“Active Merchandising’ is going to be the future of real-world retail.”
Is this good practice?

Data, especially “customer data” is a hot button right now. The
suggestion now is that the use of “customer data” is somehow evil. But, it is something that we’ve used for centuries and is used by the best in golf.   

Let’s look at data with three examples and consider how a good Professional uses it.

Brad Forge, at the time PGA Professional at Bryanston Country Club, knew that I loved high-quality cotton shirts without the big two branding all over them.

He gave me a call and told me that he’d seen samples of “triple-weave egyptian cotton” golf shirts that would be too expensive for him to stock. But he saw two that he thought had enough detail and in perfect colors to interest me. He’d bought them and put them under the counter. No obligation; he could always sell them to a member.  

I bought them (Actually 10 years later I still have them).  

 He used data he had (customer knowledge) and then used 4 of the 6 pillars of influence to monetize the relationship he had with me.

If you have members who play older Titleist Irons, should you be actively trying to introduce them to the T-Series Irons? Should you be using customer knowledge (which is data) to influence specific individuals?

An example from our “active customer management” model is
rounds played.

If a member isn’t playing very much golf, or their rounds played has dropped off significantly, shouldn’t the general manager or membership director kick-off an action to discover why, and reactivate that member if possible?

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