There is very little chance that functions are coming back in a big way this year. Restaurants and bars will be under financial pressure. But the demand for golf is just going to get greater. Are we re-thinking our model?

Several PGA Professionals responded to last week’s message about
“performance reporting” and how to align that to the Facility goals, by suggesting that the expectations the Facility had of them was to offer “great service” to members.

“Great service” is an ambiguous measure, and it might NOT completely align to either the golfer or the Facility’s goals.

You’ve delivered “great service”. Now, what rating out of 10, would each of these two golfers give for their experience on the day?

Golfer one; shoots below 85 for the first time and has a round that seemed to fly by, where everyone had a non-stop laugh; and

Golfer two; shot several shots over handicap, lost a few golf balls along the way, went a different direction to most of their partners off the tee, and by the 12th was struggling with sore hamstrings.

The service has been “average”. Now, what rating out of 10, would each of these two golfers give for their experience on the day?

Golfer one; shoots below 85 for the first time and has a round that seemed to fly by where everyone had a non-stop laugh; and

Golfer two; shot several shots over handicap, lost a few golf balls along the way, went a different direction to most of their partners off the tee, and by the 12th was struggling with sore hamstrings.

Of course “great service” is important. We should take pride in the service we deliver. But, for most General Managers (of a membership club), their balanced revenue scorecard will look something like this:

COVID has created significant challenges in one part of that scorecard. That means we need to over-achieve in others. Do your answers to the “service” questions indicate that “service” will be enough to help you sustain or grow your golf club’s business?

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