There are three fundamental ways to drive business growth: customer acquisition, increasing the price per unit, and boosting the frequency of purchases. However, for golf course owners and operators who rely on traditional methods, acquiring new golfers can be a slow and challenging process, barely keeping up with attrition rates and offering little hope for substantial growth. Increasing prices may drive away loyal customers, and attempts to increase frequency of purchase can be undermined by savvy golfers who find ways to cut costs.
To achieve real results, it’s essential to change your strategy. That’s where MMC’s expertise comes in. We excel in all three growth strategies. We not only acquire new players, but we also guide them to spend more freely and frequently across various profit centers from day one. Over time, we incrementally increase their membership fees until they are contributing as much as Core and Avid golfers.
MMC’s growth initiative includes two or three years of complimentary marketing and sales consulting, providing valuable support without any additional cost. We offer low to no-cost mini campaigns to help expand profit centers such as F&B, range, cart rentals, outings, banquets, and more. Our weekly videos empower and motivate your staff to improve their product-selling skills while delivering exceptional customer service. All these benefits are available when you launch a golfer acquisition campaign with MMC.
MMC is a unique, results-driven company that operates on a performance-based model. We specialize in golfer acquisition campaigns tailored to untapped segments of the market, including core, avid, casual, and non-golfers. Our approach is worry-free and turn-key, as we handle every aspect of the campaign from start to finish. What sets us apart is our no-risk, self-funding structure, which means there are no upfront fees or out-of-pocket expenses for our clients.
In fact, MMC has a remarkable track record, having raised 1.7 million dollars in immediate cash for a golf facility within a remarkable 90-day timeframe. When it comes to generating immediate cash and backend/operational revenue, there is simply no competition that can compare to MMC. We excel in delivering exceptional results.
Throughout our website, we refer to pre-packaged rounds like punch cards, season passes, and preferred player’s cards as “memberships.” This is done intentionally to fulfill the core emotional needs of golfers, including connection, security, status, growth, variety, and contribution. Whether you currently offer a membership option or not, our focus is on increasing rounds and revenue, rather than getting caught up in labels. We work with daily fee operators to customize their offers to the community, ensuring maximum engagement and success.
MMC has achieved remarkable success in raising immediate cash for nearly 500 partnering golf courses, with amounts ranging from $100,000 to $500,000 (averaging $250,000) within a 90-day timeframe. These campaigns not only infuse much-needed cash into the businesses but also drive increased traffic, rounds, and daily revenue, leading to substantial annual profits. Our partnering properties encompass a wide range of golf courses, including public, private, ultra-private, semi-private, city/municipal, college-owned, resort properties, as well as 9-hole regulation and par-three executive courses.
Initially, some owners and operators may feel apprehensive about MMC’s unconventional approach to golfer acquisition and business expansion. The industry is not accustomed to this method of growth. However, through this presentation, the supplementary material on our website, and the insights shared in “Golf: The Untapped Market,” as well as in, soon to be released, “EGO: Edging Golf Out,” you will gain a comprehensive understanding of the current state of the golf industry and its foundational facilities. Alongside our analysis, we offer a sustainable growth plan that surpasses anything the industry has witnessed before. It is our aim that you experience an “Aha” moment, realizing the true potential of MMC’s strategy.
MMC has conducted extensive research and identified four distinct categories of golfers: Core, Avid, Casual, and Non-golfers (also known as new golfers). What sets us apart is our utilization of psychographics rather than solely relying on demographics to categorize the non-golfer group. While demographics such as age, income, homeownership, and education are commonly used by other marketing companies, we recognize that psychographics provide a deeper understanding of potential customers.
Psychographics encompass crucial factors such as lifestyle, spending habits, purchasing patterns, and buying behaviors. This information proves to be far more valuable in gaining a comprehensive view of a person’s preferences and motivations compared to basic demographic data. For instance, it is not solely an individual’s wealth that determines their potential as a customer, but rather their disposable income and spending habits. We strive to identify customers who have the financial capacity and inclination to make purchases related to golf, ensuring their long-term value to the industry.
