole InOne & Flagstick) that could pay as much as$100,000 in cash and $70 in pro-shop credit!Going to $1 million and $500 pro-shopcredit soon.www.justonegolf.comThe Just One TeeoskTwitter:@justonegolfJust One GoIf491 Northpoint ParkwayWest Pa1m Beach, F1orida 33407855-JUST-111 (587-8111)Facebook:/ittakesjustone38 GOLFBUSINESS September 2013

© 2013 Illustration by Phil Wrigglesworthor public golf facilities, it’s a diffi-but all-too-familiar situation.FcultAs merchandise sales get squeezedthanks to Golfsmith, Golf Galaxy,Dick’s and other sports-focused retailbehemoths, course operators reducecosts by scaling back not only theirmerchandise offerings but also thevisual elements of the shop. What’smore, many pro shops “now look somuch like the interior of the big-boxstores, with lots of brushed metal andstark elements, [that] you can walkall the way through the golf shop andliterally nothing catches your eye,”says Robert Falkiner, head golf professionalat Traditions at Chevy ChaseGolf Club in Wheeling, Illinois.GOLFBUSINESS.COM 39GOLFBUSINESS.COM 39

Unfortunately, these responsesto strong retail competition actuallycreate a vicious cycle. Hunkeringdown with fewer items and/orcopying the look of the large retailersmakes it even harder for facilitiesto stand out in customers’ minds anddoes nothing to stem dwindling merchandisesales. Instead, public courses—whichlack the institutional customerloyalty that most private clubscommand from members—mustoffer a pro shop experience that’suniquely appealing, in more waysthan one.To build a consistent brand incustomers’ minds, retail managersshould craft a pro shop with alook and feel that matches the qualityof the golf course and other facilityamenities. This doesn’t mean,however, that all elements of thepro shop must focus on golf. Forinstance, Falkiner features severalsmall antiques of local origin, as wellas a variety of mounted birds (quail,pheasant, ducks), that were caughtin the area at Traditions at ChevyChase. “These things keep peoplelingering a bit longer in different areas,and they remember more aboutthe shop afterwards,” he notes.What’s more, soliciting such itemson a loaner basis from customerscan build a pipeline for new visualelements that keep the retail experiencefresh, even for regular players.The pro shop at Duke UniversityGolf Club in Durham, North Carolina,also delivers an experience that highlightsinterests outside of golf. “We’lldo displays that focus on the othersports taking place on campus,” saysJessica Stewart, head professionaland 2012 Carolinas PGA Merchandiserof the Year. Accordingly, golferswill see everything from lacrossesticks and helmets to football andsoccer jerseys to game-used basketballsand even a piece of CameronIndoor Stadium’s wooden playingfloor. Each display is bolstered withnew items when that sport comesinto season, while a huge stuffed BlueDevil stands in a far corner to capturethe attention of children.“Tweaking these elements everyso often makes the shop feel currentand vibrant,” Stewart adds. “Peoplefeel like they’re welcome to browse,40 GOLFBUSINESS September 2013

Approach Shots© 2013 Photo by James RobinsonA woman’s TouchWith women in two high-profilepositions, Hunters Run is forgingahead in the tight florida marketIBy Kyle DarbysonDynamic duo: The team ofMary Watkins (r) and AmyFlowers has operationshumming at Hunters Run.n some respects, Hunters Run Golf and Racquet Club inBoyton Beach, Florida, just might be one of the mostprogressive facilities in the country. It’s not the state-ofthe-artfitness center or grandiose clubhouse that set theclub apart; instead, it’s the stationary. More specifically,it’s two of the names that can be found on the privateclub’s letterhead. One look there shows the chief operatingofficer as Mary Watkins, while the superintendent islisted as Amy Flowers.Two women in two of the highest-profile positions atthe same facility. In the male-dominated golf industry,that fact alone separates Hunters Run from the vast majorityof clubs nationwide. But to the women who holdthose titles, it’s no big deal. “It doesn’t matter if you’re aman or a woman, as long as you get the job done,” Watkinssays.Getting the job done is something that Watkins andFlowers have performed well at Hunters Run, where Watkinsis charged with overseeing day-to-day operations ofthree 18-hole golf courses, 20-plus tennis courts and a115,000-square-foot clubhouse while also answering tothe 1,650 families who comprise its membership. Together,their efficient, pragmatic approach to business hasrighted the proverbial ship and has it sailing smoothly inthe turbulent waters of Florida’s post-recession privateclub marketplace.For proof, you need look no further than the club’sroster. Watkins, a New York native who served as controllerfor a private club in Tamarack, Florida, before beingnamed COO of Hunters Run 15 years ago, has workedtirelessly to grow membership. One of her most produc-© 2013 Photo by Katrina Elena42 GOLFBUSINESS September 2013

