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?
I am sometimes confronted by a frustrated PGA Professional bemoaning the fact that their Management don’t appreciate them. “They don’t
value me enough, but if I wasn’t here morning to night this place wouldn’t run”.

My question to them is, “How much is a golfer worth to your club?”

If I said, “it is impossible to value a PGA Professional without first knowing the lifetime value of a golfer at that club,” would you feel
comfortable with that?

When I’m talking to a General Manager I first want to know what their attrition (loss or resignation) rate is. It will usually be between 8 and 12%.

I can then show them how to get more value from their PGA Professional. For the sake of this calculation, let’s imagine the loss rate was 10% (for easy math).

Give the Professional a list of 100 names and make them accountable for that group of golfers and their spend and retention.  

At the end of the year, what is the attrition rate from that group of 100? If it's just 5% vs the 10% across the club, then the Professional only lost 5 golfers where ‘unattended’ it would have been 10 from that group. The Professional has saved you 5 golfers.   

At a minimum that’s 5 x the annual value of a golfer. But every Manager I talk to, is happy to make it 5 x half the lifetime value of a golfer at
their club.

We have Professionals who have a “Care Group” of 120 (occasional golfers) who lost ZERO golfers / members from their Care Group.

How valuable are those Professionals? How much would that be worth at your club?


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