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?
Yesterday, I asked how many golfers you could ‘save’ from resignation if you ‘cared’ for a group of 120 golfers with 45 of those being at high risk of resigning. If you know the lifetime value of a golfer, whether it's just 5, 10, 15 or even more you save, then your value to the golf club is considerable.    

Here is a scenario one PGA Professional took on.

The new owners of the club wanted to move the club into a super-premium level; doubling the monthly subscriptions, raising prices all around, and reduce the membership by 40%.

The Management and Professional went through the membership list and ticked off those they knew would welcome the upgrade and pay the new fees. Then they ticked off the current occasional and low spenders who they didn’t really want to stay at the club with the new model.   

That left them with about 150 members that they wanted to stay, but were unsure would stay when the announcement was made.

The Manager gave that list to the Professional and tasked him with:

a) Building a strong relationship with each of those golfers in the next
3 months ahead of the upgrade announcement;

b) Connecting those members with more of the members they knew would welcome the upgrade;

c) Increasing the value the 150 were getting from the club, the game, and their membership, as it stood currently;

d) Getting as many of the 150 as possible into performance
improvement programs.

The Owners budgeted to lose 50% of the list of 150 in their planning. Every save was worth $ 15,000 per year in additional dues and
average spend.

How do you think you’d do with that challenge? How much could you
be worth?

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