tive efforts was an aggressive e-mail campaign that targetedgolfers in 14 key states. Watkins partnered with amarketing company that specializes in geo-targeted e-mail blasts, then pinpointed affluent zip codes to directHunters Run’s mailings. “We targeted golfers within a specificeconomic bracket,” Watkins notes.The communication invited prospects to live at theclub for a weekend and get a taste for the golf, tennis andfine dining that are hallmarks of the Hunters Run lifestyle.Over the past year-and-a-half, these efforts have enticed50 couples to tour the facility. And of those 50, 13 havejoined Hunters Run as full members.While Watkins concentrates on growing membershipand ensuring the entire operation runs smoothly, Flowersfocuses on the upkeep of the club’s three courses. It’s anatural fit for the Ohio native, who grew up a superintendent’sdaughter and graduated from Ohio State’s turfgrassmanagement program. “I was one of about three girls outof 80 in the class,” she remembers.A year spent working at Augusta National followed,then Flowers moved on and eventually found her way toHunters Run as an assistant in February 2004. When theclub’s superintendent left suddenly just over a year later,Watkins turned to Flowers. “I did look around [at othercandidates], but Amy was just so qualified,”Watkins says. “It was really a no-brainer.”Since taking the reins as superintendent, Flowershas, in Watkins’ words, “done a remarkable jobreally raising the bar on all aspects of the maintenancedepartment.” Her first order of businesswas to boost employee morale and train her staffto take more pride in the condition of the course.“I really wanted everyone to focus on thesmall details that might have been lacking,”Flowers notes. “It’s about getting the staff tosee things the way I do so [we] can provide themembership with the best playing conditionsday in and day out.”The members have been thrilled with the efforts,both on the course and throughout theclub. In fact, the enhancements—coupled withWatkins’ diplomatic management style—havehelped bolster a relationship between club officialsand the greens committee that was, attimes, contentious. “I make sure everyone onthe committee feels like their voices are beingheard,” Watkins says. “We’re a team with thesame goal in mind.”That’s not just lip service, either. For instance,after female committee members voicedtheir concerns over the tee set up on one hole,the duo jumped into action.“The disparity between the white tee and the old greentee was almost 100 yards,” Watkins explains. “The greentee player had too much of an advantage.” In response,she charged Flowers with building forward tees, all on aconstruction budget of just under $12,000. Once completed,the new tees promise to level the playing field for thehighly competitive lady members.It’s this same spirit of cooperation that has allowed Watkinsand Flowers to flourish in their respective roles. “A lotof managers claim to have ‘open doors,’ but with Mary, I’venever felt more part of a team,” Flowers explains.Watkins extends this open-door policy to the club’smembers and marvels at the impact this open line of communicationhas had. “The synergy developed over theyears gives our members a high level of confidence andsatisfaction,” she says.Despite working in a business where women sometimesstruggle to have their voices heard, Watkins and Flowersseem to thrive. Neither have experienced any pushback frommen, nor have they ever felt like their gender is an issue.“We’re both strong, confident women,” Watkins says. “I thinkthat helps us get our points across without any trouble.”Kyle Darbyson is a Vancouver-based freelance writer.Forward ThinkingWHETHER IT WAS INTENTIONAL OR NOT, when Mary Watkins and Amy Flowersworked with their greens committee to build forward tees at Hunters RunGolf and Racquet Club in Boyton Beach, Florida, they joined more than3,300 courses nationwide that currently participate in the Tee It Forwardprogram. The initiative, whose origin can be traced to a 2011 manifestowritten by Adams Golf founder Barney Adams that decried the excessivelength of modern courses, is an industry-wide effort that encourages golfersto play from the set of tees best suited to their abilities.“The goal is to encourage and welcome golfers to play better, hopefullyplay faster, and to have more fun,” says Le Ann Finger, national promotionsspecialist for the PGA of America. From the forward tees, golfers are ableto hit more lofted clubs into the greens, which increases their chances ofscoring better and speeds their pace of play.Officials at Turtle Run Golf Club, located two hours south of Chicago,have taken the charge to heart by building new tees on 10 of 18 holes toencourage participation by beginner golfers. Head professional AJ Shannonsays the program was a perfect fit for his facility, whose customersaverage age ranges from 55 to 65.Statistics suggest the program is gaining acceptance. According toFinger, 56 percent of golfers say they plan to play more golf as a result ofTee It Forward because “they now feel like they have ‘permission’ to play adifferent tee area.”Finger points to one more statistic that sums up the program’s success—perhaps the most important. “More than 85 percent of people surveyedsaid the program has made the game more fun,” she notes. —K.D.GOLFBUSINESS.COM 43

Mother Nature Creates the Canvas,GCSAA Members Help to Makeit a Work of ArtGCSAA members have been managing golf’s masterpiecesfor more than 85 years. Make sure your most valuable asset isunder the watchful eye of a GCSAA member, bringing a focuson enjoyment for the golfer, profi tability for your facility andresponsible stewardship of the environment.To learn more about GCSAA members and whatthey can do for your facility, visit www.gcsaa.org.

UPselling can dramaticallyincreasebusiness revenuesommunityIDEAS, INSIGHTS[ & OPPORTUNITIES ]The Push For ProfitsIt’s a simple fact of business that your cash registermust ring more often if you want to survive andthrive. But just how do you go about generating moresales among wary customers?Experts say one of the most powerful techniques is“upselling,” which is the promotion of better-quality,higher-priced merchandise that more closely meetscustomer needs. In fact, retailers commonly enjoy salesincreases of 20 percent or more when they upsell theircurrent customers.Upselling is even more powerful when combinedwith “cross-selling.” That’s the promotion of add-oncontinued on page 46GOLFBUSINESS.COM 45

Communitycontinued from page 45items that enhance the value of the customer’sinitial purchase.Here are some tips for upselling andcross-selling success:Greet customers quickly andenthusiastically. Upselling starts theminute a customer walks into your store.Address the individual in a way thatcreates a personal bond and, in turn,leads to more buying. The actual wordsmatter less than the spirit behind them.Both your voice and your body languageshould communicate to the customersthat you’re glad they are there.If you’re not currently serving someoneelse when a new customer arrives,follow your greeting with a cheerfulquestion that includes sales information.Here’s one example: “Are you heretoday for [a featured item] or the specialwe have on [a merchandise category]?”This communicates new information andallows the customer to respond with adirect statement of current need.Identify needs. After greeting thecustomer, determine his or her realneeds—springboards to success that aremore important than your store’smerchandise and service. The value ofthose latter factors lies not in theirfeatures but in their use by a customer.Suppose the customer, in responseto your greeting, indicates an interestRECOVERING FROM REJECTIONRETAILING IS FRAUGHT WITH CUSTOMER REJECTION. Nowonder sales people get discouraged, neglecting togreet arriving customers and forgetting to suggest betterqualitymerchandise.“The one thing that holds back sales people is an inabilityto manage rejection,” says Dr. Wolf J. Rinke, a managementconsultant based in Clarksville, Maryland. “The salesperson who personalizes rejection has difficulty approachingthe next customer.”Solution? Try reframing your mission from selling merchandiseto meeting customer needs. “Then you’ll always be successful,”Dr. Rinke notes. “You’ll no longer experience thoseterrible ups and downs.” —P.P.in a certain item. Remind yourself thatthe real topic isn’t that merchandise, butthe related underlying customer need.Respond with a question that will helpuncover that need. Here’s one example:“Let me ask you: What was the last [xyz]you purchased? What was the reason whyyou bought that particular [xyz]?”Perhaps the customer will respondwith a statement of how the merchandisewas used. That customer activity,in turn, will suggest the real use of themerchandise. You can then consider howvarious related items of merchandisewill satisfy that need.The customer might also respond toyour question with a statement such as,“It was the highest-quality available at thetime” or “It was the least expensive one Icould find.” Either answer gives you a clueto the customer’s current needs.If the customer selects a lower-costitem, acknowledge the value of the itemand its attractive price tag. But also go onto emphasize how a higher-priced, betterqualityitem will satisfy the customer’sneeds better by lasting longer, being easierto use, or performing at a higher level.Cross-sell. Any item you suggest incross-selling should make it easier for thecustomer to enjoy the first productselected. You can promote related itemswith a statement such as: “One thingmost people often getis a [related item],since it helps them[describe the activity].”This emphasizes thebenefit of the add-onitem, and it implies athird-party endorsementthat you lack ifyou simply say, “Isuggest you also buy[the related item].”Promote theadd-on by askingquestions about howthe customer will be using the first item,then show how the additional item willmake the experience better. Remember,though, that the best add-on item practicallysells itself. Its benefit will be obviousin its description.Train your staff. Many sales peopleresist upselling because they think it’stoo “pushy.” It’s important to explainthat you’re not asking them to “make”the customer buy something. Instead,you’re asking them to help customersget more bang for the buck spent onmerchandise and services. Customers, inturn, will be pleased with the greatervalue received.The most effective way to train yourstaff is to lead by example. Employeestake their cue from managers, so if you’renot a role model, there’s an obviousdisconnect. The manager needs to be thebest of the best. That means knowingmerchandise on the shelves and engagingwell with customers.Follow through. How well are youdoing on your campaign to upgradeyour sales skills? To find out, surveyyour customers several times a year.Ask them what they like and don’t likeabout your merchandise and services.What can you do to make their storeexperience more satisfying?At the same time, solicit employeefeedback on new ways to engagecustomers and communicate your coregoal to serve their needs and exceedtheir expectations. Encourage yourstaff to speak up and criticize if theysee a policy is hurting sales. In the end,a concentrated campaign to train employeesand solicit customer feedbackwill result in greater revenue.Selling—even the art of upselling andcross-selling—isn’t rocket science, but itdoes require work. The results, however,will be well worth the effort.—By Phil Perry, a New York City-based syndicated writer46 GOLFBUSINESS September 2013