MMC goes beyond surface-level data to uncover individuals who have shown an interest in golf-related products or services but have not yet started playing the game. These consumers represent a significant growth opportunity for the industry and serve as the future of the game. By delving deeper into their profiles, we can effectively connect with these potential new players and lock up lasting relationships with them.
Two fundamental questions drive consumer interest: What will I gain from it, and how much does it cost? It’s crucial to understand that 90% of your target market will dismiss your product if the price exceeds their perceived value. Conversely, if the price is significantly lower than the perceived value, you capture their attention. However, it’s important to note that the success of a campaign is not solely determined by the price point, despite misconceptions in the industry. The price contributes only marginally to the overall campaign success.
It’s crucial to recognize that the perception of value differs among consumer segments. Industry professionals and avid golfers may view an offer as “giving golf away,” but casual and non-golfers do not share this perspective. For individuals who have never played or only golf occasionally, the price point appears reasonable. They may not envision playing golf more than once or twice a year, and the idea of playing more frequently is not part of their mindset.
Pricing serves as a hook to attract customers, but it should not be the sole focus. It is strongly advised against simply lowering prices without considering the broader strategy. Lowering costs without implementing the remaining 99% of the campaign’s intellectual property would attract core and avid players who are unlikely to spend additional money in other profit centers. This approach would be detrimental to the financial health of any business.
While there is a segment of consumers who prioritize quality and are willing to pay for it, they represent a relatively small portion of the overall consumer base. Even among the core group of golfers, it is important to recognize that the majority (80%) actually spend less in relation to the value they receive compared to casual and non-golfers. When core golfers consider signing up for or renewing a golf membership or season pass, they often assess the cost versus the number of rounds they can play. If they can find a significant advantage in terms of the number of rounds and the cost, they are more likely to join, otherwise, they may choose not to. Their motivations are often driven by financial considerations rather than solely supporting the club.
Furthermore, it has been observed that core and avid golfers tend to bring their own provisions such as a six-pack of beer and a sandwich instead of purchasing food and beverages from the facility. They also tend to utilize the driving range less frequently and prefer to buy golf accessories and equipment from discount golf stores rather than the pro shop. These spending behaviors are not meant to downplay the significance of core and avid golfers in the golf industry. They are an essential part of the industry and their revenue is crucial for the financial sustainability of golf facilities. The point being emphasized is that, even with reduced entry barriers, casual and non-golfers have the potential to generate comparable or even greater revenue through their play and consumption habits. On average, casual and non-golfers play approximately six rounds, allowing for a higher ratio of these players to core golfers. They enthusiastically spend on items such as beverages, food, golf equipment, apparel, and range balls when they visit the clubhouse, making the most of their occasional golf outings.
Achieving profitability in the golf industry in 2023 and beyond relies on effectively balancing the composition of your tee sheet among all four golfer segments: Core, Avid, Casual, and Non-golfer (new golfer). By integrating these segments into your operations, you can expand your demographic reach and increase operational revenue. Over the years, I have developed an optimal mix of golfers that can be customized to suit each facility’s unique needs. It is important to note that these numbers are not set in stone and owners/operators should determine what works best for their specific facility. Although they may initially appear aggressive, they are in fact, conservative and provide a solid foundation for success.
For most 18-hole facilities, the ideal number of members and/or season pass holders is around 2,350. With a 30-week season, an average 18-hole course can accommodate approximately 52,920 rounds of golf per season while still maintaining a respectable pace of play.
Here are some potential membership classifications to consider for your facility:
Diamond Membership: This premium tier includes 50 members who play a maximum of 150 rounds per season, resulting in a total of 7,500 rounds. Diamond Members enjoy an all-inclusive membership experience and pay a premium for exclusive benefits.
In total, these membership classifications contribute 44,200 committed rounds to your facility, leaving a surplus of 8,720 rounds available for green fee play out of the 52,920 rounds based on a 30-week season. It’s important to note that if there are any shortfalls in a particular category, it may be beneficial to offer the extra rounds to Casual and Non-golfers, aiming to cultivate them as customers and players with the goal of moving them up the membership ladder.
