You have to talk 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.
Yesterday I described the view the CEO of a golf retail superstore chain had about his competitive position vs the on-course retailers. If you missed his quote

The quote can be interpreted as a criticism of PGA Professionals, but I prefer to look past that and see his disadvantage he was describing.

He had the product, and he had the place (the off-course stores), but now he had to attract the golfers to his locations. Promotion, to attract consumers, is an enormous challenge for any retailer, and comes with a healthy advertising and margin loss price tag.

An on-course retailer HAS the consumer on their property. They haven’t had to invest in an expensive real estate, or big media advertising campaign, or create loss-leaders or big price drops.

Understanding that a traditional retailer has to invest in marketing to ATTRACT consumers, whereas an on-course retailer has a steady stream of consumers on property must mean that the on-course retailer has a different marketing challenge.

If you’re an on-course retailer who doesn’t have to ATTRACT consumers, then do you even need marketing? If you do, then what are you trying to achieve with your marketing? List three goals of your marketing.

How is it different for the PGA coach on property?

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