Walk This Wayhen Tom Coffman, an avid runnerWand general manager at ForestGreens Golf Club in Triangle, Virginia,sat down to read an issue of Runner’sWorld last fall, he had no idea it wouldprovide inspiration for a youth fitnessgolf program. But that’s exactly whatthe publication did, and now juniors atForest Greens are reaping the benefits.After reading about a program inCalifornia that encourages studentsto run 100 miles during a school year,Coffman decided to create the 99Hole Golf Club Challenge, a summerinitiative in which juniors age 18 andunder walk 99 holes of golf from Juneto August (roughly nine holes a week).For $15, participants receive accessto the Kids Play Free program at theclub, 25 percent off junior green fees,50 percent off range balls and $25 offjunior golf camps, as well as a T-shirt tocommemorate their effort after completingthe fourth round in the threemonthperiod.“By offering it along with the youthprogram and not giving them the shirtsuntil they’ve completed four rounds,there’s an incentive for them to stay involved,”notes Coffman, who has championedfitness and youth golf since hisearly days as an assistant pro at DukeUniversity Golf Club in North Carolina.“And the longer they stay involved, themore of a chance there is that we canhang onto them for the long haul.”Though the 99 Hole Challenge is stillin its infancy and participation hasn’tquite reached double figures, Coffman’senthusiasm remains untempered. “Thisnever has been about making money,”he says. “This is a long-term vision aboutbringing kids to the game, involving parentsto play with them, and getting themto stick with it over the entire summerinstead of just playing one round andputting it away.” —Jeff BarrThinking Outside the Retail BoxNOSTALGIA CAN BE A POWERFUL SALES TOOL. Just ask Kelly Misuraca,merchandise manager and buyer at Castle Pines Golf Clubin Castle Rock, Colorado.In the lead-up to the club’s opening this past April, Misuracaand her staff transformed Castle Pines’ golf shop intoan homage to the 1950s dubbed “Soda Shop.” The teamcollected props that characterized the era, including a fullyfunctional jukebox, a vintage Coke machine, vinyl records, amalt maker, period glassware and more.“Our members were so excited to see these iconic itemsfrom the past that our traffic increased and people spent extended periods oftime in the golf shop,” Misuraca says.During the promotion, which lasted from mid-April until the beginning of June,merchandise revenue experienced a 21 percent ($37,000) increase comparedto the same period last year. This was more than $37,000 above the merchandisesales from the previous year.Article originally appeared in the June 2013 AGM etailer newsletter. Reprinted with permission of theAssociation of Golf Merchandisers (www.agmgolf.org).Golf IndustryCalendarAugust 30-September 2Patriot Golf DayNationwidewww.playgolfamerica.comOctober 23-25European Golf Course Owners AssociationGolf Business ConferenceLisbon, Portugalwww.egcoaconference.euNovember 21-23Golf Business CanadaConference & Trade ShowFairmont Express HotelVictoria, British Columbiawww.ngcoa.ca/conferenceJanuary 22-24, 2014PGA Merchandise ShowOrlando, Floridawww.pgashow.comFebruary 3-6, 2014NGCOA Annual Conference& Golf INdustry ShowOrlando, Floridawww.ngcoa.com/conferenceFebruary 4-8, 2014Cmaa World Conference& Trade ShowOrlando, Floridawww.cmaa.orgFOR MORE EVENTS, INCLUDING NGCOACHAPTER HAPPENINGS, VISIT WWW.NGCOA.ORGGOLFBUSINESS.COM 47

