You have to speak many languages. The business language of numbers. The golf language of values and heritage and the future. But you also must be fluent in the language the consumer speaks.
 
 
 
One of the world’s great retailers, the CEO of an off-course golf
superstore chain, replied to my query about how his business was doing with the following statement:

“Sometimes I have a nightmare that all the PGA Professionals have realized that they have all the customers. My business is now in real trouble. Then I wake up and realize it was just a silly nightmare and that business is good.”

He wasn’t gloating or being arrogant, or being triumphant. He was being humble. In his view, his business only existed because PGA Professionals were more interested in the “game” than the customer.

Don’t dismiss that thought too quickly.

 
 
If you have an on-course retail operation, rather than think about your disadvantages, vs. the large superstore or online retailers, what critical advantages do you have? How are you exploiting those advantages?

You’ll easily answer the first question, but I wonder if you’ll find much to list as an answer to the second.
 
 
 

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