The operational revenue potential derived from 44,200 annual rounds can be significant across various profit centers. Let’s take car rentals as an example to provide a snapshot of the revenue potential. In a hypothetical worst-case scenario, where only 80% of the Silver membership (1,560 members) decide to rent a car for each of the 9,360 rounds they play, the set car fee being $18 per round, the potential annual increase in car revenue amounts to an impressive $168,480. This example demonstrates the untapped revenue from customers who might have been overlooked previously. However, car rentals are just one profit center among many others that can contribute to the facility’s overall revenue.
By maximizing revenue from profit centers such as clinics, outings, events, club tournaments, leagues, food and beverage, lessons, locker rentals, club storage, range, merchandise, pull cart rentals, banquets, weddings, social functions, club rentals, trail fees, car storage, and more, the potential annual revenue becomes even more astounding. To unlock this revenue potential successfully, the key lies in skillfully developing Casual and Non-golfers as customers. This can be achieved by seamlessly integrating simple sales systems into your regular daily operations, thereby creating awareness about the various additional products and services offered. The best part is that this can be accomplished without any extra workload or requiring additional staff.
Interestingly, although Casual and Non-golfers make up 80% of the membership, they consume only about 20% of the rounds. However, they are responsible for generating approximately 80% of the revenue. This business model presents a compelling opportunity for maximizing profitability.
Identifying and targeting casual and non-golfers requires a strategic approach. It is essential to recognize that untargeted advertising alone will not effectively reach this audience. A successful campaign necessitates expertise in research, data interpretation, consumer profiling, marketing, sales, web design, SEO, integrated mail services, printing, ad copywriting, design layout, and more. MMC’s campaigns involve collaboration from multiple professionals in their respective fields, ensuring a comprehensive and effective approach to reach and engage potential customers.
MMC’s golfer acquisition campaigns typically have a duration of 3 to 4 months. Our team is committed to launching a campaign within just 7 days of signing an agreement. The best part is that MMC operates on a performance-based model, meaning there are no upfront fees. We design a tailored, no-risk, self-funding campaign specifically targeting casual and non-golfers for your facility.
To ensure a seamless process and expedite the purchasing journey, we create a dedicated website for your campaign, minimizing the need for additional staff. With MMC handling 95% of the work, you can rest assured that mistakes will be minimized, and our team provides free support throughout the membership period.
Our risk-free model is not only effective but also sustainable, presenting a solution for growing your business, advancing your career, and ultimately contributing to the growth of the game of golf.
Contact us today at chuck@saveandgrowthegame.com, and our team will conduct a comprehensive market analysis, competitive overview, and demographic survey to identify your facility’s market potential. Based on our findings, we will provide a proforma analysis at no cost and with no obligation. Even if you decide not to proceed, you will gain valuable insights into your market, all without spending a dime.
You deserve peace of mind, let MMC grow the business.
There’s no reason to delay—call MMC today!
Save and grow the game dot com operates on a crowdfunding model to drive the expansion of the game we all love–golf! We understand the power of collective action, and that’s why we’ve opted to employ this unique model to harness the support of golf enthusiasts, industry professionals like the PGA, LIV Golf, touring pros, manufacturers, retailers, players of all levels, and anyone passionate about making a positive impact. We firmly believe in the potential of this growth strategy, and we invite you to become a part of this exciting journey.
MMC welcomes partners, supporters, and funding from individuals, companies, and associations who genuinely care about the industry’s growth and are willing to back their words with their wallets, whether they are currently active in the golf industry or not. By supporting us through this crowdfunding effort, you will not only be helping the game itself but also the professionals and workers in the golf industry. Let’s come together and support this innovative initiative to shape the future of golf and make it more vibrant, diverse, and accessible than ever before.
We are committed to revolutionizing and expanding the game of golf from its core to reach new heights. Our focus will be on several key initiatives:
Our growth initiative is designed to demonstrate to developers, investors, advertisers, donors, sponsors, industry leaders, owners, and operators that they can achieve both financial success and fulfill their social and civic responsibilities. We believe in a win-win philosophy, where doing the right thing for the community can go hand in hand with making a profit. It’s not a zero-sum game, i.e., an all-or-nothing approach; this initiative strikes a perfect balance.