CommunitySomething To CelebrateMaggie Valley is embracing itspast while looking to the future.he management of Maggie ValleyTClub & Resort certainly knowshow to throw a party. When lookingfor ways to commemorate the club’s50th year in business, officials decidedto host a near summer-long celebrationrather a single event.“We just felt it was important to dosomething special to let people knowthat we’ve been here 50 years and thatwe’re planning on being here for along time to come,” says Jay Manner,general manager of the North Carolina-basedclub and resort. “It used tobe that Maggie Valley was just a sleepylittle place, but with all the improvementsover the years, there’s everyamenity you’d expect at a first-classclub. We just wanted to call attentionto ourselves, to remind people thatthey have a place worth celebrating.”For a 50-day period, from July 4 toAugust 23, the club sponsored giveaways,barbecues, photo contests andmore, all in honor of Maggie Valley’sgolden anniversary. Officials promotedthe events and offerings throughoutthe facility, on the club Web site andvia social media.The strategy proved both popularand effective. More than 150 golfersplayed a round to qualify for 50 differentgiveaways. Prizes ranged from golf ballsto free green fees,pool membershipsto the grand prizeof a stay-and-playpackage at MaggieValley.“Some werejust little trinkets,and somewere big items,”Manner notes. Inall, officials gaveaway prizes valuedat approximately$5,000.To be fair, the celebration wasn’tsimply an excuse to throw a big party.Management used the event as a publicrelations tool to generate excitementabout the club.“Yes, there’s a pretty major investmentinvolved, but at the end of theday, you’re drawing a lot of attention tothe club, getting a lot of people to playto be a part of the giveaways, and youmost certainly are letting people knowthat Maggie Valley is an exciting placeto be,” Manner says.Maggie Valley has weathered itsshare of ups and downs over the past50 years, including numerous managementchanges. And while history playsan important part of the club’s marketing,Manner has no intention of lettingthe past dictate the future. “You haveto celebrate the past, but you also haveto understand that this place is muchdifferent than it used to be and that thefuture is brighter than ever,” he says.Be that as it may, Manner alsorecognizes opportunity when hesees it, and he encourages otherowners to do the same. “I’d tell any[operator] who has an anniversary orspecial occasion not to let it pass bywithout recognizing it,” he says. “It’sa golden opportunity.”—Jeff BarrUseful InsightsIMG FOUNDER AND CEO MARK H.MCCORMACK BECAME WORLD-FAMOUS, not just for his representationof athletes like Arnold Palmer, JackNicklaus, Gary Player and Tiger Woods,but for his common-sense approachto business management. His book,“What They Don’t Teach You at HarvardBusiness School,” was an internationalbestseller, and before he passedaway in 2003, he was one of the mostsought-after public speakers on thebusiness circuit.Despite building a billion-dollar businessfull of world-famous athletes andcelebrities, McCormack never forgotthe basic principle of speaking withpeople one-on-one. One of his favoritestories—told for years—concerned hisfirst trip to India, where he met with aworld-famous hotel mogul. During themeeting, the wait staff brought out atray of hot water and individual packetsof instant coffee.An hour later the owner asked Mc-Cormack, “What do you think we canimprove in our hotels?” McCormackpicked up one of the coffee packetsand said, “You can toss these and brewfresh coffee. Instant coffee is perfectlyacceptable in India, but in the rest ofthe world, luxury properties have freshlybrewedcoffee at all times. It’s a smallthing, but it’s a service touch that doesnot match the quality of your facilities.”The owner, who was accompaniedby several of his top executives,slammed his hand on his knee, turnedto the group, and proclaimed, “That isthe kind of information I need!”Within a month, every hotel in themogul’s chain offered fresh-brewedcoffee. It was a little thing for theowner, but a big thing for guests. And itwas something that would have goneunnoticed if the owner hadn’t askedone simple question: What can we doto improve? —Steve Eubanks48 GOLFBUSINESS September 2013

2014 NGCOA Annual ConferenceOrlando, FL • February 3-6 • www.ngcoa.org/conferenceIn conjunction withGOLFBUSINESS.COM 49

Time. A trip to the golf course requires planning, preparation and2 several hours to play. To convince members of Generation Y tospend the few hours of down time they have each week at your course,you have to make their experience well worth their time and money.One of the best ways to do that is to help them advance their careers.Young professionals are always looking for new ways to network andmeet prominent people within the community. Create value by hostingtournaments or outings that link professional leaders with ambitious,career-seeking young adults. You may be surprised by the number ofnon-golfers who show up—and by the amount who return to play.Difficulty. Playing golf well requires a great deal of practice3 and persistence. But when did everyone forget that it’s supposedto be fun? You don’t have to be a pro basketball player to enjoyshooting hoops at the gym. So why does everyone feel the need to playlike a professional golfer in order to approach a golf course?To address this issue, Kanny blocks off nine of his facility’s 36 holesduring slow periods for FootGolf, an innovative game that fuses thefast-paced, energetic sport of soccer with golf. The game is played witha size 5 soccer ball on a golf course with shortened holes of 21-inch diametercups. FootGolf allows non-golfers to become comfortable withthe golf course and the rules before delving into an actual round of golf.This type of game could be the perfect stepping stone for beginners—particularlythose of Generation Y—who need to learn thebasics of golf. FootGolf could eliminate the boredom and frustrationof being bogged down with rules, etiquette and “proper technique”that can turn off young adults.continued on page 53Powerful NumbersEveryone enjoys getting a good deal. With the NGCOA’senhanced Savings Calculator, you canfind out just how much you stand to savethrough discounts, rebates and valueaddedbenefits by participating in theassociation’s Purchasing Network.So log on to www.ngcoa.org/smartbuy/savings_calc.asp andcalculate your potential savingsand rebates with the easy-to-usecalculator. You just might be surprisedby the numbers.MemberNews & NotesMyrtle Beach OwnersAnnounce Award WinnersThe Myrtle Beach Area Golf CourseOwners Association named The DyeClub at Barefoot Resort as its GolfCourse of the Year. In other news, theMBAGCOA named Frank Coughlin,regional operations managerfor NGCOA member National GolfManagement, as its Employee of theYear. Coughlin oversees day-to-daygolf, food-and-beverage and merchandisingoperations at eight NGMmanagedcourses.CGCOA PartnersWith Flyers EnergyThe California Golf Course Owners Associationrecently named Auburn-basedFlyers Energy as its preferred fuel supplier.Under the agreement, membersof the CGCOA will receive a per-gallonvolume discount on fuel purchases.Executive director Marc Connerly predictsthe annual savings will cover thecost of association membership.Troon Tapped ToManage Palmilla BeachNGCOA member Troon has beenselected by real estate developmentfirm Koontz McCombs as the newmanagement company for NewportDunes at Palmilla Beach, a links-styleArnold Palmer Signature Course in PortAransas, Texas.GOLFBUSINESS.COM 51

