As well as being fluent in the language of the ‘consumer’, we need to be able to hold a business conversation with the owners and managers.
If the business model at a golf club
was aligned like this:

Then you wouldn’t get this response from a player development revenue workshop we ran in 2019:

“Each of you think about your player development achievements in 2018 and write down your #1 achievement.”

“I put over 120 women through our version of Get Golf Ready in 2018. That’s a record at this club, and I don’t think too many others will have beaten that”.

“How many rounds have these golfers played in 2019? How many have become members?”

“I don’t know. That’s not my responsibility.”
If the Professional’s only reward is a percentage of the earnings that they bring in (“eat what they kill”), then why wouldn’t they hunt more students rather than more rounds or more members?

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