We understand the importance of avoiding overbuilt markets with an excessive number of facilities, as that wouldn’t benefit anyone—neither owners nor the game itself. We understand the valid concern about new players potentially impacting the pace of play. That’s why our programs are thoughtfully designed to attract traffic to the facility during non-peak times, days, and seasons. Our goal is not to devalue golf but to emphasize the affordable aspect of the sport, making it accessible to aspiring golfers from all socio-economic backgrounds. Everyone should have the opportunity to take up the game, regardless of their financial status.
We fully respect the traditional dress code and code of conduct in golf, as it adds to the allure and prestige of the sport. Just as basketball players don’t wear collared shirts on the court, we would never condone wearing tank tops on a golf course. Similarly, we believe players should support the facility by purchasing food and drinks on-site, embracing the complete experience provided by the course. We prioritize being mindful of the facility’s culture, and that’s why our team goes the extra mile to ensure that our offer is tailored to the specific needs of each owner and operator. In essence, our programs are 100% facility-friendly, ensuring a seamless integration that respects the uniqueness of each establishment.
The undeniable truth is that the game of golf is currently facing minuscule growth, and this “growth” is only relative to the pre-COVID years, which were the absolute worst for the industry. Personally, I am unwilling to sit back and passively witness the potential withering away of this beloved sport. We cannot afford to take a casual approach to this issue, as it will only lead to more unnecessary casualties. Simple changes that have been neglected for far too long can make a significant difference. Together, we have the power to revitalize the game, the industry, and careers in golf by transforming our attitudes, perceptions, and beliefs.
Affordability, diversity, and inclusivity have always been inherent to the game’s DNA, though often overlooked. Our growth initiative is not as radical as some might think; rather, it brings to the forefront the reality of the game. Golf professionals are not hackers; they are consummate professionals in every aspect of their work and I know most are frustrated with the progress, or lack thereof, that the industry has experienced. We all must rise to the occasion and champion the game with the dedication and expertise that true professionals possess.
Golf facilities serve as the lifeblood of the golf industry, providing the foundation for all its aspects to thrive. Associations, touring pros, tournaments, events, fundraisers, fans, and customers all depend on the existence and well-being of these facilities. Neglecting them would lead to a catastrophic impact on the entire industry, leaving many of us searching for new career paths.
Recognizing the significance of golf facilities is paramount. Saving existing ones and developing new ones are vital to sustaining the health of the industry. It is crucial not to underestimate the direct impact these facilities have on our lives and careers. Consumers only become players when they step onto a golf course, and players become fans after experiencing the game. Without customers, players, and fans, none of us would have a career within the golf industry.
Golfers and enthusiasts should understand the direct connection between facility availability and their enjoyment of the sport. The decline in the number of golf properties would limit options and lead to higher costs to enjoy a round. The frustrations of limited access could even discourage people from playing the game they love, resulting in further closures and perpetuating a negative cycle that could erode the essence of “golf.”
While there will always be facilities for those who can afford big ticket items, we must ask ourselves if we belong to that top three percent who will be able to afford to play golf no matter how much it cost. We all share a collective responsibility to preserve the accessibility and affordability of golf for the broader population. Ensuring the health and vitality of golf facilities is not just essential for the industry but also for the enjoyment and growth of the sport we cherish.
LIV Golf’s philosophy of emphasizing the team over individual players holds great wisdom. Golf needs stability and should not rely on calamities or the next Tiger Woods to save it. It’s our collective responsibility to save and grow the game. We are all part of the same team, including The PGA, LIV Golf, touring pros, owners, operators, manufacturers, retailers, golfers, advertisers, donors, sponsors, and enthusiasts. We must unite with a single goal: Save and Grow the Game!
It’s time to pay it forward and pass on the game, and the unforgettable experiences to the upcoming generations of golfers. Let’s ensure that we leave the game in a much better state than when we received it. I urge you to wholeheartedly support this cause, as your contribution will reflect your deep affection for the sport and the joy it has brought you. Every contribution, regardless of its size, holds immense value and is genuinely appreciated.
Together, let’s work diligently to infuse new energy into the cherished game of golf and secure a prosperous future for it. Your support can create a meaningful impact, so I invite you to join us in this shared endeavor to make a real difference in the world of golf.