MEMBERS ONLYFROM THE brightideas ArchiveWhen the management of Falcon’s Fire Golf Club inKissimmee, Florida, unveiled the “Hats Off” promotionin late winter, they were hoping for major-league success.That’s exactly what they got.From March 4 to April 3 (2010), Falcon’s Fire lopped$30 off the price of a round for any player who wore a MajorLeague Baseball cap to the course. The promotion attracted150 rounds during the one-month stretch and created $14,850in total green fees. Steve Schaller, general manager at Falcon’sFire, estimates the overall revenue generated by the promotionto be in excess of $21,000.“It was a home run,” he says. “You’ve got to try differentthings in this economy, and we figured with all the baseball fansaround, it might draw some extra attention. Turns out we wereright on the money.”The Bright Ideas Archive is a collection of unique business-building strategies from golf course owners andoperators gleaned from the pages of Golf Business. For more ideas, visit GolfBusiness.com and search “BrightIdeas” as an article type within the archive. A NGCOA member login is required to access this tool.OPERATING SOLUTIONSExposing players to merchandise in new and unusual places hashelped improve the bottom line at Spring Brook Country Club inMorristown, New Jersey.Rather than wait for members to stroll through the pro shop tosee the latest in clothing and equipment, head professional TonySantillo displays products at the entrance to the swimming pool,the men’s and women’s locker rooms, near the putting green—basically anywhere to create awareness and drive impulse sales.In one instance, Santillo placed a mannequin near the entranceto the pool. Alongside the mannequin, which was dressedin summer attire and flip-flops, a sign read: “Want to see more?Go to the pro shop.” The display piqued the interest of numerousnon-golfers, who wandered into the golf shop and made a purchase.A similar display in the men’s and women’s locker roomsalso produced sales.One of Santillo’s most productive ideas was placing a rackof putters near the practice green where players could demo aputter while waiting for their tee time. The promotion resulted inmultiple sales.“There was little or no cost involved,” Santillo says. “It could endup being an impulse buy, just like buying something at the counterin the pro shop.”This approach can be taken at any club. It requires only someadvance planning and the willingness to think “outside the shop.”OPERATING SOLUTIONS IS A MONTHLY FORUM PRESENTED BY NGCOA PREMIERPARTNER CLUB CAR TO PROVIDE INNOVATIVE IDEAS THAT HAVE INCREASEDREVENUES AND/OR REDUCED OPERATING EXPENSES.Get toKnowTom Brooks, OwnerCarson Valley Golf CourseReno, NevadaAt the ripe age of 13, Tom Brooks began his careerin golf as a member of the maintenance crew atWildcreek Golf Course in Reno, Nevada. The experienceplanted the seeds that budded into a passionfor the game and business, and eventually led tocourse ownership.After receiving his degree in plant science andbusiness management from the University of Nevadaat Reno, Brooks quickly worked his way up inthe golf industry. Within a few years, he was namedsuperintendent of Kildare Hotel and Country Club(commonly known as The K Club), a five-star resortlocated on the outskirts of Dublin, Ireland. There,Brooks oversaw upkeep of two Arnold Palmerdesignedcourses, and hosted two European Opensas well as the 2006 Ryder Cup. It was there he alsomet his wife, Manya.Eventually, Brooks returned to the United States,and in 2001, he and Manya purchased Carson ValleyGolf Course, the facility his parent’s had ownedand operated for 30 years. The course has been akeystone of the community for more than five decades,and Brooks plans to keep it that way.“And yes, the next generation—my threechildren—are already thinking about running thecourse in the future,” he notes. “That makes it ourjob to make golf a thriving business again for thenext generation.”Brooks has faith, hope and unwavering optimismfor the future of golf. As a board member of both theNevada Golf Course Owners Association and NGCOA,he hopes to grow the game while upholding the corevalues of golf at both the state and national levels.“Course owners are resourceful businesspeople invested in the game [and thepeople] most capable of effectingchange in the golf business while ensuringits continued tradition,” Brooks says.“They will ultimately make the decisionsthat move the game and businessforward again.” —Audrey Berrier52 GOLFBUSINESS September 2013Tom Brooks, owner, CarsonValley Golf Course

4continued from page 51Communication. Members ofGeneration Y often use socialmedia outlets to gather informationabout social, recreational and communityevents. If you aren’t already usingsocial media at your course, you’refailing to connect with this group.Realizing the power of this medium,NGCOA member Allison Georgeconverted the Web site for Toad ValleyGolf Course into a blog. Within sixmonths, George had received morethan 1,400 new Facebook likes—anincredible increase for a local business.Texting is an equally effective wayto reach a younger audience. Take ahint from Kanny, who texts his youngadult members to inform them ofdeals such as free cart rentals whenthey bring a friend to play.Stereotypes. Golf often receivesa bad wrap as being 5an elitist sport, but the stereotypewouldn’t exist if there weren’t at leastsome truth to it. Consider a recentpost by a female golf blogger (let’s callher “Karen”), which describes a roundof golf she played with a co-workernamed “Jim.” Karen isn’t shy aboutthe gap between her skill level andJim’s, and she sees fit to tear apartJim’s total approach to the game, fromthe way he hits the ball to his pre-shotroutine to his golf etiquette. She thenproclaims, “The average golfer has noclue what they are doing.”Although there will always be peoplelike Karen, who don’t enjoy seeingbeginners on the course, there is away to ensure new and seasoned golferscan play in harmony. By creatingseparate courses for beginners and juniors—muchlike bunny slopes at a skiresort—course owners can separateplayers of varying skill levels, ensuringthat beginners don’t ruin the game formore advanced players, and vice versa.NGCOA member Arthur Littledid just that at Province Lake Golf,a course he co-owned in Parsonfield,Maine. Little and his staff rebuiltthe course’s entire tee system, andin the process created layouts bettersuited for women (4,169 yards)and juniors and beginners (2,000yards). “If the industry really wantsto attract women [and other] newcustomers, it must have tees that fitthese customers,” he notes.So take a look at the changingworld around you, and then eliminatethe growing disconnect between yourbusiness and Gen Y. Doing so will helpunlock the door to exponential growthamong potential customers.—By Audrey Berrier, marketing coordinator of theNGCOA and a member of Generation YStreamlineYour SearchTap into your association’s incrediblenetwork of golf industry supplierswith the NGCOA Buyer’s Guide.www.ngcoabuyersguide.comInstead of wading through endlesslistings of distributors, manufacturersand vendors to service your operation,choose the NGCOA Buyer’s Guide.Powered by Naylor, our Guide appliesthe latest search engine functionality toensure that you quickly and easily findthe most relevant partners to deliverwhat your facility needs to succeed.Keep the Benefits ComingEnjoying the benefits of NGCOA membership just got eveneasier. With the association’s new auto-renewal program, youcan automatically renew your membership each year. No moreworrying about expiration dates, a lapsed membership or aninterruption of member benefits.To get started, simply check the Auto-Renew option on yourinvoice or contact the NGCOA directly. Once enrolled, the NG-COA will bill your credit card and you’ll be notified with an emailreceipt within 10 to 14 days of renewal activation.So make it a point to sign up for the auto-renewal program. It’sthe easiest thing you can do to keep the NGCOA working for you.POWERED BYStart your search today atwww.ngcoabuyersguide.comGOLFBUSINESS.COM 53

