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? 
For some, the world has got a lot tougher
Yesterday I showed a balanced scorecard for a General Manager that might look like this, with the additional note that there is pressure on their weddings & function and restaurant revenues for most golf clubs.


The challenge for many
What if the golf spend was heavily influenced by tourists playing as premium rate visitors? What if, over the last years, you’ve subsidized membership and local rounds using premium rates for tourists? And what if now, because of international travel constraints, the tourist golfers are no longer there?  

If you’re at a club that depends on tourists, which are now absent, then what is their strategy to fill that revenue gap, and how are you expected to help?

If there is no workable strategy, what will happen to the costs in the business? How are they going to be cut?

The question for everyone
This is a very, very real situation for many golf clubs in the southern hemisphere right now. If most feedback I get represents what is happening, then no-one is talking to the PGA Professional(s) on property.

In that case, what should the PGA Professional(s) do? Does the answer change if the Professional is an employed “assistant” or an independent coach?

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