[ In Focus ]The Wildernessat Fortune BayLake Vermilion, MinnesotaYear Opened: 2004Facility Type: Public/ResortOwners: Bois Forte Band of Chippewa (managedby KemperSports)NGCOA Member Since: 2004QUALITY OF THE COURSEThis 18-hole course offers a true wildlife experiencewith greens surrounded by evergreen trees, fairwaysdivided by unique boulders and exposed rock, andviews of Lake Vermillion.MEMBERS ONLYQUALITY OF MANAGEMENT AND STAFFGeneral manager Gabe Cessna and staff pride themselveson outstanding customer service and routinelyreceive rave reviews from customers. The course usesa special service training program created by KemperSportsto ensure consistent quality of service.CONTRIBUTION TO THE COMMUNITYEnvironmental stewardshipis a top priorityfor the course,which has been certifiedunder the AudubonCooperativeSanctuary programsince 2005. The staffworks to preserve thebountiful wildlife by protecting animal habitats, minimizingpotentially harmful impacts, and improvingconservation and efficiency efforts.CONTRIBUTION TO THE GAMEDuring the summer, The Wilderness offers women’sclinics, mixed clinics and junior golf camps. The courseis also involved in local organizations for youth, includinga career day. Service personnel are encouragedto join the game with a substantial discount as well.Welcome MembersThe NGCOA would like to welcome the following members,who have recently joined or returned to our communityBig Island Country ClubKamulla, HIEagle Knoll Golf CourseHartsburg, MOEmerald Lake Golf ClubMonroe, NCIndian Canyons Resort Golf CoursePalm Springs, CALatina Golfers AssociationAnaheim, CALimerick Golf ClubLimerick, PAOld Corkscrew Golf ClubEstero, FLPrairie Trails Golf & Country ClubEl Dorado, KSShingle Creek Golf ResortOrlando, FLThe Huntmore Golf ClubBrighton, MITribute Golf CourseWausau, WIWarren Golf Course at Notre DameNotre Dame, INCedar Crest Golf CourseDallas, TXDavid Royar Golf, IncLancaster, TXLa Canada-Flintridge CountryClubLa Canada, CAOak Golf, IncLawrence, KSPoquoy Investment Group, Ltd.Lakeville, MASalt Creek Golf RetreatNashville, INWater Gap Country ClubWallingford, PAAre YouGettingAll You CanFrom theNGCOA?If not, it’s time you did.Visit www.ngcoa.orgfor news, offers, resources andmore. It’s all about leveragingthe benefits of membershipin the NGCOA.54 GOLFBUSINESS September 2013

MEMBERS IN MOTIONPurchasingNetworkSuppliersSaved Membersmore than $1 Millionjust having funNGCOA member Palmetto DunesOceanfront Resort in Hilton HeadIsland, South Carolina, hosted FamilyGolf Month events throughoutJuly. Former PGA Tour player DougWeaver taught the kids fun andengaging moves like “closing thecar door” and “alligator arms.”The industry’s leading suppliers of products andservices for golf operations and the NGCOAhave teamed up to extend members-only pricing,rebates and value-added packages exclusively toNGCOA members.Last year, participating members received, onaverage, $528 in rebates and collectively, savedmore than $1 million.PREMIER PARTNERMixing things upNGCOA member Sedona GolfResort in Sedona, Arizona, wasselected to host this year’sAWGA Mixed Stix event, aproactive initiative to promotewomen’s golf through a 36-holecouples tournament.PREFERRED SUPPLIERSFamily timeNGCOA member Toftrees GolfClub in State College, Pennsylvania,recently hosted its 4th annualMarriott Family Golf Festival, whichoffers families private lessons, freegolf, discounted family membershipsand savings in the golf shop.SMART BUY SUPPLIERSMaking a differenceNGCOA member Patriots PointLinks in Mt. Pleasant, South Carolina,is actively seeking to grow thegame through partnerships withThe First Tee, US Kids Golf, andother junior and family programs.All of the offerings are designedto teach valuable life skills.Members:Start Saving Today!Visit www.ngcoa.org/purchasingnetworkor contact Rutledge at rbaker@ngcoa.orgor (800) 933-4262 ext. 270.GOLFBUSINESS.COM 55

Market PlaceG O L F C O U R S E M A R K E TPROPERTIES LISTED IN:ALABAMA • CALIFORNIA • FLORIDANEVADA • NORTH CAROLINA • OHIOOREGON • SOUTH CAROLINATENNESSEE • WASHINGTONKen Arimitsu+1 949 390 5512karimitsu@pmrg.comKeith Cubba+1 702 836 3733keith.cubba@colliers.comThe Nation’s leader in Golf Course Real EstateC O U R S E L I S T I N G SSupporting Sponsor:MMA GOLFThe Carolinas and TN brokerage leaderCONFIDENTIAL COURSES AVAILABLEwww.mmagolf.com • brett@mmagolf.comFor SaleBull Creek Golf & Country Club—Louisburg,NC - 18 holes year round, 4 sets of tees, combopennlinks, bent grass & 419 Tifton fairways, par72, USGA 70.1 rating, driving, putt & chip greens,pro shop/meeting facility & more on 176 acres.$1,900,000.00 Contact Terry Garrison at TegarrisAssociates Realty, (252) 438-6363.Confidential—Florida Golf Course - 18-Hole fullservice country club with amenity package includingfitness center. Located in central Florida within1 hour of Tampa and Ocala. Zoned for 990+ residential.Confidentiality Agreement required for information.Contact Hilda Allen at Hilda W. Allen RealEstate Inc., (888) 324-5020, hildahwa@gmail.com.Presenting Sponsor:views and majestic tree lined fairways. Newly renovatedchampionship 18 hole golf course completewith state of the art practice facilities and a spectacular19th hole Island Green!!! Contact HildaAllen at Hilda W. Allen Real Estate Inc., (888) 324-5020, hildahwa@gmail.com.Highland Rim Golf Course—Nashville, TN -This 18-hole championship Tennessee course withlimestone bluffs, natural waterfalls, rolling hills, andScottish style bunkers is conveniently located justtwo miles off I-24 and only 20 minutes north ofdowntown Nashville. Designed in consultation withUS Open Champion Mary Mills, it has been rankedamong the “Top 100 Courses for Women” by Golffor Women Magazine and “Top Ten Courses in Tennessee”by Golf Link. This 158 acre facility includes alarge glass enclosed tournament pavilion with seatingfor 150, recently renovated Pro Shop with snackbar plus an indoor/outdoor teaching bay. Coursefeatures new Mini Verde, Ultra dwarf Bermudagreens and includes two large practice greens, anextensive 6 acre driving range, maintenance building,on-course shelter building, and three bedroomhome. Owners are retiring from business. ContactJohn Doerr at Through the Green New Hope LP,(615) 594-8010, jgdoerr.ttg@gmail.com.Confidential—Scenic 9 hole Golf Course, VT- Scenic 9 hole golf course located in the heart ofVermont’s Green Mountains. Plays 2936 yards toPar 36. 7000 square foot Clubhouse with 3 rentalapartments, bar and restaurant with a wrap arounddeck, all currently under lease. Asking $750,000.Contact DR Symmes, Broker at 802-295-9400.Confidential—Metro Albany, NY - New YorkState Golf course, in Metro Albany area. 18 holes on150 acres Full restaurant with liquor license. LargeDeck, Driving range. Room for second floor Banquet.Auto-Irrigation, 60 owned carts. Retiring owners.Asking $2,200,000 Send Buyer Profile from www.golfXchange.com for more info. Deloris Gausch(910) 754-4529 or deloris@golfXchange.com.Durham Lakes—Fairburn, GA - 18 holes convenientlylocated just off of I-85 in metro Atlanta.Voted one of GA’s Top 100 Must Play Courses byGolf Styles Magazine. PRICE REDUCED. ContactHilda Allen at Hilda W. Allen Real Estate Inc., (888)324-5020, hildahwa@gmail.com.Heritage Oaks GC—Brunswick, GA - The bestgolf course layout in the Golden Isles! A wonderfulblend of nature and golf, with panoramic marshHighlands Reserve GC—Davenport, FL - 18 HoleChampionship, Mike Dasher-designed golf coursewith 6,649 total yards, 20 station practice range,chipping and practice putting area. Situated withina well-maintained residential community of nearly800 homes. Highlands Reserve sits atop one of thesale pendinghighest areas of Florida and offers remarkable sceneryalong with a course designed for hot Orlandogolf! Contact Hilda Allen at Hilda W. Allen Real EstateInc., (888) 324-5020, hildahwa@gmail.com.sale pendingJennings Mill CC—Bogart, GA - Ranked one ofGA’s top courses. A short drive from Athens. The10,000sf clubhouse anchors the 18-hole championshipBob Cupp designed golf course and its amenities.Spectacular landscape views. A must see to appreciate.Contact Hilda Allen at Hilda W. Allen RealEstate Inc., (888) 324-5020, hildahwa@gmail.com.River Pointe Golf Club—Albany, GA - This challenging18 hole golf course has been recognized byAtlanta Golf Magazine as one of the top courses toplay and was voted “BEST OF THE BEST” golf coursein the Albany area for the past four years. RiverPointe is one of the most beautiful courses in thesale pendingsouth. Wooded, watered and meticulously groomedand totally in keeping with the natural beauty of

C L A S S I F I E D S4.5x2_GolfBusiness 7/13/09 5:16 PM Page 1the historic Flint River. PRICE REDUCED UNDER $1M. ContactHilda Allen at Hilda W. Allen Real Estate Inc., (888) 324-5020,hildahwa@gmail.com.The Club at Surrey Hills—Yukon, OK - The Club at SurreyHills, Yukon, Oklahoma, 18 Hole public course on 160 AC, additional38 AC roughed in for Par 3 course, two story 8,200SF Clubhouse with 2,100 SF Cart storage beneath clubhouse,large kitchen and banquet area upstairs seats 150+, grill &enclosed Bar downstairs seats 30 with Pro Shop, 3,280 SF upscalecovered Pavilion, 3,564 SF Maintenance Bldg., located inhigh end subdivision. Seller Financing Available & MotivatedSellerÉ.. Asking price $1,200,000.00 Contact Tommy Cummings,CCIM at Golf Course Brokers, Inc. (936)788-4622 orTommy@golfcoursebrokersinc.com.The Summit Golf & Country Club—Owensboro, KY -Semi-Private. The Don Charles designed layout provides playersof all levels a challenging and diverse experience. Withbentgrass greens, five lakes and multiple teeing areas, thepar 72 course can play from 5,500 yards up to 6,835 yards.The Summit hosts over thirty-five corporate outings and fundraisingevents annually. Golf Course listed under $1.5M. Additionalacreage available. Contact Hilda Allen at Hilda W. AllenReal Estate Inc., (888) 324-5020, hildahwa@gmail.com.Wolf Creek Golf Club—Atlanta, GA - This Mike Young designis a 7,026 yard, par 72 championship layout with four setsof tees. Both low flatland holes and dramatic elevation changescome into play. Just minutes from the Atlanta-HartsfieldAirport “Sealed Bid Offering”.Contact Hilda Allen at Hilda W.Allen Real Estate Inc., (888) 324-5020, hildahwa@gmail.com.Featuringthe NEWAir FlowSystem!Get the IMPERMEABLE barrier!Not just another Turf Cover!Minimizes temperature fluctuations • Protects from ice damage, crown hydration and desiccationLightweight and durable for years of easy installation & storageActual user photos —www.GreenJacket.com/gb 888-786-2683 not retouched!REALESTATEAUCTION mid-OctOBerLIVE & onLInE BIddIngOperating 18-HOle, 134 acreBlack river gOlf & cOuntry cluB3300 Country Club Drive, Port Huron, MI (North of Detroit, 2 miles from Sarnia, Ontario)Well Maintained · Large Canadian Draw · Full Service Restaurant· Built by Fred Riggin of the Mueller Brass Family in 1926, redesigned by William Diddle in the 1950’s· Semi-private, 6,500 yards, 129/71.4 · 11,500 SF Club House · 18,500 SF Gross Area · Pro shop, range,practice area, tennis courts · House for management · Magnificent tree-lined fairways on the Black RiverActive Banquet Business · Conference Center · Ceremony Sitevoted “Best of Port Huron Golf Courses”Courses/Land WantedWanted—Highly experienced golf course operations professionalsseeking golf course lease/lease management opportunitiesin Florida. Expertise in all aspects of course operations,fiscal management, facility consultation, maximizing courseprofitability and value. Contact Dennis 941-465-8334 or mcwedge1@aol.com.847.418.2700 Real Estate Auctions HilcoReal.comIn Cooperation with Alan R Kravets MI Broker #6504284299, 14943 Lakeside Rd, Lakeside, MI 49116. 10% Buyers Premium.Recent TransactionsBluffton, SC—Crescent Pointe and Eagle’s Pointe. Buyer representedby Hilda W. Allen Real Estate, Inc., (888) 324-5020,hildahwa@gmail.com.Bossier City, LA—The Golf Course at Stone Bridge, 18 holes,sold by Hilda Allen, Hilda W. Allen Real Estate, Inc. (888) 324-5020.Brainerd Lakes Area, MN—Pine Ridge Golf Club sold onJuly 25, 2013 by Tom Scherling & Elaine Westerdahl-Delaney,Century 21 New Horizons Realty, (320) 632-4983.Cleveland GA—18 hole Mossy Creek Golf Club sold by HildaAllen, Hilda W. Allen Real Estate, Inc. (888) 324-5020.Haughton, LA—Olde Oaks, 18 holes, sold by Hilda Allen,Hilda W. Allen Real Estate, Inc. (888) 324-5020.SELLTHROUGH THEGB CLASSIFIEDSCall 800-933-4262, ext. 212for information onplacing your adPleasevisitwww.GolfCourseMarket.comFor real time listings orcall to participate.1 (877) 933-4499

d IndexInteract with the companieswhose products and servicesare advertised in Golf BusinessSubscribe Today or Requalify NowTo Continue Receiving Golf BusinessADVERTISER PAGE PHONE URLCLUB CARe-z-gogcsaagolf academy of americagolfbusiness.comhilda allen real estatejohn deere golfIFC,1544215810IBC800.CLUBCAR800.342.7342888.324.5020clubcar.comezgo.com/txtgcsaa.orggolfacademy.edugolfbusiness.comhildawallen.comjohndeere.comAll fields on this form are required fields . Please answer all questions.q New Subscription q Subscription RenewalIs this your personal copy of Golf Business ? q Yes q NoAFFIX LABEL HERE (signature still required) OR PRINT IN BLACK INKName__________________________________________________________Title ___________________________________________________________Company ______________________________________________________Address ________________________________________________________City ___________________________________________________________State ______________________________ Zip ________________________Phone _________________________________________________________Fax ___________________________________________________________Email (required)_________________________________________________Are you a current member of the National Golf Course Owners Association?q Yes q No1) Do you wish to receive/continue to receive Golf Business FREE?q Y es q NoSignature X ________________________________Date______________®just one golflockers.comngcoa annual conferenceNGCOA Buyers Guidengcoa Membershipngcoa purch. networknike golfpepsiskecherstaylor made3831495323551937BC6855.587.8111800.562.5377800.933.4262x222800.933.4262x270866.PEP.GOLFjustonegolf.comlockers.comngcoa.org/conferencengcoabuyersguide.comngcoa.org/membershipmattersngcoa.org/purchasingnetworknikegolf.compepsi.comskechersperformance.comtaylormadegolf.com2) Which one option best character- 7) What is the aver age greens fee for a typicalizes your organization? (check one only) round of golf at your facility? If you work at01 q Golf Course F acility/Group of F acilities02 q Off-Course Golf Retailermultiple facilities , please indicate the aver agegreens fee across all facilities .03 q Golf Industry Manufacturer/V endor/Distributor01 q nothing/private 05 q $75 - $9904 q Golf Course Consultant02 q o less than $25 06 q $100 - $14903 q $25 - $493) What one option most closely matches07 q $150 or moreyour job function/title? (select one only)04 q $50 - $74 08 q not applicable01 q President/CEO02 q Owner/Oper ator03 q Chairman of the Board8) What is the total annual budget orexpenditures for which you are responsible?04 CFO/Financial Managerq 50 q less than $99,000 53 q $500,000 - $999,00005 q General Manager51 q $100,000 - $249,000 54 q $1,000,000 - $2,499,00006 q Club Manager52 q $250,000 - $499,000 55 q $2,500,000 or more07 q Director of Golf08 q Executive/National/Regional Director/Manager 9) In which ways are you personally involved09 q Purchasing Manager/Buyerin your organization’ s purchasing decisions?10 q Golf Professional60 q Determine annual budget expenditures11 q Golf Superintendent61 q Authorize final purchases12 q Member , Board of Directors62 q Determine needs of the operation13 q Marketing/Sales Manager/Director63 q Specify/recommend vendors or suppliers15 q Other (please specify) _____________4) Which one best describes thenature of your organization?(select one only)64 q Specify/recommend specific brands65 q Evaluate brands for purchase10) Which products/services listed below doyou specify, recommend, buy or approve thepurchase? (select all that apply)A q Golf Cars10 q Private11 q Privately-Owned Daily Fee12 q Semi-Private13 q ResortB q Turf Equipment14 q Municipal/State/CountyC q Course Design/Construction/Renovation16 q MilitaryD q Irrigation & Dr ainage17 q University/CollegeE q Chemicals , F ertilizer & Seed18 q Driving Range/Practice FacilityG q Clubhouse Design/Construction/Renov ation20 q Development CompanyH q Financial Services28 q Golf Course BuilderT q Legal Services21 q Other (please specify) _____________F q Course Accessories21 q Not ApplicableJ q Insur ance5) Are you affiliated with a golf course U q Mark eting Servicesmanagement company?L q Pro Shop Apparel01 q yes 02 q noM q Pro Shop EquipmentP q F ood & Bever age6) How many facilities , in total, are R q Computers/T echnologyyou personally responsible for? V q Furniture/Fixtures80 q less than 2 83 q 10 or more W q Human Resources/Staffing81 q 2 - 4 99 q Not applicable K q Consulting82 q 5 - 9TORO2-3800.803.8676toro.com/leaderboardIncomplete forms cannot be processed or acknowledged. The publisher reserves the right toserve only those individuals who meet the publication qualifications.For Faster Service Go Online: www.golfbusiness.comtrojan battery9800.423.6569trojanbattery.comOr mail to: Golf Business, PO Box 321, Congers, NY 10920-0321 • Or fax to: 845-267-3478Change of address only? Call 866-372-8658B1309IN

Does your equipment suppliergive you enough tools to work with?John Deere Business Class.More than just equipment.In the game of golf, one club is not enough.And for an equipment supplier, just supplyingequipment is not enough either. That’s whyJohn Deere Golf offers a range of services likeno one else in the industry: an in-house creditoperation (the only one in the industry),innovative and labor-saving equipment, a stable,well-established dealer network, and a rewardsprogram for your course and your members.For more on what John Deere Business Class cando for you, email us at clubpartner@JohnDeere.com.EQUIPMENTEXPERTISEFINANCINGREWARDSJohnDeere.com/Golf55170